If your friend lives in London it may be useful to have that associated timezone so that you can be sure to message them that day in their timezone. They might better appreciate a message from SF sent on March 10th at 9PM "early that morning in London" than March 11th at 9PM "a day late".
A lot of that gets back to why Temporal adds so many different types, because there are different uses for time zone information and being clear how you shift that information can make a big difference. (A birthday is a PlainDate at rest, but when it is time to send them an ecard you want the ZonedDateTime of the recipient's time zone to find the best time to send it.)
His birthday is always all day. The question is where he is. If he travels to Japan his birthday won't change - even if he was born late at night and thus it would be a different day if he was born in Japan.
The other fun ones are daily recurring events for e.g. taking some medication. You take the last one at 10pm before going to bed. You go on a trip which moves you three hours east. Now your calendar helpfully reminds you to take your meds at 1 am.
McKinsey has a weird structure where there are too many cooks in the kitchen.
Everybody there is reviewed on client impact, meaning it ends up being an everybody-for-themselves situation.
So as a developer you have little guidance (in fact, you're still being reviewed on client impact, even if you have 0 client exposure).
Then a (Senior) Partner comes in with this idea (that will get them a good review), and you jump on that. After all, it's all you can do to get a good review.
You work on it, and then the (Senior) Partner moves on. But it's not done. It's enough for the review, but continuing to work on it doesn't bring you anything, in fact, it will actually pull you down, as finishing the project doesn't give immediate client results.
So what does this mean? Most products of McKinsey are a grab-bag of raw ideas of leadership, implemented as a one-off, without a cohesive vision or even a long-term vision at all. It's all about the review cycle.
McKinsey is trying to do software like they do their other engagements. It doesn't work. You can't just do something for 6 months and then let it go. Software rots.
The fact that they laid off a good amount of (very good) software engineers in 2024 is a reflection on how they see software development.
And McKinsey's people, who go to other companies, take those ideas with them. Result: The UI of your project changes all the time, because everybody is looking at the short-term impact they have that gets them a good review, not what is best for the project in the long term.
McKinsey was on a spree to become the best tech consulting company and brought a lot of great tech talent but the 2023 crisis made leadership turn 180 and simply ditch/ignore all the tech experts they brought to the firm.
All the expertise has left the firm and now they are more and more becoming another BS tech consulting firm, with strategy folks that don't even know that ML is AI advising clients on Enterprise AI transformation.
The tech initiative was a failure and Lilli's problem is just a symptom of it.
I previously worked at BCGX, their tech arm. It's not quite as bad as you point out here, but tech workers are very much second-class-citizens. There's a "jock" vs. "nerd" dynamic between BCG business consultants and BCGX tech folks, even at senior levels. I think it's changing, but it will take a long time and many technical folks being admitted to the partnership.
Can McKinsey fund McKinsey by consulting for McKinsey? Could we oroborus corporate consulting so that those consultants could be trapped in a loop and those of us doing useful work wouldn't need to interact with them anymore?
Its the most political possible version of being a dev. Out of college, the highest ranking person at a tech company who knows you are is maybe a staff. At McKinsey, you regularly meet execs, boards, etc. Plus great pay, travel, insane perks. I didn't pay for a personal flight for years I had so many points.
Years ago, I was at a Big4; had a co-worker whose spouse was working for MCK; we had more or less the same salary at the Big4, but spose at MCK was getting more or less exactly the double amount.
Then I listened and we started to calculate:
- In the MCK Office from 0900 - 2300 on MO-FR
- In the MCK Office from 1000 - 1600/1700 on SA
- Often in the MCK Office from 1000-1400 on SU
Overall, yes: The amont was the double amount - but in the end working hours were also roughly the double.
Not really when you normalize by hours you are expected to work. You're also surrounded by spineless sycophantic keeners without an original thought in their heads who would throw you off the building for a good review.
It reminds me of Lewis' "National Institute for Co-ordinated Experiments"
The health care is amazing, though. $30/mo for a family $900 deductible? Something like that. If you have a sick family member it's a no brainer.
According to levels the pay band caps out around $250k and a principal title. It's good but probably not enough for most to put up with the culture long term.
The top universities are not setup to mold intellectually rigorous and curious people. It's setup to make hard working, and increasingly sycophant men.
My lab mate is a former drug addict with two years of art school. Easily more intellectually curious than anyone I met at McKinsey.
How different the world is? But your credentials worship fits right in with this community.
Ideologically aligned if nothing else.
Well we can all at least imagine being some 4.0 Ivy League dude who only interacts with 4.0 Ivy League dudes. He’s not going to think that everyone he interacts with range from merely brilliant to the most studious-enlightened hardworking top of the morning fellow (or whatever adjectives to use). He’s gonna think that some of them are idiots. It’s only human.
I was a B/B- student from a foreign top 100 university. I don't know how I got accepted to a top 5 engineering school in the US. I accepted and ended my PhD with a 3.3. Im not very bright or hardworking.
What did I see at the university? Very hard working people. Very interesting research. Very shallow knowledge outside a narrow domain expertise.
These are the folks McKinsey hires... but these shallow thinkers are sent on 6 week projects for companies in industry they hadn't even heard before.
Once, no one in the team knew what product CompanyX sold... CompanyX is a a top tier multinational consumer product brand that routinely sponsors sports events, including TV ads.
Often the B+ students are way sharper but have poor incentives to work for the As. This creates bad work habits for them.
The As, then, are better at the game. Once you've become a TA and have to grade the exams, you realize how A grades are quite within reach:
For the professors, being an easy grader has almost no downsides. The contrary is a minefield of trouble. "A" students will "ask for clarifications" for any minor mistake, knowing professors will often throw them a point or two.
The exams are, typically, slight variations of problems from assignments. Often, they are the same.
Exams have no curveballs; problems or situations that you have never seen unless you did extra readings. No problem which to solve you must have read more or fully understood the core material.
The TA is primed to give 40% of a problem's points for free - just restate the problem in math and draw a picture and right out the door you get 2 out of 5 points.
Note that, as far as I can tell, this is not generally true for "hot" topics like CS or bio. These programs have so many eager kids that the material is hard. But then these fields get hard working, bright, kids that don't actually care about the material - they go to McK. Within ten years they've forgotten everything and are just consulting parrots.
Is a formal sentence which uses capital letters more sincere in its beliefs?
You can perfectly well believe that thinking that the echelons of academic success is a frictionless gold sieve is just a milquetoast belief. Believing that your beliefs are milquetoast are most often integral to said beliefs.
...what point are you trying to make? you wrote a bunch of words, but they dont seem to be an attempt at communicating anything. certainly not anything that contributes to a conversation.
Not really relative to broader options in tech. The big money goes to the consulting leaders, but most of these folks look like glorified grifters more and more as time goes on.
Ultimately AI may be a big threat to the sort of “advisory” work McKinsey historically focused on.
As an ex-consultant: consulting at that level is kind of a grift. They over-promise and under-deliver as SOP. It's ripe for AI disruption, whatever that looks like.
Ideally, executives will get replaced by AI soon. Which should actually be easier than engineers. That will kind of solve the consulting problem automatically.
It’s really about bypassing the existing power structure of the company. Competence of the work itself is a secondary objective. Most in-house initiatives can be slow rolled by management.
The fresh faced consultant with 2-3 steps to access the CEO neutralizes that. It seems grifty but is really exploiting bugs in corporate governance.
The current fad of firing the managers is a riff on this. Every jackass C-level is coming up with the novel idea of flattening.
No, you misunderstood. It is not about their output, it almost never is.
Most of the times, the business decision has already been made long before McK is hired. It’s all about legitimizing that decision and making it happen.
You can also wield them as a weapon against internal competitors or opponents. Look up how they were used to kill off Cariad for example.
Or effect aliases. But given that it's strictly a syntactic transformation it seems like make the wrong default today, fix it in the next edition. (Editions come with tools to update syntax changes)
Something like that, except you probably also want to be able to express things like “whatever the callback I’m passed can throw, I can throw all of that and also FooException”. And correctly handle the cases when the callback can throw FooException itself, and when one of the potential exceptions is dependent on a type parameter, and you see how this becomes a whole thing when done properly. But it’s doable.
I found "quiet" packing tape recently. I bought it, while highly skeptical, for my last move. It was barely more expensive. I don't recall seeing it before.
Super pleasant, did not make the rip crackle squeal sound at all.
Outlook at that issue even in their old C++ (I think) version.
You're in London, you save your friend's birthday as March 11th.
You're now in SF. When is your friend's birthday? It's still all-day March 11th, not March 10th, starting at 5PM, and ending March 11th at 5PM.
reply