So how should a woman treat a man? We're gonna talk about five powerful keys. Now, let me just be clear. I don't like the word should. And let me also say that this goes both ways, how a man should treat a woman as well. Now I got this title from one of my contemporary, Stefan Speaks. And while I didn't watch the video, I have no idea if there's any similarity. I just liked the title and I thought we would dive into this conversation. Now what's interesting, before we get into this, I do wanna say that I wished I could go out ladies for those watching. I wish I could be there for you on a first date. And what I mean to say is wouldn't it be great if you could have someone ask all the right questions, find out about his past relationships, find out about his intentions, find out about his seriousness. You know, it seems to me that a true matchmaker finds people not based on physical attraction, but finds them on genuine compatibility for one another. Like really the ability to blend lives together and ignite that with chemistry. Wouldn't that be great? I'm thinking about starting a service where the minute you begin dating someone, they actually have to go through a telephone call with me more than one probably. Just to see if they are worthy for your attention because the reality is, is do you realize why most relationships fail? Most people aren't familiar with the work of John and Julie Gottman, but the Gottman, John Gottman wrote a book called The Seven Principles for Making Marriage Work. And while I get the title as marriage, we can take out the word marriage and replace it with relationships why relationships don't work. And you might be thinking, well, how does this relate to treating someone? This is critically important because it's important to know why relationships don't work out, to actually know what to do to make it work, to make this person wanna give you everything, both of you wanting to give each other everything. Now, within the book, and by the way, all the books I recommend are listed below, is the concept called the Four Horsemen of the Apocalypse, the Four Horsemen of the Apocalypse. And you can look this up under John Gottman, but I'm gonna recite them for you right now. Contempt, criticism, stonewalling and defensiveness. Contempt, criticism, stonewalling or defensiveness. Now, why is important to recognize this because this is oftentimes what happens when you pass through the honeymoon stage of a relationship. The honeymoon stage is the lust, the limerence, it's that infatuation, it's that excitement, it's that desire to want to physically to connect with someone. And yet, the level of a person's emotional maturity is absolutely related to these four areas of emotional well-being. So what is contempt? This is where you think you're better than someone. Whether you're a man or woman, we do have this arrogance and this totally relates to the first powerful key. This relates to the first powerful key for getting someone how you should be treating one another in the early stage of dating. So coming back to contempt is that belief that you're better than someone. For the most part, that's what contempt is. And there are times where we might feel like we're better than our partner or whatnot, but for the most part, that's an unhealthy way to approach the early stages of dating with a sense of contempt. Number two, criticism. Criticizing a person for their choices, criticizing a person for even where they pick dinner. Criticizing the way they treat people, when you begin to criticize someone, it wears them down. I hear this habitually for those of you that have experienced narcissistic relationships where criticism was a way of deflating your self-worth, your self-esteem. And unfortunately, this seems to be rampant within relationships and it could be minor criticisms versus something major, but certainly it's important to recognize that. Number three, I said stonewalling. You know, it's interesting when I was growing up, my mother would emotionally abandon us in the family whenever she was upset with my father, my brother, my sister, myself. Whenever she was upset, she would emotionally abandon us for roughly about 72 hours. And as a child, this war on me thinking, what did I do wrong to upset my mom? See, now she was processing her feelings and it took her 72 hours, but in that space, she's leaving everybody, you know, some people will go even much further than that period of time. They'll stonewall diving into the deep issues that occur within a relationship or altogether avoid dealing with the deeper parts of the relationship and that's another form of stonewalling. And last, not least is defensiveness. It's rather human nature to get defensive whenever we feel like we're being attacked. See, the challenge is most humans don't have good communication skills. They haven't learned NVC. You're not familiar with the work of Marshall Rosenberg. I highly recommend checking out this book called Nonviolent Communication. Now, this should have been titled Compassionate Communication. Why is this so important to understand this because defensiveness is directly related to the feeling of being attacked as if you've done something wrong. And instead of listening to the person, acknowledging the person and then addressing it in a compassionate way, we oftentimes get defensive and then we go into criticism, we go into contempt, we go into stonewalling, all of this, and this is why it's known as the Four Horsemen of the Apocalypse. Now, the reason why I brought this to your attention as part of this video is to be aware of where your relationships most likely will fail. So how do we get it? So now you're aware of this, right? You're aware of this, okay? And I invite you to do more work on it. Study the videos on YouTube related to this, the Four Horsemen of the Apocalypse. So how should a woman treat a man? How should a man treat a woman? This is a two-way street. And first and foremost, in the early stages of dating, I wanna invite everybody to operate from what's known as beginner's mind, beginner's mind. See, beginner's mind is treating, I think it represents a level of respect. And what I mean to say is anybody who's ever hurt you in the past shouldn't be on the forefront of your consciousness as you're beginning to form a relationship with another human being. This is a completely different person. Now, they could be exactly like your last person because you ever heard the definition of insanity, doing the same things over and over again, expecting different results. Sadly, we as humans have a propensity to choose people just like our last partners. So we don't have this beginner's mind because we're attracting the same thing over and over again.  For those who know, I can get rather amped up on this conversation. Beginner's mind is simply starting fresh with everybody. Starting fresh, even when you have disagreements, starting fresh, my parents who were married 66 years before my mother passed away, had dear friends, one couple, and they said, we always resolved our differences before we went to bed. That way they could wake up with beginner's mind in their relationship and not holding on to grudges, not holding on to contempt, holding on to criticism, holding on to things. I invite you all to have a beginner's mind. Number two, I think this is critically important for both men and women in relationship to have an agreeable nature without being a doormat. I'm gonna repeat that, an agreeable nature without being a doormat. The challenge with those of us in midlife, this is the struggle we face, is the older we get, the more set we are in our ways. And we like doing things our own way. We each have our own way of doing things. And so this is where a lot of friction occurs in relationships, it might be the way you go to the gym, it might be the way you go out to dinner, it might be the way you make the bed, whatever it is. In a healthy relationship, it's important to have an agreeable personality, especially when you're planning to do things together.  This is not about abdicating your sovereignty. I want you all to remain in your power. And if you're not familiar with my book, what the heck is self-love anyway? A journey of personal development, self-help and spiritual work. It's a path to entering into a space of loving myself in a place of your sovereignty, because when you are present and agreeable, and both, by the way, this is true for men too, men are not off the hook here, ladies. I am not here giving men any, this isn't about men are better than women and women are better than men. Okay, let me be clear about that. Two agreeable personalities tend to work better. Now, this is where, but Jonathan, I was just watching a dating coach and he told me that women must submit to men. Submission is the powerful key. By the way, I'm speculating here. I am not a big fan of submission. I'm a big fan of mutual agreements within relationship to voice your desires and allow them to voice your desires and find agreements with one another. This is where I'm not a big fan of the one up, one down type of relationships that are being espoused significantly out in the dating and relating universe of advice out there. Number three, playful, being playful, along with it being sensual as well. I think the whole fruit, I want you to imagine, I love watermelon, I don't know about you, I love watermelon, I love cantaloupe, I love pineapple. I love just diving into fruit and feeling the juice just run down my lips. It's just something savory about playfulness, about sensuality and allowing our sensuality to come out, allowing our playfulness to come out. Sadly, humans are so deeply wounded that they're in a tug of war with the opposite sex. And since my audience is heterosexual, I'm saying the opposite sex, but there's this tug of war. It's men's fault, it's women's fault. We are not being very playful with one another and I'm not suggesting being a child either. I mean, we have to be grownups in relationship, but remember, playfulness and sensuality is the juicy parts of a relationship and to make time for play, make time for sensuality, sex, if you will, physical intimacy and certainly make time for emotional connection. That's what it's all, what's the point of being in a relationship if you can't be your true self with another human being? That's to me, the whole point of being in a relationship with someone or one of the many points. Okay, number four, intentionality, intentional, excuse me, intentional. Folks, ladies, I want you to recognize we have a backward system of dating. We hyper focus on attraction, chemistry and romance, which is the honeymoon phase and what's missing is the vetting stage, the vetting stage. Now within vetting, I want you to recognize being intentional means treating this budding relationship as a team with one another, that's being intentional. But Jonathan, I'm just supposed to sit back in my feminine energy and let a man lead. He's in charge of making all the decisions in the early stage of dating. No, if you want a healthy partnership in the future, then begin with partnership skills in the beginning, be intentional about making sure that you share the same values with one another. Make sure your lifestyles are blendable with one another. And make sure that you're on the same page when it comes to emotional maturity. Sadly, this is my emotional maturity relationship skills chart and this is not a fact, it's merely an opinion. I believe 20% of the population has clinical issues. And while I stay here 20% and this is, by the way, when I say 20%, I'm saying men and women. This isn't one-sided, ladies. And when I say 20% are healthy, and when I say 20% are healthy, I'm being rather generous. Most everybody is dysfunctional with their relationship skills and emotional maturity. So it's imperative to be aware of these if you want to have a powerful relationship with someone in the future. And number five, this is actually near and dear to my heart. It's called compliments and acknowledgement of efforts, it should break these up into two, change this to six. Do you realize that women get a gazillion compliments in a day? Oh my God, you look so beautiful in that dress.   Men get this many compliments in a day. Believe it or not, as much as men resist compliments, we want to be complimented. Now, there are certainly some men who are unable to receive compliments. I get that. There are men out there that are so stoic, they're so most likely wounded, they're unable to receive. But at the end of the day, say the word handsome. You're cute, you're handsome. Give a guy a compliment for what he's wearing. Give a guy a compliment. And acknowledgement of effort, and acknowledgement of efforts is along the same lines as a compliment. Acknowledge his efforts. Wow, I really appreciated that you picked that restaurant. I really loved it. Acknowledge the efforts and validate. See, that's what all this is. It's about validating a person for being important to you.  And by the way, I said, men should be doing this as well, ladies, this isn't a one-sided dynamic. You know, believe it or not, it's the small stuff that matters most in a relationship. It's the little things that matters most in a relationship. And when we actually approach this process of dating, mating, and relating with a greater sense of awareness, first, be aware of where problems lie. So you're better prepared. And again, read the books that I recommend. Understand the Four Horsemen of the Apocalypse. In addition, ask yourself, do you operate from a beginner's mind? Do you have an agreeable personality or are you kind of a prickly person? I've met women who are prickly. They are no fun to be with. Seriously. Are you playful? Are you sensual?  I'd be, you'd be surprised how many of you actually don't show up that way. And this is true for men as well. Well, men dive into sex too quick or rather quickly. Being intentional, we are swimming in a sea of a non-intentionality in the dating marketplace. I'm here to encourage being intentional, operate as a team as you're getting to know one another. And lastly, compliment and acknowledge one another because it is through our validations that we want to come back for more. And these are just some simple or powerful tools to use going forward so you can have a juicy, delicious relationship like that fruit I was talking about biting into that fruit. And my hope is this video had value for you. If it did, I'd like to hear your thoughts on this. Post a comment below. I'd like to hear what you think of it. I do my best to read all the comments in the first 24 hours. Also, this video was shot for my group called Midlife Love Mastery. There's a link below to join my group. This is where you get advanced videos that I shoot for YouTube. And if you've gotten this far on this YouTube video, if you like this video, please hit that like button. Please share this video. Please subscribe to my channel and hit that notification bell so you can be notified of new videos. I'm gonna wrap up this videos I always do.  I'm gonna reach into the camera and give you a hug of love if that's okay. I'm asking you to turn to someone, a pet, a teddy bear pillow. Give it or them a hug of love because hugs are a great source of love. And let's face it, we could all use more love in our lives. Thanks a bunch. Bye-bye now. Bye-bye. Bye-bye.


I tend to describe myself as a visually impaired Italian, Egyptian, Muslim, female, comedian. I got sick during my mother's pregnancy with me and I was diagnosed at nine months old with a blood test from a virus and then that caused retinal scarring and retinal damage. I've been involved with GDV since I was 12. Yeah, 12, that's when I started being more involved with services and my posh just started to get worse and worse so then I had to do cane training and then come to terms with the next stage of my impairment and learn to use a cane and realise that I can't fool myself or I can't fool others to say that I can walk without a mobility aid when unfortunately I do need to have a mobility aid with me. I didn't start becoming more independent, travelling on my own until much, much later. Learning how to get to uni with the buses and the tram really efficiently and my parents would call me a fair bit but I would be really quick on the phone with them and be like, I've got to get off, I need my hands to get off the bus. I remember calling a friend from who I used to go on the camps with and she was studying in the city and she said are you coming to the football and I said yes I'm coming and then I thought how am I going to go and meet her and I took the tram into the city on my own with my cane. I was 18 and that was probably my first kind of voyage of independence or the first big step of independence and I'm just glad that I was given those opportunities to go on those camps because if they weren't involved in my life from 12 up until now, I don't think I would have left the home. I don't think I would have been have that confidence and safety because I've been followed a few times and I've gone into like a bank or something and I think guide dogs give you that knowledge of how to be safe. Two weeks ago I was you know Sydney doing a performance and they put me in a apartment and I worked out on my own how to get to Coles. I was so proud of myself. I'm in a city where I've got no idea where nothing is and I'm just there as this like cute little Preston chick that wants to get to Coles to buy wheat, beaks and milk so I had some breakfast and I found the Coles and the Coles in Darlinghurst is like a multi-level one so then you got to go down to the basement to get to the dairy product and you got to go up the escalator to go to the bread products and the minute I walked out with my groceries I was like yeah I'm on my own and I was like one proud chick. It showed to me that I'm not going to get hit by a car I'm going to be okay I've done a lot of work and a lot of self-development and I guess it was hey I'll let myself out because I've got my own keys I'm going to meet my friend in the city and then that's what young people do and that's what I wanted to do and then I slowly started to feel more pride in in getting around on my own but it took some time


Welcome, sir Lord Richard Shossen. It's such an honour to have you back on the podcast again. It's been at least a week since I spotted you in a crowd and winked and then didn't really get a chance to say hi, but it's such an honour to see your wonderful face again. How are you doing? Very good, thanks. Very good to see you again. Same. So originally we wanted to start this podcast to talk about Richard's incredible new books called The Illusion of Choice. Ta-da, are you looking at the camera? I just showed the book. 16 and a half psychological biases that influence why we buy. Another must read if you're into the world of behavioural science. It's fascinating. How long was the gap between your last book and this? Pretty much exactly five years. The Choice Factory was 2018. This was February 23. It's a phenomenal book. I read it on holiday. That is dedication. It is one of those books where you just want this just full of lots of really interesting little stories. And what I loved about it is also it's very easy to dip in and dip out of. Yes, it works if you do it in the linear fashion, but I found it was equally fine. I forgot something. I could go back in and still feel like it was part of a story. That's good. Definitely an aim was to try and make it as straightforward and simple as possible. I definitely felt, especially before The Choice Factory, an awful lot of the commentary on behavioural science was unnecessarily complex. There's even a phrase, and the academics are the worst at this. There's a phrase people use drunkenly about psychologists, which is they have physics envy. So to try and prove that it's a proper hard science, they wrap up their academic papers in an unnecessary level of statistics and unnecessary level of jargon. So often you read the original papers, and there's a really interesting point in there, but it is hidden in reams of reams of unnecessary verbiage. It's one of the things I love about your research so much. It's actually one of the things I admire the most about you is you're one of the few people, you weren't classically trained in behavioural science, and I think most people listen to this probably aren't classically trained in behavioural science or many other topics, but you've gone out of your way to become, for lack of a better word, an expert in the subject, but you've done it in a very practical way, you've found ways to do your own experiments and then without necessarily academically publishing them and hiding your data within lots of other waffles, you make it really clear and easy for people to understand. That's absolutely all I came to it when I was at university, I don't think behavioural science was an option you could have studied. I came to this marking first, it was a media planner, started back in the year 2000, it was marking first, and then I came across social psychology papers and psychology papers and saw them as a way to solve marking problems, so it's always been the practical side of the topic that I've been interested in. What was the first one you did? Well, the first bias I remember reading about was an idea called the Bystander Effect, so I was working on the blood service account and read a Malcolm Progadwell book called The Tipping Point, it's mostly about 2004, at the back of that book there is a paragraph about two American psychologists called Latin A and Dali, and they came up with this idea called the Bystander Effect, and essentially if you ask everyone to help, you tend to find a diffusion of responsibility, if you want people to come to your aid to behave altruistically, you've got to create a sense of personal responsibility. So reading about that, when I was at a media agency at the time, I went and spoke to a wonderful planner down at the creative agency, a guy called Charlie Snow, and said to him, well there's this bias, why don't we take it and rather go out and say, bloodstocks alone in England, please donate, why don't we try and create that sense of personal responsibility through a bit of regional toxic? Why don't we start saying bloodstocks alone in Birmingham or Baselund? Now that is a very crude application of a bias, but what excited me was it only took a couple of weeks, we got the results back and we saw that there had been this 10 or 15, whatever it was, percent increase in response rates. So I've always liked behavioral science because it has this practice classification. If you're a brand and you've got five or 10 or 100 people working in your insight department, it's never going to be enough. Behavioral science is essentially access to 10,000 psychologists, academic psychologists who are out there now running studies that tell you about how people actually behave. So you've got this free resource essentially, why not draw on the knowledge and experimentation of some of the world's best scientists? So I think think of this not as just an interesting academic topic, but it's something that can practically solve your problems. Where do you go, where do you look? Is there a website that you go of you're trying to look for particular studies? Is it just as simple as a Google search or is it sort of something a bit more in depth? That's a great question. So if you start with the academic papers, you've got to know exactly what you want because I reckon it takes two, three hours to read through an academic paper. And it is often mind-numbingly tedious because there are these reams of statistics. You've almost got to decode what they say. Right. So if you just randomly go through academic studies, you could spend a whole lot, you could spend a year and you might have only found one or two interesting things. Right. So what I tend to do is try and find popular books written by academics. You then can race through those often a day or two. And they will tell you 100 studies, maybe in one book, five or 10 of them might be relevant. Once you've found the relevant study, once you've read through a digest of it, then go and find the academic paper and check everything's all right. Check if there's any kind of idiosyncrasies that you might make it irrelevant. But I would start really broad and populist and then move down to the actual paper. That's such great advice. And also maybe helps explain why your Twitter account is always on fire. It's like, so if anyone doesn't follow Richard Shudder on Twitter, do write away. I think it's rshotten or rshotten. But it's one of my favorite accounts to follow because you always are taking these little snippets from books or articles that you've read.  I'm guessing this is why you're reading these to try and find. I originally used Twitter as a repository. I wanted to use it as my own store. So I couldn't be bothered to write out some of the studies from books. I just took photos and posted them on Twitter. It kind of works well in some respects. But actually the problem with Twitter is that it's not a great as a search function. So it hasn't worked as a repository for me, but hopefully some of the studies people find. It's incredible. And you never know Elon Musk might solve the search query function. I know he's talked about it, or you'll have to transport everything over to threads. Yeah, I've dilly-dallyed with threads. From my understanding, it's already kind of declining in usage. So my laziness might have meant that I don't want to bother. Yeah, it's a tricky one, isn't it? When the new social media sites come out that are essentially a replica of an existing one, I could see that there was a huge upsurge in usage of it. And you can get all these notifications saying, million people have followed you, not a million. I wish I was that popular. But then, yeah, as you say, it seems to have gone quite quickly. Like, I think the key people who were doing really interesting stuff seem to have stayed on Twitter. I mean, Twitter's different things for different people. It kind of depends on who you follow as to what you're going to see there. So if you want to create a space of happiness and wonderful content, follow people who are generally very positive and who you find interesting. If you want to be annoyed, then follow politicians. Yeah, it's a tricky one because I think there is snarkiness and people are often looking to criticise. And there is a definite downside to Twitter, but it still is pretty amazing that you can select 50-odd people to follow on A. I've just used it for marketing and advertising and Pavel Science. And you're getting some amazing output from people on A. What is a very, very niche topic. Maybe applying the mute button is what I'm doing a bit more. And if people are just out to cause offence, then it's just not worth the aggro. Agreed. Anyway, so massive topic diverting clients in your book. Yeah, one of the things I loved about the book actually as well, which is another reason why I think if anyone is listening, you'll really enjoy it is you take people through a hypothetical day and you link the behaviour change biases back to real life things that everyone might encounter in their day job, regardless of your job, which I thought was marvellous as well. Yeah, I think I read a book called The Norm Chronicles where they followed someone through a day and thought, well, that's a lovely mechanic. So for the choice factory and this, that's essentially what I've done. You follow an unnamed person who's essentially positioned as you for the illusion of choice. There are 16 and a half different events that happen. Maybe you get a pay rise, someone else is begging money and you react in a certain way. And then what I do in each chapter is take one bias or family of biases often to explain why you reacted in the way that you did. So each chapter essentially revolves around, here's a set of academic studies, here's the evidence for them, here's some experiments I've done that prove they're still relevant today. And then the most important bit is always the so what. So most of the chapters, what do you do differently as a small business person, as a marketer, as someone who's trying to communicate effectively? What do you do differently now you know about the bias of concreteness or the red sneaker effect or the bias of precision? You mentioned pay rises. I mean, that's a good general one. We could all do with a pay rise. What's your advice there? Well, the bias, I think that chapter is all about fairness. So there's some wonderful studies around the idea that people's reaction to a wage offer or a price commercially is not just to do with the amounts involved. I think other people have received a really nice study. I think it's the University of Washington study where two psychologists go up to students and his students, so take it with a pinch of salt. They go up to students in their first day at university and say, will you take part in a psychology study tomorrow and we'll pay you seven pounds, $7. And they get, I think it's 70% of people saying yes. They go up to another group of people, fresh group of people and say, we'll pay you $8.  They say, I'm really sorry, but we're paying people $10 early. We've run out of cash. Now, even though that second group are getting more money, there is a, I think it's a 25% reductions in people who expect the offer. So that seems to run at first counter to classical economics. I think people should be interested in the amount of money they get for a job rather than what others can pay. But the argument is that we are hardwired to be deeply attuned to fairness. And if we feel that others have got a better deal, it reframes how we look at the offer. Now, you can take a principle like that and you can apply, I think on a grand scale or a very, very tactical scale. The grand scale might be to think, well, how do I as a marketer reframe my competitors' behavior as transgressing fairness norms? Now, that would be a large, hard to do, potentially very effective way of changing behavior.  That would be a big way of applying it, tiny way of applying it, a tactical way would be to think of your e-commerce site, most e-commerce sites today transgress fairness norms. What they do is when you've, let's say, bought a pair of traders, you've put them in the basket, $100, you're completely happy with these traders, as you're just about to click on the buy button, what normally sits above that button? Most e-commerce sites, there is a big box that says, put your discount code in here. But people would have been completely happy with $100 price, they think these amazing trainers, but the discount box essentially tells them, loads of other people are getting this cheaper. That transgressive fairness norm and that University of Washington study suggests an awful lot of people will no longer be content with the offering. I can't exactly know that. Get rid of that discount box, only show it to people who have come via an affiliate or make it so recessive, like who would do this very well?  It's the only people who are really looking for the code will find it. You could also say, I think we played around with it a bit, you could say like redeemed gift voucher. Yeah, yeah. Well then you're thinking it's not necessarily a discount code, if it's a gift voucher it's like, well this is where you go if someone gifted me something. Absolutely, that would be a lovely way of doing it. People shouldn't underestimate the importance of language and how that affects interpretation events. There's a really nice set of studies by Loftus and Palmer, like 1974 study that I talked about in the book, where they recruit a group of people and they play them a video of two cars crashing together. So everyone watches exactly the same clip, but you can still get this online, if you Google saying like Loftus and Palmer, framing video car crash, you'll come up. And then the experiment is they get people to estimate the speed of the cars, but some people are asked how fast the cars were going when they collided. Others were asked how fast do you think the cars were going when they smashed together. And I think there's five or six different verbs that are used in different groups, bump, smash, collided, contacted. And what they find is there is a 25, 27% swing in viewers' estimates of the speed dependent on the verb that's used. So if you heard smashed, people think it's about 40 miles an hour or 30 miles going on average. If you hear bumps, contacted, it's about 30 miles an hour. Their argument was the language that's used to describe something, act as a lens or a filter through which we interpret events. So you change the language that you use to describe something, you change people's reaction. Their interest was actually with witness testimonies, and they were very interested in how if a police person was being kind of manipulative, the language they use when interviewing witnesses could change people's recollection. That's where they started. But you can see this being applied by brands or politicians. That's 100%. Yeah. In the US, the big one is there is an argument between Democrats and Republicans for an inheritance tax. Democrats want to call it death tax. No, estate tax, because that emphasizes the richness you need to fall out of this tax. Whereas the Republicans call it death tax, because they're trying to draw attention to the fact that it happens at a very inopportune time. Yeah. Frank Luntz has polled people on their opinion of this tax. And if you call it a death tax, far, far lower agreement with it than if you call it an estate tax. Exactly. We had the same argument in the UK, I think, if I remember rightly. Spare room, sub-steel, the bed, what was it, the spare room, sub-steel, what was it the way, the bedroom tax, yeah. Absolutely. You know, you see a lot in politics, arguing about the descriptor is important. So in the same way that you're going back to your point of, add gift voucher, add discount code, leads to a very different set of expectations. You might be doing the same thing, but you have a very different reaction. So, I mean, the only thing I can think of that was on my head for behavioral biases to use for getting a wage increase is probably that you'll remember the name of this on hopeless names. The one where they looked at the judges and they were dishing out harsher sentences just before lunch. Oh, now, that's an interest when you mention that. Unfortunately, that is... So the principle seems to be vindicated elsewhere. It's called decision fatigue. The study, Israeli judges one, has become, or has come under criticism because the argument is... And also, what the Danzinger study originally showed was proportion of people who were... I don't know, was it let out early by judges, starts off high in the mornings and then drops over time till they have lunch. They come back to lunch, it's high again, and it drops down over time. They're getting harsher sentences or something nearer than the other time. Danzinger argument was... It took mental effort to break against the norm and allow people early release or shorter sentences. And their argument was, well, over time, we expend energy, we become fatigued, and then it's harder to kind of make those decisions. So that was the argument. Unfortunately, someone looked at the data and said, well, wait a minute, the people that are going in front of the judges are not the same over time. Often the harder cases are left towards the end of the sessions. So that study came on quite a lot of scrutiny and people felt that in the end it probably wasn't a robust study. However, there are other studies around doctors prescribing antibiotics, which show something very similar, that doctors tend to give out antibiotics too readily because they know that it will get the patient out of their office and it'll make for an easy life. So what tends to happen is the inappropriate prescription of antibiotics starts reasonably low during the day and just as Danzinger found, but in a different setting, it goes up until lunch, drops back a little bit, then keeps on increasing until it peaks just before people go away for the day. So their argument is, we expend energy over time, we therefore become exhausted and find it harder to move away from what the easy course of behaviour is. So if you want to get someone to break their habits, if you want to get someone to behave in a way that is tough for them, better to reach them early in the morning rather than later on in the afternoon leaving. Yeah, so we can't necessarily help you with your salary, but if you want more antibiotics, just before lunch. Well, if we're talking about, this might be the most useful thing, but if people were, there are a couple of studies actually, I think in all seriousness, that if you were trying to get a raise, you could think about. So the first one is, and this is why the book has 16 and a half chapters, the half chapter is all about the power of precision. So there is a, and I'm not even sure if I've mentioned this in the book, because I think I might have stumbled across this study after I finished writing it, after it had gone to print, but Uber have a team of behavioural scientists and they're constantly running experiments.  Now this is a brilliant database because you don't know you're in a study. It's a really realistic circumstance and it's a massive sample. So it gets around some of those problems that afflicts other 1950s psychology studies. And one of the studies they've looked at is willingness to accept a surge price. And the key finding was, if you send out a message telling someone it's a 2x surge price, they are less likely to take that ride than if it's a 2.1x surge price. Now the argument here is people assume a round price has just been plucked out of the air and it's probably been exaggerated to the benefit of the brand. So they're a bit skeptical. They think it's overinflated. They think it's too pricey. If people see a precise price, they think that it's been worked out very accurately and only a small little margin's gone on. So the application there for a brand is if you are charging someone £5 to your lager, charging them £5 and £5 to a rare situation which you can increase the price, you'll make the price more appealing and you've got more margin. Flip that to a wage debate scenario. Don't go in and ask for a £10,000 rise because it sounds like you don't know what you're talking about. Just pluck this number out of the air. Give a really specific number. Now you want a £10,450 rise. Suddenly, the negotiation you get into will not be, well, we won't pay you £10,000, we'll pay you £7,000.  Narrow down that space for negotiation. So I think that's an interesting one that is very, very simple to apply. Definitely a genius one. I remember I think you wrote in your last book as well, one of the examples I remember from that was, I think it was car prices or car price negotiations. If you had round numbers, they would discount it more on a round number. Your negotiation was worse or whatever it was. Yeah, I'm going to talk about the... There's a couple of studies around precise pricing. I think it's a Yanishevskian shoe study, which I might mention previously. The reason I really like that Uber one is it's not in a lab setting. Yanishevskian's shoe, I think they began by showing people pictures of blocks of cheese or rocks and saying either it's, to some people, it costs £10 to others, it costs £10.75. And they did find that, that people thought when they were asked, when the participants were asked to estimate the actual value of the item, they were much closer when it was a precise price. I've always had a little bit of doubt about that study because it was such a kind of forced academic abstract study. I think the Uber one has greater validity because it has such realism. And if people are actually in a real-life purchasing situation, they are behaving the way they normally would. They're not thinking, well, how should I behave? I have some random experiences when we were buying a house through the end of last year. When we put our offer in, we put our offer in a very precise number. I think it was whatever it was, hundreds of thousands plus £125. And the offer we got back was they wanted, obviously they wanted more, but they didn't actually raise it that much. And yeah, I don't know because I didn't try the same thing with a thousand different buyers at the same price. But it certainly seemed to work. When you're going into negotiations using those round the numbers, it seems to make it easier for them to just go, we'll just go up to the next round number. Yeah, I think it suggests that you are open to change. You've not got particularly firm views because it is a suspiciously rounded number. If you want to give a signal that this is something you strongly believe in, that you've put effort into finding out it's the right amount, give the people a precise number. Doesn't actually matter if what you've really done is plucked a number out of the air and then added a few other extras until it becomes very precise. But that's one I would apply. The other one, the famous one, is the principle of anchoring. The idea that if you throw out a large number even if it's irrelevant, people tend to use that as a benchmark to start their estimations of their counter-response. And even though they are just from your initial number, they tend not to adjust far enough. So if you go into a negotiation you're being paid £50,000 and you say you want £55,000, the likelihood you end up with, let's say, £53,000. If you go out and say you want £60,000, and I'm forgetting the precision bit, let's put that to the side as a separate overlay, you're more likely to end up at like £54,000 or £55,000. The boss who is looking at your number will take your initial suggestion and then they will begin adjusting on it. People tend not to adjust far enough. I think the argument there is ask for an amount that you are embarrassed about, frankly. You're on the edge of embarrassment. Go out with that number. You won't get it, but you'll end up with a higher salary than if you just worked out what you're actually worth and opened with that starting offer. I remember growing up, the advice was always think of what you want and double it and then ask that. I was wondering whether you were going to say in your example you could go in and say, look boss, I'm not going to ask you for a £1.5 million bonus anchoring the £1.5 million and then say actually what I need is £50,000. It makes the £50,000 seem right. Now straying away from experiments into expert point of views. This one people have to... We love these, don't worry. They'll have to take their own opinion but there's a really good negotiation book by Chris Foss called Split the Difference. He talks about anchoring and he makes the assertion but I don't think he gives any evidence for it. I mean, he's got a lot of experience and effort behind negotiating all sorts or negotiating at least. He says anchoring works but if you stretch the bounds of credibility it can backfire. He says it shows that you're negotiating in bad faith. His warning would be don't go in and say the £1 million salary. It's think about there is a grey zone of what is a reasonable amount. Just make sure you're right at the edge and the boundary of that grey zone. I think that inkling of I'm starting to feel like I'm pushing it too far that's where you want to, I think, start with. That's his argument. It sounds sensible. I think that's the great thing about human psychology is most of it, if it sounds sensible and it kind of makes sense to you, often there is something in it. If you've found yourself going, oh yeah, I've done that or thought that before then there probably is something in it. There was an amazing, because there's always this problem with some studies don't replicate and I'll try and dig out the link and maybe we can put it in somewhere but there was a study done where random people on the street were shown psychology studies and they had to say, do you think this is a genuine finding or is it bogus? Has it later been developed? People didn't get exactly right. People were pretty spot on. I always think it's a fair way of if you have no other information, Google's not available. You can't search for some reason. One thing to think is does this feel like horseshit? And if it does, within a year or two the study often gets retracted. There is a smell test that's worth applying. All that stuff around priming, holding hot drinks and therefore thinking the person you're talking to is warmer. It never felt like it was genuine. I'm not surprised that stuff has often been retracted. Don't tell me that. I always give people a hot drink when I'm eating. I probably think you're a very nice person for giving them your drink but it would be no different than if you gave them the cold drink. I know one of the other things I thought was really nice. I was reminded on this book which I loved was talking about moments in people's lives where they were more likely to create or start a new habit and then the older book you talked about nine enders and then this one you found some other stuff which I thought was brilliant because it's way more you don't have to wait to someone to become 29 or 39 which is helpful. I don't know if I found this study after I'd written the book I think I might have even gone back and edited it right at the last moment but the fresh start effect and this was always in there it's essentially lovely set of studies by Catherine Milkman it's the idea that we behave in the same way again and again because we feel a need to be consistent with ourselves we feel like a hypocrite if we start behaving differently but her argument is at the end to new time periods that link with our past self is weakened and we become more open to change so her argument is target people at the start of the new season start of the year, start of the month, after their birth after a public holiday any of these fresh start moments are characterised by greater openness to change your behaviour and she runs a number of different studies that show this is the case but what I came across later in her behavioural insights team report Midlands Police who applied this in 2017 or 2018 they did a test sent out I think it's 2077 emails or letters to criminals people who had repeatedly been court offending and they essentially said to them do you want to start a new life if so we will help you if not we know where you are and we're going to help you so they would give them an offer to help with training, help them find a job and things now when they sent those out at random times there was a vanishingly small response rate 2.6% of people called the help line to get the support 2.6% I think other people were sent a birthday card with the same message just after their birthday and there you see I think it's a 50-55% increase I think it was 4.05% of people responding so I love that as an example of even hardened criminals these are probably the hardest people to change in the world even they are more likely to make a radical change in their life if you harness the fresh dark facts if you target them after their birthday now I know why I got that letter and why I started this my days of crime are behind me now but it's an element I think of anything that is embedded in your life anything that is a sense of your identity moving away from it is really hard because it feels like you have wasted previous efforts you are being a hypocrite but if you meet people at these transition moments that kind of ball and chain of their history that drag on starting a new he's slightly weakened and they become more open to change so frankly if you're selling yogurts or gym plans or trainers your audience is going to be a hell of a lot more easy to influence than hardened criminals so if it can work for the Westminster police I'm sure it can work for those other brands I think it's also genius if you're a smaller brand where you don't have budget necessarily to just have an always on kind of campaign or something you could just go okay well we know that the nation is coming up like bam or do everyone after that or if there's whatever bank holiday the day after that that would be so good if you could I think Facebook certainly used to be on Facebook by people's birthdays you could identify people a week either side a lot of people if they've got a database built up will know when their birthdays are there are a lot of data signals out there if you put the effort into finding them it's just genius I love that kind of stuff but I know you said you've got to run away so you don't take up too much of your time but are there any other things that you absolutely loved in this book that I mean look regardless anyone has to buy this book it's amazing if you've listened to any further you've got to buy it so it's all good yeah the bits I really liked were I did a lot more on how to break and then recreate habits there's a lot more on that that was quite interesting and there's a lot more on pricing but how do you make the same price appear more powerful I think that's an absolutely fascinating area so I think those were all very relevant to lots of brands and then the studies around fairness I think are less well known but have you know some quite interesting applications yeah it's brilliant thank you so much for taking time and anyone who's listening obviously book is available at all good bookstores and Amazon and everything else and then also don't forget to follow Richard on our Shotton on Twitter or possibly thread but yeah thank you so much for taking time I really appreciate it it's always an honour and I look forward to hope you're seeing again in a really nice evening thank you so much


The establishment of the Agri-Processing St. Lucien Network of Rural Women produces Barbono cluster plant will assist with product research and development for the transformation of local produce into value-added agricultural products. The plant will also provide training and technical assistance as well as support for the transfer of technology for agribusiness development to improve income generation and food security. The establishment of the St. Lucien Network of Rural Women produces Barbono cluster, Louisa Anthony, and scores the benefits of the plant to the residents of Barbono, the surrounding communities, its environs, as well as the national economy. Our outlook for the Agri-Processing Facility is that it is an asset to boost and grow business for our members and also the wider community of agro-processors. To achieve this, we have mapped out in a working business plan a number of areas for generating revenue from the operation of the facility as well as rich agreement on the importance of actively creating space for all interested persons to work with us here. Indicating that this new investment signals opportunities, the Minister for Agriculture, Fisheries, Physical Planning, Natural Resources and Cooperatives, Honourable Ezekiel Joseph, challenges the people of Barbono to utilise the plant efficiently. I have the fullest confidence that this place is going to be utilised properly. I have the fullest confidence. But of course, you have to take a number of things into consideration. One is how you manage it, to bring the benefits that is so much necessary for you. That's important. The management structure of this facility. Two, the question of food safety. I'm happy that the way it was constructed, it was constructed for us to be recognised internationally because we should not only look at our local market, we should be looking at the original market, we should be looking at the international market because the products I've seen being produced has that potential, Madam President. I know we had some different problems with the Department responsible, but of course we were able to overcome these challenges to make sure that it got the certification that it deserves to allow us to export. And here I say to allow us to export. The agri-processing plant was funded by the Banana Industry Trust at an estimated cost of approximately 500,000 EC dollars. From the Information Unit of the Department of Agriculture, I am Anisha Antoine reporting.


I can trade us on a two-wheel-chart at the New Patrick Rundling just updating Ethereum here on the daily time frame. Last update we were looking for a break of this trend line through the 1900 level to set long positions initially looking then for a break of the trend line here at 2178 which we got and then we target zone once 28-2900 range resistance so we're trading just shy of that now. As any pullbacks now are contained by support here at 2430 look for a further extension to the upside targeting an equality objective into the 3620 level. Two ways of playing this wait for the pullback or play a break of the 2990. As always traders plan the trade, trade the plan, most importantly manage your risk. Until next time thanks very much.


You're still going to be guided to do things in this world. That's just the gentle way of waking up, of following your internal teacher. I don't think there's a more gentle way than there could be than to listen and follow your internal teacher. That's why the whole course is just aimed at that. Dove quoted from Lesson 189, forget this world, forget this course, and come with holy, empty hands unto your God. It's really aiming us to follow our internal teacher. Now people have seen me traveling to these 40-some countries and sharing all the things that I've done over these last 25 years of travel and 30 years with the course, but there's some beautiful ones that just kind of dropped into my lap. One time I was down in Argentina, and I would go out into the rural areas, and they couldn't afford the course down there. These were like a lot of them women with children, and they loved the course, but they couldn't afford to buy the book. They would have Xerox copies of one chapter, and all these women would huddle around at one of the women's house. They'd invite me to come there, and they would pass around a Xerox copy of one of the chapters in Espanyol, in Cursa de Milagros, and they would read it like they did gold in their hands. And if they couldn't get another copy, they'd do the same chapter over and over and over, because they couldn't afford to buy the book. So Jesus was talking to me, and after two or three trips down to Argentina, he said, you know, these people are ready for my course, but they can't afford to buy the book, because the book's being printed up in the United States, and by the time it gets shipped down to Buenos Aires, there's all these fees, and then to get it out into the rural areas. Argentina is a big country. The one woman actually honestly said, tears in her eyes, she said, it took me a half month's salary to buy in Cursa de Milagros. Think of that. Saving up a half month's salary to buy the book. And so Jesus was speaking to me when I came back. I had all these signs and symbols around me about the things that the Bible went through in Europe, and it was coming in very strong. You've got to get the Course in Miracles in Spanish in an affordable way to the people of South America. And so I went down to Bogota, and I could feel it swirling right after that in my heart, really strong. Jesus was like, here we go. You know, what Jesus says in the Course is, it cannot be difficult to do the test that Christ appointed you to do, for it is he who does it. He was almost like, watch me. Watch me get this into the hands of the people in South America. You watch me. I go to a meeting. I meet this guy, Alberto, and I walk up to him and I said, I think we've got something to do with getting the Course in Miracles down here in South America in an affordable way, because Jesus is on my heart, very strong. He's moving very swiftly here. And he says, great. It's almost like Helen and Bill, you know, Bill giving his speech, you know to Helen, there must be a better way, and thinking Helen would laugh at him. And she went, you're exactly right, Bill, and I'll help you. Alberto, he looked at me and he said, Alberto Mendoza, he said, you're exactly right, and I'll help you. And it took us about a couple of years to get the plates from the Foundation for Inner Peace shipped down to a factory in Columbia, rural Columbia, and we had it printed on Bible paper and thousands and thousands, tens of thousands were printed and they were shipped and disseminated all over South America. I even went down to the factory itself where the books were printed. And then we hopped on a plane and I took a whole box of them over to, I said, Medijim. And when I got there, there was a whole Corsair Miracle Center in Medijim and they saw this big box that it took three of us to bring it in and they ripped it open and it took them 30 seconds to take out all the books. They were so thirsty for incursa de Milagros down there. And so, nowadays, can you tell me in which book have been printed and sold the most? The English version or the Spanish version? What do you think? Spanish! Overtook the English. Jesus is in charge of this plan. He will put that book where he wants it.


Men are so confused about their current market value.  You are absolutely right. At dinner with a young man, I pull out my card to pay. Girl boss moment, the waiter turns to young man and says, Oh, you brought your secretary. The f***. I just want a boyfriend that will be giving me 70% out of his daily income. But your Twitter name is Miss Independent. Why is it so hard to find a decent partner in this day and age, 30 years and still not met my soul mate? Onlyfans.com I went to a bar with my friends and when we left, everyone started clopping and... Hey. Hey.   Him. Bought my own drink for the first time. It was over $16. Dudes really spend like $100 on me and one night just to never talk to me again. Wow. L.O.L at the time I thought I could do man things and I ended up in debt. In the past my therapist told me I should get a divorce. Not maybe, but you need to. I did and she moved in on my ex. Not exactly ethical, wouldn't you say?  Men only want one thing and it's disgusting. Then wash it. I cancelled a gym membership and they kept charging me anyway. I got in a fight with a representative and told him I'll fight these charges until I die. The first thing you have to know about me is that I never give up. He was like, well, you only came to the gym one time. So... My boyfriend criticized me for being on my phone during a movie so I put my phone away and instead just talked the whole time. Then he gave me back my phone like a f***ing pacifier. When is height starts with a 5? When your waist starts with 200. At Men in Us tweet? Thank you for ruining my life.     And you reply? While everyone is here BLM, defund the police, f*** pigs and support plaque business. New K9 reporting for duty. I once dated a guy who instead of just breaking up with me was like, let's not talk for six weeks and see if we miss each other. And I liked him so much I was like, okay, sure. Six weeks pass and I was like, I miss you. And he said, yeah, I didn't. Breakup still on be well. I was, I could say I was young and stupid, but folks, I was 31. My surgeon must definitely think I'm a hoe.  My BF broke up with me in the car and his daughter in the back seat gonna go. Yes. Congratulations to the man who unmatched with me the moment I told him I was a journalist. Keep it classy, Middle America. Also guess whose name I'm running through the court records tonight. Okay guys, I really need help. Every check from my sugar daddy bounced. Wells Fargo is closing my accounts and I'm going to owe them a lot of money like thousands and thousands. I'm in a full blown panic attack right now. I don't know what to do. All I can ask is please sub to my only fans. My payment apps are Venmo and PayPal in my bio.  Please buy my Dropbox. Contact me for custom content. Anything helps.


Christian missionaries like Jews for Jesus claim that Jesus is the Jewish Messiah. Why has Judaism rejected this assertion for 2,000 years? The concept of the Messiah has its foundation in our Jewish Bible, the Tnach, which clearly teaches that all of the following criteria must be fulfilled before any person can be acknowledged as the Messiah. Number one, when the Messiah is reigning as king of Israel, the Jewish people will be ingathered from their 2,000-year exile and will return to Israel their homeland. However, Jesus never reigned as king, and the Jewish people have not yet all returned to live in their promised homeland of Israel. Number two, the holy temple in Jerusalem will be rebuilt. Actually, the temple was still standing in Jesus' day. It was destroyed 38 years after Jesus' crucifixion, and it has not yet been rebuilt. Number three, there will be worldwide peace, universal disarmament, and a complete end to war. Yet, since the advent of Christianity, wars have increased dramatically in the world. Some of them were actually fought in the name of Jesus. Number four, the Messiah will reign as king at a time when all the Jewish people will embrace the Torah and observe God's commandments. Sadly, today all Jews are not yet following all the commandments of the Torah. Number five, the Messiah will rule at a time when all the people of the world will come to acknowledge and serve the one true God of Abraham, Isaac, and Jacob. This as well has not yet taken place, and we await its fulfillment. And number six, the Messiah must be a member of the tribe of Judah and a direct descendant of King David and King Solomon. Genealogy in the Bible is only passed down from father to son. There is no evidence that Jesus really had this pedigree, and the Christian Bible actually claims that he did not have a birth father from the tribe of Judah descending from David and Solomon. All of these criteria for the Messiah are found in numerous places in the Jewish Bible. One foundational example is in the book of Ezekiel, chapter 37, verses 24 through 28.  And my servant David will be their prince forever. Moreover, I will make a covenant of peace with them.  And the nations will know that I am the Lord who sanctifies Israel when my sanctuary is in their midst forever. Anyone can claim to be the Messiah or a group of people can claim that someone is the Messiah. However, if that person fails to fulfill all the criteria found in the Jewish Bible, he cannot be the Messiah. According to the Christian scriptures, Jesus seems to have understood this. As he was being crucified by the Romans, he cried out, my God, my God, why have you forsaken me? In order to deal with Jesus' failure to fulfill the biblical messianic prophecies, missionaries argue that he will accomplish them when he returns in the future. It is important to understand that this doctrine of a second coming is an admission that Jesus did not fulfill the messianic criteria. This rationalization for his failure certainly provides no reason for accepting him as the Messiah today. Furthermore, the Jewish Bible does not have a messianic installment plan where the Messiah comes, fails in his mission, and then returns thousands of years later to finally succeed. Missionaries will claim that because Jesus performed miracles, he must be the Messiah. However, we have no real evidence that Jesus actually performed any miracles. More significantly, even if Jesus did perform miracles, they would not prove he was the Messiah. Our Bible never says that we will be able to recognize the Messiah through the miracles that he will do. The Torah actually teaches that even false prophets can have the ability to perform supernatural miracles. As Jews, we prefer to wait for the real thing according to God's promises and guidelines. The Jewish Bible provides a clear and consistent description of what the world would look like when the Messiah comes. And this clearly has not yet transpired. So, we still await the coming of the real Messiah. May he and a true utopian world come soon. To learn more about the Jewish Messiah, visit our website at www.Jews4Judaism.ca or our YouTube channel, Jews4Judaism Canada. Thank you very much. Shalom and God bless.


conducted a comprehensive evaluation of changes in water constraint on vegetation growth in the extra-tropical northern hemisphere between 1982 and 2015. They document a significant increase in vegetation water constraint over the last three decades. This article was authored by Wingsha Jowl, Listen Wang, William K Smith, and others.


So I see Wandawek from Ross McMillan. Thank you Ross and Joe from Jeffries. You just talk about the scale of people's soft installs within the SEP base, and when you're knocking on that opportunity to potentially replace that yourself, for a SEP customer, is it employee-centered, if you agree with, or could it be on-prem? I think...  SiliconANGLE has been on the ground all week. We've got another full day today and tomorrow. We've had the co-CEO's on. We're going to have Michelle Sica and House of Plotiners, the founder of SAP on. It's an amazing opportunity, and all the action is happening right here in the Global Communications Center, here in Orlando for a live for Sapphire. This is theCUBE, and our next guest is Bill Reed. Hey, Bill from EMC IT, talking about SAP. Welcome to theCUBE. Thank you for having me. There's a lot of action going on right now. There's definitely a lot of action, especially right now with the briefings going on and customers everywhere. It's great. My first question is, obviously, we were at EMC World, and we had the new IT guy that took over for Sanjay Murton-Don, who's been on theCUBE multiple times. SAP is a big part of your strategy. We've heard from EMC and SAP Innovation Centers, a lot of co-innovation as they talk about. Talk about what you guys are doing with SAP because the virtualizing SAP is something that we were talking about yesterday with David Floyer, and it's big for your customers. And you guys always drink your own champagne, drink your own beer since it's a German company who's used the beer reference in this one. What's happening with you guys right now? Where is it to SAP? Can I just rephrase that slightly? I'd like to ask you what you're doing about consolidating and virtualizing the SAP within the organization. Absolutely. We just went live in July of last year on a 27-month journey, basically, the completion of a 27-month journey to our SAP platform. That was a journey of virtualization, consolidation of legacy systems and legacy tool sets to enable EMC's business for the next decade. So what we did is we took a kind of a green-field approach to our SAP roadmap and as we were looking around the data center for opportunities for consolidation and ultimately retirement of a lot of assets, SAP became the target for that. From a technology standpoint where I come in, we wanted to make sure that that was as flexible and scalable and easy to manage and maintain for the future. So we went with a 100% virtualized stack on the VCEV block and virtualized everything from the dialogues to the central instances including database tiers. Okay. What were your findings? First of all, what were the business reasons that you were doing this? Was it led by IT? Was it led by the business? Yeah. The tasks were very focused on the technology but in reality this one was a business transformation. At its heart, we recognized that where EMC was a decade ago wasn't where we wanted to be in the next decade. So we wanted to focus first and foremost on the business capabilities that SAP was going to deliver for us. That meant from a technology standpoint we needed to stay out of their way and make sure that everything that we were deploying and configuring and building on the infrastructure was ahead of them, staying ahead of their challenges, staying ahead of their needs and being able to anticipate as many of those capabilities within the technology stack itself. Right. So I've done some research as well on other companies who are going down a similar road and the primary one seems to be the business benefit of a consolidation of all the different SAPs that are around having a one common instance or landscape SAP landscape and the business value of that being sort of a small end of it's easier to do the financial analysis. For example, if you have one set of analysis you can then centralize that and reduce cost in different countries or different parts of the organization and then to the bigger one you can just have more people to do business. You can facilitate the increase of business with the same hit. Yeah, exactly the same analysis that we've concluded in our space. We did ask the question as every enterprise customer should as a single global instance versus a multi-region strategy work for you. And in our case, for exactly the reasons that you've highlighted in there, single global instance for us from a financial controls, from an integration controls, from an ease of management and single global processes across the business units, across the globe. It makes sense for us to say single global instance consolidation of strategy and complexity to the front door though. And the businesses have to understand that by region you can't operate as an independent entity. You've got to understand why it affects and how it affects the global cost of ownership. We spent a lot of time really transforming the business up front and ensuring that the technology of course could support that. And you did that in 27 months. We did that in 27 months. That's a record. We've talked to a lot of providers around the size and the scope and the timelines that we did it in. We're just above that in the y-axis. So a lot of power went into that and a lot of nights and weekends in fact to support that. So let's talk about the technology for a bit. You chose to go with VCE and that's a virtualized platform. What were some of the reasons for that and what were the savings that you dropped from doing it that way? Yeah, we've had a lot of experience within EMCs in particular around virtualization. It wasn't starting with SAP. Many years ago. In fact, we started in about the 2003-2004 timeline. So all of the benefits that we had been reaping from consolidation of idle capacity and the density management that you can get from server consolidation was applied to what we were going to do in the SAP space. About a year before we started the program the VCE initiative was started up with VMware and EMC and Cisco to create this consolidated converged infrastructure capability called the Vblock. We were in the data centers and started to see the same benefits of even further consolidation and further convergence of those tool sets. So we said it's a no-brainer for us. We're jumping right in and we're going to go SAP virtualization on that Vblock. What were the major savings by doing that? A lot of back of the napkin ideas right now but we really feel that anywhere from 35-40% of the hardware costs disappeared from what we would have had to do in a more traditional model about nine years ago where we would have had large traditional bare metal systems being deployed on very complex infrastructure versus that which we would have had. Some of that of course is the hardware some of that is the licensing some of that is the resource cost of managing that and overall the sprawl of infrastructure that you're maintaining year after year in the cost of ownership. So what we've seen is that that converged infrastructure helps us from all aspects of operations the major benefits not so much some on the hardware but the licensing cost is one particularly at the Oracle side of things has been an area where you can make significant savings. One of the questions we're asked most is about how did you virtualize Oracle and how did you virtualize any database tier for that matter and from an approach perspective we essentially went out to Vblock and dedicated a few blades within the infrastructure creating a cluster around our database licensing those in the virtualization stack avoiding cost saving cost of preventing the sprawl of the licensing across the entire arrays that you have in the blades within the infrastructure. And the sort of relative cost was that sort of 40% in terms of total cost? From a hardware cost perspective specifically we really feel that it was in that neighborhood, yes. I'm going back to the business as a whole I think you were talking today in one of the presentations about the savings there From a pure environmental standpoint we were starting with about 160 applications in the legacy ERP tool sets that had interfaces in the complexity of 450 to 500 point to point intus and out of the old environment by converging that and consolidating that into the new SAP stack we're really looking at only around 60 applications now left over so through retirement through convergence through ultimately end of life and effectiveness for the business we've seen tremendous gains in just a sheer cost of ownership but most importantly we measure it in business SLA how fast we can take an order how fast we can ship that order out the door to a customer that's really where we're seeing the big benefits in the business space. So Bill I want to ask you about complexity and infrastructure in flexibility that's a theme we're hearing here inside the cube at SAP and one of the things we were talking about an SAP customer on earlier yesterday talking about some of the things they've done and they're looking for more integration but yeah SAP doesn't want to be like Oracle in the sense of being fully integrated so what experience have you guys had there and what are you seeing from customers as you guys do it internally at EMC and then go out on the road what are those integration points and how tightly coupled do you get? There's probably two aspects you can think about when it comes to integration there's more private cloud infrastructure that you might have in your data center and the introduction into the marketplace of this cloud capabilities cloud's been around for a while and SaaS providers and such but as the bandwidth is improving as the SLA's are getting better and the hosting capabilities within the cloud are emerging there's more and more opportunity to start decoupling capabilities from what used to be traditionally in your data center only opportunities and what are the roles we took an approach within EMC created this concept that we called our application integration cloud where we wanted an encapsulation of SAP, a gatekeeper for anybody that wanted to talk to SAP or if SAP wanted to send data out we wanted to go through this data fabric that we created that we coined our AIC, our application integration cloud that leverages components from now the pivotal company called Spring Source and GemFire and those as it's being communicated in and out of our data centers. Much like the other customers we're referring to this morning, integrations will be the linchpin that if it falls apart, so goes your business. The touch points within and out of the SAP environment or any environment are the integrations. And that was an approach that we took differently and seen some tremendous success with that. So one of the, again, to pivot on some of the themes here at SAP, Bill McDermott was just on stage during the press conference from the CEO, co-CEO's, and he kind of used the example.  He used the example of the old days you hire a general contractor and you have to deal with all the subs and the different subs will come in. They're essentially doing a lot of more prefabrication was the word. And I didn't really like the analogy because prefab house is not as nice as, you know, a well-built craftsman's house. But in a way, that's kind of a trend, kind of prefabricate, test things, get things tightly coupled with what you're referring to. At the same time, we, speed's key, right? You mentioned months that you guys deployed. We heard the customer yesterday that literally had a gun to his head saying, I have data center issues. I got sprawl and I have huge issues on my data center, just not just size, there's a space constraint, servers, licenses, and he only had six months to move. So what is the speed thing? Take me through the speed. How, why is it so fast to move? We're hearing six months, what you mentioned, what, 27 months? That's pretty amazing in IT. That's like, you know, a decade in IT years. So why is the speed so important and why you guys being able to pull it off? I think there's two aspects. I think the more important one is the business aspects. The system that we had, much like many other enterprise IT shops, they're probably not up to date with what their business is today. And in our case, we had deployed our ERP systems 10 years ago. And in the 10 year time period, we have through acquisition and through growth, we had invested $30 billion in M&A and R&D. So we were much different of a company than we looked when we first deployed the ERP system. So we needed to get to a system that could be enabling the business for the next 10 years. What did it need to look like? I couldn't look backwards, I needed to continue to look forward. In that end, speed was key. If I delivered something for where we were when we started the program, the business was already two and a half years ahead of that. So we needed to stay with them as fast as possible. Secondly, on top of that, we realized it was just a foundational release. And therefore, the foundation was going to be enabled for agile releases on top of that and bellowed out for additional capabilities. Speed was everything for the business. It was five years ago that they needed this, two years from now was too late. Let's get the capabilities out the door so that they could manage this in the future. Also on the press release, they were talking about HANA a lot. HANA being a replacement of the big data analytics. You've got an implementation of HANA, which you've virtualized as well. Can you talk a little bit about what you're doing with HANA? Absolutely. We went live with SAP in July of 2012 and our HANA Go Live was essentially in September about two months later. We've implemented it in a side-by-side or a side-car implementation, as it's being referred to by many customers, where we had a need within our business operations for near real-time reporting, our real-time operational analytics to give us the information we needed to make decisions about end-of-quarter manufacturing processes, logistics, et cetera. And rather than introducing several new users into the environment, what we wanted to do was give them a location that they could get their analytics and their operational data from SAP. HANA gave us that opportunity. So what we're doing is we're replicating several ECC tables via system landscape transfer in SAP and building our models on top of the HANA target. We're then giving our users the opportunity to consume that data and make the decisions that they need to do that. There's a great roadmap ahead, I think, with HANA. The capabilities that we're looking at are really surrounding the SAP environment and what it can do to help embellish what we're doing in both ERP and as the roadmap expands out to other business units within EMC. It's almost an operationalized analytic component. That's exactly how we would describe it, yes, definitely. So are you still using other tools within your organization for the big data that HANA is not the only solution? That's a great point. Within SAP, sorry, within EMC's data centers, SAP is a very large footprint, of course, but it's not my entire data center. I've got other SAS solutions, I've got other HR tool sets, I've got other CRM tools that I'm still running in within my four walls. And the analytics that we need to do on all of the data, not just SAP data, says, how do I aggregate that into a single repository? And in our case, we've got our Green Plum appliance that we're aggregating and creating a business analytics as a service destination, where we can take these solutions and create a semantic layer, create a data model that can be consumed, self-service consumption is really our ultimate goal, where we can let users come in and service their own needs rather than going and putting in a request into IT, waiting a month or two, and then getting something that may or may not have exactly met their needs. We've got this Green Plum appliance as a business analytics target for us. Right, so it's Hadoop-based and a normal big data. All of the capabilities, you can aggregate, multi-tenancy, all these great capabilities that come in with that, bigger than just SAP for us. And you might use Hannah on the back end of that as an analytic tool or maybe other tools. What we're finding is some great opportunities in the SAP BW landscape as a future roadmap to say, well, can I give the analytics in the BW space faster? Because there's one thing to look at something post-end of quarter or post-the-monthly close, but it's another thing to say, what happened yesterday? What happened last week, where it's a little bit closer to the source? Not the need for the real-time analytics that we have in our sidecar approach, but something between the two worlds, and that's where we're looking at that. Business planning and consolidation, BPC, is another great topic that we're thinking about as a roadmap for our roadmap. What are you guys seeing for business value that's come out of the efficiencies that you guys have done? Because that's a big conversation at SAP here. I mean, bold, you can't swing a dead cat without hitting a conversation here about business value. And all the conversations pivot quickly. We were commenting after the keynote, David and I, about Hannah goes right to business value. So there's real emphasis on the business value. So you're getting the time to value on the deployments and the pre-integrated stuff. Integrated approach seems to work well. It's resonating well from what we're hearing. What's the business value that you guys have realized that you could share with folks? I think there's two, right in particular, that jump out at me. One of them was in the Hannah target. I'll go back to Hannah for a moment. We had a backlog report that essentially, at the end of the day, it's a production orders created that hasn't yet shipped. Simple definition of backlog. Far more complicated when you're looking at regions and products and inventories based around the globe. And that report would take us in an ECC, ABAP deployment anywhere from 20 to 40 minutes to process in a global space. We spent the time and we've invested the time and the resources to understand what a Hannah model could look like in building analytics on top of that same report. We're now able to run that same report in about two minutes in the Hannah target. Took effort, it took time, it took understanding of the data to get us there. But that value is instant to the business. And when that report's not available, we're going to hear about it quickly from our business. So at the end of the show yesterday, we had a chance to bump into the hallways and get some reporting from some Hannah labs guys. It was serendipitous because they don't like to talk and press is kind of like. So I had a corner and I said, what is the most amazing thing you've ever seen with Hannah? Give me just the most amazing thing. And they're like, smile, because they have to think about it. What is the most amazing thing? So I'll give you some time to think about it as I tell the story, because I'm going to ask you the same question. He said, we ran a report and he goes, I saw it with my own eyes. He's direct quote, I saw it with my own eyes. We had a report that took 25 days, now it runs 25 seconds. So okay, that's huge, right? You can go on vacation if that's the competition. Get a cup of coffee, it's done. Another one's a month. What have you seen the most amazing thing that you've seen with what you guys have done with SAP and the virtualization component? I think it's, I've already talked about some of the reporting, the integration layer that we were talking about a few minutes ago. We're seeing 20 times the performance out of the new system that we had in the old system. The most amazing thing. The most amazing thing. Back to the virtualization that I lived and breathed. I would say the ability to spin up a production sized landscape and a timeframe that we did it to support an unplanned environment need during the program. We were in one of our final cutover tests and we had a major problem that we weren't going to meet our business SLA for cutover. And frankly, I probably wouldn't be here today if we weren't able to do what we did in that timeframe. We created a new environment, gave it to the business, retested everything and validated that we were good for cutover at the 11th hour. Unplanned environment, unplanned everything. Couldn't have done that before with physical infrastructure. Could not have done that without the capabilities of conversion. That's amazing. That's amazing. And the consequence was to update the LinkedIn profile. Exactly. IT guys, don't update your LinkedIn, get the EMC solution. Okay, cool, that's cool. David, what do you think about this?  I mean, that's pretty amazing. Have you seen anything? I've been talking to the people that have done this consolidation. I think I'm a slightly different viewer. It's amazing, but not in quite the same way. It's amazing the reduction in complexity that they're managing to achieve by, as you said, cutting out all of the interactions between all the other different sort of applications that have been going on and really stitching things together behind the scenes with all these little bits of band aid and everything else like that that has grown like topsy over a 10 year period, 20 year period. So, consolidation of that into, as you say, a global instance or a single instance, forcing the business discussion with the subsidiaries that we are unique, we have to do it this way, we can't change, but forcing that on them, basically. It's a long process. You've done it in 27 months. I think most other organizations take a lot longer, so five year journey to achieve that. But the end result is a much, much simpler environment of an order of magnitude. It's just amazing to me. I mentioned the integration number before that we started with nearly 500 after we did this transformation. We were down to about 125 point-to-point some of those 60 applications and they were reusable, common data models and scaling for the future, being used and leveraged by multiple. We used to do a lot of work when we had a CIO business and we looked at all of the applications and how they were interrelated to each other and the value they were generating. And most of the applications were talking to other applications. Yes, yes. Which said, oh, why are they all there? So you really stripped those out together. We have, and that goes right into cost of ownership, ease of management and deployment strategies for upgrades. Makes it far simpler to manage that in the future. And presumably, as a result of that, if you want to make change or if you want to have this kind of application, you really wouldn't be able to do that before because the data itself would not be in a place to have it within those two minutes. So it would have taken several days. Yeah, things in the past that took weeks and months to deploy were now doing in days and minutes. That's really the key to the business success. Right, excellent. Bill, my final question before we break with another guest, we've got the press conference going on live here in global communications. This is SiliconANGLE Wikibon's coverage of Sapphire Now. My final question for you is, share with the folks out there to your peers out there because you've been through great projects, done some amazing things, and you've also probably had some stumbles along the way where you've learned from. And just, you know, there's a lot of practitioners out there who are looking to folks like you guys who are rolling up your sleeves and on the bleeding edge and making stuff work, right? And breaking things and making them work and fixing them. You know, I mean, that's what you got to do. You guys are innovating. So share with them some of the things that you've learned and advice for them. I think the first thing that comes to mind is don't shy away from the new capabilities. We've learned a lot and we've given a lot back into the EMC, VMware industries about lessons learned. Definitely stumbled, definitely had some bruises along the way of understanding what SAP is in a virtual environment. It's nothing different, but at the same time, there's some unique things that you want to think about from a best practice standpoint. The second thing is back to business complexity, the integrations, integrations, data conversion. At the end of the day, it's about the application. It's about the data. It's not about the application vendor that you're dealing with. It's enabling the business to do their job and the technology to enable them and step out of their way is what it comes down to. So don't shy away from virtualization. The benefits are obvious. We've got them and we've documented them and talked about that to many people. And then think about the future. Think about how you're enabling an IT as a service capability, SAP as a service capability, where it's really not about the application, but it's about the business experience. Okay, Bill Reed here at EMC talking about SAP virtualization. Big success with SAP, a lot of co-innovation. That's the theme of SAP. You can't hear that word all the time. They had a tag cloud at this conference of the word co-innovation, Bill McDermott and Jim Schnabe. We'd hear it all the time. That's their core strategy, open ecosystem, multi-vendor. Congratulations on your success. We'll be right back here inside theCUBE after this short break live from Orlando. Sapphire now 2013, this is theCUBE.