From January 2015, she started to practice leetcode questions; she trains herself to stay focus, develops "muscle" memory when she practices those questions one by one.
2015年初, Julia开始参与做Leetcode, 开通自己第一个博客. 刷Leet code的题目, 她看了很多的代码, 每个人那学一点, 也开通Github, 发表自己的代码, 尝试写自己的一些体会.
She learns from her favorite sports – tennis, 10,000 serves practice builds up good memory for a great serve. Just keep going.
Hard work beats talent when talent fails to work hard.
Our Resort Womens Recco Padded Ski Jacket will keep you warm and protected on the mountains. It boasts a water-resistant outer with softshell stretchy side panels, soft padding, a detachable snow skirt, adjustable hood, hem and cuff, as well as multiple pockets, including a lift pass pocket.
Water-resistant - Treated with Durable Water Repellent (DWR), droplets will bead and roll off the fabric. Light rain, or limited exposure to rain
Snow Proof - Treated with Durable Water Repellent (DWR), suitable in packed snow
IsoTherm - Densely packed fibres to retain heat & warmth without adding bulk
Recco® Reflectors - Advanced rescue technology, RECCO® Reflectors bounce back location information in case of an avalanche
Thermal Tested -30°C (-22 °F) - Laboratory tested. Health & physical activity, exposure time & perspiration will affect performance & comfort
Breathable - The fabric allows perspiration to pass out of the garment, keeping you cool and comfortable. Rated at 5,000g
Adjustable Hood - Easily adjusted for the perfect fit
Adjustable Cuffs - Easily adjustable for a perfect fit
This feature is a growing trend and is becoming an industry standard for all ski jackets. If you are caught in an in-bounds avalanche, the RECCO system could potentially aid ski patrol in finding you faster. The Arc'teryx Sentinel, the Patagonia Powder Town, and the Helly Hansen Powderqueen 3.0 and Alphelia Lifaloft all have a RECCO reflector.
The Norrona Lofoten is the only jacket in this review with a “Rescue Pocket.” This pocket is not actually a pocket but more a vent in the chest with a mesh backer velcroed to the body of the jacket. The intention is to reach a transceiver on a body harness beneath your shell without having to undo a chest strap on a backpack or fully unzip your jacket. When practiced extensively, this innovative feature could improve efficiency in a search. Our only warning would be not to use it as a real pocket.
By Andy Medici – Senior Reporter, The Playbook, The Business Journals
Tech giant Amazon.com Inc. is aiming to become faster and cut out busywork — and it’s targeting the middle manager to do so.
CEO Andy Jassy said in a blog post that, as the company has grown substantially, it has added a lot of managers and layers.
That's come with more bureaucracy, too, including "pre-meetings for the pre-meetings for the decision meetings," Jassy said.
In response, Jassy is asking each group within the company to increase the ratio of so-called “individual contributors” to managers by at least 15% by the end of the first quarter of 2025.
“If we do this work well, it will increase our teammates’ ability to move fast, clarify and invigorate their sense of ownership, drive decision-making closer to the front lines where it most impacts customers (and the business), decrease bureaucracy, and strengthen our organizations’ ability to make customers’ lives better and easier every day,” Jassy said.
Amazon is not alone. Pharmaceutical giant Bayer AG said in late 2023 it was aiming to cut management jobs as a preclude to a wider overhaul while United Parcel Service Inc. announced 12,000 job cuts earlier this year, with eliminations mostly in management. And in 2023, as front-line workers were stressed about layoffs and job cuts, about 50% of all observed layoffs were at the manager or executive levels, according to Live Data Technologies. That's up substantially from previous years.
Experts say years of hiring and the evolution of technology are forcing a shift in the role of the middle manager, and how those positions will fit into a rapidly-changing workplace.
“Amazon’s decision to cut middle management speaks to a larger truth: many organizations are realizing that bloated layers of management slow innovation and stifle agility,” said Steve Taplin, CEO of software-outsourcing firm Sonatafy Technology. “It’s not just a tech issue — industries like higher education, health care and government are equally bogged down by too many managers and not enough action.”
He said the reality is that everyone in an organization needs to be a contributor, not just a manager of people. Ultimately, it’s not just about cutting costs, it’s about driving results and fostering a culture of accountability in a market where speed and innovation matter more than ever.
“If someone’s role is just to manage processes and not directly move the needle, that’s where inefficiencies creep in,” Taplin said. “Companies that embrace this will stay competitive. Those that don't will find themselves stuck in the mud while the market races ahead.”
Bill Catlette, a partner at leadership and advisory firm Contented Cow Partners, said one issue of middle management is how companies hire and train managers. The average tenure of managers has shrunk to about six years, leading to fewer seasoned managers able to provide valuable leadership and guidance when necessary to their teams.
More-seasoned managers require less supervision but companies that hire less-experienced managers — often to save on costs — need to be able to augment and build their skills over time.
“Irrespective of the organization, my strong sense, after decades of business-leadership experience, is that most people in corporate America today are 'over-supervised and under-led' and thus [require] a higher 'leader-follower ratio,'” Catlette said.
Role of middle manager has changed with technology
Middle management is an artifact of the 1950s and 1960s, as the modern office rapidly came into being, said Naeem Zafar, former CEO and CEO coach, who teaches entrepreneurship at UC Berkeley Haas School of Business and Northeastern University. Upper management needed insight into their workers, so middle managers would engage in the labor-intensive task of collecting data and presenting it to top executives.
But in recent decades, software has grown to be able to track worker productivity and collect much of that data needed, leaving managers mostly to physically supervise.
“The role of middle managers will not disappear completely but will be drastically reduced,” Zafar said. “Their main goal will shift to mentoring and coaching frontline staff and frontline managers, ensuring their ideas are heard by upper management. However, we don't need as many middle managers to accomplish this.”
This is not just a tech-industry issue, he said. Others, such as health care, construction, finance, retail, consulting and agriculture, will follow, he added.
“But this trend is very strong, highly cost effective and comes with numerous other benefits. It's a wave that cannot be stopped,” Zafar said. “It's a tsunami heading our way.”
Jamie Aitken, vice president of HR transformation at performance-enablement platform Betterworks, said cutting deeply into middle management could end up being detrimental to employee morale and engagement.
“Without the support and direction of experienced managers, employees may struggle with clarity, direction and professional growth, which can ultimately impact the organization’s success and business outcomes,” Aitken said.
Aitken said middle managers are not merely administrative layers within a company, but provide guidance, support and motivation critical to maintaining a productive workforce.
“The benefits of investing in the development of managers — by providing them with the right tools and technology — are far greater than simply eliminating them,” Aitken said.
Meanwhile, managers who are keen to replace workers with generative AI tools or find ways to cut labor costs have also expressed concern those same tools could be used to cut their own pay or eliminate their own jobs. About 50% of managers surveyed by Beautiful.AI in 2023 said they believed artificial-intelligence tools could result in lower pay for managers, while 64% of managers said AI’s output and productivity was equal to the level of experienced managers and could potentially become better than the output of human managers altogether.
Thirty years ago, Taiwan immigrant Jensen Huang founded Nvidia with the dream of revolutionizing PCs and gaming with 3D graphics. In 1999, after laying off the majority of workers and nearly going bankrupt, the company succeeded when it launched what it claims as the world’s first Graphics Processing Unit (GPU). Then Jensen bet the company on something entirely different: AI. Now, that bet is paying off in a big way as Nvidia’s A100 chips quickly become the coveted training engines for ChatGPT and other generative AI. But as the chip shortage eases, other chip giants like Intel are struggling. And with all it’s chips made by TSMC in Taiwan, Nvidia remains vulnerable to mounting U.S.-China trade tensions. We went to Nvidia’s Silicon Valley, California, headquarters to talk with Huang and get a behind-the scenes-look at the chips powering gaming and the AI boom.
Chapters:
02:04 — Chapter 1: Popularizing the GPU
07:02 — Chapter 2: From graphics to AI and ChatGPT
11:52 — Chapter 3: Geopolitics and other concerns
14:31 — Chapter 4: Amazon, autonomous cars and beyond
Produced and shot by: Katie Tarasov
Edited by: Evan Lee Miller
Additional Camera: Andrew Evers
Supervising Producer: Jeniece Pettitt
Graphics by: Jason Reginato
For decades, Intel was the leading maker of the world’s most advanced chips. Intel’s history is interwoven with that of Silicon Valley, credited with the invention of RAM and microprocessors, the building blocks of modern computing. Now Intel has fallen behind. But its new CEO, Pat Gelsinger, has a bold plan to catch up to Samsung and TSMC by 2025, by building new chip fabrication plants in the U.S., Europe and Israel totaling more than $44 billion. CNBC got an exclusive tour at the fab expansion outside Portland, Oregon, that’s set to open early next year.
The world’s smallest and most-efficient chips are usually referred to as 5 nanometer, a nomenclature that once referred to the width of transistors on the chip. They power cutting-edge data processing and the latest generation of Apple iPhones. TSMC and Samsung make all of these 5-nanometer chips at fabs in Asia.
“They took their eye off the ball,” said Stacy Rasgon, an analyst at Bernstein. “Once you fall off the treadmill, it’s really really difficult to get back on. It’s a very dynamic and fast-moving industry.”
In 1990, 37% of the world’s semiconductors were made in the U.S., according to industry association Semi. Last year, U.S. market share was down to 12%, according to the association. The government is hoping to change that with the CHIPS Act, which includes a proposed $52 billion in subsidies for chip companies like Intel that commit to manufacturing in the U.S.
“It also starts building up that base within the United States, so that the United States can become more self-sufficient,” said Ann Kelleher, Intel’s senior vice president of technology development .
TSMC is responsible for 92% of the world’s 5-nanometer chips, according to research group Capital Economics. This leaves the global chip supply vulnerable to natural disasters like earthquakes and the region’s current drought. There’s also the escalating geopolitical tension between China and Taiwan, as well as the U.S.-China trade war.
“Every aspect of defense, intelligence, government operations is becoming more digital,” Gelsinger said. “And we want to rely on foreign technology for those critical aspects of our defense and national security? I don’t think so.”
The next steps in Intel’s playbook include a chip so efficient that the company didn’t measure it in nanometers but with an even smaller unit of measurement called the angstrom. Intel said the 18a, which is in development for 2025, will accelerate the company past its competitors.
“We will be the world’s largest integrated design and manufacturer of silicon for the long term,” Gelsinger said.
“It’s a tall order and it is not my expectation that he will hit that,” Susquehanna’s Rolland said. “But if he could hit that timetable, it would put them back, in my opinion, on par with TSM head to head.”
Fractal Break Imbalance / Fair Value Gap (FVG) / Liquidity Void
Order imbalances in either direction, either excess buy or sell orders, reduce liquidity. The market will seek to fill gaps sooner or later. The script marks an imbalance / FVG after a fractal break. It also marks any other imbalance.
Default Colours:
Green - Imbalance after fractal break to the upside Red - Imbalance after fractal break to the downside Yellow - Other imbalances
How To Use:
Gaps can be used to determine possible entries and targets. Those familiar with liquidity raids, supply and demand, and ICT concepts may realise it's potential.
