Change is always an opportunity, and so organizations need to be focused on change, not as something to be avoided, but rather as an opportunity for organization success. Why do so many change efforts fail? The literature tells us that the best case scenario is that 50% of organizational change efforts fail, and the estimates are as high as 80%. So when you think about that, if we're going to do these major things that are costly, or disruptive to the organization, what is it that causes so many organizations to fail? And there's a number of very good change models that give us some insights into what the processes and procedures are that enable effective change efforts, and yet organizations ignore them time and time again. And perhaps the biggest one in that whole group is this notion of impatience. Change requires significant time. In many times in organizations, we get impatient. Once someone gets clear about what needs to change, then they want everyone else to change as quickly as they did. It's top management that typically sees change first because the very nature of their job is to be outward facing, talking to stakeholders, governments, other organizations. So the very nature of their job, first of all, is outward facing, so they're more likely to see the reason for change first. And secondly, it's their job to think about how the organization needs to change. So let's say it takes them six months, eight months to get clear on the need for change. They're then going to now be ready to roll that message down to middle management. And middle management needs that same six months, eight months to get clear that they need to get behind the change. And then when you think about the lowest levels of the organization, you've got another six to eight month window. But what we often see is that organizations, once we get clear at the top, we want everyone else to not need the time that we needed to adjust to the change. And that's what all the change literature says, is that really to do effective change, you need a minimum of three years. And when you're talking about large scale change in very large organizations like an IBM or an Oracle, that often a change effort can take as much as 10 years to be effectively implemented and roll all the way out. So among the processes that enable effective organizational change is to build a powerful coalition. And often when we think about who's powerful in an organization, we make the mistake of pulling out the organizational chart and saying, oh, these people here must be powerful because they are at the top of the organization. And yet we know in every organization, and we've gotten more sophisticated about knowing this through network analysis, there are people in every organization who we might label as influencers who sit at different places in the organization. They're the hubs of opinion. They're the thought leaders. And those thought leaders often have little to do with the formal hierarchy. So someone who's going to engage in an effective change effort is someone who identifies who the influencers are, who can bring the others along to use Jim Collins's phrase to get the right people on the bus. And it's also important that, according to most of the change experts, that while it's okay to have a notion of a vision for the change, the vision usually changes a bit just from having identified that powerful coalition because if you get those people in the room who are the influencers, they have their pulse on the organization. They can feed things back into the change process that perhaps allow us to see obstacles ahead of time that we wouldn't otherwise if we had just used hierarchy to roll the change through. Organizational culture can certainly enable or hinder change. And in some ways it depends upon how far you're moving from the existing culture to a different culture. Edgar Schein, who is perhaps sort of the leading guru on organizational culture, defines culture as a set of policies, practices, and procedures that have made you reasonably successful in the past and therefore are taught and learned as the way to do things. And so if we think about where culture comes from, it's not this amorphous, it is sort of a natural selection or process that successful organizations have either done sometimes intentionally or sometimes stumbled through, but for whatever reason what they have been doing has made them successful and as each new hire is hired, they're taught this is the IBM way or this is the Oracle way or this is the General Electric way. And so what we are doing oftentimes when we're asking people to change is we're asking them to give up their very identity. And I think that's why we see cultural change being so difficult. When you give up your identity, you're mourning, or you should be mourning the past. The thing that brought you there is no longer the thing that's going to get you to the next place. And so we can see some spectacular examples of bankruptcies where organizations just failed to change. The culture was such that the bureaucracy was so important, the titles, how many lights you had in your office and what sort of plants you had in the corner defined who you were and where you stood in the hierarchy, the notion of entitlement around benefits. If we look at the airline industry, which has been very dynamic, you think about a company like Pan Am that was very early to international markets and in some way owned the world internationally. They wound up going bankrupt because they couldn't let go of those bureaucratic processes, those mechanisms that were expensive and made sense in a period of time when you owned the global market. The process of change is just as hard, maybe more difficult in small and medium-sized enterprises because often the organizational culture in those sorts of organizations is a real family culture or a clan culture is sort of the literature's word for that family culture. And families have a particular way of operating and it's very nuanced. In some ways it's emotionally charged because we feel so much collective bonding and when we go through and say the way we have worked together has to change, that can be extremely difficult. So in some ways we may find the change process more difficult the stronger the culture is and those very strong cultures are as likely to occur, maybe more likely to occur in small and medium enterprises. So the notion of what effective change looks like applies really to organizations of all size and we can't necessarily equate large size with more difficult. When we think about the role of the leader in organizational change and we could go back and forth about whether it's the leader or the leadership group but however we might consider where leadership comes from at the moment, the role of the leader is really to make sense of why the change needs to occur for the organization. The biggest reason we see resistance to change is that people feel that the change is being done unto them as opposed to the change being something that they are part of. People like the change that they choose. They don't like the change that they feel like is imposed on them. So part of what the leader needs to do is develop a compelling story about why the world has changed, what we need to do about it including how the organizational culture needs to change. He needs to think about how to build a compelling story that's a big enough tent for everyone to get under and different groups of the organization care about different things. Some people care about flexibility. Some people care about being innovative. Some people care about extreme levels of customer service. So what I need to do as the leader is to figure out what you care about and roll the core of that story out and involve people in a way that touches them personally, touches them emotionally, has them holding their hand up saying I want to be a part of that as opposed to oh my gosh, here we go again. And they're doing unto me version 6.0. And so if we really get back to me, a really good leader is a really good storyteller. And a really good story needs to be based on facts. It needs to be based on the market. It needs to have a compelling reason to change rather than sometimes people feel like we're changing just for the sake of change. That doesn't enroll anyone. But if we think about leadership and change as an enrollment process and what does it take to enroll every person in the organization, we're much more likely to move towards an effective change. Now I won't pretend that you don't have 5% of the people in the organization whose favorite indoor sport is complaining about everything. You can't always get 100% of the people on the bus, but I do think you can have measured processes around storytelling, around making people part of that story that will bring most of the organization along.


Mae'r cyfnod gyda i ni wedi gafod o gamwau neu rhanau o'ch ffredig i Yuw. Rwy'r meddwl, y gallwn galle'r ffredig iawn o'ch ffredig i Yuw a'ch gwymwy wedi'u ei wneud mewn yr ystodig i Yuw. Mae'n gyrdech chi'n meddwl y mae'n gwybod i ystodig ystodig i Yuw. Nawr, cymdeithio chi'n meddwl am y rhagor, ond y gallwn eich rhagor eich rhagor yn y pwysig. Mae'r hyn sy'n digwydd y llaw'r llwyffydd y Gweithgrifedd Europeaidd yn gallu gweithio'r llwyffydd. Ysgrifedd y Gweithgrifydd yn gallu'r llwyffydd sy'n ddod yn ei hunain llwyffydd ac mae'r llwyffydd yn amlwgol o'r llwyffydd y Gweithgrifydd. Y Llyfrgell Gweithgrifydd hwnnw rydyn ni'n dweud o'r llwyffydd â'r llwyffydd ac mae'n rhan o ddod o'r llwyffydd o'r llwyffydd yn eu helyn o'r llwyffydd. Business is, and other organisations, can make a complaint to the commission if they believe one of their competitors has received unlawful state aid. When this happens, the commission must investigate. So, what are the implications if aid is found to be unlawful? If the commission finds the aid to be unlawful, then there are consequences. Y cadwbender hyn o bach yn ymddangos i ddweud o gael eich gwnaeth o'r debyg. Felly yn fyw gwirio'r gwmdeithas o'r ddweud o bach a'r ddweud y bydd dechrau'r ddechrau'r mhwyffr oeddennau eich cyfrydau, maen nhw lle i gael gwycoffaeth nesaf a thysg mai'r grwmp iawn i ddwyllfa o ddwynt Llywodraeth a'u ddwydonol i ddwyntain botwch yn ysgynneg. Under the new GBER, the European Commission can decide that a public authority has to notify all of the aid they give. This will make it harder for public authorities to give state aid quickly. Low-cost carrier Ryanair was granted a series of preferential marketing deals and contractual rebates by various French regional airports. The European Commission investigated and found these deals to be illegal state aid, ordering France to recover 10 million euros from Ryanair. The aggregates levy is a UK tax on the commercial exportation of rock, sand and gravel. It was introduced as an environmental tax in 2002 to encourage the reuse and recycling of existing aggregates. The levy is charged at a flat rate of £2 for every ton extracted. However, certain aggregates were exempted. In 2013, the Commission opened an investigation into claims that these exemptions had amounted to state aid. In March 2015, the Commission decided that the exemption for shell aggregates constituted state aid and has ordered that the UK government claw back the tax foregone. To minimise the risk of state aid, aid-givers have a series of responsibilities. You must. Make sure that each award of aid is given under the right state aid cover. Even if this means you aren't able to give as much as you would like, it's better to use the right cover for the situation than try and shoehorn it into the wrong cover and risk investigation. Make sure that all the terms and conditions of the right state aid cover are met. If any of the terms and conditions are not met, the aid will be considered illegal and you risk being forced to claw the value of the support back. If you are in doubt, you can find guidance material available on the Welsh Government's website. Make sure a contact name is given to the Welsh Government's State Aid Unit to help with annual returns and transparency. These are now part of the terms and conditions of the state aid rules and failure to provide them puts you in breach of the rules. Make sure evidence is kept for 10 years after the last award of aid is made under a scheme in case the Commission investigates. This will allow you to defend your actions and will decrease the risk that you will be called upon to claw back the award. To minimise the risk of state aid, aid recipients also have responsibilities. You must ensure the aid awarding body specifies the state aid cover for your award. Ensure your activities remain within the terms and conditions of the cover. If you are in doubt, check with the aid awarding body. Ensure you provide any reporting information required in a timely manner. This is part of the terms and conditions of your award. Without it, you risk being in breach of the cover used. Retain information on your aid award for 10 years in case the Commission investigates. This will allow you to defend your actions and will decrease the risk that you will be called upon to repay the award. For more information on state aid, please visit our website at this address. We have a range of fact sheets and checklists to help you with your work.


They've been messing around for 22 minutes trying to get online. That thing went bad So I'm gonna have to get on my phone and it's like here. We are Everyone, sorry. I am late. I have some technical issues I had to deal with and Didn't have them straight don't have them straightened out yet So I gotta use my phone and still if I can't use well You can't see it my boom leg because this little deal went bad here that's for For your mic and your speakers because I got this all in one computer over here Which only has one jack so you have to have one of these to use your mic and speakers and of course the mic part went bad So that kind of sucks because you know, I can't do voiceover until I get another one of these deal. So Hi monkey She's joining me on her phone so a lot of people getting ready for the race tomorrow You guys gonna watch a race at your shorts. Come on. She's got shorts on guys Everyone's violent times went well pretty good. I'm on your little channel like this. This is what you do Some people who complain like by now they have like three thousand view Wow, we got way to a little bit longer. I got three feet three thousand people watching 1000 people watching They get more people watching their live streams than I have subscribers But I'm late to I put a post That I was gonna do a live stream I've been on three minutes One Yeah Two point seven K subscribers in there all doing something We got two we say bear one thousand. Thank you for joining. Yeah monkey over there. She's behind She's here though You're on the delay how the mic sounding My phone like hello, welcome back I'm gonna try to It's working. Yeah, sorry Yeah, is that any better Bad yeah, it don't sound bad. It don't have the TV sound You know That's what we would have to deal with with this because I would have to use the microphone and built the built-in microphone and so Mr. Got good sound. How's the stream? Is it I'll give a five more minutes.   I don't okay How do you know, you know, I was turned up Damn somebody keeps popping in and out somebody's trying to watch it looks like But that sound does sound better than a lot of guys on their live streams So when we got somewhere we're live streaming I'm bringing this mic Mm-hmm or the wireless It should be That's that one I gave big money for and it's not even wireless Uh Is a good mic though, what what is it? It's a I forget It insignia I've had some other products before and they seem to do okay but we gave like 30 bucks for this mic Yeah, we had to get it a best buy Oh, that's right. Yeah could have got it online cheaper, but I needed it for something remember Yeah, so this you know just going to hang out Wouldn't want to really do too much.   I could rebuild the whole top in Pretty much what it'd be doing.  I know monkey's buffering like crazy over there. We're sitting like three feet apart Wow like I Drink it every day I don't drink coffee No, you don't hardly drink any beer. I had a beer yesterday One beer we went out to eat out of here Because they didn't have anything else try to get coke. They didn't have coke. They didn't have hot tea. They didn't have hot chocolate Give me a light I Yeah, monkey is too she's Keep an eye on that because that you know could cause problems Yep Real but that's good though, you know, you get do what you got do I mean, I don't have that issue some pretty lucky there And that Chris are you buffering to monkey's buffering like crazy. I stayed over there. I'm just gonna give us 30 minutes Are we setting up tomorrow? No, we should Should have set up today I Turn on my job I haven't sold since when Thursday It's over today, that's weird for me using them down there six days anyway Five to six days Couple times I want seven days in a row Starts Yeah, but he's chewing on these paws or whatever and no fleas Well, he hasn't had been a drill either Well, the dog does Well, there's been fine It rained yesterday, but I mean it was fine. It wasn't cold I mean, it didn't storm or anything. We just got it just rained off and on all day, but it was it was nice out But this this week's actually been a good week a warm breeze Yeah, so we've been pretty lucky this week Nice, no, I think everybody's pretty much had a mild winter Springs just around the corner. So hang in there Chris. Yeah I want to do more camping Bruno. I want to go camping this year. I want to do more good stuff I haven't got to do anything.  No, it doesn't necessarily have to be a haunting haunting Energy's a sort of haunting, you know, I mean, this is a center block home You know it's concrete floor and towel floors and so that holds energy But that holds energy, you know Yeah, so there's uh, I don't know if we can get in any of them, but there are some Buildings sent an empty and they've been empty for a while. So we want to check them out Sure, that was he guys for whoever may watch this later, but they probably won't That's okay 930 I think it's 930 Well, I got a text from I'll be there in nine with little order We'll be there at 931 lately I never know what if we have a flat Heptereco del man, this is the deadest. I've never had a live stream. That's dead Not even my first live stream ever was this dead No, I hit the 30 minute mark somebody's back probably Chris I hit the 30 minute mark.  I'm sorry Now they're gonna weigh again. I might have thought I wouldn't have another or something but they should have still got a You know Notifications They did I did put the post said I was having Tonight at 8 and I didn't get on to 8 22 This is a boring live stream Five more minutes. I'll shut it down When I've had people show up You know it says you're buffering here, but I'm still moving Yeah Hey, man What's happening Monkey says she's over there She's following me on her phone.  I should say hope it was good See I'm moving Lost the ACA This is horrible. I'm just going to have to quit live streaming until Like do a live stream once a week I want to get into podcast and can't do that. That's good. Awesome. Any any ideas what you're getting yet? Oh, that's when I'm low chorus ain't it? Uh Never own the sonic I hear them things are good on gas boy That's what I hear It's good Hey, show me nothing like Honda. Where are you getting that from? Well, sorry to hear that I like showy so good job It keep me posting on how it does. I like to know a little more about them. I don't think I've ever worked on a sonic It's 30. Wow Yeah, wow They're pretty good. Yeah, that's that's pretty good.  Yeah, right She is her truck's getting about 28 29 right now. It's only supposed to be getting 26 So I got it Tuned in pretty close Tweeted I tweaked it. No, I tweeted I didn't tweet it. I tweaked it. Oh, uh, dac. I didn't know If you got got I commented back or replied to your comment You know about doing some trading and stuff like dvds and stuff like that. Um, I don't know if you got it, but Uh, you can email me at Bear 5000 at gmail.com.  Brutal bear 5000 at gmail.com.  We'll chit chat back and forth on there and We do some trading don't we? Well, I do I will in a deal.  Nobody can sell books anymore I saw really cheap Dave down there's got that whole two full books. Yeah, he had free on them. Nobody took one Yeah Yeah Yeah, the internet kind of yeah, some people do but you just gotta find out person See older ones that that read read Yeah It is hard to get books, but if you can't get rid of the books take them to a nursing home or You know somewhere like a rehab center or something. Yeah, you can donate them. Yeah You can donate me to people that are in the facilities and stuff That helps There's places around here down here, Florida. They'll have a like a band outside. You can take a book and leave a book Yeah In a community or you can just donate them. Yeah But uh, yes, there's you know, that's that's pretty cool. We've seen that several different places. Yeah. Yeah Bring the book drop it off you grab a book or whatever. Oh, we got three.  Is that Emma? Yeah, that's Emma Hello, Emma. Hope you had a good Valentine's Day But yeah, Chris, you know what I need I need uh, I'll tell you what I need. Well Just email me in and we'll talk Yeah, this is pretty poor stream here What?  I don't want to do nothing Try to get on a stream yard and it just I was like, you know what?  I'm just gonna use my phone and I couldn't find the mouth that I made from the tripod for my phone So I was like, well, I guess I just have to prop it up and then finally I found the mouse. I put it on the tripod phone and mount Here we are Well, first I couldn't I started like seven o'clock. I could I could get a damn mic to work And the mic I'm using right now this this mic here It wouldn't work in there So I knew what it was that's stupid this thing Like I said, it um, you know one the yellow ones for the speakers green ones for the mic and of course the mic and went out of it the computer is picking us up fine but It's like you don't have any mic plugged into it so I tried two different mics and Neither one of them's working so through this But they're working through the phone so I know it's not the mics Got to be this the only thing left it can be so I'm uh Oh, this is a sound card You asked me what this was called gsp sound card Just a sound card. I know it's not a card, but that's what it's called USB sound card I think you know actually I think I gave four bucks three or four bucks for this I use this a lot it lasts about a year but um Uh You have to buy that separate Yeah It's not it don't come with a computer I said I gave her four bucks for it It has This has nothing to do with the mic unless you have a computer like this one Okay, then you have to have one of these Okay So explain that to you For valentine's day here I don't I got a balloon That says Yeah, I got her view and it's not there Yeah, I got a uh A balloon It's a bear balloon because you know shea bear they didn't have a monkey balloon but says I love you on it This is you know it goes up in the air or whatever. It's over in the corner And um, then we went out to eat last night Loss mug wise It's a mexican restaurant here in town that we go to quite frequently and um Very good place reasonable price. I think we spent 30 bucks there. Yeah, and we brought food home So Yeah, so it's very good there. So The only thing I didn't like about it was no hot chocolate And nothing like that. Well, we got coffee She had that like three times I kept saying no, I don't want coffee Other day after the other day.  She she went to work now everything Uh, not the next no not the next day after that But What I can tell you about this like if you noticed I had to pull the video Well, I didn't really have to but it was probably best that I did for right now But what I can tell you is this dude There the insurance company his insurance company, which the state form is not wanting to pay for our truck Because he told them that we were sitting in the middle of the road And uh If you saw that video clearly we wasn't sitting in the middle of the road. So we got an attorney The attorney at first was like, well, it's kind of a small case and then I sent her the video clip She's like, oh, all right.  We just you know, won't compensate.  No You know, how can you not see something sitting in the middle of the road? If that's what happened, which it wasn't even clearly seen in the video We were driving down the road is that we do have an attorney and she took the case So She's saying but he calls you you just tell him call me So we've got to go to doctors. We got to go to chiropractor. What friday next friday.    You know, it's not like he was talking to hill or anything like that Yeah, it was an hour and he hits us that hard. That's what he was. He wasn't looking at the road You know, he don't even know what happened. Why would he say, you know, why were you sending him over? Because probably looked that way to him, but he was going so damn fast But anyway, that's all we say, but but thanks for asking. Yeah, we're we're doing okay So still a little sore What He was looking at me Yeah, I'll put this on an hour and I don't even know if I'm gonna set up the I said, I don't know if we're gonna set up the It depends on how I feel, huh?  I don't think it had anything to do with that.  He's better now I think he he caught a bug or something because they have their own type of they'll get to where like they're not feeling well Stuff his nose was warm and he just kind of moped around But he's been pretty good yesterday in the day. You know better What Just saw what you see Oh, but it looks like see you over here And then they went away Feet behind me.  I'll do a video and explain to you guys what's been happening Time to do it because now when it's cooler up there, you know Spiders are more dormant Bother me as much But I'd like to set off one of them Fumigation things. I don't want to say what they're actually called because I was getting monetized But you know the In a can of stuff like a couple of them all That way I know the spiders won't bother me And then get up there and Take one of the security cams up DVR, you know Right off the DVR Yeah But in the meantime, uh We can investigate here, you know do some ghost box sessions Maybe do a little bit of You know some night vision A little bit of full spectrum action going on see if we can pick anything up Uh the other night would have been a good night. It was a What they called a super moon Beautiful, but that'd be the night to do it You know a little breezy Full moon.  Yep. Exactly. Yeah Yeah Oh Bruno Yeah, he just had a bath Just said he's just cleaned out. He's ever Hate that sound He's been buffering all the time. Yeah, I'm off and on the whole time I know you did I'm going into here soon. I just give about three more minutes I just want to say hi to everybody Since I didn't get to yesterday Still everyone happy Valentine's Day. I hope you had a great one. We we had pretty good one I went to work with her yesterday. She had worse and I had a few patients. So I went with her and tagged them on Excuse me.  So And had dinner time and we watched do we watch movie or youtube left? Watched youtube. Yeah, so we just hung out together all day. So that was pretty fun He says I've been addicted to that corned beef hash recipe that day I'm sorry, but I love it. I've made it a couple times since then but Yeah, corned beef hash is like it's the ball It's the bang Yeah, you can say bang Excuse me The corned beef hash recipe just stuck with someone I like it. What do you think? Well? DA's hooker on it. So it must be pretty good Do I have eggs in that one? I think you did. Bruno. You did one of the eggs. I don't even know Excuse me. Always gets worse at night Yeah I'm sitting here. It's after seven o'clock. I'm sitting here trying to get my computer working Oh, computer's working. I'm trying to get the mic to check and Hey, she's like, what do you want for supper?  It's after seven What's that? Is that mitra date? Yeah mitra date What is coronavirus What is that No, it's this coronavirus coronavirus Are you talking about like Uh, like a hangover I don't know drink too many coronas. Yeah, maybe that's what it is Corona virus Yeah, I've had a brown bottle flu a couple of times Good work with brown bottle fluid that sucks Remember one day when it works.  No, we got to eating those Oh, that's our customer gave us gave us these uh Brownfield chocolates. So we started eating them And he owner or boss come in Eddie. He was like, man, you guys are all sourced He's a we ain't gonna do none today.    Yeah, I think it was one of our delivery drivers big buckets though Yep.  I think monkey's getting hungry What'd you want for supper? Yeah, I will make it at one of my mountain houses for lunch You know what you want to do? Yeah.  We said one more till the other day looking down nine bucks Well, we're on sale for eight dollars and sixty some cents Nine bucks. Yeah A piece, you know for one People buy them Yeah, yeah, they buy them Can of ravioli is heavy to be hiking through the woods of it.  Yeah, freeze dry a dehydrator Yes, I'd be good. I've never had one have you No, but I've used them buddy had one we made all kinds of shit. Yeah. Yes I've never had one We actually made a jerky in it turned out pretty good Okay. Yeah, I didn't think it would because jerky kind of got to cook it but The way we did it was there was heat lulled and Last forever anyway, but no, it was like but it did turn out pretty good. It just you know, I mean It wasn't spectacular. It was good. It was beef jerky Yeah, but I liked it coronavirus Maybe that's a certain way they say hello. I don't know Never answer back So apparently we're going to be doing a video Intervideo I'll do a mountain house review After I get off of here, this is about four months Yo, who's this? That's him. I'm a perfect cleaning guy Yo Hey vacuums and carpet cleaning guy. Yo, what's up? Scary set her down here shortly Uh We're going to mountain house food review You're going to do one, right? So we're going to have two cameras Excuse me. She'll put one on her channel I'll put one on mine Uh, so that should be Hope you're having a good weekend vacuums and carpet cleaning guy Anybody do anything special for balance time today? I don't know, but we're at zero. So are you really? Yep. I'm gonna shut down So anyway guys, if you're watching this later or order thing, it's still near me Thanks for watching. I appreciate it Look, that's Carol Carol just doing then. Hey, what's up? Just warming up Night da. Have a good one.  Carol, how's dino doing? It's all right That's a good that's good. Yeah, that's good news Glad to hear that Yeah, oh, I'm sure touching go there for a while. Yeah, he wasn't doing good there for a long while Okay, and keep us uh keep us in the loop on that you got our personal info Yeah, let us know how that goes I'll also remind us to, you know, have a time my way.  That's a funny voice.  Oh my god Yeah, I was so fucking. Oh man. I was so irritated She said she's Yeah, it was weird. She said This place is making me funny. I'm like, what in the fuck? They just came out Emma. Hi, Emma. We have another Emma on here Of course, yeah, I can't pronounce the story, but Emma. Hello Happy Saturday Night Evening Yeah, it's evening there. Well, we made it an hour Yeah from now on whenever we use this phone we're using this mic Yeah Sounds so much better.  You get my phone turned on where I can get a fast connection You know for live streaming All right Let's say we get off here All right By Emma by daca vacuum guy See y'all later carol. Remember keeps posting anything You got our info Shoot us out of message Yeah, let us know Yeah, yeah today with our little world is doing. Yeah.   I guess we're having mountain house for supper That's I have for lunch, but I'll have a different one We got chicken the the chicken teriyaki with rice Yeah, I don't care much for rice And I don't know what else is out there Yeah, we'll see See if we can do it Do what See if we can eat Don't make me turn this camera around on you All right guys shaber myth man legend gone for now. Thanks carol. Thanks vacuum guy. Thanks da za Appreciate all of you guys joining in take time out of your saturday to join us appreciate it And uh, everybody enjoy the rest of your weekend. Thanks for watching. I'm gone for now Monkey's out for now. She's leaving bye. All right. Thanks guys. Have a good one. Bye. Bye


All right. Good morning. Good afternoon. Thank you for joining me today. My name is Andrew Akin and I'm the global open source practice leader for Wipro. I'm really excited to share this topic with you today. I hope that you each and every one of you is able to take away a few tidbits that will allow you to do your open source planning, a little bit more efficiently and effectively. So there are obviously a whole bunch of ways to do this, but I wanted to share a model and approach that I and my team have developed over the years. But that is that really help will hopefully will help you be able to get at some of the core decisions pretty quickly. This is not a very detailed sophisticated approach. Obviously it's a complex topic. And there are many, many elements that go into building an enterprise wide plan. We're going to tackle just one aspect of it today and that's how to leverage open source to help drive some of your key initiatives from a planning perspective. Just a second here, but the slides doesn't seem to want to move. There we go. All right. So for those of you who may not be familiar with with Wipro, we are one of the large global systems integrators around 9 billion in revenue and over 180,000 employees. What's more, more relevant here is we have a we have a lot of rich deep experience in open source coming from hundreds and hundreds of different projects across the globe and across all domains virtually. So I've been an open source for about 22 years now. I did launch the first open source strategy consulting firm way back when ran that for 11 years and then sold it to black duck software. I also launched the open source think tank, which was an annual event held in not the California and Paris France. Each year where we brought in 120 of the top open source thought leaders to really just kind of brainstorm on how open source was evolving the opportunities the challenges and so on. I have had the opportunity to work on a couple of hundred different projects for most of the major OEMs and ISVs for 20 or 30 different open source and proprietary software startups and certainly for dozens of large enterprises. So have a pretty good background on the topic here today and hopefully that that comes through for you. Why are we talking about building an enterprise wide open source strategy, especially when enterprises have so many other strategies whether it's around your digital transformation journey, legacy modernization, moving to the cloud. Well, there is one key factor that underpins all of these, and it is, it is open source is the core building block for all these major initiatives that happen today. And so if you're not treating it strategically and planning for it, then that can certainly have a resulting negative impact on some of the other key initiatives in the organization. So another another way to kind of determine why this is important to to build an open source strategy is around what we hear from your peers. So my team's been very careful over the last couple of years we've been asking your peers why they're investing in open source why they stay with open source why they make more and more commitments to open source. And so this is what we hear from from our clients this is not what we say this is not what analysts say. So open source really does have the ability to drive innovation in the enterprise. It also allows you to fail fast, which means that you can try something if it works that's great. If it doesn't, you can move on quickly with little to no repercussions for doing that. It allows your developers to get productive much faster we have one client that calls this zero day productivity. So they've identified they've defined that how an open source developer becomes more productive on their open source based applications versus those that they hire to work on their complex package proprietary software applications. Open source also allows you to recruit and retain your best developers, and it can have a very positive impact on your brand and overall reputation. So the one talk about a couple of assumptions that we can make as it relates to building an open source strategy. One is at a very, very high industry level. We hear frequently everyone wants to be a tech company. And one of my favorite actual taglines from a client of ours, not in financial services but I thought this is pretty interesting is today, we're a wholesome food provider, but tomorrow we want to be a technology company offering innovative protein foods. My view on this is that some some companies can take this just a little too far. But for those who do who are trying to make that transformation to becoming more of a technology organization, many of them are calling out open source as one of the key strengths to help them to do this. So, some more direct or relevant assumptions that that we can make. Today, you are almost guaranteed to be using more open source than you think you are, regardless of whether or not you have a strong governance program. You're going to be using more in the future, then you think you will. Today, open source is becoming more of a strategic imperative within your organization as opposed to simply a set of tactical IT component components in your IT infrastructure. Growing a community is is hard, and that's not likely to change. This is the cost pressures on your organizations, and we're all members of what I like to call the Baskin Robbins enterprise so Baskin Robbins favorite tagline is they have 31 flavors one for each day of the month. Well, when we get involved with with large clients large enterprises financial services organizations. I like to call this because every line of business, every development group has their own 31 flavors of open source that they want to use, which makes all of our jobs a little bit more complex. So every organization is on an open source journey today. It's important to understand kind of where you are in the attributes of where you are on your journey on a maturity curve. This really helps with the planning exercise so we're going to talk about that, identifying that where you are a little bit. So, excuse me, a part of being on on this journey is always about the value you derive from open source versus the amount of effort that you pull in. The model that we've that we've built over the years it's it's a set of buckets of characteristics or attributes that we've observed from from obviously open sources kind of famous for being grounds up or ad hoc. When the organization begins to realize that open source is important, they begin to try and implement some policies and processes, then they begin to try and spread this across the organization to become a bit more directed and active. The next step is beginning to internally and externally collaborate to create business value. And then the last stage is kind of realizing realization of the full benefits of open source their leadership leadership is involved. And so on. So it's also important to understand that an enterprise can be on multiple points on this maturity curve or this or this journey. Frequently, it's the case that when we get involved with with companies, a one line of business may be farther towards the left another line of business may be farther towards the right. So that's just kind of the nature of having a global distributed enterprise today. And so you may need to go through an exercise of identifying where each line of businesses, and then helping create kind of a lowest common denominator across the organization. Each one of the stages of this maturity curve, it can be broken down a little bit further into a set of attributes that are associated with with it. So at the end and these attributes are broken down by the constituents, the developers, the operational the support folks legal procurement security HR and so on, a set of capabilities. The, how value is created in the organization and the overall organizational leadership and culture. So, for example, the ad hoc level developers are certainly beginning to use more and more open source. Typically, operations at this point are unregulated capabilities are very uneven or sporadic across the organization. I'm not really aware of how value is is actually being created or what that value is. It's typically individual developers that find a cool technology that solves a particular problem they have in that moment. You may not see some value but there's no organizational understanding of how that value is being captured and and behaviors tends to be a bit bureaucratic and and somewhat unreasonable at that point because there's typically lack of a lack of understanding that's going on. So as you move up the maturity curve you move a little bit farther to the right the attributes obviously begin to change a bit. Talk about the collaboration when you when you begin to reach that collaboration level developers are beginning to work together to co create value. The operations at that level or to there's probably some sort of automation that's involved there's detailed processes and policies in the training program and so on. Your developers are becoming more and more skilled their active contributors at this point and you can actually see both individually and collectively their skills are growing by being more engaged in open source value creation is more in integrated across the organization. Groups are beginning to work together more closely to either drive more innovation to reduce your technology debt to reduce costs, whatever the focus is. And now we're beginning to have a culture that's beginning to become more open transparent collaborative. And you see, again, a more and more executive leadership at this level also. So again, this is, this is a way to look at how to understand where you are on the maturity curve and the certain attributes that are associated which with each step. Let's get started let's let's spend a few minutes on on going through and kind of building a sample decision support model for around open source here. So, obviously, you have to start with what you're trying to achieve. And here are some common, common aspects of open source of what people believe that open source can help them impact, create new revenue models, reduce and improve innovation, improve the brand and reputation and developer productivity so it's really important to start by trying to understand what are we trying to achieve and in most organizations you're trying to achieve one two or all of these. We're just going to go through one today. And I'm going to pick brand enhancement one of those kind of squishy things but we do hear this in almost every engagement we get into today, our clients want to improve their brand or improve their reputation and they think open sources and wait to do so. So, okay, let's talk about why. First thing problem statement I've crafted one here so our customers don't perceive us as providing modern or innovative banking capabilities. Pretty simple and straightforward. We have heard these exact words used a few times maybe resonates with some of you, some of you in the audience today. Let's let's break that down a little bit. And I like to use very simple root cause analysis models, very, very simple but let's say we've gone through that process we understand well actually, we're not that innovative but we don't have a strong ideation model in in our in our technology teams. Even if we did, we don't actually have the capability to technical capability to bring those to market fast enough, or effectively. And we feel that either we need to add new people we don't have the right people or we need to up skill the current people's resources so these are the three underlying issues that I've identified for this particular exercise here. And obviously very important at this stage, you have to create a baseline. You have to know where you are today you have to understand you, and we, and this is actually fairly common. And then we would like is people understand the people come to say we have to improve our grant. Okay, great. Why we get to these points by how much in what areas across what domains with what customer segment, so on and so forth. They don't have the answers they just know they need to improve their brand. Okay, so it's really important that at this stage, create a baseline there are lots of models and methods to do that. And surveys SEO, a variety of different softwares that will help help do this, whatever it's important before you go further to understand where you are today. So, let's talk a little bit about how you're going to improve improve your brand. So how are you how are you going to achieve this well, there are four levers of open source. One is how you consume open source how you ingest it how you acquire and how you operationalize your use of open source across the organization that's one. Second is how you contribute, and this is specific to how you contribute back to existing projects. The third one is around publishing that's simply about open sourcing your own software. And the fourth is what we call embed or using open source development best practices inside the organization so it's not about the technology. It's about the methods and the approach and how open source the model of how open source software is actually built it's commonly referred to as inner source today. So let's go through a little bit of an exercise here because we want to start breaking this down a little bit a little bit further. So, let's, let's, let's see if we can apply the levers of open source to the core underlying issues that we have that we've identified around helping drive brand enhancement. So, when let's talk about for innovation does consuming software drive innovation inside the organization. Yes, it does a little bit. Because most or many times organizations are simply just consumers of a packaged or community open source and so mild effect. Does it help drive technology improvement or enhancement it certainly can. It doesn't mean adopting the latest relational data open source relational databases really going to make you innovative. But if you adopt enough open source new innovative modern open source technologies, your overall organization will become more technologically competent I'll say, right. And does consuming open source really help drive the growth of the people category here. Again, it can, but may not have as large an impact if you're just pure consumers. So if you contribute to existing projects. Does that help drive innovation. It can. It may be more tactical contributions then then really innovative. So, yes, no. Can it help improve the technology in the organization absolutely if you're contributing back to existing projects. It typically means that you have developers or contributors who pretty well versed in these technologies, and that this can really help. Again, uplift your your own technology category here and can it help drive some of the people goals you may have tied to brand enhancement absolutely. Then we come to publishing, you can see that's fairly strong across all the categories obviously if you open source some of your own software, you're hoping it's innovative may not always be but there should be there's probably some very good reason for open sourcing it. And that generally innovation is a component of that. The technology perspective absolutely publishing your own software as as an open source in our observation typically means that the organization is beginning to overall increase their technology capabilities. And certainly it can enhance some of these, the people, the people category here because your people have to be domain, they have to be technology experts they have to be domain experts they have to be open source experts. You're really beginning to to reach some of those brand enhancement goals that you want to. So, last category is embedding or inner source. Yes, it can have this. It really does help drive innovation as your organization becomes more collaborative internally. I've absolutely seen this result in increased innovation, not just actual innovation but pace of innovation. So certainly can help achieve those goals from a technology perspective, it's a little bit less about the technology that is is about organizational cultural innovation so a little bit less there. But again, it will have an impact on how your people can help drive some of these brand enhancement goals so this is one way to to look at the how the levers of open source can meet the can can address some of the underlying issues of your overall goal which in this case is brand or reputational enhancement. So one more, one more exercise to go through. Now we have this, we have a premise at this point we're going to kind of test or the premise a little bit so. Now we can say by contributing to existing open source software projects, publishing your own software as open source or embracing inner source, you can address some of your brand image and reputational goals. So this part begins to get much more specific to each and every individual organization. So what I mean by that is, let's look at what each of these, the pros and cons of each of these different open source levers. So, contributing. Well, if you want there are lots and lots of projects out there that you're that your people can contribute to. It's typically less expensive than some of the other methods to do so. And you likely have more internal resources who can actually contribute to exist existing open source projects. So the con is in this instance, it's really hard to stand out and just look at this just take the CNCF the foundation where Kubernetes resides and the whole kind of Kubernetes ecosystem. Excuse me. There are hundreds and hundreds of projects in there today. There are what over 45 million projects on on GitHub. So it's, it's not easy to really pick the right project and stand out in that in that project. So the impact is probably going to be lower. So let's look at it. Let's look at publishing. If you open sourcing your own soft software, obviously you're going to do that because you believe there's a higher impact and typically there is. The question people is, you know, no matter your who you are, your brand, your position in in the ecosystem today. You're most likely to get lots and lots of interest right after you open source something, but don't get fooled or conned by that, because you have to make sure that you have a really solid bulletproof plan. Keep capturing that visibility and growing your community for at least the next 18 to 24 months and 24 months is what we tell people today. You have to be the core driver of some of these initiatives for at least a couple of years. So the basis to the cons here can be very expensive to open source some of your own software, and it can take lots of internal resources, not just the developers, but legal security, marketing, HR procurement, and so on. So it does take a, it does take a big effort to be successful here. It's, there are some good examples out there, but it does take a big effort. So, inner source. So we know that it can help drive does drive innovation, and it does bring about internal cultural and organizational change does help an organization become a little bit more agile, a little bit more collaborative. But it is typically hard to accomplish. And it does take a long time. So we're talking about the enterprise here not a single, not just one developer group or one line of business but we're talking about an enterprise so to really promote this across enterprise it does take a bit of time. This is an approach or a model you want to just keep taking the overall goal that you've identified can be as opposed to brand, brand enhancement it could be reducing costs, or driving more innovation as the as the higher level goals but you can. The idea here is to apply this approach to break it each step down a little bit more into its constituent parts until you get here. And then again this, this is where you begin to apply very specifically your own organizations, characteristics or capabilities. Some organizations have, you know, more developers they can apply to these efforts they may have more budget some have have less. Some are already are down this, this organizational cultural transformation path so it's a little bit easier to say drive inner source more enterprise wide. And so this is where you really have to apply your own context to this particular approach in model. So want to wrap up with just a few tips that that I've, I've generated through the work I've done over the years. And these are really, really want ones that are important to the success of open source across the enterprise. Okay, so, please take these these with a degree of seriousness so engage the right stakeholders early on in the process at all levels. So, understand it's important to actually understand who am I going to need to not only get this plan done, get the resources to get signed off on this plan to get the resources to execute this plan to get the resources to actually support the outcome of this strategy. And think about, you know, the functional groups also HR procurement legal so on, and get them engaged early in the process. Really, really important. Engage everyone in the community itself this may seem a bit a bit counter intuitive for some of what we call the functional operational groups such again as HR legal procurement. But it's important to get them engaged in the ways to do that are obviously get them involved in the planning process, have them experience the community have them participate on it on events like this have them participate in users groups. There are even whether there are a whole bunch of users groups are out there that aren't just developer oriented there are some that there's a legal open source community. There is a community loosely tied to procurement and security, but try and get everyone engaged in the process. It really helps smooth the decision making process here. And very, very importantly, don't skimp on governance governance, you know, my definition of governance is simply the open source lifecycle component management, which includes again, how you ingest policies and processes and automation and tooling that help manage open source from how it's ingested in the choir, how it's governed so how are you validating security issues, how are you validating licensing and IP potential issues or conflicts. How are you managing a version proliferation, how are you managing production support and so on. To address this early in the process. It's, you know, no one wants to do governance you do governance because you want to get at the actual benefits of open source, right, cost reduction innovation, whatever the case is, but it's really important to have a sound foundation here can't stress this enough. Most enterprises are using 510,000 or more open source components and you can't manage that effectively without without automation and without policies and processes. So please, if anything, pay attention to that piece get that right. It's early in this process as possible. I would like to say, you know, tell yourself or recognize that this is hard, but it will be worth it and tell you yourself that as many times as you need to. So, thank you for for joining me today. I am happy to answer any questions. I am not able to see them so Emily if there are any questions, please let me know. I don't have any questions just yet, but we'll stay on a few more minutes and see what comes in. All right. Well, hopefully, the fact that there are no questions means that this was a very simple and straightforward process something that you'll be able to to apply as you go through your own planning exercises here. I'll be on the event slap channel in a little bit and happy to answer any questions there or, or please feel free to reach out to me directly. Thank you Andrew there's a number of thank yous and congrats interesting and really useful insight. Okay, good. Thank you everyone and I do appreciate your time today.


It's safe to say that cats and cucumbers have a tenuous relationship at best. Countless videos show cats jumping at the sight of them, but why are cats scared of cucumbers? Here's a closer look at cats and cucumbers, why kooks make cats crazy, and whether it's safe to startle your feline friend with them. Reasons why some cats are so jumpy. Most animals have evolved to possess a healthy fear of the unknown, but cats are naturally cautious and reactive creatures. Like dogs, which are pack animals, cats are lone hunters and lone eaters. This could explain why they tend to be more on guard than other types of pets. Now, this doesn't mean cats should be constantly nervous and it certainly doesn't mean they're antisocial. Healthy domesticated cats can be quite social and, as we all know, good owners should do everything in their power to make sure their homes are relaxed, safe environment for their furry friend. If you notice your cat is extremely skittish, a vet visit is in order. A professional may be able to pinpoint the cause of the anxiety and come up with a treatment plan on a case-by-case basis. Reasons why are cats scared of cucumbers. Much like the cat quirk of sitting on the floor in a box made out of tape, a cat jumping at the sight of a cucumber may seem like unusual behavior, but this response is based on instinct. If you're hoping to try this cucumber prank, keep in mind that it relies on the quiet placement of the cucumber just out of the cat's view. Once the cat turns to see what its human is doing, the cat may become startled by the unexpected presence of an object that wasn't there before. As the American Association of Feline Practitioners explains, cats have such a superior sense of smell and hearing that stress can occur due to strong or strange smells or sounds. Unless a cat spends a fair amount of time around produce, they are going to be on high alert when confronted with the strange smell of a cucumber. A cat may also get spooked at the sight of a cucumber for any of the following reasons. Intruder alert. The anxiety caused by the presence of a cucumber is compounded by the fact that this prank typically is pulled while a cat is eating. As many cat parents know, their fur babies feeding area is sacred ground. Cats are hardwired to be very territorial of their food, and for all they know, this cucumber may be poised to steal some kibble. A cat sees that cucumber is a threat, and when confronted with a threatening situation, explained Paw Chicago, cats respond with fear and anxiety.  Fear of snakes. A commonly held belief is that cats are frightened by cucumbers because they look like snakes. At first glance it makes some sense, cucumbers are long, narrow, and they even have a bit of a curve to them as a snake would. Some people like to think these characteristics may cucumber snake like. So when your cat turns around and sees not just something that seemingly appeared out of nowhere, but something that also looks remarkably like a snake and then jumps in terror, these people argue that it's because your cat thought it was a snake. Of course, after the initial jump scare, most cats will realize that the encroaching predator is really just produced.  The other problem with the snake hypothesis is that most cats are actually curious about snakes. If they find one in the garden they may paw at them and think they aren't too dissimilar to their favorite string toy. Unless they've actually been bitten by a snake, your cat may not realize a snake is something that can hurt them. So while cucumbers resembling snakes being the cause for the terror seems like a fitting idea on the surface, your cat is probably more frightened at the prospect of something sneaking up on them, rather than something that looks like a snake sneaking upon them. Hello. This video is sponsored by Beemix Pets. Are you looking for high quality cat collars at an affordable cost? Check out, BeemixPets.com. Use coupon code KittenLife, to get 20% off. Cats don't want the cucumber to be behind them. Another idea is that the sudden appearance of the cucumber is what scares the cat. This is similar to startling someone by sneaking up behind them, Vecal Delgado, a certified cat behavior consultant who studied animal behavior in human pet relationships as a PH. D. Student at the University of California, Berkeley, told Mental Floss. Reports and videos of other fruits and vegetables scaring cats, including apples and bananas, reinforce the likelihood of this theory. Jill Goldman, a certified animal behaviorist in Southern California, explains that the cucumbers are triggering a cat's natural startle responses. With a startle response, a cat will often try to get out of there as quickly as possible and then reassess from a distance, she says. Other natural cat instincts are also confusing, which is why you'll want to read how to decode your cat's behavior. It's important to know what's good for your cat, instead of just following stereotypes. Scaring Cat with a Cucumber. It's entertaining to watch cats perform antics like cat zoomies, around the house, or in videos, but scaring your kitty for entertainment value isn't fun for them. It causes cats unnecessary stress and anxiety, signs of which include trembling and aggression. Several issues with stress include vomiting, diarrhea, and hair loss. Cats that feel stressed or threatened will look for an escape route, which can lead to physical injury as they are jumping, leaping, or running away. Although the video is showing cats afraid of cucumbers and other fruits are entertaining, experts advise against trying any similar pranks at home with your pet. Doing so isn't good for their health. National Geographic reports trying to do so could cause cats to injure themselves, break something, or lead to prolonged stress. Cats aren't big fans of water, either hears how to bathe your cat without getting scratched. But that's not the only time you could unintentionally be harming your cat. There are some 12 other dangerous mistakes cat owners should never make. Don't scare your cat on purpose. The cucumbers are always placed behind the back of an unsuspecting cat, who turns around and reacts with fear. Seriously, please don't terrorize your feline friend. Though the over-the-top reactions can be funny to viewers, the cat's fear is real, unnecessary, and possibly dangerous. Stress can cause behavioral and physiological issues with kitties, especially ones that are already prone to anxiety. If you're lucky enough to have been chosen by a cat, don't mess with their emotions by intentionally frightening them. Safe Playtime. Bringing new objects into the home can be a good source of mental stimulation for pets, but it shouldn't be done with the goal of freaking them out. Trying to starle your cat on purpose could cause them to injure themselves. Break something, or lead to prolonged stress. Instead, it's best to introduce any novel items gradually. You wouldn't want to meet someone new by having them shoved right in your face. You've want to meet them from a safe distance, such as a few arm lengths. The same is true with cats. It's also true that each animal will respond to situations uniquely, as do human beings. Some cats, like some people, are more easily startled than others. Cats and Cucumbers. Rather than play tricks on your cat, why not offer cucumbers as a refreshing snack? A cat won't associate a sliced or diced cucumber with the tubular object that scares the daylights out of them. Like other fruits that are safe for cats, cucumbers are a safe snack for your kitty. Offer them a small, seedless chunk of cucumber, but never the plant leaves, which are toxic, and see what happens. Before offering your cat other people foods, always do your research. There are many foods that are toxic to cats. It may seem harmless, but using a cucumber to get a jump scare out of your kitty isn't healthy for their physical or emotional well-being. Instead, engage your furry friend in safe, fun activities that strengthen your loving bond. If you enjoyed this video, kindly press the like button. Also, don't forget to subscribe with notifications on, so that you don't miss out on videos like this. Thank you for watching.


Good morning. Good morning. Good morning. Good morning. Good morning. We're in Bob Marver. Great pot. Yeah, great. Have a good one. Have you met bill? Oh yeah, hello Jim. How are ya? Hi Jim, good to see you. Bob Marver. I appreciate your willingness to give us a few minutes of your time. That means a lot to everybody in Oklahoma. I want to make sure you know all the players. Start with Bob Parker. Parker drilling company is the largest independent, well, large drilling company in the world, isn't it, Bob? Yes, sir.   Jack Graves is the president of the Oklahoma Independent Producers Association. And Ray Potts is another medium-sized producer in Oklahoma, also past president of the Oklahoma Independent Producers Association. They have some idea of how the proposal would affect. And again, I would like to see you again. Good to see you, Jack. Thank you. You recall I was here along with a couple other governors that asked you. That's right. Yes. You talk about the same subject. Actually, I'm the department director. So you're Thomas Miller, the president of the White Patron Association. Mr. President, how do you do, sir? How do you do? What do you mean, sir? I lost my voice. I was the first at the air conditioning meeting. I am a registered Republican. I shoot. Thank you. Thank you. The president is the next one. Skip Sharpe. He's the former president. I'm going to meet you. If someone writes you a letter about your hearing aids, I answer them. Mr. President, Ron Miller, who is the former vice president of the White Patron Association, from Sacramento. Well, sir, it's still the same place. Mike has it back. There's Albert Dabber, I'm the deputy president. Mr. President, could we get a group photo here? Yes. Next to the president. Skip. Come on up here. Put them on the other side. Thank you, sir. Thank you. Appreciate it. Forty years ago. I appreciate it. I want to thank you for your kind letter this morning to Doug yet. We should have appreciated it. It was quite an honor. I'm only taught by this. Please to do it. That's his little dessert. I have a Tennessee fob. I never thought I'd get this fob. Well, I had to go to Los Angeles to get up in the world. In Tennessee, I can ask him. I'm still trying to find out is there a place called Plum Tree in Tennessee? People have to ask my new parents. I happen to be a fan of Robert W. He's a former Thank you, sir. I appreciate it very much. I know that even if we had to be in our veterans here to make you an honor or a very brief story, we had Les Higa, who was a listed man from Hawaii, and he said afterwards, reception here and let our people stay longer is normal, but less later in the evening, so when I first got back from the meeting, I'm answering difference. If somebody would have told me that the President of the United States, Ronald Reagan, would have welcomed me, that the White House, 10 years later, would have welcomed me. Now we know that the voice of Waco is also the loudest, and now he's been hitting your communications people for an afternoon. That's a one request. That will be one. You should kind of hold some of the schedule down on the desk. Thank you, sir. You're a great man.  I'm pleased to have served you. I'm pleased to have had you. Thank you. The President of the United States. No, but, of course, I'm going to call on the Administrator, Dr. Francois Taylor, the President of the United States. I'm going to call on this one. Jack Long, the President of the Administrator. I'm going to call on you, sir. Thank you, sir. Thank you very much. Thank you for the opportunity. The President of the United States of recognition of the contributions to the goals of this Association and continued support to launch the legislation. You should have that, and I do those, too.


Rwe Will now restart proceedings. The question is that amendment 3625.1 in the name of Russell Finlay, which seeks to amend motion 3625, in the name of Keith Brown, on a person centred trauma-enformed public health approach to substance use in the justice system, be agreed. Members should cast their votes now. Y Llywydd, mae'n ddod yn ei bwysig. Y Llywydd, mae'n ddod yn ei bwysig. I'm not sure. I thought I pressed the button, but it disappeared, so I would have voted no. I'll make sure your vote is recorded. Thank you. Point of order, Paul MacLennan. I don't think my vote went through. I would have voted no. Thank you, Mr MacLennan. I'll make sure your vote is recorded. The result of the vote on amendment number 3625.2 in the name of Claire Baker is yes, 21, no, 94. There were no abstentions. The amendment is therefore not agreed. The next question is that motion 3625 in the name of Keith Brown on a person-centred trauma-informed public health approach to substance use in the justice system be agreed. Are we all agreed? Yes. We are not agreed. Therefore, we will move to a vote and members should cast their votes now. That's the vote closed. The result of the vote on motion 3625 in the name of Keith Brown is yes, 86. No, 29. There were no abstentions. The motion is therefore agreed. I propose to ask a single question on five bureau motions. Does any member object? No. The final question is that motions 3640 to 3644 in the name of George Adam on behalf of the Parliamentary Bureau be agreed. Are we all agreed? Yes. That is agreed. The boarder then, Russell Finlay. Thank you. In this afternoon's debate, I quoted a statistic about prison drug addiction and one other member questioned whether this related to Scotland. I would like to establish how I can put on the record that it does indeed relate to Scotland. It's not a point of order, but you've now put it on the record, Mr Finlay. That concludes decision time. There will be a short pause before we move to the next and final item of business.


Good afternoon everyone. Today we would like to share with you about E-Steel for the container containerized cloud foundry. Some of our experiments and also show you a demo later. My name is Tui Xiang. My colleague, Zheng Gong Grace, we are from IBM Beijing, from the Beijing Development Laboratory. We have been engaged in the cloud development work and platform work and also bot-related tours. It is a purely open-source tour. Also, the container or rice is some of our work. Have you heard about CF or E-Steel or cloud foundry CF? This is the open-source Sumita. We would like to give you a brief introduction of cloud foundry. This is our agenda. At the beginning, we introduced the project background and also a brief introduction of E-Steel and then motivations for the CF, E and E-Steel integration. Grace will give you a presentation about the work we have done, including experience, drawing and lessons learned and also the future vision. The last part is about the demo and the use cases. This is a brief introduction of cloud foundry. It's a typical path and path. Platform is the platform with the applications and the deployment of it to the platform for running. So the highlight is it can use the CF code from the soft cloud catalog to run the application to the platform so you don't need the compiling and packaging. At IBM, cloud foundry was established in 2013 and IBM cloud in 2014 had the first public path platform. It's on a larger scale. Now on the platform, there are more than 1,000 AMs and also based on cloud foundry, we have the small and medium sized companies and individual enterprises for dedicated platforms. For example, the 10-VM level to employee path for isolation and the running of application. This is the introduction of the workflow. From this chart, you can see four path platforms. It has a complex container. It doesn't always work long within the basic microservice. Each component has different drops and each of the drops have its functions. So it's different from microservice. One request comes in from the left in grass and then it will seek for ABS for recording or logging. Then the auction year, this is a scheduled, the scheduling makes it possible to find the appropriate container at the background for deployment of staging or compiling. This is some of the garden is a specific container for each path platform. It has different cells, each cell, capacities different. Some of them may already have been fully used. So the six for the low workflow for deployment. The binary in the package will be stored at the droplets. So for this is for the preparation or for the future use, you do not need to go through the compare. You can use this one for scaling. This is for the registry and the log collection, the log gate to collect and the traffic controller. You can have a supporter to receive the log in 2014. Actually, in the past several years, we are based on this platform. And since the year before last year, we hope that the cloud foundry is not deployed as a platform instead as a service. In the past 50 or 60 years in such a big environment, the customer or client cannot make a deployment on their own. It requires the in-house team to deploy it. We want to migrate it to Google so that the clients can use our portal for deployment. In this way, it's a one-button deployment. You just choose the basic date centers and also select the size. For example, the number of the cloud cells within the selection, then only one button, you can make the deployment two to three hours. You put some cluster under them. On the cluster, you can deploy the containerized DCM. So the process is only about two to three hours. In the past, it took several days. These are some of the core features. It's isolated. The client has the coupon individually. And we also enhance it. It can use the private services, including the communication, also our DP connection for ASM protocol storage. They can use the private connection and the users can manage them on their own. Doesn't need the operations protocol. The operation team doesn't need to get involved in. This is an introduction for Istio. So it's a match in recent years has become a hot topic. The important component is the pilot. Pilot is the basis for traffic pilot route to have the high granularity control. There are many practices. For example, we try a timeout or a circuit. When there is an attack against the component, you can have the circuit breaking. For maintenance, it's also very helpful. For example, for upgrading, it can provide AB upgrading, can narrow upgrade. Based on your data center capacity, it can provide different functions. If the capacity is large, then you can have a double size for AB upgrading. So the metric can be cut or switched over. If it's not a double size, then you can have a 10% of traffic moved to the new one for gradual running. So it depends on the specific needs. The grant, the traffic management and the security, these are their major highlights. Security, here you can see the whole component. It provides a service management and certificate generation. If you do not provide CAs, then it can help you to release the certificates for deployment for the components. You can go through TTP for the proxy. It can distribute the service and add the mutual TILs for external service. You find this external service out of the service wise, then it doesn't go through the mutual talents. In this case, it has the security mechanism to protect the mutual TILs distribution. This is about the motivations for containerized CF with these TILs. Actually, traditionally VM-based cloud foundry. In fact, we had in-house back-end team to do it. Either for deployment or solving problems, basically, there is a manual control over when the self-pub form turned into a service. The customers, they can deploy many instant services, so it's impossible to allocate individual operators. So we want to help our users to achieve self-management. So this is one of the motivations. We found that Istio provides us with some capabilities in nitrofin management to recover the fellow thoughts or scenario or AB, which help to reduce the burden of our teams so that our customers can self-manage and self-upgrade. So this is the main motivation we have. So these are the words for the experimental stage and tools that we used. We used Yeller for over-chasing and monitoring and Grafana, Miani and Visor are all for displaying the data using images so that we can see the problem very clearly, like at one stage the traffic volume is high or at one stage there are some inventories or job fails. In fact, here are some summaries for operate functions that we used and metrics like in tracing are also very important. In terms of open tracing, we had some pilot projects based on Jagger or other projects, other products. We need some introduce, some codes, not only rely on the envoy or Istio to organize the trace because we need header to deliver the code from upstream to downstream. We need a code intervention and it is kind of complicated. There is all-routine for job distribution and also using the subscribe for delivering jobs. Later, we don't have much time to deliver research on this so we want to focus on the contacts or header and chart them or connect them together from receive the request and then deliver to next header. Probably we can connect them to present a good trace map then when problems occurs, we know where it fails or proceed in exact time in the past. It's about milliseconds but it takes a few seconds to solve the problem so the job queue might be failed. In terms of VM, we found some of these services encounter the networking issues so the job queues are waiting for the problems to be solved since it cannot be finished in the short term so the job queue fell afterwards so by using open tracing we want to solve these kind of problems. In external service, when may we use a QDB? Some persistence can be recorded in remote db. The drop-in will be recorded in the promo so for Istio we want to monitor it to see if the network works well for the QHDB whether the speed is proper, whether the service is stable. It is related to platform so in fact some good certificates have been managed quite well. By using Istio we can see if we can do some search-rotate to it automatically, otherwise one might need to do the search-rotate every three months. We want to take Istio to make it work automatically and now I will give the floor to Zhang Gong. Good afternoon, Zhang Gong. Thank you. Matt talked about the last platform and containerized function and why we used Istio and CIFIT for integration. So we want to see how Istio can bring us with some new values. I want to see when we start to use Istio how to solve the problems, when we work with CIF operators team how we learn from their experience and use Istio to solve the CIFS operating scenarios. So if you know about Istio on the official website there is a book info based on microservice. There are four microservices in reality, not all the services are based on this so CIFIT is based on the traditional CF and containerized. Inside of CIFIT not all the services are microservice designed and not all of them are founded in the past. In the VM-based platform it's service for service. In the past we know the resource of VMware and there's a decoupling function being applied after containerized for the first step. One Kubernetes deployment can be made to several servers but Istio takes one deployment to one Kubernetes service. Then in order to maximize the Istio's performance on the official website you can see some principles like we want to set the part of the service and understand the protocol for each part and take the endemic in accordance with the protocol if we want to define the deployment by adding some labels. Then for distributing the traffic or tracing can be smoothly applied afterwards. In CIFIT we also redefined it. Another question is that inside of CIFIT you can see that CIFIT itself is very complicated and is a very large part of the platform. It has many complicated traffic flow and based on previous designs for example in internal service theoretically Kubernetes should use Q&A or QANAS to assess those services. However due to the historical design some of them will go for externally and then the low balancer and then inside service and there are some reliance on the external service which use different protocols. At version 1.0 we spent a lot of efforts because it is defaulted that the traffic will be used externally and we feedback to the containers for the version 1.1 the function was slightly changed so that you can better enable different services at the same time in CIFIT as what we just said there is an ongoing IsoVC with CIF design to smooth the traffic flow. Another is CIFIT service is based on IEM. Kubernetes platform many of the functions are relying on their features. One example here IKS IsoV is a tailored expended Kubernetes. We used to rely on its features inside Istio. There is a gateway many of the functions are overlapping so when we start to use Istio we need to decide if some functions might be affected. So there is ingress chat so go through the ALB to install some services we'll face with similar case there could be a gateway so that you might need to decide whether to use it or not on a Kubernetes platform there are some tools to manage it and probably it's overlapping with the certificates management so we need to decide if to use or not about tracing. Istio provides us with many good features which has no intrudence for those apps but in terms of trace we will talk more later on. I talked about some problems we ran in the before and these are our future vision. CIFIT is based on a containerized and open source platform and it is managed by us and IBM. The backspread is for enabling or making contribution to the community and CIFIT is trying to make improvements. That's what we said it is not cloud-native design for example the deployment here is using home charts to manage the whole CIFIT so the community is trying to improve by using the operation of Kubernetes to deploy the operator itself also have difficulty to operate. During the upgrade they will wait for the v2 version to get ready and then delete the v1 version version one so such capability and the Istio's capability will be further integrated. The second direction is the urini project that's what we just presented to you about the platform CIF by using its control board which can deploy it on the Kubernetes platform. We can also deploy on the containers platform and this urini is re-incurriting by the platform and it is based on cloud-native design so inside the urini we want to enable Istio so that Istio can further serve the urini. Another direction is about the Istio mesh expansion it's a new feature simply put the control board of the Istio is deployed on the Kubernetes so we can use it to manage the VM in terms of the value to the CIF by the communities of CIF have features that are VM-based the experience or the best practices that we get can be re-applied on the VM-based CIF and then about during the integration we were discussing with the operators to sum up the pain points and how to use Istio to solve those problems first of all as an operator or manager during the operation they might want to know during the operation of CIF how is the condition and here you can see so four of the Istio thinks that these tools are being already embedded inside of your installation which includes Rejabber, Prometheus, Radaven and Visero is another visual which can help you for tailored services so that you can see the addition of full service mesh and I'm going to present you an example so first I want to know how is the condition of the service mesh this is the tailored traffic inside a service mesh and you can see the service on cv and order traffic so the pain points are traffic many traffic are going to service you can locate it down to the hot spot service and for the key early you can see the details of example the specific protocols on the right side you can see the requests and the responses results when the service mesh here you can see it can give you intuitive image of the failed requests and also you can see the specific details of the request for the Visero is based on the permissions data the previous interfaces can be a tailor made but if we want to have the further detailed troubleshooting then we need more detailed data that is the data of overall status now for the Istio how can we get the metrics and logging and tracing data from Istios from the tracing from the VM at the base layer and the Kubernetes you can use the platform capabilities to get the monitoring logging data and to the upper level the the components and the traditional CF also has the component metrics and the logging data Istio can provide the upper level data including among the different services and it's the ready for use it fills up the tracing gap this is another demo This demo is about metrics and checks here we take a look at the installation by default you can see the reset metrics and these are all the requests and the total of requests you can see from which service to which service and the response code of each request you can get all the information this is a preset but to help you with some the real problem you can customize the metrics for example the instance which features or which properties you should capture and this is some of the customized sequence request we want to capture the request capture the service from and you can have the metrics and all the attributes for example the service you have the key part you can also define it this is the trees for troubleshooting this is a process this is a push up a process In the past SRE team took the safe architecture but you may feel confused but with Istio's integration you can open the key already directly you can clearly see the option near service failure and then we can further open yet to find out the service and then deal the previous hour here you see precisely the trace of failure you open it then we get the details this trace is captured when we send htv request to create a new task when we push for new task creation has the azure returned back to the the slides I mentioned another issue that is the trace enabled enabled on the left side the trace is from Istio's official website that is the example I showed you just now you can see clearly when the user sends a request to the final response the subang subang isn't the call isn't the calling and for each step of duration we can help you to locate and define the problem and the trace you get the the default to spawn the request goes through my if there is no response then you can have a root subang but within the service if the service is complex you want to create a functional level trace then you need to in the app after the information to build the spawn when you call next service all the trace headers must be assigned to the next service another use case is about the elasticity or the resilience we can use Istio capacity principle of the circuit breaking the circuit breaking means that when the service becomes very slow the calling of services retrying then it may cause a failure of the whole chain so it may cause the very bad experience so the circuit breaking principle is that when you set up the circuit breaker when it's triggered and when many requests come in it can go back to your 5 0 3 error i will show you a demo we use the client and the api service to create 10 connections to send to send 2000 requests you see without any operation the api returns 100% or 200% of normal return and then we build the circuit breaker on the key already you can see the the symbol or the mark and you can see the configuration in details the maximum tcp maximum is five each connection has a five as a maximum and the pending request is number is one as a max or at max now i show you the results i use the same traffic for access the api server so you can see it's triggered now this 99% request is success we enhance the currency now it's a 20 we can forecast we can get for you 200 return so we enhance connection or increase the action to a 50 then 30% of requests have the 200 return the use case is that in the traditional cf platform we had the critical impact problems for example one client has the massive creation of users when all the users access the api trip to get the the information is very slow so we use stl circuit breaker to protect the api server to give it some time for repair or for recovery this is the another use case we want to use the stl capacity to support cf overgrading after the deployment the process of grading was to make sure it's normal after deployment of a cf we should make sure the application deployed is accessible and the service the application can still be deployed based on Kubernetes rolling up a date but you know every time you only roll out one part you could can support the deployment and the kind of deployment however it has some dependency you need to keep correcting the label and the deployment has the dependency on the length of the base layers for traffic control so we want to use stl to have a simple and intuitive upgrading also some fine ground management this is the time of stl for api service overgrading firstly i show you the api deployment the only version this is the only version from krl you see the traffic 100% distributed to api only version so we deploy v2 as a beginning only api group v1 and v2 from the krl the v2 version is deployed i do not need any deployment resource kubernetes from the service stock for part it's a rolling rolling out so from v1 to v2 the traffic is 50 to 55 percent we use stl for connect via rollout we define the destination rule that is the concept of destination it's about access to the api and upstream and also we differ in stl virtual service the virtual service means that you get the request and traffic how to do a further routing after the definition from the krl also we see intuitively two versions each version in for example has a v2 or 10% of traffic distribution via 90% of traffic distribution so we can run some tests the reduction traffic can have a 10% to a v2 full test when the test is passed we can draw it out we can also have a self-customized v2 service when all these pass the test then we can upgrade to v2 we send the stl virtual service zero downtime to distribute traffic to v2 version the system the upgraded demo okay that's all from us we're already running out of time if you have any questions you can come to us later thank you