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Oracle has postponed the end of support date for its popular 19c database as users await news of a mainstream on-prem version of its latest database, 23ai.

In a communication released last month, Oracle said it would be pushing back the support cutoff for 19c to December 31, 2029, for Premier Support and December 31, 2032, with Extended Support.

Aside from 23ai, 19c is the most recent “Long Term Release.” 21c is an “Innovation Release,” which are not supported as long and are not eligible for Extended Support. As of 2022, Oracle offered Premier Support until April 2024 and Extended Support until April 2027 for 19c. In 2023, Oracle waived Extended Support fees for 19c until April 30, 2026.

Oracle did not explain why it is offering five more years of Premier Support for 19c.

Big Red ditched the “c” lineage in May last year when it launched 23ai, which introduced new features, including a native VECTOR datatype and “optimized” vector similarity search indexing.

At the time, Oracle made no commitment to an on-prem version of the database, other than the relatively niche Oracle Exadata and Oracle Database Appliance (ODA) hardware. Still, some commentators were optimistic that a mainstream on-prem version of the latest database would arrive soon.

Nine months later, it has yet to emerge. The most recent missive says that – other than the cloud, Exadata, and ODA – there is no on-prem planned. It only states that Supercluster, Linux x86-64, Linux on Arm, Oracle Solaris SPARC (64-bit), Oracle Solaris x86-64 (64-bit), Microsoft Windows x64 (64-bit), HP-UX Itanium, and IBM Power and System Z are TBA.

Oracle was given the opportunity to comment.

Speaking to The Register, Martin Biggs, vice president and general manager of third-party support specialist Spinnaker, said:

“With 23ai going on-prem, nobody really knows why the release dates are still to be announced, but they have dramatically extended 19c support, which means it is supported right through to 2032. In fact, they are only saying they’re going to support 23ai until 2031 at the moment. They will do longer, but it raises all sorts of questions, and it means 19c becomes probably the longest-ever strategic platform.”

Biggs said Oracle customers pay perpetual license and support fees on the understanding they get upgrades included during the period they cover. “When new versions come out, you get it ‘for free’ although obviously, you have to pay to upgrade and so on.”

Oracle increased its support fees by 8 percent in 2022. At the moment, there is “no clear view of any new version coming out” at least in terms of on-prem 23ai outside of Exadata and ODA.

Oracle database remains top in the DB-Engines ranking system, which relies on a combination of metrics including mentions on websites, Google search trends, appearance in online technical discussions, job ads, professional profiles, and social media feeds. The Stack Overflow Developer Survey, which largely reflects developer choices when building new applications, ranks Oracle as the ninth most popular database choice, well behind the leader, PostgreSQL. ®

Article originally posted on InfoQ. Visit InfoQ

Earlier in the week, OpenAI announced it is restructuring its AI roadmap, consolidating its efforts around GPT-5 while scrapping the previously planned o3 standalone release.

Initially, OpenAI had intended to roll out GPT-4.5 (code-named Orion) as an intermediary update, but internal reports suggested that its improvements over GPT-4 were marginal. Instead, CEO Sam Altman confirmed that OpenAI will deliver a “unified intelligence” model with GPT-5, eliminating the need for users to select different versions within ChatGPT.

Altman has said GPT-5 will be designed to integrate multiple capabilities—reasoning, voice synthesis, search, and deep research—into a single model. OpenAI aims to streamline its product lineup by removing the current model picker and letting the AI dynamically determine how much computational power is needed for a given task. This move follows OpenAI’s increasing focus on reasoning models, which self-verify outputs for greater reliability at the cost of additional inference time. While OpenAI pioneered this approach with o1, competitors like DeepSeek have quickly closed the gap, prompting OpenAI to accelerate its release schedule to maintain its lead.

“We want to do a better job of sharing our intended roadmap, and a much better job simplifying our product offerings… We want AI to just work for you; we realize how complicated our model and product offerings have gotten.” – Sam Altman

Altman outlined OpenAI’s planned subscription tiers for GPT-5, where free users will have access to a standard intelligence level, while ChatGPT Plus and Pro subscribers will receive progressively more advanced reasoning capabilities. This marks a shift in OpenAI’s monetization strategy, moving beyond usage limits toward tiered model intelligence.

Technical hurdles remain, particularly around inference efficiency. As reasoning models require additional processing to validate outputs, computational costs rise, and latency becomes a concern. OpenAI, already reliant on Microsoft Azure for cloud resources, must balance these factors while scaling GPT-5’s capabilities. Additionally, growing competition from open-source AI models threatens OpenAI’s position in the market, as organizations increasingly seek customizable, locally hosted AI solutions. Indeed, while Altman has discussed GPT 4.5 getting good reception from testers, AI developer Elvis Saravia has also playfully noted tomorrow he may also noted it ‘still has a long way to go’.

This comes at a time when Anthropic has also been developing a hybrid AI model that dynamically adjusts reasoning power, allowing developers to control computational resources via a sliding scale, unlike OpenAI’s fixed low-medium-high settings. This model excels in business-focused coding tasks, particularly in handling large codebases and generating accurate code, outperforming OpenAI’s top reasoning model in certain programming benchmarks. Some have speculated OpenAI, recognizing Anthropic’s approach, plans to merge its reasoning and traditional models into a single AI, potentially following Anthropic’s lead. Anthropic reportedly plans to release it in the coming weeks.

The competition for AI talent has been fierce, with OpenAI and its rivals aggressively trying to retain and attract top researchers. Thrive Capital, a major OpenAI investor, recently presented to OpenAI staff, emphasizing the potential financial losses of leaving for a startup, given OpenAI’s rapid valuation growth. This comes amid high-profile departures, including ex-research head Ilya Sutskever who left for Safe Superintelligence (SSI) and ex-CTO Mira Murati, who has recruited multiple OpenAI researchers for her new venture, Thinking Machines Lab. 

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• Artificial intelligence continues to captivate investors and market observers as digital advancements progress in 2025.
• The “DeepSeek selloff” in January caused significant market volatility, affecting tech stocks and unsettling stockholders.
• Jim Cramer, a known CNBC host, is bullish on MongoDB (NASDAQ:MDB), highlighting it as an undervalued yet promising company in the AI space.
• MongoDB, a leader in enterprise software, facilitates data management and has seen its shares rise over 18% year-to-date despite past challenges.
• Investors are encouraged to identify innovative companies like MongoDB, which offer value and potential within the growing AI landscape.
• MongoDB may represent an overlooked opportunity, poised to capitalize on the evolving digital and AI-driven market.

As the digital tide of 2025 rolls forward, artificial intelligence remains a fervent topic for investors and market pundits alike. The tech landscape, however, recently experienced a tremor following the January “DeepSeek selloff,” a significant shake-up that sent stockholders scrambling. In the heart of this financial storm, a clear narrative emerged around the bold assurances of Jim Cramer, the ever-vocal CNBC host known for his unyielding insights on market movements.

In a market roiled by fluctuations, MongoDB, Inc. (NASDAQ:MDB) stands under the spotlight. A titan in the enterprise software domain, MongoDB enables businesses to deftly manage vast oceans of data. Despite a rocky start attributed to executive departures late last year, the company finds itself buoyed by favorable industry winds, allowing its shares to climb over 18% year-to-date.

Cramer’s fervent endorsement of MongoDB paints a picture of a deeply underestimated powerhouse. Often overshadowed by peers like Salesforce, MongoDB, according to Cramer, is undervalued yet poised for potential growth. The company ranks among his top AI picks, albeit with the understanding that higher returns might blossom elsewhere in the tech garden.

Cramer’s narrative goes beyond mere optimism, urging investors to assess the ever-evolving AI landscape with discerning eyes. For those chasing the shimmering promise of AI, the real challenge lies in identifying stocks like MongoDB—companies that offer innovation at compelling values, ready to harness the digital dawn. Amidst a chorus of AI contenders, MongoDB presents an alluring proposition: it might just be the undervalued gem waiting to unleash its full potential.

Unlocking the Potential of MongoDB in the AI-Driven Era: Why It’s a Stock to Watch

How-To Steps & Life Hacks

For investors looking to harness the power of MongoDB in their portfolio, consider the following steps:

1. Understand the Market Context: Research the enterprise software market and MongoDB’s role in it. This includes understanding its products and how they align with the AI revolution.

2. Examine Financial Health: Review MongoDB’s financial statements to assess revenue growth, profitability, and cash flow.

3. Track Industry Trends: Stay informed about AI and data management trends. MongoDB’s NoSQL database is well-suited for agile data handling, a critical factor in AI developments.

4. Monitor Competitor Movements: Keep an eye on competitors like Salesforce and their strategies, as they can impact MongoDB’s market position.

5. Leverage Expert Opinions: Follow industry experts, such as Jim Cramer, for their insights, but always cross-reference with other analytics and market research.

Real-World Use Cases

MongoDB is not just powering databases; it’s enabling innovation across sectors:

– E-commerce: Enables seamless data processing and real-time analytics for personalized shopping experiences.

– Healthcare: Powers large-scale data analytics for improved patient care and research capabilities.

– Finance: Supports complex transactions and reduces latency in financial data processing.

Market Forecasts & Industry Trends

– Growth Projection: According to a report by MarketsandMarkets, the NoSQL database market is projected to grow from $3.4 billion in 2020 to $21 billion by 2026, driven by AI integration and big data.

– AI Integration: As AI adoption expands, databases capable of handling unstructured data like MongoDB are expected to see increased demand.

Reviews & Comparisons

– MongoDB vs. Competitors: MongoDB is contrasted with traditional systems like Oracle and newer competitors like Amazon’s DynamoDB. It often scores higher in flexibility and scalability for modern applications.

Controversies & Limitations

– Data Challenges: While MongoDB offers scalability, there can be complexities in data consistency and transaction management that need careful handling.

– Security Concerns: Like any cloud-based solution, MongoDB needs robust security protocols to protect against data breaches.

Features, Specs & Pricing

– Core Features: Flexible schema, horizontal scalability, and strong support for modernity (JSON-like storage).

– Pricing: MongoDB offers a free tier plus subscription plans on their cloud platform, MongoDB Atlas, with pricing based on data usage and additional features.

Security & Sustainability

– Data Protection: MongoDB Atlas provides built-in security features like encryption, authentication, and access control to safeguard data.

– Sustainability: Continually updated to improve efficiency, MongoDB supports sustainable software development practices.

Insights & Predictions

– Potential Growth: If MongoDB can continue to innovate within AI frameworks and maintain strategic partnerships, it stands to capture a significant portion of market share.

Tutorials & Compatibility

– Learning MongoDB: Numerous online platforms, including MongoDB University and Coursera, offer courses to get started with MongoDB, focusing on its benefits for AI applications.

Pros & Cons Overview

Pros:
– Highly scalable and flexible schema
– Strong performance in handling unstructured data
– Solid developer community and documentation

Cons:
– Potential higher complexity in managing data consistency
– Requires skilled staff for optimal performance tuning

Actionable Recommendations

– Invest Smart: Due diligence and risk assessment are essential before investing in stocks like MongoDB.

– Stay Updated: Regularly consume industry news to keep up with MongoDB’s developments and industry positioning.

– Diversify Portfolio: While MongoDB shows promise, a diverse portfolio balances risk and potential returns.

To explore MongoDB further, check out the information on the MongoDB official website.

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TraefikLabs recently announced the latest release of Traefik Proxy v3.3 (codenamed “saint-nectaire” due to a French cheese). This release focuses primarily on two critical areas: observability capabilities and improved documentation structure. These enhancements aim to make the popular open-source reverse proxy even more powerful for platform engineers working in complex cloud-native environments.

Observability has become essential in modern infrastructure, allowing engineers to quickly identify and recover from service disruptions. Traefik v3.3 significantly expands its observability toolkit through extended OpenTelemetry integration. Building on the foundation established in v3.0, this release adds experimental support for logs and access logs alongside existing metrics and tracing capabilities. This creates a comprehensive observability solution that provides complete visibility into ingress traffic patterns.

Additionally, the new version introduces granular configuration control. Previously, observability features could only be enabled globally. With v3.3, platform engineers can now define default behaviors at the entryPoint level, enable or disable tracing, metrics, and access logs on a per-router basis, override inherited configurations for specific routers, and apply temporary observability settings during troubleshooting. This flexibility allows teams to implement precise monitoring strategies tailored to their specific needs, reducing unnecessary data collection while ensuring critical services remain observable.

This is now equivalent:

entryPoints:
  foo:
	address: ':80'

To this:

entryPoints:
  foo:
	address: ':80'
	observability:
  	tracing: true

In this release, Traefik has begun a major revamp of its documentation architecture, recognizing this as a crucial entry point for users. The v3.3 release delivers the first milestone with a completely reorganized reference section that targets three distinct personas: beginners, advanced operators, and advanced developers. It separates high-level use cases from detailed configuration options and creates a more intuitive structure for finding information.

The new reference documentation follows a logical progression from installation through configuration discovery, entry points, observability settings, and more. This improved organization helps both newcomers and experienced users quickly locate the information they require.

Beyond the core focus areas, v3.3 introduces several quality-of-life improvements. These include better control over ACME (Let’s Encrypt) propagation checks, configuration dump support via API endpoint for easier troubleshooting, optional IngressRoute kind in Kubernetes configurations, and Kubernetes serving endpoint status support for stickiness. The update also brings configurable paths for sticky cookies, host header configuration in the HTTP provider, preservation of Location headers in ForwardAuth middleware, and more efficient basic auth hash calculation for concurrent requests. Platform engineers will also appreciate request body forwarding to authorization servers, configurable API and Dashboard base paths, and the option to abort startup if plugin loading fails.

When considering alternatives to Traefik Proxy, many other reverse proxies and load balancers stand out: Nginx, serves as both a web server and a reverse proxy, offering stability and low resource consumption, making it ideal for handling high-traffic applications. For those seeking simplicity with built-in automatic HTTPS, Caddy is another option, featuring an easy-to-use configuration and strong security defaults. Envoy Proxy, originally developed by Lyft, is a cloud-native proxy that excels in dynamic service discovery, observability, and advanced traffic management, making it a great fit for microservices architectures. Lastly, Kong doubles as an API gateway and microservices management tool, providing authentication, rate limiting, and logging functionalities on top of Nginx. Each of these alternatives presents unique strengths, catering to different needs based on security, scalability, and ease of use.

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Transcript

Ikonne: How many people have ever wondered to themselves, thought to themselves, if only I had more power, I could make things happen in my group? I’ve thought about that many times. I have a story to tell about that. In the late 90s, early 2000s, a little bit earlier on in my career, I was part of a team, and I felt like if we made certain changes on that team, we’d just be excellent, we’d be stellar.

My problem was, I was what we might call an IC, or individual contributor. I just thought to myself, there’s no way I can do anything that’s going to change the outcome, the situation that we find ourselves in. I thought, maybe if I can orchestrate and work myself into a position of being responsible for the team, then yes, I could make things happen. What do you think I did? I worked really hard to do what? To become the one responsible for the team, for the manager. I became the manager of the team, and I was so excited. I said, yes, all the dreams, all the aspirations, all the change I want to cause to happen is now going to happen because I have the power. Was I disappointed? Everything I did failed. The team nearly ran me out of the company. They were so frustrated with me. I learned very early on that power as we often think about it or think of it, is not really what is required to make change happen in groups.

I’m Ebenezer. I work for Cox Automotive. I’m really passionate about joy at work. I’m here to talk to you about how to catalyze change in groups. We’re going to talk about a few things that are all connected. Talk about some words, authority and power, that I’ve already used. We’re going to talk about different types of change. Then we’re going to talk about things to catalyze change in groups.

Authority

Let’s start with authority. This is going to be real quick for just definitions. There are many ways to talk and think about authority. There’s really one way most of us think about authority, and it’s the first definition there, it’s formal. Most of us think about authority, and authority is defined really as the right to do something. Most of us think about authority really from a formal perspective. That’s the authority that comes from our position in our organization. How many people have formal authority? I’ll make this simple, you could theoretically fire somebody. How many people have the authority to change code in a system? How many people thought about the second thing I said as authority? Most people don’t see the ability to change software as a right on authority. It’s that formal authority based on your position.

Whenever we’re hired into an organization, we are given the right to do certain things, and that’s the formal authority that comes from the position we occupy. There’s another type of authority that we rarely talk about, and that’s informal authority, and that’s authority that stems from other sources than our position. It might be personal characteristics. Maybe you’re a really kind person. It could be your expertise. Maybe you’re well versed in a particular set of technologies or knowledge. Whatever the case is, people look to you and people accept what you have to say, because they hold you in high regard. They hold you in esteem. From that you have authority in that situation. We have formal authority and informal authority.

Power

Then we look at power. Power is generally defined as a capacity to get things done. There are many ways of thinking about and talking about power, but two ways of looking at power really speak to me. Mary Parker Follett identified really two basic forms of power: power over and power with. Power over, some have described this as the coercive power. It’s telling people to do something in a forceful manner. It’s basically using the power that you have to get people to do things. Whereas power with is shared power. It’s mutual power. It’s everybody bringing their power to the table and saying, how do we move forward? Authority and power, two things we talk about, two things we see in the organizations. Many people believe that they cannot initiate change in groups without formal authority and power over others.

In fact, I was that person. That’s why, when I told the story, I said, for me, I thought I needed to be in a position where I had power over people and I had formal authority. I had the right to tell them what to do. I had the right to say, you must change now, because Eb says so. Many people actually believe this. We may not say this, but we believe it. When I talk to a lot of people in my org about why they want to get promoted or why they want to change positions, the number one response I get is, so I can make people do things. Because people believe to make people do things, we need to have positional power, and we need to have the authority. This, to me, is because we assume that change must be coercive. Change must be forced. Change must be pushed on people.

When you work with this basic assumption, then what happens as a result of it is that you’re compelled to accumulate as much power as you can. It’s a race to the top. I want to accumulate all the power. I want to grow my empire, because I want to be able to make people do what I want them to do. We know that this really doesn’t work. What it ends up causing for a lot of people is heartache and pain. That assumption is ultimately wrong.

The question then becomes, can we catalyze change in our groups in the absence of formal authority, in the absence of power over others? I’m not saying that there’s anything wrong with formal authority. No, we need that for structure. I’m not saying that power over is wrong as well. Sometimes we need to be able to tell people to do things. When power over and formal authority are the only things we can rely on to cause change to happen in our organizations, then we’re going to be in a world of hurt over time. It’s not sustainable. That’s why I believe, yes, we can.

Change

Let’s talk about change. When I do talks, I really like for people to reflect as we go along. How many people here have a change that they wish would happen in the group they’re a part of, if there’s something you’re thinking about right now? If there’s nothing, you might want to pinch yourself, make sure you’re still awake. Write down that change. What’s the change you want to see happen in your group? One or two. Just take a second to write it down right now. Express it. Just write down this change, because I’m going to ask you to continue to refer to that change as we go through this talk. If you have a situation where the status quo is perfect, I really wish I was in your situation. Change, you’ve written down the change.

Osmer’s Heuristic on Change, what’s happening? Why is this happening? What do you want to have happen? How do you get there? Why is this happening is in parentheses, because sometimes it doesn’t really matter why something is happening. We’ve had talks about getting to the whys, and whys can be important. Sometimes why something is happening is not as important as we need to do something different, and we need to spend our energies focusing on what do we want to have happen, and how do we get there? What’s happening is just an empirical fact. Everyone should be able to look at what’s happening and say, this is what’s happening. Why this is happening is often a subject of debate. That becomes interpretive. It becomes subjective. What do we want to have happen, then becomes our ideal next state. How do we get there? What you want to have happen is obviously the change that you need.

How do we get there requires differentiating between two kinds of change: first-order change and second-order change. People have described these changes in different ways. This is a very important point, because not all change is the same. We talk about change in generic terms. We talk about change as if all change is the same, as if all ice cream is the same. I’ll tell you right now that cookie dough is better than any other form of ice cream on the face of the earth. It’s non-negotiable. You cannot argue that with me. It’s a fact. You all accept it. No response. Everyone agrees.

First-order change and second-order change, what’s the distinction? There’s a lot of information on that slide there. I’ll boil it down to this, first-order change really means just picking up a new practice. It’s really a technical change, maybe doing things differently. Second-order change really begins to get to the way we make sense of the world, our world view, a set of assumptions, the paradigms we hold dear. A first-order change doesn’t ask me to change anything about the way I see the world. It might ask me to do things a little bit differently, but it generally fits within my mental constructs as they exist today.

A second-order change says, you need to wake up and look at the world a little bit differently. It’s quite often the case that when we want a change to occur, this happens a lot, that we misdiagnose the nature of the change, and we assume that it’s a first-order change, because for us, it’s very straightforward. I’ve already, in my mind, made the shift in my paradigm, I just want to go act differently. I believe everybody else should be there alongside with me, but they’re not there. They have not made that shift. I’m treating a second-order change for other people as if it’s a first-order change, because that’s what it is for me. You need to ask yourself, what kind of change is this for the people that I’m trying to get to change in my group? Could be a very straightforward change for me, doesn’t make it a straightforward change for everybody else. Contrived examples here.

We’re going from VersionOne to Jira. I don’t know if that’s a great decision. I don’t know who would make that kind of a decision. If you’ve made that decision, I’m sorry. These are tools, ALMs, or however you use them, for tracking software development and things like that. Going from one system to the next might be a very straightforward change. It’s something you already come to terms with the fact that you’re changing systems. There’s no problem with that. You’ve come to terms with the fact that you are tracking what you do, how you work in an electronic system. No problems with that. It’s just implementing a brand-new system, and you’re completely comfortable with that. That might be an example of a first-order change in some organization. Could be, it’s straightforward.

On the other hand, maybe you’re trying to make a transition from solo development where everybody just sits in their corner and pounds out whatever they’re trying to pound out together, to saying, let’s maybe adopt mob programming or something like that. You have people who really can’t accept, or are struggling with accepting a different way of working together. Again, this is not a right or wrong thing, it is simply a shift in the way you’re thinking about the world. In the first situation, we’re not asking anybody to change their paradigms, but in this situation, we’re basically saying we’re redefining the way we think about developing software. This might be a second-order change. When you think about change and the change you want to have your group adopt, you have to ask yourself, what kind of change is this? Right now, a number of you wrote down changes that you’d like to see happen.

Beside that change, do a quick diagnosis. Is that a first-order change? Are you asking people to make a change that fits in with the way they see the world today? Are you asking them to begin to look at the world differently and make behavioral change alongside of it. Make that diagnosis right now and write it beside the change that you just captured. What kind of change is this? Because if it is a second-order change, but you’re treating it like a first-order change, then you’re going to face a lot of problems. You’re not going to take the time to really help people understand and see why you want them to think about the way they’re approaching a situation a bit differently. When we think about change, we really need to take the time to analyze the content of the change itself. You need to pause and say, what type of change is this? It is a simple 2×2. You can tell that I did a stint in consulting because it’s not completed. There isn’t a 2×2.

The 2×2 basically says, are we working with familiar practices or unfamiliar practices, existing paradigms and attitudes, new paradigms and attitudes? When you now analyze a change, depending on how big or small the change is, you might even have different parts of the change that fall in different quadrants, but it’s important to take the time to assess the change and really understand the content of the change that you’re asking people to go through in any given situation, regardless of your role in your organization. You need to know the change type. That is really important, that you know the change type. Knowing is not enough, you have to do something about it.

Four Vital Actions

We’re going to talk about four vital things that I think are really important. Some of these things have actually come up in some of the talks. This is going to be repeating things you’ve already heard. As they say, repetition deepens the impression. Identify your allies. Invite participation. Change via small bites. Create and keep engagement through storytelling. It’s been said that if you want to go fast, go alone. If you want to go far, go together. My spin on this is, when it comes to group change, if you want to go fast and go far, you must go with others. You can’t go it alone.

That means you have to find allies, people that will go with you on this journey. If you don’t have any allies, you might want to reconsider the change, because it’s probably going to die on the vine. If you don’t have any allies, you probably need to think about who or why don’t I have any allies? Why isn’t there anybody else who is passionate about this thing I think we need to have happen in this group? Even as you wrote down a change right now, who are the allies that you have for that change. If you don’t have any allies for that change, do you need to begin to work to create or find allies in your group for that change. You need to spend the time to build the relationships for that change. This is where informal authority is so important. We talked about this earlier.

With formal authority, it’s really easy to do things that already exist. You can use your formal authority to ensure that the routines and procedures and policies that have existed are executed. That’s pretty straightforward at any role in any level. When you want to cause change to happen, formal authority doesn’t really do much for you. It might move things a little bit, but it will not sustain the change. That’s when informal authority, that’s the authority that comes from other sources, authority that comes from the respect that people have from you, the trust that people place in you, that’s when informal authority makes a difference. That’s when you find allies. That’s how you get allies, through your informal authority. When it comes to group change, if you want to go fast and far, you must go with others. You cannot go alone. You have to identify the folks who are going to be your allies. Organizations are essentially political systems.

A lot of people say, I don’t like politics, or, in my organization, I don’t want to be a part of politics. If you have an agenda in your organization, then you’re part of the whole thing. You’re part of the politics. We all engage in one way or the other. Because organizations are political systems, we’re all going to have needs. I have needs. You have needs. How we go about satisfying those needs may differ, and that often leads to conflict. When you’re bringing in change, you should expect that that’s going to generate a level of resistance. It’s only through the use of allies that you can find some form of momentum to overcome this resistance. Allies are important. Who are the allies and who can help you with the change that you have?

Second thing is invitation. Invitation over coercion. You want to invite participation into the change that you want to have happen as part of what you’re going on. How do you invite people to participate in the change that you have? What do I mean by invitation? Peter Block, who wrote the famous book, “The Empowered Manager”, and a number of other books, identified five elements of a great invitation. Five elements of asking people to engage in doing something different. The invitation declares the possibility. It says, this is what we can make happen if we do this. It frames the choice. It makes it very clear what you’re asking people to sign up for. It names the hurdle in that it is very honest about the challenges that you might face in the process of trying to make this change. It reinforces the request. It makes it very clear to people why you want them to be part of it, and then it uses the most personal form possible.

This is very important in this day and age where we’re remote in a lot of places. You don’t see people in the hallway maybe as you used to see them before. Invitations need to be as personal as possible. If you can’t talk to somebody in person, call them up. Email or Slack or whatever, should be the last form that we use when we’re trying to engage people in change. If we’re going to engage people in change, we need to use the most personal form possible.

Here’s just a contrived example. We can all read it there. Just imagine that you’re trying to get people to participate in a change that has to do with how we go about developing software. We want to do it completely different. The way we’re doing it today doesn’t work. You want to engage people in change through participation. You want to engage people through invitation. You want them to participate. You want to make sure that the invitation is clear. You can see in this invitation, what is possible is that we have the potential to unlock new levels of creativity and effectiveness on our team if we modify how we work. What you have to sign up for is sharing your authentic perspective on how we can improve. You’re making it very clear that this is how you’re going to engage. We’re also honest that adopting a new approach brings challenges.

Too often, we don’t want to be honest about the challenge that comes with some of the changes we want to do. You will need to accept, embrace, and work to overcome these challenges. Those are the hurdles, but we’ll do it together. Invitation is important when it comes to bringing about change in an organization, change in a group. Look for your allies. If you don’t have allies, then invite other people to join you in the change. Who you invite is very important as well. Some of the most influential people in our orgs, in our groups within a team, are the people we least expect.

Sometimes we think that the person with the most formal authority, the person with the most positional power are the most influential people. I know a lot of people in my organization that are highly influential, that positionally are not highly positioned, and are just ICs, but when they speak, for example, everybody listens. When they engage in initiatives, people join them, because they’ve developed their informal authority so widely in the organization that they are influencers for everybody else. The perceived influencers versus the actual influencers are very important to pay attention to, and to make sure that you know who is an actual influencer versus a perceived influencer in the group.

Small bites, taking small bites. This has to do with being sure that when you’re initiating change in the organization, that you take it and increment at a time. One of the mistakes people often make with initiating change in the organization is making the change too big for people to absorb. Another 2×2. This is where you have to think about what is the nature of this change, and where does it fall between high effort, large impact, low effort, small impact. A lot of change lives in the blood, sweat, and tears quadrant.

As a result of it, a result of living in that quadrant never sees the light of day, because it requires too much for people to engage. I’ll tell a quick story here. Someone in a department wanted to have their group adopt a Lean practice of identifying waste in a process and making changes to it immediately. When the person thought about having their group pick this up, for them the way they wanted to go about doing this was to make their team actually identify a source of waste, come up with a resolution or a way of addressing this waste, and implement that resolution all at once.

Everybody on the team balked at what they were being asked to do. Why did they balk at it? They balked at it because they were being asked to do too much in one go. This is why small bites is important. When it comes to change, we often spend a lot of time trying to convince people why they should participate in the change. We’re better off spending time trying to get people to take a small step in the direction of the change. What’s the smallest step I can ask people to take in the direction of the change that I desire? Can I keep it as close to where they are today, so that the resistance, or the barrier to resistance is almost minimal? It’s almost non-existent.

I think it’s Richard Pascal who said that we are more likely to act our way into new thinking than to think our way into new acting. It just so happens that we spend a lot of time trying to think people into new actions. In fact, that’s what a lot of conferences are about: a lot of information. It’s important, but people change their thinking through new actions. You need to think, what’s the smallest action, what’s the smallest thing I can introduce in my group that can get us moving in the direction that we desire to go in? What’s the smallest thing I can do?

We started off by saying, you need to find allies. I asked for the change that you want to do. Who are your allies in your group right now? Write them down. If you don’t have any allies, then you need to go find allies. You need to invite people to join you. Think about what that invitation is going to look like. Then you’re going to have people join you, and you’re going to say, we want to do this. What’s the smallest thing in the direction of that change that you could have people do right now? That if you said, let’s do this right now, you’d get almost zero pushback to it, but it’s a step in the right direction. What’s the smallest thing you could do? These are things that are available to anybody, regardless of your role, regardless of your position, as long as you use them in the right way.

Again, who are your allies? Who are you inviting? What’s the smallest thing we can do to create the flywheel effect? Because once people do something and see something positive from it, they are more likely to be receptive to adding to it. That’s the way we all function. When I start introducing a new habit into my life, and I begin to see it yield results, then I’m more motivated to build upon that habit. That’s just the way we work. That’s the way we’re wired to work. We want to reduce the barrier to entry for people when it comes to change. We don’t want to make the change big that it’s so overwhelming that when we talk about it, people are like, no, I don’t want to engage. You want to find the smallest thing, again, you can do to help people move along. I spent some time on that point because I think that’s one of the biggest things I see whenever I talk with people about change.

The change that they bring to the team, the thing they want the team to do is so radically different from what they’re doing today that everyone is like, no way we’re going to do that. Find a small thing that moves you in that direction, and build upon it. When you think about change, if you want change to stick and last, you have to think about it as a long game. I know this runs counter to the way we tend to operate, which is why change doesn’t stick in many places, because we’re thinking about immediate. It’s the microwave age. We want it done now and quickly. Change takes time. For it to stick and for it to really be embedded in our groups, it takes time.

Last thing I’m going to leave us with, as we talk about this, is storytelling. Throughout this talk, I’ve shared a number of stories. It’s because storytelling and stories are so integral to the way we operate in the world. As much as we like to think we’re rational people, the fact is, we are emotional first then rational. I think the previous talk talked about motivated reasoning, which is, we have an emotional commitment to something, and then we come up with a whole bunch of reasons to support why we want to operate in a certain way. Stories actually speak to our emotions quite a bit. Storytelling is extremely important. Storytelling is important in engaging people in any change. Storytelling is also very important in keeping people in a change. When you think about change and how you ensure that it sticks within your group and that you’re catalyzing it, you want to make sure that you continue to tell the story of what the change is doing within the group.

Every single win, every single positive experience that comes out from that change is something that needs to be shared and needs to be celebrated, and is something that needs to be told to others. It’s something that you want to keep front and center of any type of change initiative. When you think about elements of a great story, the acronym CRIS is something that you think about. They’re clear. They’re relevant. They’re inspiring. They’re simple. Clear in the sense that when the story is told, you should be able to leave the room as a hearer and tell that story to somebody else. If the story is so convoluted that when you leave the room you’ve completely forgotten what the story was about, then it’s a bad story. If you tell a story, you can’t remember the story you told, it’s a bad story too. You need to be able to remember the story, and it should be straightforward. It should be relevant.

The story should be focused on what you’re trying to accomplish. It should be inspiring. It should speak to our emotions. It should motivate us to want to do something. It should be simple. All good stories have those attributes. All of us can tell stories. I think people sometimes think that some people are good at telling stories, and others are not good at telling stories. If you’ve ever had a conversation with somebody else in your life, then you know how to tell a story. Anyone who hasn’t had a conversation with somebody else? We’ve all had conversations, so we know how to tell stories. We need to make storytelling part of how we contribute and motivate change in our groups. Again, these are things that are accessible to all of us. It doesn’t really matter whether you’re vice president or this is your second day on the job. These are things that any one of us can do, and we can bring to the table.

Recap

When we think about catalyzing change in groups, we want to attract and invite people towards the change. The assumption that change must be pushed upon people, change must be coercive, and as a result, I need to have the power to make people do the things I want them to do, to force them to do what I want them to do, is not a mode that we need to operate from. We can attract and invite people towards the change. Does it take time? Does it take effort? Yes. That’s what leads to long lasting change. You need to know the type of change desired. Am I asking people to fundamentally change the way they make sense of this world?

If that’s the case, then I really need to take the time to work with them and understand that for some people, it might take a minute. Or am I just asking people to adopt a new practice that fits the way they operate today, and all they need is just my support and my encouragement? I need to find allies, and this is where our networks are extremely important. Who are the allies? Who are the people on my team that can really help me move forward with this change? Remember, if I want to go far and fast, I need to go with people. I have to use the power of my network. I have to have allies. I need to engage and inspire through storytelling. Let it be clear, relevant, inspiring, and simple. Start with small, impactful actions. Find the smallest thing that will not cause much of a resistance that people can engage in so that they can act their way into new thinking.

Action Items?

What will you immediately put into practice today? Everyone took a few minutes to write down a change that they want to see, a change they would like to see in their group, your organization, whatever the case may be, what are you going to put into practice? What are you going to take and apply in this moment? Is it finding allies? Is it incorporating storytelling? Is it rethinking the change? That’s up to you. What will you put into practice immediately?

How to Find Allies

Lichtensteiger: It can be really challenging trying to make a change when you feel you’re fighting the lonely fight. You talk about the social network and allies, and some of us, myself included, especially in a new organization where I have to make change, find it socially difficult to find those allies. Any tips?

Ikonne: Find those allies.

Lichtensteiger: How?

Ikonne: It’s really important to spend time building the relationships that you need to build, finding the allies, because that’s how you win at the long game. If you want the change to stick, if you want people to thrive and flourish with the change as well, then you have to spend the time working to find allies and developing that in your org.

Lichtensteiger: Just get better at finding allies.

Ikonne: Yes, make the investment.

Questions and Answers

Participant 1: What would be one of the tips that you have for encouraging your team member, the people that are in your org, that small changes are something that you appreciate and actually induce that change into them, like have a culture that emphasize small changes. You can do it. I encourage you to do it. What would the tip be? What is the tip to encourage your team member to induce changes?

Ikonne: I think it’s celebrating those changes, talking about it. It’s said that where energy goes, attention flows. It’s said the other way as well. When you pay attention to small changes, celebrate small changes, people begin to see that that type of thing matters. One of the things that plagues us in our orgs is that mixed messaging abounds. People will say, we really appreciate the small change, but the thing that’s ever only celebrated is the big change. That’s the only thing that’s ever recognized. As a result, people are like, you can’t say you really appreciate small changes, and then the only thing we ever talk about more broadly is the big change. I think it’s very important to talk about it, focus on it, celebrate it, show it, repeat it. Ask people, what’s the smallest change you’ve made today? Make that part of your organizational discourse. What you talk about repeatedly is eventually what begins to happen.

Participant 2: I just wonder what things you could think of to motivate people to actually make change.

Ikonne: What things you can think about to motivate people to make change? The status quo is often very strong. When the status quo has been successful, it really can be challenging to get people to have the desire to make change. When you think about the invitation, the situation needs to be very clear about why if we don’t make this change, things are not going to be as good as they can be. That needs to be the conversation. Not everybody is going to make change. That’s definitely true. I’ve also seen that we’re often not as clear on why this change matters, why it’s important. We don’t take the time to share that.

One of the things, as a leader and somebody who has done this is, very often leaders or people in positions or the supervisory type of positions, they’ve had the opportunity to process the change. They’ve had the opportunity to understand where we are, but they’re bringing it to people who haven’t had the opportunity to go through that journey, and they expect them to get on board immediately, when you’ve had months, maybe, to prepare yourself. In the same way you’ve had time to prepare yourself, you should also be willing to have some time with people to come along as well.

Lichtensteiger: It’s telling the story of the why.

Ikonne: Tell the story of the why.

Participant 3: You talked about, you thought you needed power over people, and you thought you had to have the authority over people, but you come here with an entirely different story, what is needed. What was it for you to recognize the change you had to make yourself to be where you are right now?

Ikonne: The fear of being fired caused me to pause and say, time out. What’s going on here? Then to do some soul searching and say, is there another way of approaching the way I want to lead here? There have been people who have coercively pushed change on people. I’ve experienced it. A number have probably experienced it. It’s not long lasting. Many of us don’t want to stay in those places for a long time, and that’s not the kind of environment you want to create as well. Eventually, as I began to think about, what would an environment be where I’d want to be part of that, and have people really commit to the change we want to do, and also initiate change. Because if you find yourself as the only person kicking off change in your environment, then there’s a problem as well. If you don’t have people saying, let’s do things differently, it’s probably a sign that there’s something going on that needs to be looked at more broadly.

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V Square Quantitative Management LLC purchased a new position in shares of MongoDB, Inc. (NASDAQ:MDB – Free Report) in the 4th quarter, according to the company in its most recent filing with the SEC. The institutional investor purchased 618 shares of the company’s stock, valued at approximately $144,000.

Other large investors have also made changes to their positions in the company. Creative Planning lifted its position in shares of MongoDB by 16.2% during the 3rd quarter. Creative Planning now owns 17,418 shares of the company’s stock worth $4,709,000 after purchasing an additional 2,427 shares during the last quarter. Bleakley Financial Group LLC raised its holdings in MongoDB by 10.5% in the 3rd quarter. Bleakley Financial Group LLC now owns 939 shares of the company’s stock valued at $254,000 after acquiring an additional 89 shares in the last quarter. Blue Trust Inc. raised its holdings in MongoDB by 72.3% in the 3rd quarter. Blue Trust Inc. now owns 927 shares of the company’s stock valued at $232,000 after acquiring an additional 389 shares in the last quarter. Prio Wealth Limited Partnership acquired a new position in MongoDB in the 3rd quarter valued at approximately $203,000. Finally, Whittier Trust Co. raised its holdings in MongoDB by 3.9% in the 3rd quarter. Whittier Trust Co. now owns 30,933 shares of the company’s stock valued at $8,362,000 after acquiring an additional 1,169 shares in the last quarter. Institutional investors and hedge funds own 89.29% of the company’s stock.

Insider Buying and Selling at MongoDB

In other news, CAO Thomas Bull sold 1,000 shares of the firm’s stock in a transaction dated Monday, December 9th. The stock was sold at an average price of $355.92, for a total value of $355,920.00. Following the completion of the transaction, the chief accounting officer now owns 15,068 shares in the company, valued at $5,363,002.56. This trade represents a 6.22 % decrease in their position. The sale was disclosed in a legal filing with the Securities & Exchange Commission, which is available at the SEC website. Also, insider Cedric Pech sold 287 shares of the firm’s stock in a transaction dated Thursday, January 2nd. The shares were sold at an average price of $234.09, for a total value of $67,183.83. Following the completion of the transaction, the insider now owns 24,390 shares of the company’s stock, valued at $5,709,455.10. The trade was a 1.16 % decrease in their position. The disclosure for this sale can be found here. Insiders have sold 43,094 shares of company stock valued at $11,705,293 in the last 90 days. 3.60% of the stock is currently owned by company insiders.

MongoDB Trading Down 1.1 %

Shares of MongoDB stock opened at $289.63 on Tuesday. The company has a market capitalization of $21.57 billion, a PE ratio of -105.70 and a beta of 1.28. MongoDB, Inc. has a 12 month low of $212.74 and a 12 month high of $488.00. The stock’s fifty day simple moving average is $261.45 and its 200 day simple moving average is $272.51.

MongoDB (NASDAQ:MDB – Get Free Report) last issued its quarterly earnings data on Monday, December 9th. The company reported $1.16 EPS for the quarter, topping the consensus estimate of $0.68 by $0.48. MongoDB had a negative return on equity of 12.22% and a negative net margin of 10.46%. The business had revenue of $529.40 million for the quarter, compared to the consensus estimate of $497.39 million. During the same quarter last year, the business posted $0.96 EPS. The firm’s revenue was up 22.3% compared to the same quarter last year. Analysts predict that MongoDB, Inc. will post -1.78 EPS for the current fiscal year.

Analyst Ratings Changes

Several research firms have commented on MDB. Wells Fargo & Company upped their price target on MongoDB from $350.00 to $425.00 and gave the company an “overweight” rating in a report on Tuesday, December 10th. Guggenheim raised MongoDB from a “neutral” rating to a “buy” rating and set a $300.00 price target for the company in a report on Monday, January 6th. Citigroup increased their target price on MongoDB from $400.00 to $430.00 and gave the stock a “buy” rating in a report on Monday, December 16th. DA Davidson increased their target price on MongoDB from $340.00 to $405.00 and gave the stock a “buy” rating in a report on Tuesday, December 10th. Finally, Morgan Stanley increased their target price on MongoDB from $340.00 to $350.00 and gave the stock an “overweight” rating in a report on Tuesday, December 10th. Two research analysts have rated the stock with a sell rating, four have given a hold rating, twenty-three have issued a buy rating and two have given a strong buy rating to the company’s stock. Based on data from MarketBeat, MongoDB currently has an average rating of “Moderate Buy” and a consensus price target of $361.00.

Read Our Latest Stock Analysis on MongoDB

MongoDB Profile

(Free Report)

MongoDB, Inc, together with its subsidiaries, provides general purpose database platform worldwide. The company provides MongoDB Atlas, a hosted multi-cloud database-as-a-service solution; MongoDB Enterprise Advanced, a commercial database server for enterprise customers to run in the cloud, on-premises, or in a hybrid environment; and Community Server, a free-to-download version of its database, which includes the functionality that developers need to get started with MongoDB.

Further Reading

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Asset Management One Co. Ltd. trimmed its position in MongoDB, Inc. (NASDAQ:MDB – Free Report) by 0.5% in the fourth quarter, according to its most recent disclosure with the Securities and Exchange Commission (SEC). The firm owned 40,407 shares of the company’s stock after selling 206 shares during the period. Asset Management One Co. Ltd. owned approximately 0.05% of MongoDB worth $9,603,000 as of its most recent SEC filing.

A number of other institutional investors have also recently added to or reduced their stakes in the company. Jennison Associates LLC lifted its stake in MongoDB by 23.6% during the third quarter. Jennison Associates LLC now owns 3,102,024 shares of the company’s stock valued at $838,632,000 after purchasing an additional 592,038 shares during the last quarter. Assenagon Asset Management S.A. lifted its position in shares of MongoDB by 11,057.0% during the 4th quarter. Assenagon Asset Management S.A. now owns 296,889 shares of the company’s stock valued at $69,119,000 after acquiring an additional 294,228 shares during the last quarter. Avala Global LP acquired a new stake in shares of MongoDB during the 3rd quarter valued at $47,960,000. Eagle Asset Management Inc. acquired a new stake in shares of MongoDB during the 3rd quarter valued at $44,380,000. Finally, Healthcare of Ontario Pension Plan Trust Fund acquired a new stake in shares of MongoDB during the 3rd quarter valued at $25,636,000. 89.29% of the stock is currently owned by institutional investors and hedge funds.

Analysts Set New Price Targets

Several equities research analysts recently commented on the stock. Macquarie began coverage on shares of MongoDB in a research report on Thursday, December 12th. They issued a “neutral” rating and a $300.00 price target for the company. Piper Sandler restated an “overweight” rating and issued a $425.00 target price on shares of MongoDB in a report on Tuesday, December 10th. Morgan Stanley increased their price objective on MongoDB from $340.00 to $350.00 and gave the stock an “overweight” rating in a research note on Tuesday, December 10th. Truist Financial reissued a “buy” rating and issued a $400.00 price objective (up from $320.00) on shares of MongoDB in a research note on Tuesday, December 10th. Finally, Citigroup increased their price target on shares of MongoDB from $400.00 to $430.00 and gave the stock a “buy” rating in a research report on Monday, December 16th. Two analysts have rated the stock with a sell rating, four have assigned a hold rating, twenty-three have given a buy rating and two have given a strong buy rating to the company’s stock. Based on data from MarketBeat, the stock currently has an average rating of “Moderate Buy” and a consensus target price of $361.00.

Read Our Latest Stock Report on MDB

MongoDB Stock Performance

NASDAQ:MDB opened at $289.63 on Tuesday. MongoDB, Inc. has a fifty-two week low of $212.74 and a fifty-two week high of $488.00. The stock has a fifty day moving average price of $261.45 and a 200-day moving average price of $272.51. The company has a market cap of $21.57 billion, a price-to-earnings ratio of -105.70 and a beta of 1.28.

MongoDB (NASDAQ:MDB – Get Free Report) last issued its quarterly earnings data on Monday, December 9th. The company reported $1.16 EPS for the quarter, beating the consensus estimate of $0.68 by $0.48. MongoDB had a negative net margin of 10.46% and a negative return on equity of 12.22%. The business had revenue of $529.40 million during the quarter, compared to the consensus estimate of $497.39 million. During the same quarter in the prior year, the firm earned $0.96 EPS. The firm’s revenue was up 22.3% compared to the same quarter last year. Research analysts predict that MongoDB, Inc. will post -1.78 EPS for the current fiscal year.

Insiders Place Their Bets

In other news, Director Dwight A. Merriman sold 1,000 shares of the firm’s stock in a transaction that occurred on Monday, February 10th. The stock was sold at an average price of $281.62, for a total value of $281,620.00. Following the transaction, the director now owns 1,112,006 shares in the company, valued at $313,163,129.72. This trade represents a 0.09 % decrease in their ownership of the stock. The transaction was disclosed in a document filed with the Securities & Exchange Commission, which is available through this hyperlink. Also, CAO Thomas Bull sold 169 shares of the firm’s stock in a transaction on Thursday, January 2nd. The shares were sold at an average price of $234.09, for a total value of $39,561.21. Following the transaction, the chief accounting officer now owns 14,899 shares in the company, valued at approximately $3,487,706.91. This trade represents a 1.12 % decrease in their ownership of the stock. The disclosure for this sale can be found here. In the last three months, insiders have sold 43,094 shares of company stock worth $11,705,293. Corporate insiders own 3.60% of the company’s stock.

MongoDB Profile

(Free Report)

MongoDB, Inc, together with its subsidiaries, provides general purpose database platform worldwide. The company provides MongoDB Atlas, a hosted multi-cloud database-as-a-service solution; MongoDB Enterprise Advanced, a commercial database server for enterprise customers to run in the cloud, on-premises, or in a hybrid environment; and Community Server, a free-to-download version of its database, which includes the functionality that developers need to get started with MongoDB.

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The Recipe Finder API is a versatile solution for efficiently storing and retrieving recipes based on ingredients, dietary needs, and other preferences. Whether you’re building a personal meal planner or a recipe-sharing platform, this API offers the essential functionality to streamline recipe management.

This guide will walk you through setting up the project from scratch, integrating a MongoDB database for recipe storage, and testing key API endpoints to ensure smooth operation. Let’s dive in and create a seamless recipe discovery experience.

Prerequisite

Before you begin, ensure you have the following:

With these tools in place, you’re ready to proceed.

Project Overview

The Recipe Finder App enables users to:

• Search recipes based on ingredients or dietary preferences.
• Add and share recipes with the community.
• Generate personalized meal plans tailored to their needs.
• Create grocery lists automatically from selected recipes.

The backend is developed using Node.js, Express, and MongoDB, ensuring a seamless and efficient experience.

Setting Up The Project Folder And File Structure

Follow these steps to create the necessary folders and files for the Recipe Finder App using Node.js.

1. Depending on your operating system, open a command-line interface:

• Windows (Command Prompt): Press Win + R, type cmd, and hit Enter.

• Windows (PowerShell): Press Win + X, then select Windows Terminal (PowerShell).

• Mac/Linux: Press Cmd + Space, type Terminal, and hit Enter.Alternatively, navigate to your preferred directory using File Explorer or Finder before proceeding.

2. Create the project using Node.js.In the terminal, navigate to the location where you want to create the project and run the following commands:

   mkdir recipe-finder-app 
   cd recipe-finder-app
    npm init -y  
   
   

   This will:

• Create a new folder named recipe-finder-app.

• Navigate into the folder.

• Initialize a Node.js project with a default package.json file.

3. Install dependencies

Run the following command to install the necessary dependencies:

npm install express mongoose dotenv

This installs:

• express – A web framework for Node.js.

• mongoose – An Object Data Modeling (ODM) library for MongoDB.

• dotenv – A package for managing environment variables.

4. Create the folder structure

Inside the recipe-finder-app directory, create the required folders using the command:

mkdir config controllers models routes

The mkdir command works on both Windows and macOS/Linux.

This will create four folders:

• config – For database configuration.

• controllers – For handling application logic.

• models – For defining database schemas.

• routes – For setting up API routes.

5. Create necessary filesRun the following commands to create the required files inside the appropriatefolders:

   node -e "['config/db.js', 'controllers/recipeController.js', 'models/Recipe.js', 'routes/recipeRoutes.js', '.env', 'server.js'].forEach(f => require('fs').writeFileSync(f, ''))"
   

   This command works on both Mac Os, Linux, and Windows

6. . Your Project Structure will Look Like This:

   

   

Configuring MongoDB

In the config/db.js file, add the following code to configure your MongoDB connection:

const mongoose = require('mongoose');


const connectDB = async () => {
   try {
       // Connect to MongoDB
       await mongoose.connect(process.env.MONGO_URI, {
           useNewUrlParser: true,
           useUnifiedTopology: true
       });


       console.log("MongoDB Connected...");
   } catch (error) {
       console.error("MongoDB connection failed:", error);
       process.exit(1);
   }
};


module.exports = connectDB;

This code connects your app to MongoDB using the URI stored in the .env file.

Creating The Recipe Model

In the models/Recipe.js file, define the structure of the recipe data:

const mongoose = require('mongoose');


const RecipeSchema = new mongoose.Schema({
   name: { type: String, required: true },
   ingredients: [String],
   dietaryPreferences: [String],
   instructions: String,
   userContributed: Boolean
});


const Recipe = mongoose.model('Recipe', RecipeSchema); // Define the model once


module.exports = Recipe;

This code defines how the recipe data will be stored in MongoDB, with fields for name, ingredients, dietary preferences, instructions, and whether the recipe was contributed by a user.

Setting Up API Routes and Controllers

In controllers/recipeController.js, define the functions to handle incoming requests:

// controllers/recipeController.js


const Recipe = require('../models/Recipe');


exports.getAllIngredients = async (req, res) => {
   try {
       // Assuming you have a database model for ingredients
       const ingredients = await Recipe.find(); // Replace with actual model
       res.status(200).json(ingredients);
   } catch (error) {
       res.status(500).json({ message: "Error fetching ingredients", error });
   }
};




// Fetch recipes by ingredients or dietary preferences
exports.getRecipes = async (req, res) => {
   try {
       const { ingredients, dietaryPreferences } = req.query;
       let query = {};


       if (ingredients) query.ingredients = { $all: ingredients.split(',') };
       if (dietaryPreferences) query.dietaryPreferences = { $in: dietaryPreferences.split(',') };


       const recipes = await Recipe.find(query);
       res.json(recipes);
   } catch (error) {
       res.status(500).json({ error: 'Internal Server Error' });
   }
};


// Add a new recipe
exports.addRecipe = async (req, res) => {
   try {
       const newRecipe = new Recipe(req.body);
       await newRecipe.save();
       res.status(201).json(newRecipe);
   } catch (error) {
       res.status(500).json({ error: 'Error adding recipe', details: error.message });
   }
};

This code defines two API endpoints: one for fetching recipes based on ingredients or dietary preferences and another for adding new recipes to the database. The getRecipes function filters recipes based on query parameters, while the addRecipe function saves a new recipe submitted in the request body.

Creating the Routes

In routes/recipeRoutes.js, define the routes for the API:

const express = require('express');
const router = express.Router();
const recipeController = require('../controllers/recipeController');


/**
* @swagger
* /api/recipes:
*   get:
*     summary: Get recipes based on ingredients or dietary preferences
*     description: Fetch recipes by providing ingredients or dietary preferences as query parameters.
*     parameters:
*       - in: query
*         name: ingredients
*         schema:
*           type: string
*         description: Comma-separated list of ingredients
*       - in: query
*         name: dietaryPreferences
*         schema:
*           type: string
*         description: Comma-separated list of dietary preferences
*     responses:
*       200:
*         description: Successfully retrieved recipes
*       500:
*         description: Internal server error
*/
router.get('/recipes', recipeController.getRecipes);


/**
* @swagger
* /api/recipes:
*   post:
*     summary: Add a new recipe
*     description: Add a new recipe to the database.
*     requestBody:
*       required: true
*       content:
*         application/json:
*           schema:
*             type: object
*             properties:
*               name:
*                 type: string
*               ingredients:
*                 type: array
*                 items:
*                   type: string
*               dietaryPreferences:
*                 type: array
*                 items:
*                   type: string
*               instructions:
*                 type: string
*               userContributed:
*                 type: boolean
*     responses:
*       201:
*         description: Recipe added successfully
*       500:
*         description: Error adding recipe
*/
router.post('/recipes', recipeController.addRecipe);


/**
* @swagger
* /api/ingredients:
*   get:
*     summary: Get all available ingredients
*     description: Retrieve a list of all ingredients available in the database.
*     responses:
*       200:
*         description: Successfully retrieved ingredients
*       500:
*         description: Internal server error
*/
router.get('/ingredients', recipeController.getAllIngredients);


module.exports = router;

This code sets up two routes: a GET route (/recipes) to fetch recipes by calling the getRecipes function, and a POST route (/recipes) to add a new recipe by calling the addRecipe function. It then exports the router to be used in the main server file (Server.js).

Setting Up the Express Server

In server.js, set up the Express server to handle requests:

require('dotenv').config();
const express = require('express');
const connectDB = require('./config/db');
const swaggerJsDoc = require('swagger-jsdoc');
const swaggerUi = require('swagger-ui-express');


const app = express();
app.use(express.json());


connectDB();


// Swagger setup
const swaggerOptions = {
   swaggerDefinition: {
       openapi: "3.0.0",
       info: {
           title: "Recipe API",
           version: "1.0.0",
           description: "API for managing recipes",
       },
       servers: [{ url: "http://localhost:3000" }],
   },
   apis: ["./routes/recipeRoutes.js"],
};


const swaggerDocs = swaggerJsDoc(swaggerOptions);
app.use("/api-docs", swaggerUi.serve, swaggerUi.setup(swaggerDocs));


// Import routes
const recipeRoutes = require('./routes/recipeRoutes');
app.use('/api', recipeRoutes);


const PORT = process.env.PORT || 3000;
app.listen(PORT, () => console.log(`Server running on port ${PORT}`));

This will start the server and connect the routes for handling recipe requests.

Setting Up Environment Variables

In the .env file, set the MongoDB URI and the port number:

MONGO_URI=mongodb://localhost:27017/recipeFinder
PORT=3000

The .env file stores sensitive information, like the MongoDB URI, securely.

Testing The API with the Swagger User Interface

Swagger UI provides an easy-to-use interface to interact with the API and test the endpoints. Follow these steps to explore the API through Swagger:

Follow these steps so you can easily test the API using Swagger UI. With Swagger, you can:

• Search for recipes based on ingredients or dietary preferences

• Add new recipes to the database

• Get a list of available ingredients

1. Accessing the Swagger User Interface

   Before you start, make sure your API server is running then open your swagger user interface by inserting http://localhost:3000/api-docs on your browser.

2. Using Swagger to test API

   Swagger makes it easy to send requests to the API with just a few clicks. Below are the key features you can test.

• Get Recipes (Search by Ingredients or Dietary Preferences) This endpoint lets you search for recipes using ingredients or dietary preferences.

  How to use

• Find the GET /api/recipes endpoint in Swagger.

• Click Try it out to enter the search parameters

• Fill in the optional query fields:ingredients → (e.g., chicken, tomato)

  dietaryPreferences → (e.g., vegan, gluten-free)

• Click Execute to send the request.Note: If you leave both fields empty, it will return all recipes.

• Add a New Recipe

  This endpoint allows you to add new recipes to the database

  How to use

• Find the POST /api/recipes endpoint in Swagger.

• Click Try it out to enter recipe details.

• Fill in the request body with the following fields:

name → (e.g., “Chicken Salad”)

ingredients → (List of ingredients, e.g., [“chicken”, “lettuce”, “tomato”])

dietaryPreferences → (Optional dietary info, e.g., [“gluten-free”, “dairy-free”])

instructions → (Step-by-step instructions)

userContributed → (Set true if added by a user, otherwise false)

• Click Execute to add the recipe.

• Get All Available Ingredients

  This endpoint retrieves a list of all ingredients stored in the database.

  How to use

• Find the GET /api/ingredients endpoint.

• Click Try it out (No input needed).

• Click Execute to get the ingredient list.

3. Understanding API responses

When using Swagger, you’ll see different response codes:

• 200 OK → Request was successful (e.g., recipes retrieved).
• 201 Created → A new recipe was successfully added.
• 400 Bad Request → Missing required fields or incorrect data format.
• 500 Internal Server Error → Something went wrong on the server.

If you get an error, double-check your inputs and try again.

Conclusion

In this guide, you have explored how to develop a Recipe Finder App using Node.js, Express, and MongoDB. This application enables users to search for recipes, add their recipes, and access a list of available ingredients. With a simple and intuitive API, users can easily find meals that match their ingredients or dietary preferences

Article originally posted on mongodb google news. Visit mongodb google news

Posted on mongodb google news. Visit mongodb google news

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In today’s fast-paced digital world, having a robust and scalable database management system (DBMS) is crucial for running high-performance web applications.

Whether you’re managing a simple website, an e-commerce store, or a large-scale enterprise application, selecting the best database management systems for web applications can significantly impact speed, security, and scalability. 

A poorly chosen DBMS can lead to performance bottlenecks, security vulnerabilities, and high operational costs, whereas the right choice can enhance user experience, improve data integrity, and support business growth.

With so many options available, choosing the right database for web applications can be overwhelming. Should you opt for a traditional SQL-based database like MySQL, or should you go for a NoSQL alternative like MongoDB? Each system has its strengths and weaknesses, making it essential to understand which one aligns best with your needs.

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What is a Database Management System (DBMS)?

A Database Management System (DBMS) is software that allows users to store, retrieve, manage, and manipulate data efficiently. It acts as an interface between the database and end users or applications, ensuring seamless data transactions. 

DBMSs are critical for web applications because they ensure data is organized, easily accessible, and securely stored.

For web applications, a well-optimized DBMS ensures fast load times, smooth data processing, and high security. Without a reliable database system, websites may suffer from slow performance, data loss, or security vulnerabilities. Popular applications like Amazon, Netflix, and Facebook rely on powerful database management systems to handle vast amounts of user data while maintaining high availability and performance.

Types of Database Management Systems

The best database management systems for web applications fall into different categories based on their data structure and query language:

How to Choose the Right DBMS for Web Applications?

Before selecting a database management system for web applications, consider the following key factors:

• Performance & Speed: Choose a database with efficient query execution and indexing mechanisms to ensure fast response times.
• Scalability & Flexibility: Ensure it can handle increasing data loads as your application grows, supporting vertical and horizontal scaling.
• Security & Data Integrity: Look for features like encryption, access control, and data recovery to protect sensitive information.
• Compatibility with Web Frameworks: Ensure the DBMS integrates seamlessly with your web stack (e.g., PHP, Python, Node.js) to prevent compatibility issues.
• Cost & Licensing: Open-source databases (MySQL, PostgreSQL) may be cost-effective, while enterprise solutions (Oracle, SQL Server) can be expensive but offer premium support.

SQL vs NoSQL: Which One is Better for Web Applications?

The best database management systems for web applications often fall under SQL or NoSQL categories. Here’s a comparison:

10 Best Database Management Systems for Web Applications

Choosing the right database management system is crucial for web applications to ensure high performance, scalability, and security. With an increasing number of database options available, understanding their capabilities and use cases can help developers and businesses make informed decisions. 

Below is a list of the best database management systems for web applications, categorized into relational and NoSQL databases.

Relational (SQL) Databases

Relational databases follow a structured format using tables, making them highly reliable for transactional applications. They support SQL (Structured Query Language) for managing data and are widely used for business applications, e-commerce platforms, and enterprise solutions. Below are some of the best relational database management systems for web applications.

MySQL is an open-source relational database known for its speed, reliability, and ease of use. It supports a variety of web applications, including CMS platforms like WordPress, Magento, and Joomla. MySQL is widely adopted for its cost-effectiveness and strong community support. With replication, clustering, and storage engine support, it is highly scalable and efficient for dynamic web applications.

• PostgreSQL

PostgreSQL is a highly extensible, open-source relational database designed for performance and scalability. It provides robust security features, ACID compliance, and support for JSON, making it a preferred choice for applications requiring advanced data analytics, high concurrency, and strong data integrity. PostgreSQL is often used in scientific and financial applications.

• Microsoft SQL Server

Microsoft SQL Server is an enterprise-grade relational database developed by Microsoft. It provides high performance, security, and integration with various Microsoft services. It is best suited for large-scale business applications, financial services, and organizations that require seamless integration with Windows-based solutions.

SQLite is a lightweight, file-based database designed for small-scale applications. It requires minimal setup and is often used in mobile applications, IoT devices, and small web applications. Despite its simplicity, SQLite supports transactions, indexing, and JSON functions.

• Oracle Database

Oracle Database is a high-performance, enterprise-class database system designed for large-scale applications. It provides powerful features such as automated indexing, multi-tenant architecture, and robust security mechanisms. Oracle is widely used in banking, telecommunications, and data warehousing.

NoSQL Databases

NoSQL databases provide flexibility and scalability for modern web applications, handling unstructured or semi-structured data efficiently. They are particularly useful for applications requiring high-speed transactions, real-time analytics, and distributed storage across multiple servers. Below are some of the best NoSQL database management systems for web applications.

MongoDB is a popular NoSQL database that stores data in a flexible JSON-like format. It is ideal for applications that require fast scalability, such as real-time analytics and content management systems. MongoDB provides automatic sharding and indexing, making it suitable for large datasets.

• Firebase Realtime Database

Firebase Realtime Database is a cloud-based NoSQL database provided by Google. It enables real-time data synchronization across multiple clients, making it ideal for chat applications, live collaboration tools, and gaming platforms.

Apache CouchDB is a document-oriented NoSQL database designed for distributed applications. It stores data as JSON documents and provides built-in replication for offline support. CouchDB is ideal for applications needing robust data synchronization across devices.

Redis is an in-memory NoSQL database known for its lightning-fast performance. It is often used as a caching layer, session store, or real-time messaging queue. Redis supports data structures such as lists, sets, and sorted sets for efficient data processing.

• Amazon DynamoDB

Amazon DynamoDB is a fully managed NoSQL database service by AWS. It offers automatic scaling, low-latency performance, and seamless integration with AWS services. DynamoDB is widely used for e-commerce platforms, gaming applications, and IoT solutions.

These databases are the best database management systems for web applications, offering various capabilities to meet different project requirements.

Wrap Up

Choosing the best database management systems for web applications depends on your project’s needs. If you require structured data integrity, SQL databases like MySQL or PostgreSQL are excellent choices. 

However, if scalability and flexibility are your priorities, NoSQL databases like MongoDB or Firebase offer great solutions.

With emerging technologies, database management is evolving rapidly. Whether you’re a startup, developer, or enterprise, investing in the right DBMS will enhance performance, security, and user experience.