tired of the everyday grind ever dream of a life of romantic adventure want to get away from it all we offer you escape escape designed to free you from the four walls of today for a half hour of high adventure for a passenger on a continental express train racing through the peaceful countryside while unknown to you an enemy desperate and ruthless awaits the moment when he will set in motion the action which will mean for you and your fellow passengers of fate from which there is no escape listen now as escape brings you Ross Murray's exciting story train from obus felled time but we did not make contact until half an hour ago look you have the tickets yes I have a class it's all I could get but that will do oh no mr. Eric here this is mr. calendar he will take you to Hanover how are you Bruce better now to get on the train now now we wait for the whistle oh why use the crowd for cover ah there mr. Eric turn your face to me that's it keep you back to the train now wait all right now Eric be back in a few days Ernst as the British zone terminus of the East German underground I'd had my share of surprises but none to match finding lot and Eric and my custody this was the man who had disappeared behind the iron curtain nearly a year ago voluntarily brilliant nuclear physicist and authority on thermo nuclear reaction been swallowed up in the gigantic red more Eastern Europe highest bidder for his brain and now he was back it was up to me to escort him safely to Hanover to British intelligence and as we rode I speculated on why he had come back I suppose you're wondering why I came back why did you very simple I finally realized I picked the wrong side so I chucked the whole show and came home just like that as you say just like that you sound pretty casual how else should I be I don't know if it's my conscience you're concerned with don't bother I got more from them than they got from me oh yes I know every installation they've set up what the fish and a bull material output is per day and what their potential is for producing the hydrogen bombing quantity where are your records notes that sort of memorized paper and pencil were too risky I had a security guard with me constantly how did you get away walked out of Magdeburg what about the guard I imagine they'll bury him with full military honors yes I imagine they will yes but we're here now and I'm safe and that's all that really matters isn't it well I won't feel safe until we get past Tullers laban when's that about about two hours do we stop there as for a few minutes mind if I take a nap search yourself wake me a jealous laban will you right want to sleep and I thought about how easy his escape had been too easy this was no ordinary defection to the camp of the free world this man was important important enough that his safe arrival could cause considerable embarrassment to those from whom he'd escaped we wheezed into Tullers laban a few passengers got out some came aboard and we started off again did you sleep well very leaving Tullers laban you slipped no I yes who is it come in now will you please tell this stupid one moment if you please but there is no time easy does it go ahead identify me but hurry it's all right conductor I know what about his father well I'll take care of it later now if you please of course I forgive me but my job and I have a wife and yes yes we know all that now will you go please yes Bruce now we are in trouble oh what's the matter they know where we are what they have an agent aboard this train when did he get on just now a dollar sleep well we just left Tullers laban yes I know and that idiot of a conductor would not let me find you in time to get you off well then we stay here in this compartment till we get a hand over now that is the problem we won't get to Hanover why there is a bomb on board a bomb yes in a suitcase and the plan is to destroy the train when we get on the ochre river bridge well then we'll stop the train no I thought of that and that's no good because whoever it is has orders to explode it if the train stops for any reason before we reach the river what did you learn this an hour after you left I received a message from the man in market board they found a body of that guard soon after her egg left they missed you in urbis Felde and they arranged this taller slave an interception but how did you I drove and when I got here the train was pulling out of the station job if it had not been for that stupid it's too late for that now yes we've got to find the bomb it's the agent a man or a woman I don't know Bruce how soon before we reach the ochre river but from now about the hour and a half hour and a half we're between the three of us we should be no Eric you stay here but at least I should Eric yes we know nothing of atomic reactions that is your field this is ours just do as you're told will you please all right Ernst yes get the conductor yes and hurry we are not at all why should they want to do this to me it's not you what's us they're doing it too but what can I do where shall I look we'll do the looking all we want from you was cooperation of course I will cooperate what else is here for me to do well not much now first do you have a list of the passengers that got on a tall asleep yes good second can we get into the baggage car while the train is in motion and this train you can some of the first and second that's enough as long as we can get on this one no wait what about the baggage did we take much aboard a tall asleep only the baggage clerk knows that you'll go with me when I go to the baggage car yes Ernst yeah go through the cars claiming that you've lost a bag you understand yes match up every bag with an owner mark the location of any odd ones that you may find he may have put it on one of the baggage shelves and left the train where will you be a baggage car yes but after that back here the calendar yes Eric it won't be easy staying here you didn't expect it to be did you I suppose not well nothing good luck but if he's not a policeman and not a soldier why should I let him in this baggage car is how they do not argue with us there's no time but why should you let me let me go this is an emergency I must be permitted inside to check the baggage but where is your permit badge credentials anything that I may look at jobs are hard to get my wife and children all right all right then I'll tell you someone has planted a bomb on board that's gonna go on bomb yes I'm a bomber and if I don't find it and well let me see an hour and 15 minutes none of us will be able to hold a job anymore now may we come in yes come in come in it all right what do you want to know how many pieces of baggage came aboard a taller slave and not many five suitcases a trunk and that's great the crate what's in the crate I don't know it's routed through to Hanover all right heavy have you got a hammer but I have no authority to me a hammer careful oh no now the suitcases over here yeah have you a sharp knife yes but why I must cut the bags open cut but the owners will take the responsibility now get the knife it was the only thing to do the bags had to be cut open and inspected by hand opening a catch might set the bomb off even if the detonator wasn't wired to it which in all likelihood it was as I cut into the first bag I felt a hard knot forming in the tip of my stomach reached inside the bag the second case I left the conductor in Carl and went back to the compartment checking the bags I suppose how much time do we have not quite an hour time enough I don't know you're sure the bomb is aboard yes I'm sure Ernst doesn't make mistakes what do we do now or you do just what you've been doing stay here I'm going out and check the passengers that came aboard a taller sleeping anything you want me to tell Ernst when he gets back yes it gets back we're doomed I tell you what's the matter Dietrich the engineer is going to stop the train stop what do you mean stop he can't I told you what would happen if we stop before we reach the ochre nevertheless engineers going to stop well fine he says he has a bad coupling on the cold tender but did you tell him why we couldn't stop yes he says he can see the bad coupling on the cold tender the bomb we cannot see oh no therefore the bad coupling must take precedence if he's going to stop the train her adjust informed me that due to a defective coupling the engineer was about to stop the train and under these circumstances it was a horrifying thought because we knew that the train was to be blown up if it stopped for any reason before we reach the ochre river still be in the what's the matter the engineer is gonna stop the train no he can't I told you I know Dietrich told him what more can I do it's out of my hands well there's one thing more you can do what mr. Cullen go back to the engineer tell him we want 15 minutes and tell him that if he refuses I'll personally kill him but the coupling what about I don't care about the coupling if it breaks were dead anyway so let's at least try to find the bomb yes mr. Cullen I'll tell him what shall we do if that engineer refuses and I will kill him at least get him out of the cabin let the fireman run on the train you know there is still the possibility that agent may have planted the bomb and himself then left the train I might but we don't know no that we don't what about that baggage car that's clean the passengers luggage oh no every piece matched up yeah no where there can we go now Dietrich gave you a list of passengers that boarded at Tullis seven huh yes yes all right give it to me all right here but they are all check Bruce except one couple in second class one couple couple yes it's married couple newly wed they could not possibly be the one that would be very clever of them wouldn't it yes very where are they in this car the compartment third from the end of your pistol yes I might give it to me here do you want me to come with you now give me five minutes right this was infinitely worse than fighting in the dark dark fighting terrified me here my enemy was unseen unknown and out of reach yet he was close enough to mark us all for death at a specific time as I hurried along the corridor I glanced at my watch if the engineer gave us the 15 minutes I'd ask for then we'd already use three of those precious minutes planning strategy one thing I knew for certain the hand-holding the gun in my pocket would not come out until I was completely satisfied as to the identity of the newlyweds my name is Bruce Callender there's been a bit of a stir aboard and well the conductor made me a kind of deputy to make an inquiry may I come in thank you I'm Lieutenant Crofton Royal Navy this is my wife Gerda Gerda this is Mr. Callender how do you do how do you do you're a medical aren't you no no Canadian oh good show good show they have a drink with us old boy well not right now thank you all right well what's all the fuss about mr. Callender well it seems that there was a jewel robbery in Talisleben the thief was apprehended at the station but not before he'd managed to stow the loot somewhere the authorities believe that he may have put it in someone's baggage with the view toward recovering it sometime during the journey oh then you'll want to inspect our baggage that is no no no I have no authority to do that but if you will see for yourself so that I can report it to the conductor I doubt very much whether it could be an either my police or girders they haven't been out of our sights since we arrived at the station but you won't mind making the inspection oh no not at all my dear fellow but I'm afraid you'll be wasting your time oh look here do have a drink won't you uh no thanks anyway we're on our honeymoon you know oh really yes I've been trying to get Gerda to marry me for a long time now it wasn't until yesterday that she finally made up her mind oh yes today that's right I finally wore down a resistance didn't I got it yes but of course the bags if you please lieutenant oh yes yes forgive me only two mine and girders I'll get them shirts socks ties sorry mr. Karen there's nothing here ah good now Mrs. Crapton I'll do it girl no no you may not open it then if you will open it yourself I can't why not girl don't ask me why I can't do it that's all you have to have a reason please leave me alone this is no time to be stubborn you can't obstruct the law I don't care about the law my release will not be open yes it will I will not open it then I will he snapped open the catchers of girders release and then he saw it a picture of a rosy cheek boy in a Luftwaffe uniform proud arrogant the super race lieutenant turned away his face looked like they'd been slapped hard I stood there for a moment it isn't very pleasant to see a man's world disintegrated by a photograph what happened they're not the ones oh no what I don't know I do I'm jumping off the train what why they're after me not you if I'm off the train is safe oh sit down you're making a fool of yourself how do you propose to let him know you've jumped when we can't even locate him I can't even die no glee can I wait here for me Ernst where are you going to find Dietrich I was on my way to see you we need more time the engineer must give us more time but he won't well he'll have to can the fireman run the train yes but if the coupling excuse me what do you want to come to the cabin and fermé l'éuverte quand nous avons quitté calisthenic a bale a fermé maintenant a viva tendu l'entente mais oui pendant plus d'une heure oh mon dieu oh mama mr. Collin the little room at the end of the train it has been locked so this woman says since we left palace lady but Dietrich that's where it is that's the only place it could be we've looked everywhere else yes get rid of the woman go on I said get rid of it as he yellow to what you are madame but why is he a madame she will play thank you shall we force the door no he'd set the thing off before we cracked it but are you sure he's in there I'm not sure he isn't in there how will you find out well I'm going to climb to the top of the car move down to the laboratory smash the window and shoot and I hope I hit him and not the bomb but if it is not he then you will have killed an innocent man and if it isn't I don't shoot over a hundred innocent people will be dead in five minutes I don't know if I should permit it after all I'm the chief conduct we've got five minutes Dietrich don't try to stop me the responsibility is yours I will do what I can to help all right now get Ernst tell him what I'm going to do tell him as soon as he hears the shots to have you open the door he'll disarm the bomb I was that clear yes mr. Collins all right then hurry we only have four minutes as he ran down the corridor I turned and went to the door leading to the outside of the train and there I took off my shoes and checked the pistol Ernst had given me at any moment I expected the train to start slowing down which I knew must be followed by the blast until I got to the roof of the car I didn't quite know how I was going to reach down and break the glass but when I got there I saw that this time the brakes had come my way this was an old relic that had the light standards at each end of the car carefully so as not to betray any movement to the man beneath me I hooked one leg around the standard and let myself ease down as I hung there for a second I hope that the man inside was the man I sought this is my last chance he had to be then suddenly there was a shift of wind and I was almost blinded by the senders brakes were applied the time was now I raised my gun and something cleaned up yes mr.  Collin the body will be turned over to the authorities in Hanover just a minute he tricked I'll be right back pardon me madam we the door is open now I'll forgive me I'm la pot it to wear to oh you're quite welcome I show you the direction of Anthony Ellis escape has brought you trained from obisfeld a story by Ross Murray starring William Conrad is Bruce featured in the cast were Lawrence Dubkin Fritzfeld Alastair Duncan Byron Kane Richard Peele Jerry Gaylor and Gladys Holland the special music for escape was composed and conducted by Leith Stevens next week you are high on the frozen slopes of a great mountain terrified and caught in a blizzard while the thing for which you've been hunting has suddenly become the hunter and if it finds you then for you and your companions there can be no escape so listen next week when escape will bring you Anthony Ellis's exciting story the abominable snowman this is Roy Rowan speaking CBS


And two persons were burnt to death when a petrol tanker fell on the road and exploded at a proposed new Kara market in Ugyri Remo, Ogunstate, along Legosi Badon Expressway. The explosion occurred around 4am yesterday. It triggered a huge inferno that burned 13 vehicles, including trucks and those trapped in the resulting gridlock. Ogunstate Deputy Governor Noymota Salako Yelidi Oye Delia, beg your pardon, led a government delegation to the scene on behalf of Governor Dapun Abiodu. She directed that the burned vehicles be immediately evacuated from the road to ease traffic and appealed to motorists to obey traffic regulations. NEWS OPDATES


We have a few questions coming. I'm sure that there will be more. Suresh took a couple earlier. Let's see, pick one at random here. Thank you. Do we have any approved tool in the current situation which collaborates in the system of engagement system of records area? Yn y ddod, dydyn nhw'n rhan o'r Ffender Certificatio'r Programme yw rhan o'r cyfrion. Felly mae'n rhan o'r ddod o'r cyfrion sydd yn cyfrion i IT mae'n IT. Yn ymgylch o'r Gweithio'r Ffender Cymraeg, ychydig i'r IP yw IT yma, ac mae yna'r stag o gwahanol mewn gwahanol, sy'n ei ddweud a'r pryd yn hynny'n ei ddweud? First let's take the concept of iterative application, right? You can't eat an elephant in one bite. You've got to eat it one step at a time, right? So if you're going to be making this transition, I think what really is a benefit of IT for IT and in fact it is stated so, is that you can do parts, right? And the part that is going to give you most value is the one that you should do first, right? So it's just like any agile model, right? You don't want to start with the roof, you want to start with the foundation. So I think that the best way to go about it is to look at the value streams because the concept of Potter when you say that there are multiple value streams, what is the concept? The concept is that each value stream is going to add some value and pass it on to the next value stream. So as the value keeps adding, the end value becomes much larger, right? So one way in which you can decide where you want to start is to look at the value streams, right? Where do I want to get my value from? So for instance, in some of the customer sites, we found that, you know, for instance, what are you doing about request to fulfill, right? I'll be talking a little later about CIO organisation versus a service provider organisation. There are some things which are under control, some things which are not under control. So the question also matters is whether you're asking it from a CIO organisation viewpoint or from a service provider organisation, right? In any of these cases, I think that if you're really looking at where your real pain areas are and which stream you really want to address that core problem, you can do that one step at a time. You can do it iteratively. You can take some components and say, look, I'm not, for instance, my service blueprint, right? Many of you are from, you know, service provider organisations. You go and take a hostile takeover of some application, right? An application service. Do you really get all the information? Right? Rarely, right? So when you then look at what is going to be your, and what is the job that you're really doing is R2F and because your service request and your incident and stuff which is in the detect to correct. So now the question is who is going to give you that document that IT for IT is talking about? It's called a service blueprint, right? So you've got to look at what you have, what you don't have, what's going to give you value and because it's organised by value stream, I think it's a pretty straightforward decision. In any organisations we start, one of the things we need to be aware is there is already something existing in place, right? In terms of process, in terms of tools, in terms of compliance. So first, leverage the best of what is already existing. You know, you save a lot of time. We call it as value harvesting. You know, the moment you understand that there is a wealth of information that already exists in your organisation, let's leverage the best out of it, right? And then use and see how it fits into pieces. So many times we always think we get fascinated about new frameworks, methodology and standards and we undermine ourselves in terms of what rich repository we belong. So I would say that please do due diligence to the existing way things are working and try to fine tune before even go and adopt something new. That's my first point of approach. Of course, what Sugumar said was the thing but just another perspective as well. Great. Thank you. Next question. How does IT for IT impact the EA discipline? Does this require a learning curve for architects or the ability to adopt and adapt to change? So I would say that IT for IT is the enterprise architecture for running IT. So if you look at the Togaff definition, Togaff says that you need an enterprise architecture for every business. So you have business, you have an enterprise architecture for a telecom business, for a healthcare business. Similarly you need an enterprise architecture for IT and IT for IT is the enterprise architecture for IT. That's the way I would answer it. How many of you have done Togaff? Many of you have, right? So what's a reference architecture? How many reference... In Togaff passing exams they say reference architecture arts, right? That is for... What is for telecom? So how do you use that when you use enterprise architecture? Is there a difference between E-Tom and enterprise architecture? What is the connection, right? So the way I see it is that the enterprise architecture and the ADM gives us a methodology, right? Which gives us certain standard approaches, certain set of documents, certain policies, methodologies that you need to follow, right? It doesn't tell you what to do. So you use E-Tom for this thing, you use IT for IT for IT service management enterprise. That's simplest. Okay, thank you. How do you see IT for IT fitting to the agile model of execution? So I think working with some of the organizations across different continents, one of the things is everybody asked the first thing is, okay, we have now moved away from the waterfall to agile, you know? How does IT for IT things? I think Steve mentioned about a white paper coming across, but then if you look at really understanding, in terms of agility, in terms of how you run your sprints, how you actually look at your sprint backlog, your product backlog to the time that you have that iterative improvements, right? The minimum viable product that we're talking about. It all boils down to actually talking about value, right? So if you look at the underlying principle of agile is to come up with iterative minimum viable product that gives them a kind of it. And the aspect of use case is again relevant here in terms of IT for IT value stream. So there's a strong cohesive energy between what we're talking about as kind of user stories as part of use case here in IT for IT. And also from the point that you're saying is you have to deliver value as part of your existing sprint, that again gets applied in the context that what value chain are you going to focus currently? S to P, R to F, whatever. And see what will be the outcome for that particular value stream in what duration and stuff. So it's kind of already blended nicely into that kind of model. When we talk agile, I think it's just multiple waterfalls. You just do them close together. So the model is agile or it is the same. The idea is to deliver value, which you can see because you're talking a lot about flexibility and speed to market. So what they're talking about also is that the way you're going to be building products is going to change. Today what happens is that you have a business strategy that then throws some requirement over the wall and then IT creates a strategy document.  So whereas when you're talking about the methodology they're talking about here is prototyping, incubation. It is much more than just agile. Agile is building the whole product. Maybe you won't need the whole thing. Maybe what is it that you're trying to do? So this kind of long drawn out like what Ash was saying earlier. Lakshmi is saying I'll give you two rollouts. No, no, no point. My customer is gone because somebody else comes to the app and takes him away. So we need to get something out there as quickly as possible because there's a big threat to CIO organisations. The threat is the business is not going to come to you. Business will go to somebody else directly get this because they want to run their business. So that is why agile is very important. Basically it means multiple waterfalls in short spans. So cost of poor quality, you find the error closer to the source cheaper. So you do agile, you do multiple releases. If you don't like it, throw it, get the next release, which is where I think it works. There was another additional question. The qualification at that point. So in the reference architecture 2.0, where do we see the agile is something which is fitting inside? Because we have something like project management component inside. But it does not really prescribe how do we achieve the agility inside the framework? If you see that, when you say agile, are we losing ourselves in some lingua franca kind of a story? Or are we saying that agile doesn't require builds, agile doesn't require quality check, agile doesn't require testing, are we saying that? No. Then everything is there. It's only that your major project, if it's a two-year project, it's not agile. If it's a two-week delivery, it becomes it. So it is like inherently all the entire framework, how it is integrated to each other is something which is achieving the agility, isn't it? Precisely. Because what's happening is that in this case, for instance, your strategy to portfolio is going to determine what is going to see because you have to look at the capability increment story of open group, right? You're not building a solution. You're building an organizational capability. So with every release, if you're releasing a new capability, then you're agile. Right. Thank you. Question initially for Laxmi. How do you define small, medium and large IT organisations? I would say that if I say a large, that's it. A large IT organisation, it would have a budget of upwards of $1 billion. So an organisation like Shell, which is a budget of IT budget of $5 billion. So, yeah. So large IT organisations, I would define as upwards of $1 billion, but that's my assessment. Any other comments from Will? Yeah. I would also look at different diamonds and obviously the dollar value makes a difference, but also in terms of your geographical spread and terms of the volume of people. It could be IBM, it could be HP or whatever, right? So the geographical presence and the kind of widespread that we do could also be a way of looking at large enterprises. So, thank you. Question around ITIL. There's concern in the ITIL community on the introduction of IT for IT. How are we integrating with ITIL subscribers? Are there any case studies where ITIL and IT for IT work together at this stage? So I can probably attend because I've been closely watching what's happening around the ITIL. If anybody knows that there is an ITIL practitioner that is launched and that's coming up on 25th February, which is a live webcast, I'm also speaking on that. Now, if you look at it, there is already a post. If you are in Facebook, join back to ITSM group where Charles has already posted a clear differential of how IT for IT and ITIL can be complementing each other. So I would strongly recommend you to go through that. If you could just connect with me, I can do. But if you look at primarily ITIL, as Lakshmi really pointed out, it's a process-centric approach, right? We are talking about all of those 25, 26 processes in silos. And of course, it's talking about a service life cycle more from an abstract terminology. There is no definition of a prescriptive guidance. We have lacked heavily on ITIL because it did not have any prescriptive guidance. But if you look at IT for IT, the level of prescriptiveness from the models that you've talked about makes it more tangible. So I think you should look at ITIL being as complementing but not... IT for IT has got a broader umbrella of what it does over and above what ITIL operates. So actually rightly said about enterprise architecture and other stuff. So ITIL is just one piece of process stream. But there is another stream that we all talk about in delivering value. But I would strongly encourage that there's a lot of work to be done in order to come up. So let's not try to mimic IT for IT and then get ITIL go there. So it's not just adding value. I think there is a huge difference between a reference architecture and a library. I don't think we should compare the two first of all. But the market being what it is, ITIL has been sold as a standard. Which you become compliant to, which I never believed. But having said that, it's not the time against ITIL. But if you look at what actually the IT for IT is doing, is that what they are saying is that each of those components that you saw, those blue boxes, they are saying that is the minimum piece of technology that you need. It is basically something like each of those components. For instance, when they say incident management component, they are talking about what is going to be the incident ticket data. Now what ITIL is teaching you is the stuff which is connected to that. In fact, I will be showing you some stuff in the afternoon about that. Because there is a data component, which for instance is your remedy tool or whatever. Remedy is not incident management. But remedy has an incident ticket or CA or whatever product. So when we are talking about a component, a data object or a technology component, we are talking about the ticket data and how it is going to be moved or whatever. The process which is going to operate that function, IT for IT is kept out of scope. But they have given you scenarios, they have given you guidance on what could be those processes and how those could be evaluated. So for instance, if you take ideas from IT for ITIL or from COVID or from any of these models, you still need the data model, which is why the reference architecture stands. It doesn't matter what standard you are doing, what approach you are doing. Also, whether IBM is following some incident management process, somebody else is following something else, what is the commonality? It is a data component. So that is what IT is talking about. And I think all this talk about comparing ITIL and COVID and all that, it's not a comparison, they co-inhabit is what my opinion is. I agree. Anything to add? No. I would add that certainly the ITSMF community that I've experienced so far since we introduced IT for IT has been not so much threatened or concerned but rubbing their hands thinking, great, this is something else and they are a big part of that community. So I think there may be some concern, but I think there is also great excitement too. Next question. For an organisation which uses third party tools for IT, what should an approach be for implementing IT for IT? Any suggestions? So I think if they are already using third party tools, unless the tools don't get vendor certified, they won't be able to implement IT for IT completely. But for new services that they are developing, like I said, they can take an approach wherein they can put a requirement in their RFP saying that the tools that you come in with should be IT for IT certified. So it will be more of a step approach for organisations which are already using third party tools because unless the tools don't get certified, it will be difficult. So they can start off for new services that they put there in the RFP, that okay, for me, this is one of my requirements to be able to qualify you. So that way they'll be moving slowly, they'll take a step approach to move towards IT for IT. Any other options? To that point, one of the things we heard at the last open group conference in San Francisco was represented from Microsoft saying that he couldn't even begin to explain the number of calls since it was launched from their account teams with customers asking for IT for IT to be used in their service provision. So I think as word gets out to customers, it will become part of, as you say, RFPs and if the customers ask for it, then the providers will have to. Next question. How do support functions like HR and Finance fit into the reference architecture? So I think as far as finance goes, it plays a very important role because finance is basically about, as I mentioned, it is about the investments that IT should make, determining the total cost of ownership of a service and determining what is the price point for IT to provide any services to business. So I would say that finance plays a very crucial part to ensure that IT runs like a business because unless the CIO is able to determine the total cost of ownership of a service, he won't be able to price it and he or she won't be able to say that, okay, this is the value, this is the money that I'm spending and this is the value that I'm returning in return. So finance from that perspective becomes very important and HR... So I'll just add on what you're saying. So if you look at the entire IT for IT reference architecture, we did talk about value streams but you also missed the supporting services. So if you look at supporting services, there is governance, there is actually financial services there is also something called as resource and project management. So if you look at it, these are supporting services are integral for any projects and business that you do it. I mean you cannot be a certain, for example HR, you're talking about resourcing of people, talent to actually deliver some products or services, right? What if you don't get people on time? The resource is not being deployed on time. They don't have capability in terms of skill development. You cannot deliver a product or service which is delivering value. So you look at this and I just touched upon in my case today as well that HR, finance, these are horizontal functions, right? They cut across entire value chain and if something gets stopped, the entire value chain gets broken. So you just not just look at very IT centric and that's the part of our bigger problem. We always focus towards the IT value chain but then it's the enterprise value chain that we need to think about. Am I getting the right talent, the right staff deployed at the right place to deliver value, right? Beat an agile project. Many times we have problems that people say that you know I cannot pull this guy from another project because he already built. But if you are an agile organisation, how do you get a kind of a talent pool that is actually able to fit in on demand, on business? So I think you should have to look at from that aspect that these functions, horizontal functions which are critical supporting services to enable that value chain and deliver business value. So Surish, thanks for the clarification here. Just wanted to add, I see the value chain is kind of mentioning all the supporting functions but when we talk about a reference architecture or a value stream, it does not really talk about any support functions like finance or HR or any other supporting functions that we have seen in the value chain system. So do we have? I'll just add one and give it to Lakshmi. So one of the things she was telling also is there's not much of work done in terms of supporting services. Accenture is starting to develop from an IT financial service model, service-based costing and other stuff. So we have just launched and it has evolved. One of the things that we need to contribute back, of course we are consuming a lot from the open group is to also come up with that kind of suggestions because you have practically facing that kind of brunt. And give those perspectives as an open group member and contribute to that kind of discussion. Because as a team, one of the things that I love about IT for IT is just because it's a collective mind share. It's not talking about ownership of HPs or IBMs or axingers of the world. It is a collective mind share where people have come in for a common purpose to achieve things. So I think you should start contributing to that piece just to add your discussion. We are not still fully developed at that level of supporting services. Given the fact that the pace of change is rapid these days, more so now than ever, both on the business side and the IT side, how can one ensure that the two parties still sync up and generate value together? How can you ensure that the two parties, business and IT, sync up and generate value together with everything moving so fast? Are we talking more about this later? But I don't think there's any more choice in this matter. Because I think if you... I'll show you some statistics. Already some 35-38% of budgetary control has moved out of IT. So what are you talking about aligning to your business? If you don't align, you're gone. They're going to take somebody from outside. We're all running repair shops. So what we're really talking about is if you want to be participant in the strategy, tell me when was the last time you improved your customer's business? If you're in telecom, for instance, have you reduced the number of bad bills? It comes and goes. So if the question here is what is the value you're going to deliver? So what if you don't do that? That's what we're talking about in the IT variety. You'll see a lot of this mention saying broker. It's no longer a husband and wife. I don't think so. I'm very sorry. I think a broker, consumer and seller relationship is different from a husband and wife. Stand as a middleman and blow a whistle on both sides. That is the role that's going to happen. You look at it yourself from a CIO organisation. We'll discuss this more, but this is what I feel is going to happen. I would just like to add that if you see more and more businesses are using digital platforms, right? They're moving to digital platforms. So business strategy and IT strategy over a period of time is going to converge. They know what's going to be separate things because the business models are based upon digital platforms or on digital ecosystems. So business and IT strategy will be one. There's no choice. The CIO otherwise will disappear. Thank you. Next one. Do you see IT for IT as a top-down or a bottom-up approach? It depends upon the organisation. So I talked about both the approaches. If we talk about Shell, which is a very large organisation which bought into IT for IT, it sees the value that IT for IT provides. They've used a top-down approach. A smaller organisation who wants to test waters before they implement IT for IT, they could do a sort of a bottom-up. So the approach that I mentioned that for new services, they could ensure that IT for IT is ingrained as a part of that and then move bottom-up. So it would depend upon the kind of organisation and their buy-in into IT for IT. I just wanted to just add because what's happening is, you know, the thing that works in most of the organisation is only bottom-up. The reason behind is not many companies like Shell have the understanding of what's happening around in the open group and value. So it's easier for us to start with something and show some quick wins, you know, as part of Detect2Correct, where you're already doing kind of operations, see the kind of value that you bring in terms of, you know, what he said, in terms of billing rate, you know, the false billing and other stuff getting down and saying people are more happier and kind of stuff. And then say, can we move up the value stream from Detect2Correct to move on to request a fulfil and then move on, right? So that means people have seen something happening concrete on the ground in reality perspective that can take them the kind of momentum to build across to wider adoption of IT for IT moving up. That's my way of looking at it. Okay. All right. Thank you. Let's see. It's somewhat related, I guess. How does IT for IT fit with the CXO board in a company? Where does it fit? There's a picture drawn on the question, actually, of CEO, CIO, CTO, thank you, CFO, COO and CMO with IT for IT in the middle. Is that how you see it? That's right. I don't know who did ask the question, but is that where it fits? How is IT for IT aligned with the CXO board in the company? Okay. I think it starts with a strategy to portfolio, right? Because you take a business strategy, today everybody is frightened, right? Business people, because somebody with a credit card and a bright idea can go and buy, you know, free, I mean, go and start with a small amount of money and then if the app runs and then suddenly you're out of business, right? So when you're looking at it, I think the CXOs have to now become IT savvy, right? I used to talk 10 years ago that, you know, business talks, Hindi, you know, software talk, developers talk, Telugu, and support talks, Tamil, nobody talks to each other and all that, right? But it's all gone now, right? Today my grandfather also swipes. In those days when I put machine in front of my CXO, he just kept it there to show his, somebody visiting him that he's got a computer on his table. He didn't even do his own email, right? He'll still call the stenographer and dictate it. Whereas today everybody, right, is using swipe, right? So what is happening is that the CXO is talking to another CXO, that fellow is showing off, see what my app can do. So now who's going to be deciding what they want? So the story here is that the entire thing is changed. Before you talk about what my business needed and then you've got this huge technology guy coming and telling you how to do things, right? But now the CXO is going to come and say, my competition is doing that, what are you doing? So I think that the strategy to portfolio is where the business connection is going to take place and the broker mode really means that, right? That the business is saying, look, how are we going to beat everybody else or before somebody comes and takes it away from us, right? So there is a huge role for the CXO aspect but that is going to be and that is why if you see in your S2P it starts with the first box is enterprise architecture, right? So those guys are going to connect up, people are going to talk about what is value, right? And if you see what is the conceptual model, what is it? What am I going to do? When am I going to do? And how much money am I going to save? And what is it going to deliver to my company? That is the conceptual model. Can you build a conceptual model for business strategy without CXO? Right? So that is where the building of the conceptual model and ensuring that the conceptual model talks about what the business needs, I think that is where the CXOs are going to participate. I just want to add a couple of things. So if you look at York's structure typically, you have a CEO and you have a CIO who is reporting to the CEO, let's say. And CIO now has someone called a CTO. Now the CTO either could be on parallel and reporting directly to the CEO, but most of them what happens is CIO owns the baton and says, chief technology officer come and tell me what is the kind of projects and technology innovation that we need to opt for. Earlier CIO's role was numbered at least for three years. Now it's actually the benefit of DOE is one year. So CIO's are an increasing pressure to demonstrate why they are different. So what happens? A new CIO comes in, he wipes out the previous strategy what is existing and comes something revolutionising. That's happening because everybody wants to prove that they can elongate their period from one year to three years. So that's many of the times we need to think that everybody wants to save their own seats in order to do that. Let's be very honest. Coming about with business and value is the second part. I am playing a role of CIO. Can I exist in this position for the next three years? So I think there is a fundamental shift happening where the CEO just decides whether you're actually trying to align which is relevant to business or you're looking at looking at something which you are having to own from that. So that's a shift that is happening off late and that's going to change the way CXOs are going to be much more demanding in nature. He needs digital. He needs IT because there are digital ecosystems everywhere. So IT has become very important for the CEO to run his business and unless IT demonstrates the value, it is very difficult for the CIO to sustain. So that's why CEO and CIO need to basically work together to ensure that the value is provided. Suresh, related to that question, why are we having the two roles, CIO and CTO? That's a good question but I cannot answer because it's the organization that has to answer. But if you look at it typically, the CIO actually oversees all the initiatives of the IT. Technology is just one part of it. You still have process, you have people, you have skill development, capability development. So if you look at one of the recent, chief recent CTO as a role emerged in the recent years, is to catch up with the growing trends of bring your own device, IoT and other stuff. The CIO asking, guys, what are we doing now? Are we supposed to go on cloud or on virtualization or on best practice? Because the market is talking about it. Now the CIO is not expected to know something on latest of technology. However, he can have a peer who is technology driven, seen how the kind of market trend happens, what's the context of the organization, what is fit for the organization and starts getting that value. So I think there is an increasing importance of CTO today, primarily from the reason that we need to make sure that we are aligned from a competitive intelligence standpoint. CIO cannot do that justice because technology is so rapid, so agile in nature that he cannot catch up with that kind of speed. So you need to have dedicated marshal, I would say, who envisions the whole technology landscape. You're not aligned with the business. Does it answer you? Okay, Silesian Lakshmi, I have a question here. Sorry to interrupt. We're running out of time for questions. Two questions here, quick questions. We're trying to do it from the written questions, so please would you allow the process to continue? Otherwise we won't get to these questions. How do you estimate the cost involved in IT for IT transformation and second part, how do you measure the success quantitatively? So the cost involved in implementing IT for IT would depend on the size of the organization, on the size of the IT organization and the kind of landscape they have in place. It also depends on number of other factors like how many service providers are they using, whether they build systems internally. So it's something which is very, very... It's very difficult to predict a number on what is the kind of investment that's needed for IT for IT. I suppose it's also what you want to do with IT for IT, because there are many things that you can do with it. You can look at your existing products and say, look, are they following this particular flow? Is my data missing? So that's not going to cost you any money. So you can use the standard and start tomorrow. What am I capturing? What are the things that I'm doing? Have I organized myself so well? Now, if you're talking about implementing IT for IT, I think the lady also just now said that so far no tool is still certified. So therefore it's also difficult to say what you're actually going to do with it. So the point is IT for IT is not like your ISO 20000 or something where you can say, I don't believe anybody can give a code for implementing ITILs. But the point is that what you're really saying is IT for IT has got many different value outcomes depending on your approach, your need, your business plans, your strategies, what you're trying to solve. So don't look at it as something that you're going to buy in a shirt that you're going to buy and wear it and look nice immediately. It's not like that. OK, thank you. IT for IT is very interesting, but is it convincing to the IT industry as yet? In other words, how will it affect IT if IT for IT is not adopted? I think that's a question that you will realise very soon. Because the absence of doing something will become much evident when others in the competition is catching up. So the way to look at it is, we can agree and decide of resistance to change because I guys don't see value, but if you look at the kind of market that we are in, if we don't scale up our existing ones, we will be outsourced, and many people who have achieved something substantial have done as an early adopter. You don't have the full picture of what it is, but you have reasonable idea and foundation that could help you to start with that, and that's the only way you can excel in terms of transformations or delivery. If you had everything on a piece of paper saying that this is how it is working, by the time you get to that level of clarity, you're already lost in the race. Many people would have gone much ahead of that terms because they would have actually experimented, failed, learnt and then moved on. So if you ask this question, just wait for another six months and you will come back with the answer of that. That's what I exactly wanted to say, that you will give that answer to us, because once you start looking at IT for IT, and once you start implementing it, you'll know the value it provides. So we as the people who have developed it are not the right person to answer this. I was just, I'm sorry. Would there be a chance to talk to Stephen? Is there a chance to ask the question Yeah, well we're going to, is it related to this question or another question? The only thing I'd like to ask to clarify the question is, you know, what is that distinctive advantage that IT for IT brings? And I think that's the question. And to your point, it isn't true if you say in six months competitors are going to catch up by working by that, for the simple reason that long before IT for IT ever came in, the talk of business in IT being aligned has been a published aspect that has also been implemented in the absence of IT for IT. So it's not like IT for IT is going to be something like a silver bullet that is going to give you today what the business has been pursuing all along. But there has to be something that is distinctive in its advantage. And I think it's that which we really would like to see. I think he's 100% right. There is no magic pill here. But there is something magically different. What is that? That is the value chain concept. That service is, you know, first of all, when I go and work with IT people, I tell them define an IT service. What is the service you're providing? They would only tell me application name. I think the core thing starts with service orientation. It is the outside in concept. What is my business wanting to do? Today what is happening is that there is a clear divide between business and IT. What I think IT for IT is going to do is it's going to streamline this whole thing. Let's take a simple point.   It happens in all your organizations. Why they tell you don't do change? Why? Because when you change everything falls apart. So you don't touch anything, IT should not do anything, so IT will run well. That is the concept of a freeze. No changes. Why is that? So I think what IT for IT can bring for us is a complete end-to-end value stream of saying, look, this is how things are connected.  They give all the known errors to support who is fixing the problem. How long is this going to continue? How long are you going to survive like this? Where you have to stop working so that no fault will happen in your IT. Just look at that. So I think that what we are really seeing is not about how I am fixing things or how I am doing things. It is a service orientation that we are talking about. And the service supply chain, the service backbone where everything is traceable from what the business wanted, when, how delivered to what is actually happening in the end. I think this end-to-end view is the difference that IT for IT is bringing. So I do want to get to this question because whoever asked it took a lot of time writing it out. Sort of multi parts. It's take a scenario of company X offering multiple services in a multi-tenant hybrid cloud environment managed by multiple vendors. Can you let us know specifically one how IT for IT helps the CIO of company X manage the services better. How IT for IT helps vendors supporting company X to operate better and which components of IT for IT bring multiple vendors and CIO onto a common view of the same page. I think this is a consulting question actually. I would have a task here. Thing is that it's a very interesting question. Now what is the CIO organisation going to do? What I see is that IT for IT is a flat model at this point in time. It talks about everything is a single plane. So if you take for example the S2P that is strategy to portfolio that has some six components, then you have your next six and so on. Now the question is going to be that you can take each one of these components. What is happening in a multi-ten when you're talking multi-ten, let's say multi-sourced environment for a simple word. So what is going to happen there is that each of these components will have a piece of work which is done within the CIO organisation and something that has to be owned by a service owner by a service provider or a component service provider. So IT variety can help you to track the flow through each of these things in the same systematic manner. Today what is happening is that each one is in a silo like we talked about. So the business organisation is in a silo and the service provider organisation also an exact replica of that silo. So what happens is that your CIO cannot really have the view. And when it becomes even in a single plane when much of your thing is being done within the CIO organisation you don't have transparency. Now when it's going across multiple places you certainly don't have transparency. I can give you a lot of stories on that. So what IT for IT can do is it can help you look I take my strategy to portfolio what am I going to do what am I going to get somebody else to do but the components are the same. So what it allows the CIO to do is to have a transparency chain. What we call as the data objects. There are two types of data objects in IT for IT. One is a service backbone object which has showed you the purple coloured ones. They are containing the life cycle of the service and then you have the other objects on the top. These objects can be anywhere. Maybe I think a good explanation of this I will be giving in an actual case study but it may answer this in a much deeper way. Thank you. Do you have anything? No, nothing to add. From a vendor perspective is DevOps agile and combined engineering and digitisation are they the methods to approach the three value chains of requirement to deploy request to deploy requirement to deploy, request to fulfil and detect to correct. Are they the approaches? Now if you're a vendor what's the goal of a vendor is to make more business. So first you understand what will sell you more and what will get it aligned. Your tools, whatever services that you give as a vendor is for profit basis. So first conducting whether aligning with DevOps or agile or Kanban or whatever you call it across is it a need? Yes, it's absolutely an imperative because one thing we have been hearing right from morning is what are the tools that are going to facilitate IT for IT. So even in the start people want actually everything available that's the same thing that we are getting in terms of DevOps. Look at I'm not talking about I'm not specific any vendor but we have like Dockers, Puppert, Jenkins and all of the stuff they are vendors but if you look at that they are providing the opportunity for continuous automation continuous delivery continuous integration which is the concept of DevOps itself. Now these principles that we have has got profound impact on automation so that's where I think vendors play a significant role to to realize the value chain because at the end of the day everybody plays a part in the whole pipe but if you don't get that done at their appropriate time the value that is received by a customer is not achieved so it's absolutely critical for the vendors who are in the market to understand the trends that are happening within the IT for IT the value streams and how you can actually facilitate which is one way you get a tick box and say my tool is actually IT for IT certified which enhances your opportunity to business that's what Microsoft actually told so I'm just quoting that reference and I would say that the value streams basically prescribes a lot of latest concepts like the continuous integration continuous development so if you look at the R2D the R2D has the concepts of DevOps Agile, Waterfall and all that so once a vendor certifies itself for R2D it is mandatory for that vendor to follow to align to those standards which could either be DevOps or which could be Waterfall so the latest concepts are already built into the reference architecture is the point I want to make so a related question from a different perspective, from a service provider perspective what's the, think of the IT department of a service provider, what's the value proposition for the CIO of a service provider I love the question I think it's very straight forward because the providers are going to shut down if they don't change it's as simple as that you look at your own businesses how much money you are making how many people you are hiring by the car loads, by the bus loads you started building everything now what's happening you got all mechanics we know how to fix a problem but what the customer is wanting is enough for fixing give me something new give me something different so when we are talking from a service provider organization I think there is a huge challenge as to what should be the role of the service provider within this kind of a disruptive environment where there are basically two speed IT running so when you look at it for the CIO of the in fact I just did a piece of work for a customer and you know what the head said is that we used to give vanilla services vanilla ice cream vanilla ice cream now we can give chocolate sundae thanks for changing our delivery model and ITV IT can help you do that because you can tell your customer as a broker you do this I will do this so there is a very big opportunity for a complete change in engagement between the CIO organization and the service provider organization because the CIO has to move into a broker model then who is going to do the integration story so I think there are huge opportunities and huge challenges but I think the opportunities are bigger thank you so lastly we are out of time but there were a number of questions about case studies are there case studies where this actually has been done that we can point people to now clearly there are some on the open group site and the shell presentations give a lot about that are there any that you are aware of that you would specifically call out of ITV IT being used so there is a plug for attend the ITV IT tracks afternoon in here one Blacksheet do you have I think there was shell is something that I quoted there was a large insurance company in UK called Delta Lloyd and I think that case study is also there on the open group site so these are the two that I am aware about and since it is initial stages we are in discussion with some companies so maybe over a period of time you will get to know more case studies around ITV IT I think one of the challenges that we have also is the customer doesn't want to reveal his names and you know the kind of things so for example the you don't quote me again the telecom company that I mentioned across was specifically asking not to reveal the names or even a tinge of it which is understandable because they don't want to put them into a poor limelight so I think there is a lot of war stories and case studies available in someone's brain so I would say that the best way to get those things is to network and actually talk with people more than going through the site because you learn a lot by this attending this conference and some private discussions which we can reveal a lot more information about a case study as opposed to do that absolutely so to make sure we have enough time for that we will stop the session and go to lunch so that people can talk to each other but thank you all for your participation and thanks to the speakers this morning and the panel for a really good interactive session thank you


Okay, good morning and welcome. We are back to our session on prophetic ministry. So let's begin with the word of prayer. I want to see if any of our online students can please lead in prayer. Let's start. And after which we will get into our study. Anybody from the online match. Father God, thank you Lord. Thank you for this wonderful time that you've given us. Pastor, shall I continue? Yes, Jackie, you can go. Father God, thank you Lord. Thank you for this time that you've given us Lord God to study from your word Lord God. Thank you for teaching us Lord God Father we commit this time into your hands. Pastor Nancy and all that she's going to teach us Father God help us to hear from you Lord God Father help us to put it into practice Lord whatever that you have taught us Lord Father we commit each of us into your hands whether we are studying online or even in the physical class Lord God Father maybe be governed by your spirit Lord God in Jesus name we pray. Okay. And thank you, Jackie. Thank you for leading us. We'll just do a quick recap of what we were talking about in the last class. We said that we could learn from the experience of Bala the prophet and we saw that he explained exactly how he was able to pick up God's communication. We said that he was able to see with his eyes and then we discussed how seeing with the eyes may mean seeing from the spiritual through the spiritual eyes. But at the same time it is possible that the natural eyes can be those tools through which we can look in inside the spirit realm. That's also a possibility. Then we talked about hearing from God and we said that we hear from God not necessarily with sound but minus the sound God's communication comes into our spirit. So we pick up words we may pick up sentences much more than that. Then the knowledge of the Lord is another way in which Bala said that he received God's communication. So we explained that something like a download coming into our spirit is one way in which God communicates. We looked at how he fell to the ground and he was in a trance. We discussed about trance. We also discussed about dreams and visions and we said that these are all visual communication. We could either have a picture or we could have many pictures like a motion picture and vision. Visions of the night or some people call it shakti visions are what are known as dreams in the night when we are seeing visions. That's called as a dream. So we've understood all these ways but today we are going to go further and look at what the Old Testament carries with regard to hearing from God. So what were some of the methods or the usual practices by which people heard from God. The good thing for us to recognize is that God has always chosen to speak. So for us to think that God is somewhere high up there and he does not want to communicate with us that would be false. Because we see that God was speaking, guiding and leading the people even under the Old Covenant. So it excites us because under the New Covenant and with the Holy Spirit being given to every believer the way we can hear from God actually multiplies, the capacity multiplies. So that is the encouragement that we have from God's word. So let's quickly look at how God spoke in the Old Testament. We'll go to chapter 2 here so you can all shift to chapter 2 in our notes. One of the primary ways in which God spoke to the children of Israel was through the priests. So in the Old Testament we have to recognize that not everybody could hear from God or the Holy Spirit did not come upon everybody. It only came upon priests, kings, prophets. So the priests were in that position where they could hear from the Spirit of God. And for them God had given certain instructions. So one was to wear an ephod. Ephod was a piece of their garment which carried stones on it. So they would have all the tribes of Israel on that ephod and they would go into God's presence. It's like the priest is carrying all the tribes of Israel and go meet the Lord, pray for them and all of that. Now when it came to receiving God's communication, there were also some other gemstones that were a part of what a high priest carried. And these gemstones were known as Urim and Tumim. I don't know how many of you have paid attention to this when you read the Old Testament but there were certain gemstones. Why did God give them these gemstones? Because through these gemstones, God would speak to them. And it is called when you interpret what Urim and Tumim stand for, it stands for lights and perfections. Lights and perfections. So when God wanted to speak to the children of Israel, He would direct them through the Urim and Tumim. So the high priest would have them and God would communicate through those gemstones. Now exactly how God gave them the information they needed, we are not very clear on that. What some people suggest is that maybe God would put some light on the Urim and Tumim. Like if it's a yes, then maybe light will fall on this or if it's a no, light will fall on that. If it's a big yes from God, then the light will shine brightly on some of the gemstones. So something like that, through that way the priest would know what God is trying to tell them. Should we go for war or should we move out of this place? That's how God would communicate through that Urim and Tumim. Now some people say that maybe they put it in a pouch and then they kind of picked a gemstone and whichever came based on that, they knew what God was trying to tell them. So there are many speculations on how exactly this was used. But for us to understand that this was the mode that the high priest used must be sufficient. How exactly God spoke? We are not very clear about it. So gemstones were used. Imagine today also if we want to hear from the Lord and we depend on gemstones or something where God says yes, no. It would be quite challenging. Thank God under the new covenant we don't have to do these things. Now moving on, after Urim and Tumim, the next way in which people heard in the Old Testament was through a prophet. Remember I told us if people wanted to know anything, they would search for a seer. In that Samuel's case we said that they would search for a seer. The seer will ask God, God will speak to the seer and then the communication, you know, the decision would be made. So that was the way. And here we have that passage. First Samuel chapter 9 and verse 9, it's on page 29 if you are following the e-copy. The scripture says, formally in Israel when a man went to inquire of God, he spoke thus, come let us go to the seer. For he who is now called a prophet was formally called a seer. So this is the customary practice which people followed. And we know people like Samuel, he was a seer. People like Elijah, Elisha, they were seers. So people would kind of go to them and then hear from the Lord as to what God was saying. Now under the new covenant we know that Holy Spirit lives inside each one of us. So this practice of the Old Testament, even today many believers they ask that I want to go to a prophet. And you know sometimes you have all these advertisements on TV about some conference that is taking place and all. What people tend to do is they feel that they have to go there, they have to meet that prophet because maybe they are at crossroads in their lives and they need to know, God do you want me to do ministry? Do you want me to take up this job? It's better to go to a prophet because I can hear from God. But you see this is, this happened a lot in the Old Testament. But it need not be like that now which sometimes people don't understand.  But remember that now with the Holy Spirit inside every believer that is not necessary, not necessary. But was it necessary for the Old Testament believers? Yes. Because there was no other way, no other way. You got to go to the priest or you got to run behind the prophet. Okay, so it's an Old Testament concept. It's not at all a New Testament concept. So a good passage of scripture for us regarding this is from Romans chapter 8. Verses 14 and 16. Could somebody please turn to this passage and read it. Romans 8 verse 14 and verse 16. Romans chapter 8 verse 14 to 16. For as many as are led by the spirit of God, these are sons of God. For you did not receive the spirit of bondage again to fear, but you received the spirit of adoption by whom we cry out, Abba Father. The spirit himself bears witness with our spirit that we are children of God. Okay, just go back to 14, Arvind. Okay, great. So led by the spirit of God. Okay, led by the spirit of God. So it's a privilege that we have today as children of God, we can be led by the spirit of God directly. We don't have to depend on any prophet. Second verse 16 says the spirit bears witness with our spirit. Always remember that. So the spirit can bear witness with my spirit, which means whatever God wants to communicate or he's sensing, he can let me know in my spirit. So in my spirit, I can know what God wants me to do. Again, I don't have to run behind any prophet. So always remember, so Old Testament way of doing things was running behind prophets. It's not the New Testament way of doing things because now we are led by the spirit of God. Now the spirit bears witness with my spirit. Okay, and that is what I need to develop myself in. How to hear what the Holy Spirit is doing. He is leading me and what witness he is bearing. So moving on to the next section. We always ask the question, you know, what is a good prophecy? Recently also I was hearing a teaching on the prophetic and then they were saying, is it accurate? If somebody said something, is it accurate? And then accuracy seems to be the, like, how do you say, based on that, you can verify if a prophecy is correct. Okay, so accuracy seems to be at the center of what what one needs to decide regarding the authenticity of a prophecy. But what does the Old Testament say? There's an entire passage that talks about good prophecy. What is a good prophecy? Let's look at Deuteronomy chapter 13 verses 1 through 5. It's not a very long passage, so maybe I'll quickly read it for us. Here's what it says. If there arises among you a prophet or a dreamer of dreams and he gives you a sign or a wonder. And the sign or the wonder comes to pass of which he spoke to you saying, let us go after other gods which you have not known and let us serve them.  You shall walk after the Lord your God and fear him and keep his commandments and obey his voice. You shall serve him and hold fast to him.  So you shall put away the evil from amidst you. I read it because we can see exactly what God is saying. What God is saying is if there is a prophecy in this case it comes to pass. Okay, it comes to pass. But what that prophecy is doing is it is taking our hearts away from God. Got it? And what does God say? If that happens don't listen to that prophet even put that prophet to death. But the prophecy came true. That means according to us he's a good prophet whatever he said happened but God is saying that's not the key thing that decides. Accuracy is not the key thing that decides whether a prophecy is from God. What is the key thing? Whether the prophecy is taking you closer to God or is it taking you away from God. That is the deciding factor. Understood? Not accuracy. We can prophesy many things and it can happen. But just because it's happening to say that yes that is from God. That's not what the Bible says. It's not about fulfillment of what a prophet said. Got it? Instead the real test is is it drawing me closer to God or is it taking me away from God? If the prophetic word is taking me away from God Bible say discard it. Don't have anything to do. In this case the prophet quite severely dealing with the prophet. So that's a very important point for us as believers today. Otherwise we run behind anything that is spoken and it seems to be getting fulfilled. So look at the integrity of the message. Whether it is pure. Is it establishing people in God or taking people away from God? That decides what a good prophecy is all about. Now coming to the expression of prophecy. When we think of prophecy it's always about speaking what God is saying. That's the way we express it. That says the Lord. That's the common usage in the Old Testament. And then they'll say God's message. But in the Old Testament there are other forms of expression of the prophetic word. Take for example the Psalms. Some of the Psalms that David wrote or even the others wrote Psalmist it seems to be speaking about the Messiah. So then what does it become? It's a prophetic Psalm. So in the form of song or Psalms the prophetic word has been released. So it's possible that the prophetic word can come as song. It can come as poetry. It can come as a parable. Even like in the form of drama and different expressions. So when we look at the prophetic word in the Old Testament people shared it in different ways. Moses wrote a song of blessing in Deuteronomy 33. When Nathan brought correction to David how did he do? He shared a story. So that's prophetic. He did it in a creative way. Jeremiah's message of the broken pot. That's also a different way of expressing what is in the heart of God. So when you look at things like this we see that the expression of the prophetic can be in different ways. So in the Old Testament similar things have happened. For example when Agabus he wants to tell Paul that Paul you are going to be caught very soon they will seize you take your way. You know what he does? He takes Paul's belt and he binds himself and he says the person to whom this belt belongs will be bound. He could have just said Paul you will be imprisoned but that's not how he said it. He did it in a creative way. So creative expressions are something that we can embrace even today. You just mentioned this Deuteronomy chapter 13 verse 12. So here it was actually talking about the punishment of apostates. Talking about? Punishment of apostates. Okay. So we also have to consider all this like what you have said. It's not the accuracy is not important. Correct. But it had to take us closer to God. Yeah. So is this for us also for the New Testament people? Yes it is. Yeah. Is it taking us closer to God or not? It's the biggest test. So then it was here it was written like we have to like we have to in the sixth verse we should so in the fifth verse but the prophet or the dreamer of dream shall be put to death because he has spoken in order to turn you away from the Lord. Yeah God. So if he says something wrong that which that which won't happen that is clearly that it was telling like he was just trying to take you away from God. So we have to put him. Correct. That doesn't mean he's an actual prophet he's speaking from the Holy Spirit. He was speaking by his own. If we have to take this as a as a test from God. Yeah. Then only if he's a prophet to prophet when he is trying to take us away from God he is not a prophet. Right. Then the commandment also won't be for us. Yeah. So you're saying you're talking about the part where it says put to death is it? Okay. So you're saying yeah context is that. So you're asking now how does it apply? See right now we are under grace. So in the important thing is accuracy. So you okay. This accuracy also that accuracy plays a major role in prophecies and prophetic ministry. That's correct. That doesn't mean like if someone if someone says something. If it won't happen how we have to take is it like what you said that God is testing us the accuracy is not important. Yeah. Or we have to consider what he actually told us is by his own spirit he told. Okay. So then discussing regarding the accuracy part of prophecy. See we'll come to this later. All prophecy is conditional. All let me put it this way. All personal prophecy is conditional. Meaning there are conditions. Even if God doesn't state it. Got it. Let's just look at Saul and David. Their example. I know I'm taking an Old Testament example because it will be very clear what I'm trying to say. See when God chose Saul God may have known what Saul is going to do. But what was God's heart for Saul? That okay. He will do well asking. You know. And definitely God doesn't intend for any of us to fail. That's not God's dream for any of us. But when we look at the life of Saul we look at his rebellion. We look at his jealousy. There came a point. Even scriptures tell us that God was so sad. You know that he had appointed Saul. And then he had to bring in another man. That's when David comes into the picture. Okay. Now is it that God chose I mean God knows everything. And then why did he choose Saul? Did God not want a good destiny for him? Whether or not you know prophetic words over his life Samuel anointed him asking over the people. See prophecy is what. Prophecy is what is in God's heart. So what was in God's heart for Saul? Good. That he will rule and reign. But all prophecy is conditional. Even though Samuel the prophet anointed Saul you see that the way Saul went about his life. He was disobedient. He was rebellious. So when you don't meet certain conditions he didn't fulfill God's dream for his life Saul. Is it God's fault? No. Saul did not do the right things. And so he missed it. He missed the target. He missed the destiny. That is what I mean when I say all personal prophecy is conditional. When it comes to accuracy of a prophecy of a prophetic word most of the time right personal prophecy we have to cooperate. I mean all the time we have to cooperate with God. If we don't do that then we may miss out and then we can't blame the prophet saying you said this but I didn't happen in my life. There are thousand reasons why it didn't happen. Did you get what I am trying to tell you? So it's not just the the prophet's responsibility to see that come to pass. The person is as much responsible as the prophet who spoke those things. Maybe what the prophet said is accurate. But it didn't happen because this person did not fulfill the conditions. Sorry. See. Okay. Okay. Successful and God have actually decided for us. And then he also knows it after after he want to speak with me to a prophet if I disobey also he already knew it. He already know that I disobey and I will go away. Then what is the use of this prophecy? See God is all knowing. Okay. I am not able to think of anything specific from the New Testament to tell you but I think you are getting what I am trying to say because even if you go back to Genesis, God created man Adam and Eve. Okay. They committed sin. They didn't fulfill God's dream. But thank God, you know, he had alternate plans and then Jesus came, the old redemption thing, everything happened. So it's God's dream, God's word over our lives. Even man has to cooperate. If the man does not cooperate it cannot happen. So beautiful that prophetic word is. Okay. So that is one thing. Second is when God already knows why does he why does he, you know, dream. See that's God's goodness. He still believes that you can do based on your choices. Free will is a big thing. Right. And God will not control. Now, knowing Judas, we can ask that question also. Twelve disciples. God would have already known Judas will betray. And why did God choose Judas? See, God is not insecure that way. He has a dream for everyone, their destinies. He brings in everyone, gives an option to do well. But because God is all knowing, he can get to know what decisions people would be making. But even then it doesn't stop him from choosing them. He gives them a chance. Right. I know it's difficult for us to understand, but okay. When we are speaking about this prophecy and prophetic ministry, when something went wrong, something didn't work. Yeah. Everyone, all the people will blame only the prophet. Because what we'll think is, so the person who is prophesying is prophesying by his own. And it's also, the people who do that also. But we have to justify our answer. So, is there any differences in New Testament or scripture proof that all the personal prophecies are conditioned? Yeah. See, based on some of these instances that I shared, it's already understood that God has given us free will and when we don't make the choices, right, things don't happen in our lives. Okay. So that in itself kind of proves that man is able to choose and prophecy may or may not be fulfilled. Now, God may have a certain thought for someone, but if they don't go along with it, then it doesn't get fulfilled. Okay. So anyway, I've stated this much. I think if we go further, you'll get more explanation because we're kind of building up from here. So, is that okay? We'll continue and then you should be able to see the answer to your question. Okay. So, so far we've seen that yes, accuracy is something that we look for but at the same time a greater thing to look at is whether the prophecy is taking us closer to God and prophecy can be expressed in various ways through art, through music and that also gives us the understanding that today when we want to release a word of prophecy, sometimes we'll come to all those things like prophetic worship or prophetic music prophetic art which can actually be from straight from the heart of God and it can touch somebody. Okay. Now, moving on to music. Music and the release of prophetic anointing. Now, in the Old Testament we find that music was very closely related to the prophetic anointing. One scripture that we can see is 1 Samuel chapter 10 versus 5, the second part of it. So, this is where there is a company of prophets and on one occasion this company of prophets is carrying a lot of instruments okay and that makes us think so the scripture says with a stringed instrument a tambourine, a flute and a harp before them and they will be prophesying. So, the prophets who were part of Samuel's team they were said to be prophesying together with all these instruments. So, then you wonder prophesying, okay, why all these instruments? So, it seems like they were taught to have music and there was something with some association of music with prophecy. Whenever they played music they were able to prophesy. Even when you go to another story in 2 Kings chapter 3 where Elisha has to prophesy he calls a musician first the musician plays and then Elisha starts thus says the Lord and he goes ahead and he prophesies. So, what does this tell us about music? Music has a property to, if you want to say create an atmosphere for the prophetic anointing. So, we can use this for our advantage. So, today if there is the right music when I say right music again we've got to be hearing from God you know as to what it is that we should play or sing and when we do that right there can be a manifestation of greater prophetic anointing. So, it's a reality because the prophets of the Old Testament used this as part of their prophesying. So, we too can do that. Now just because we've seen this it doesn't mean that if there is no music let's take for example you know Jesus is walking on the streets street Jericho, Galilee somewhere and all he's just walking and all the people are coming and rushing to him. So, if you imagine Middle Eastern Sun, dust you know he's walking on the rocks there's nothing serene about that scenery and obviously Jesus would not have had some nice music playing in the background when he goes and he starts prophesying or healing people. So, even minus the music the prophetic anointing can work. You understood? So, just because there's no proper music we can't say that I'm not able to prophesy because I don't have good music. So, that is not correct. But when there is good music can the prophetic anointing increase that is correct. And that's why sometimes for worship leaders to be very sensitive which song should I sing right now you know what should I play right now it can make a difference in what God is doing in that place. If we just without thinking without being sensitive to the Holy Spirit we just jump in with some song, some music it can actually hinder the flow of the anointing. Okay, but with a little bit of practice we'll come to this. We'll go later on to worship prophetic worship. There are some practical keys that we can talk about which will help us to flow in this prophetic anointing. So, in the Old Testament definitely we see an association of music with the prophetic anointing. Okay? Are you all with me? Can I go forward or how is it? Okay, fine. Great. Let's move ahead. Spiritual demonstrations so the prophetic anointing was also connected to the supernatural miracles when we think about Moses. Moses had a leadership anointing but he's also called as a prophet. Through Moses God did so many miracles and we read about his rod. He went with his rod to Pharaoh's courts and he performed certain miracles. He went and stood before the red sea the red sea parted when he lifted that rod. So you see the power of God manifest through the prophetic anointing that Moses carried. If you consider other prophets people like Elijah, Elisha full of miracles. It's so nice to read. It's thrilling. It's better than watching a thriller movie or anything because God is doing this and God is doing that and it's unbelievable. How can all these things happen? How can an axe float? How can a dead man come back to life? Many wonderful things take place because you see as prophets there was the working of the prophetic anointing through their lives and it manifested in the form of miracles. So there are many miracles. I'm not going to go through it. They've listed everything out here in our notes. The widow of Zarathath received divine provision from God in 1 Kings chapter 17. Naaman got healed this is in 2 Kings chapter 5 and so in this manner there were miracles that also accompanied the prophetic ministry. So I'll quickly talk about one more thing and then stop for today. In the Old Testament there is a concept of the schools of the prophets. So maybe you've heard this earlier that when Samuel was called by God he did not have good mentors. Because Eli though he was experienced he didn't seem to have taken you know done a good job with the temple at that time. So yes he shared a few things with Samuel but it's literally like Samuel had to learn everything by himself and maybe because of that situation he felt that it's important for him to teach other prophets. And so we read in 1 Samuel chapter 1 1 second 1 Samuel chapter 3 Williams chapter Shiloh came to and the word of Samuel came to all Israel just a moment I'm missing that scripture. Okay I think 1 Samuel chapter 10 where you see this group of prophets coming how could they even how could the prophets have even come together like that. It's because Samuel was running a school where young prophets would come and they would learn from the senior prophet how to actually flow in the prophetic anointing. So maybe that's why he taught all these things association of music and observing the senior prophet from that school it is said that that same culture carried on up until the time of Elijah Elisha Elisha Gehazi Okay so these concepts carried on and many many prophets were trained up. So what does this tell us today? There are people who say don't talk about teaching the prophetic to others because prophecy comes from God prophetic anointing comes from God how can you teach people how to prophesy but if you go back to the Old Testament Samuel taught people anointing we cannot give anointing to each other but how to flow in the anointing that can be taught. So no wonder Samuel was able to equip all those trainees they were called as the sons of the prophets or basically they were trainees. That's how Elijah trained Elisha when you say Gehazi the servant he was actually student trainee under Elisha but unfortunately Gehazi didn't have the right heart okay who knew if Gehazi had the right heart Elisha got double portion Gehazi may have got you know four times but you see that it was possible to train up young prophets so even today for someone to teach others about how to flow in the prophetic how to minister the prophetic is very much possible. There's nothing wrong with trying to equip others in the prophetic okay so I know there's a lot for you all to think about so just think about it and we will stop right now we'll come back and we'll go deeper if you want you can go through the content and come that will make things much more easier for all of us okay so great so let's stop right here and pray and close let's pray. Heavenly Father we thank you for this time we thank you Lord for the truth of your word and Lord we believe that even as we are learning from your word Lord about the prophetic anointing that it will be activated in each of our lives let there be a flow of God Lord a powerful stream flowing through all of our lives Father Lord and God help us O God to to minister to weary hearts and Lord be a blessing in the name of Jesus. Thank you Father thank you that you're equipping all of us you're strengthening all of us in the prophetic and Lord we give you glory we give you thanks in Jesus name we pray amen okay so alright everyone take care thank you we'll connect in the next class


So guys, it seems as though there are many ways to increase your luck within Borderlands 3. But supposedly the best way to do so is to sacrifice some of your health for a certain few artifacts which grant increased luck. Well guys, do they actually grant increased luck? Today we find out. How's it going guys? My name is DP. Generally I'd like to thank you for stopping by and checking out my video. If you do enjoy it leaving a like really helps out and subscribe if you want more Borderlands. Also guys, I'm giving away copies of Borderlands to women for yourself or a friend. Simply subscribe and make sure you have notifications turned on. Drop a like on this video and leave a comment down below. Okay, so I have recently uploaded my self-test in the Red Jabba in regards to the rare spawn week where certain enemies within the game are guaranteed to show up and have increased legendary drop rates. The Red Jabba this week has increased legendary grenade drop rates. So what I did, I ran this enemy 50 times to see how efficient it was in dropping said loot. These are the results from my past video. I had 2 commons, 34 on commons, 60 rares, 22 epics and 11 legendos, none of which were grenade mods. What I learned from this test was the legendos drop literally 2 in every 10 runs. And all I was getting was junk people and I won't lie. Now the point of there being no save point also with the Red Jabba and the fact you have to spawn back to the fast travel spot and run here made it so tedious it was unbelievable. But I pushed through it for the purposes of this video. So those guys what I just mentioned were the 50 runs of the Red Jabba with nothing but gearbox rare and weak increased loot drop rates. So what made sense to me and was perfect to test this was to run this another 50 times, run the Red Jabba another 50 times but doing so using an artifact which give me 12% plus extra luck. I was super interested to see the results guys and well they are pretty damn crazy. So on screen now you can see the results of me doing this 50 times with no artifact and these are the results of me doing this with an artifact, a luck artifact equipped.  The 50 runs are currently being played in the background now. So I ran this 100 times in total, 50 with and 50 without the artifact which increased my luck. Well guys in actual fact it doesn't seem like it increased my luck at all unless you count 14 extra rares and 2 extra on commons lucky because I seriously don't. It's not even like the legendos that did drop were better, it was the same old crap, nothing actually worth wiling my opinion, no hex grenades, no firestorm grenades, nothing at all anointed within the 100 runs. It was pretty damn disappointing. And that's that people there we have it under my test in doing this online patches applied, updates installed, artifact on, luck increased, I actually didn't gain anything from this artifact besides the fact it made running through the red jabber twice as long as before and gave me one health, like wow. And guys that is the end of my test, if there's anything else you guys want to see me test I will indeed put my time into trying it out for you guys. But yeah, through you kept the video, it seems as though, well definitely with my test, these increased luck artifacts don't actually give you any increased luck whatsoever. Well not enough worth sacrificing your health for anyway, not in my opinion. And on that note we have come to the end guys, if you enjoyed the video leaving a like really helps that out, if you're new around here and want to see more borderlands videos be sure to subscribe and if you never want to miss a video upload a can turn notifications on by hitting that bell button. But guys thanks as always for stopping by, hopefully you enjoyed the video and hopefully I will see you on that next. One.


Don't misunderstand, not all pharma companies are villains. Many strive for both profit and progress, but the system itself, fueled by patents and market forces, can incentivize practices that prioritize profit over patience. This is where ethical blind spots emerge, demanding our attention. So why should we care? Because these issues directly impact our health. When access to vital medications hinges on wealth, not need, it creates a healthcare system fueled by inequality. When safety concerns are jumped over in the pursuit of profit, lives are put at risk. And when industry influence sways medical decisions, the very foundation of trust in healthcare crumbles. Now the good news, facing these controversies head on is not a lost cause. We can together demand a more ethical pharma.


Okay. My name is Yen Fu Chen. I'm working at the Center for Digital Learnings in National Eden University. Today we want to share some unused opinions. The subject is increasing the usage of open courseware during the COVID-19 epidemic. This study was done by Professor Da Yong Zhu, Professor Yun Che Lin and me. Let me present our study today. This light talk will cover the NIU OCW's background, this research methodology, and NIU's open course resources, data analysis. Finally, we will talk about the summary and suggestions from the NIU's case. First, let's introduce the OCW at NIU. NIU built the site of OCW in 2013 and set up the virtual studio in 2015. From 2013 to now, NIU keeps produced the digital courses at OCW and MOOCs site. In current NIU's OCW site, the lectures compile the course material like text, sounds, video to be the OCW course content, then publish at the NIU OCW site. The audience over the world will visit the OCW courses, but the mode is only unidirectional. The audience cannot interact with the lecturers and another audience. As everyone knows, in 2020, all of us faced the COVID-19. The entire world has undergone tremendous changes. The lifestyles were changed. For example, increasing the social distancing and no gatherings. Also, most of countries closed the border. So, like this year, OE Global 2020 conference changed to the online mode. All of us meet each other online. Next, the OCWs of NIU didn't publish any new curriculum resources from 2017. However, compared with the data from January to June 2020 and the same periods in previous years, they are significant change. So, we decided to use the case study, event study, and surveyed to understand those changes. After we collected the traffic of NIU's OCW sites and analyzed, then we found the traffic has declined from 2018 to 2019. But the number of the website visits has reversed growth trend from January to June 2020 with 10.45 percent rate. The growth rates of the new users had increased from 2.64 percent to 11.33 percent. This made in case that the COVID-19 has affected the number of OCW usage. We also collected the data of the MOOCs site of NIU, but the data is count annually. So, from the chart, you cannot see the number of 2020. So, will the traffic of MOOCs site goes up or going down? They are up straight in the chart. Next year, we will know the answer and we will share the information for everyone. We also analyzed the NIU's e-learning and IRS platforms. We found the usage is upward trend during 2020 January to June. From those above statistics, we realized that when they are more external factors happen, then the demand of e-learning and its applications is growing repeatedly. So, we summarized as below. OCW can help slow down the spread of the COVID-19. Effective advanced deployment of OCW and e-learning can reduce the impact of external factors on teaching and learning. Also, if we can provide a more diverse learning environment and a more flexible teaching mode, it will be more conducive to the learning's effectiveness of the students. Also, after the first pick of COVID-19, NIU's teams believe that crisis is the turning point. So, we will focus on the NIU's brandings and quality of the course and the shortness of the knowledge and content, target audience and leach market. Also, we will correct more user feedback. We should perform active activities to create two ways, communications for connecting users for future production of NIU's OCW. So, for COVID-19, Taiwan can help. For open educations, NIU can help as well. If you are interested in more information about NIU OCW, please visit E-Poster. The number is 338. My talk finished here. So, thanks for your listening.