Ladies and gentlemen, good morning, and welcome to another session of the Leaders' Room with Iklim. As many of you know, the Leaders' Room is where we invite prominent, eminent, thought-provoking global leaders and have powerful conversations with them. And many of you have been with us on previous iterations of the Leaders' Room, so welcome once again. Those of you who are with us for the first time, welcome to the Leaders' Room. It is indeed a privilege today to have someone as distinguished as our guest speaker today, Dr. David Schmidtline. Having him in our midst is indeed an honor. He is the Dean of the MIT Sloan School of Management since 2007. Now his list of accomplishments is very, very impressive and very, very long, but I'm going to take a few pieces of that and share with you anyway. I'm sure you've read the detailed bio. Prior to his appointment at MIT Sloan, Dean Schmidtline served at the Faculty of the Wharton School of the University of Pennsylvania from 1980 to 2007. While at Wharton, he was the Ira A. Lipman Professor of Marketing. He also served as interim dean in 2007. Dean Schmidtline received a PhD and MFIL in Business from Columbia University and BA in Mathematics, Magna Cum Laude from Brown University. His research assesses marketing processes and develops methods for improving marketing decisions. He is widely regarded for his work, estimating the impact of the firm's marketing actions, designing market and survey research and creating effective communication strategies. As I said, the list is very impressive and very long, but bear with me for a few more minutes. Dr. Schmidtline has served as a consultant to a whole host of international companies, including American Express, American Home Products, AT&T, Bosch & Lomb, Ford Motor Company, Hewlett Packard, Johnson & Johnson, Pfizer, Revlon, Time Warner, and many others. He has over 40 publications in leading journals in marketing, management, economics, and statistics. He serves on the governing board of the Indian School of Business, the International Advisory Board of Lingnan University College of Sun Yat-sen University, the Board of the School of Management, Fudan University, the Board of Trustees of the Conference Board. He has also served on the World Economic Forum, Global Agenda Council for Marketing and Branding, and he has been a visiting professor in the Faculty of Economics at Tokyo University. Ladies and gentlemen, these are just some of the accomplishments of someone who has distinguished as Dean Schmidtline. So without further ado, please join me in welcoming Dean Schmidtline to the podium. A round of applause. Rajiv, thank you so much. That was very thoughtful, very kind, very comprehensive. You know, it is wonderful to live a long time. You get asked to do a lot of different things and your resume grows. Governor Zeddy, Deputy Governors Eunice and Ibrahim, leaders within the EECLIF Leadership and Governance Center, leaders within the public and private sector in Malaysia who have done so much to create and sustain economic development in this country. Thank you very much for a chance to spend a little bit of time with you today. I'm honored to be able to be with you. I look forward, I hope, to some thoughts or examples or questions that you may have. I would like to take a few minutes to give you some ideas that may stimulate some thinking on your part, that I hope might even lead you to do some things differently going forward. And as I said, that might potentially lead you to share some thoughts or ask some questions in some time a little later on. I've watched the development of the business climate, the economy here in Malaysia, along with others around the world and in the United States with a great deal of interest and a great deal of respect and certainly a great deal of optimism for the time ahead. Others who know much more about macroeconomics than I do also share that optimism. I think it's clear that in a time of great change and certainly great risk and great opportunity, Malaysia's benefited in the public and the private sector from individuals who have had the vision to seize opportunity. But I've also had the discipline, financial discipline, discipline in operational efficiency in order to work through the elements of challenge and to take great advantage of the opportunity. I had the great honor and pleasure to spend a little bit of time with Governor Zeddy in Washington DC about two weeks ago. And we discussed the role of education in economic development, some of the needs and opportunities in this region, which I know are important to all of you and are certainly important to me. Separately, Governor Zeddy has called publicly for a new generation of leaders. People eager to make a real difference within a continually changing environment. Governor Zeddy, we at MIT share that same vision. We are working to develop those leaders and the remarks that I'd like to offer you today relate to leaders of learning organizations in an age of change. This focus on change, on a learning organization and on the role of leadership is natural for my school, MIT's Sloan School of Management. We are a mission-driven institution and our mission is quite simple to develop principled, innovative leaders who improve the world and to develop ideas that improve management practice. It's a dual purpose, ideas matter at MIT if they're useful, if they're practical, if they help the world. And we are also very much about people but not just leaders who make a difference in the world. We're very serious about the elements of principle. We believe, as you might expect from MIT, that innovation is a key, not only to business opportunity but to what society needs from enterprises. And we believe that we need leaders who are committed to improve the world, not only to improve their own personal circumstances. This mission statement was developed at MIT for the Sloan School almost 15 years ago now and it was unique when it was developed. I regret in some ways to tell you that it's not so unique now because many of the other leading schools have adopted in the years since a rather similar mission statement. But I'm here to tell you that we take that mission very seriously and we organize our faculty and our programs around the dedication to fulfill that mission. If I can tell you just a little side story, there is another leading school whose mission statement was also simple. It was develop leaders who make a difference in the world. And for almost a year, the faculty of that institution debated whether to change the mission to develop leaders who make a positive difference in the world. I would say it's true that they felt that the insertion of the word positive was not a small change. At the end of the year, the faculty rejected that proposal. That's not for them.  Of course, the world wants people who would make a positive difference in the world but it's more than that. When you look at the selection process in large firm governance now, choosing someone who is not only able to drive the next quarters financial results but who is able to give voice to the social purpose of the firm, why the world needs this company is not only increasingly important but it's increasingly valued by the boards making those kinds of decisions. And we need to develop leaders who meet that kind of criterion as well as the quarterly financial results and the driving of innovation sorts of criteria. I go into rooms quite often, highly educated people, and I ask them a little bit of a provocative question which I won't ask you today. And that is, what do you think of finance? Do you think we need more finance or less finance? Now you know what a lot of people tell me. They say, finance is a big problem. We need less of it. Okay. Later in a conversation I ask them, what do you think about the importance of bringing capital to the places that it can be productive and make a positive difference? Do you think we need more of that or less of that? I say, absolutely. This is one of the key problems in the world. We absolutely need more bringing capital to the right places. And then a little later I ask them about risk and the need to manage risk and in particular in society to bring business risk, financial risk to people who understand that risk and are willing to bear that risk for a price. Do you think we need more of that or less of it? Every hand is up, more of it. Those are the two functions that finance is supposed to fulfill. It's not that they don't want the finance function but they don't believe that the institutions fulfill the function. That takes us back to this role of leadership. What kind of leadership is valued by an increasingly cynical and anxious society that seems sometimes to swing in a pendulum between criticizing public sector, criticizing big companies for whatever perceived ills they experience. So, as I said, today I would like to say a few words about leading the learning organization in an age of change. You might well ask what I know about that subject and that would be a fair question. I have had opportunities to serve as a faculty member as received mentioned for about 25, 27 years and have served as dean now for MIT Sloan School. This is my seventh year as dean. One of the wonderful things about that service is the opportunity to be with business leaders, to share with them some of the leading ideas and to see their reactions to them and to see what challenges they feel they're experiencing in their own lives and with their own companies. That's very much similar to what happens here at E-Cliff of course. So, some of what I would like to share with you is a bit of a distillation, a reflection and synthesis of some of their perceptions. Two days ago in Beijing I had the good fortune to be in a private meeting with the president of China and about 20 of the CEOs of the largest companies around the world, Ford, Nissan, Pepsi, Coca-Cola, Blackstone and others. And their sense of what the world needs from them has been changing very dramatically and that's part of the foundation for some of the thoughts I'd like to offer you. As Rajiv nicely mentioned, I also said as a trustee of the conference board which is sometimes described as the leading convener of large company CEOs around the world. So let me take the three pieces that I'd like to touch on in reverse order and say just a little bit about an age of change and offer some suggestions about what that means for companies. Say a few words about what I and many of my colleagues mean by the concept of a learning organization and then talk just a bit about leading that kind of organization. So every other day you open the newspaper and have someone use the phrase this is an age of change, transformation, much of that discussion is about change in the economic environment, the business environment from the outside in, changing technology, change in the public policy environment, change in social norms, change in the way consumers communicate with each other, all changes from the outside in. That's great, companies struggle increasingly to deal with that element of the age of change. But I think that there is a compliment to that sense of change that doesn't get enough attention. And that's the change in an organization from the inside out. At MIT, we talk a lot about a sense of purpose for the Institute broadly that could be described simply as invent the future. MIT is not a university, it's not designed to create deep thoughts that sit on a shelf in a library. If the Institute doesn't generate a positive future it does fail to do its job. And it's the outcomes, not the ideas that it takes a responsibility for. That's why MIT needs a school of management. Because organizations are the only way that ideas change the world. So well-functioning organizations of a certain kind are crucial if the world is going to get what it needs from companies. And it doesn't just need products and services. It needs innovation that changes the balance in society toward a more sustainable, equilibrium, social and economic future. And they don't just mean environmentalism here. But I mean a sense of the provision of goods and services in new ways that can be sustained going forward. What is it within an organization that creates that inside-out change? Honestly, almost everything we teach, almost everything companies do that they call management is antithetical to that. If you look at what management really entails, in marketing, what do you do in management? You do pricing of current products. You get communication programs to be efficient. You do an ever more micro-segmentation of the consumers that you serve. In operations, the push is always for efficiency, for ever tighter supply chains. These aren't the kinds of innovations from the inside-out that the world is looking for. Even in strategy, the push to be clear about core competencies, about five-year strategic plans tends to work against big innovation coming from within continually transforming organizations. So much of what you experience and much of what schools of business teach dampens innovation. It doesn't support it. In spite of what we like to say to the contrary. It's also the case that we manage what we measure. So the elements of management that we just talked about are easy to measure. And they become the things that we pay attention to. They become, even worse, the concerns of the CEO and the other leaders of the firm. This leads in lots of organizations. To a sense that if you can just get those measures of management processes set in the right place, the organization will succeed. Market share, unit costs, inventory levels, contribution margin, yes, perhaps percent of sales from new products, financial ratios come together in a dashboard and you know many boards ask the company for such a dashboard as the key indicator of effective management. One of my colleagues at MIT is a professor by the name of Jay Forrester and among the things he is visibly known for in the last 10 years is that he hates dashboards. Think if you will and this is his language for it about a business that's complex. So maybe we won't think of an automobile dashboard. Maybe we'll think of a large airliner dashboard, a 777. And there are a lot of dials. Is it the case that if we set those dials to the right place, real companies in the real world sail on to the horizon profitably? You know the answer is no. Real CEOs know that the answer is no. And they know that the more that you focus on that characterization of management, the more in fact you're likely to run into some very serious trouble. Again, this is Jay's language. If you think about what a real company is like and fine, you want to imagine that you're in the cockpit of a Boeing 777, it's like sitting there with all those dials, having someone call you up on the radio and say, by the way, the runway turns out to be only half as long as you thought it was. Sorry about that. And so you have the opportunity to redesign and rebuild the plane in the air with the tools you happen to have and the people that you happen to have. And by the way, we're running out of fuel. What kind of leadership, what kind of organizational structure deals with those elements of change? So big change from the outside in and big change that the world expects from companies from the inside out. Not much of what we talk about in management really deals with that. Now let me say a few words about a learning organization. Learning sounds good. Learning often comes from data or information. So you might well think that a learning organization is one that collects a lot of data, does a lot of analysis and makes a lot of management decisions coming out of those data. In fact, you've seen an explosion of management education programs that are focused on identifying big data, coordinating, collecting, synthesizing, analyzing big data and using it in business decisions. You know, I was recently with the CEO of one of the largest beverage and food companies. And he was talking about how they've been learning so much from the presence of big data. He's like, great, what are you doing? He talked about their having about three dozen big data listening centers that they've built around the world, 30 to 45 locations. Each of those centers focused on absorbing all of the information that the center can find from that region's environment. Managing and analyzing literally terabytes of data a day and feeding the analyses of those data into company decisions and in particular, because this was an expensive project, company decisions that come right back to the CEO. So I said, great, what are some of those decisions that are coming out of this company's use of big data? He said, really important stuff. We've found that we've had some product quality problems in certain local markets and this lets us go in and deal with that quality problem right away. Okay, that's good. Also on occasion, we find that there are stock out issues at the retail level and we're able to deal with those issues. Again, almost on a real-time basis and that's great. I said, what else are you doing? He said, well, we've been able to take our markets and segment them even more finely so that we can customize communications even better. Is that a learning organization? In fact, it's an organization that is taking this overwhelming volume of data and becoming absorbed, almost literally, with the tactical elements of efficiency that it allows the organization to do well, that it almost requires the organization to attend to because of the amount of money that was spent to create the big data centers in the first place and it's distracting the CEO from the concerns about big innovation, societal purpose, dragging the CEO into a consideration of efficiency because so much money was spent. I said, are there major bet the company new ideas that are coming out of this? And he said, yeah, probably. I don't think so. So what do we mean by a learning organization? First, it's an organization that commits itself to the continuous learning of its members to not only enable but insist that they drive big change in the organization itself. And second, it's an organization that commits itself to enough softness in the organizational structures that it will be malleable to the energy that's unleashed by developing individuals. And almost no big companies do that. Almost no big companies at least do it well. There are some though. So again, some elements of this understanding, complex systems, developing people with respect to their ability and their drive, an organization that is flat enough where you can challenge the calcified mental models that have arisen, a company that has not necessarily pre-specified core competencies, but a vision that's shared and seen as worthwhile and those individual learnings brought into team settings where they can make a bigger difference. Those companies tend not to be product focused. They tend not even to be technology focused. They tend to be project focused with the expectation that the needs of a project stem from creative, innovative assessment of opportunity and will lead to changes in the way the organization is structured in order to pursue those opportunities. One of my favorite examples I would suggest to you of a company like this, and many of you know this firm, is the CP Group in Thailand. So its leader, Kon Danin Chiravanat, talks about yes, a strategy for this firm, but here's the strategy.  More recently, they also do real estate and telecommunications. And a lot of their growth has been in China as with many other firms. They could define themselves around food and agricultural and feedstock technology. And they're very good at those things. They could define themselves around sectors and consumer markets, but they don't. Here's how they define their purpose and their strategy under that purpose to do all and only what China cannot do for itself. So their business in China that relates to food products is not an attempt to enter on the basis of cost. It is an attempt to enter on the basis of quality and a very successful one, but quality in a certain sense. Quality that is assured by the perception of the brand in a setting in which consumers don't trust inspection of food products in China itself. What is the society and the public sectors perception of such a firm? Do you want those imports or do you not want those imports? Well, actually they represent for the leadership of the country, something of a pressure release valve from social issues that have arisen around food quality or perceptions of food quality. This is a very strong example of an insight into doing for China, what at least now, China has not been able to do for itself. The it isn't production of food. The it isn't even necessarily production of high quality food. The it is the assurance of the production of high quality food. So the mantra in this firm with that as the strategy is to see opportunity first. Individuals and their training relates to that function. How do you train people, empower people, educate people, have people learn in the ways that they will see these kinds of opportunities first? That's a learning organization. If I may let me give you another example. This is my only US example. I try not to use too many American examples when I'm not in the United States. There is a company that was created, launched its first product in the United States in 2007. It's a food product company also. And it makes a brand of yogurt. Everybody knows yogurt. The company's name is Chibani. And the company went from a pure startup to dominating that market. So the number one producer by 2012. So in five years, in a market that's about a billion dollars, they went from zero to the number one position. And Hamdi Ulokaya, who's the CEO, incidentally became a billionaire along the way. When he was asked by a friend of mine recently.  That's called Greek style yogurt. You've done this amazing thing with this yogurt. Where does your passion for yogurt come from and what was your insight into this product and this opportunity? Now Hamdi is actually a Turk. He's not Greek. He doesn't really have a passion for Greek yogurt. In fact, he said, I don't even like yogurt at all. Here is the explanation for the launch of this firm. He said, what we're about is understanding that the quality of many, even most, of the packaged goods available in the United States is poor. And many Americans who travel abroad understand that the quality really is rather poor and are willing to pay for better. What led us to the yogurt business is two simple facts. First, well, besides the fact that the quality of yogurt was bad. Two, so the first besides that simple fact is that people buy a lot of it. And the second, it's a high margin product. That's all we care about. They're efficient producers. They've built a huge plant. But their expansion has nothing to do with yogurt. Their next products have nothing to do with yogurt. They are all about settings in the United States in which people frequently buy a high margin product that we all know is not, in fact, such a high quality product. And he said, I've got another 10 examples. We intend to take over the shopping cart. What I look at is the shopping cart. What is in the shopping cart that's no good? What that kind of perspective on the organization does is it pushes you and your people to be a learning organization because of the sense of what your purpose is. You need, then, people who identify those next opportunities of that kind. So let me turn now to the question of... Oops, I didn't mean to do that. I'm sorry. Well, that's actually a good slide. I should probably do this there. So let me say a few words about leadership. When you think of great leaders, you tend to think of, I think, leaders of rapid growth, recently successful technology-based companies, Steve Jobs, Marissa Mayer, and so on, effective leaders who drive this kind of change from the inside out, who create learning organizations, are, I think, as I just suggested, they can be found in all kinds of sectors. In Korea, it would be natural to think that the smartest, most energetic young people want to work for Samsung, LG, and so on. That's not true. They want to work for a credit card company that's operated by a car company. Hyundai Card is the place in Korea where young people want to work because of the character of leadership. Ted Chung, who is the leader of this division, the CEO of the division, has turned upside down the sense of what a credit card is, what the symbolic purpose of paying for products is, what kinds of social networks exist and can be created around buying, using, disposing of products and services. And it's that sense of the understanding of partly technology, partly symbolism in consumption, and partly, yes, the functional benefits that people seek from credit that's led his firm to go in a very short time from almost nowhere to the second largest volume credit card in Korea.  If you're over 35, they won't give you the card. And there are clubs that they've created where you can only pay using the purple card. And I have to tell you, some of us in the room would not be admitted, although a few of you would probably. The point is not that that particular youth-oriented strategy is a one-size-fits-all panacea, but a sense of a willingness to create an organization that is very dynamic, that reinvents itself, that stimulates its people to find the next insights that will enable that transformation. The willingness to consider what kinds of experiences for those leaders will push them in that direction. Hyundai Card has a strategic partnership with the Museum of Modern Art in New York that goes well beyond sponsoring MoMA activities. They do joint convening to bring together artists and architects and designers and craftspeople with Hyundai employees to stimulate that activity. And they actually run a design center where they develop new products and services within Hyundai Card for other organizations in Korea that are not competing in the credit card business because they want to be the best in understanding technology, function, and symbolic design and how those come together. That they view as the business that they're actually in. You can imagine, some people do imagine that these kinds of individuals as leaders that we've been talking about are like, you know, gold nuggets that lie in a riverbed and you just look through the water, you look through the water, you hope to find those individuals and pluck them out. At MIT, we believe, and we believe that we have the data to support the idea that you can develop many of those elements of leadership, at least if you start with the right individuals. So I'd like to close and then take comments or questions by spending a few minutes around selection of individuals who have the capacity for this kind of leadership and development of this kind of leadership within those people. Some of what I'm going to say stems from talking with other business leaders, stems from my own experience, and stems from our experience at MIT Sloan with respect to selecting and developing leaders. But I'm also mindful that with our friends here from E-Cliff, there is a great deal of expertise in this room with respect to choosing and developing leaders. So it is with some trepidation, but some enthusiasm that I offer you a few thoughts about this. And let me start by talking about selecting people who have the potential to develop as these leaders. So this is not selecting people who are already those gold nuggets. These are people who have the ability to become that. What do you need in order for that to be possible? When we select students for our MBA program, that is very much the question that we ask. I told you at the outset, principled, innovative leaders who improve the world, it would be great to just find those people than I guess we could just put a stamp on their forehead. We do believe, and I'll suggest in a few minutes, that we think we can develop that kind of leader, but we have to select people for which that development will work. It doesn't work for just everyone. About 15 years ago, like many of the other leading schools of management, we selected new students based on two kinds of criteria. One had to do with academic achievement, high test scores, high grades, and so on. And the second had to do with the connection between experience to date and professional aspiration. In other words, what have you been doing and how is this program going to take you to what you want to be as a professional? Academic experience, connection, sorry, academic demonstrated capabilities and the connection between experience and aspiration. And all the other leading schools did something very similar. And we weren't satisfied with our, if there are alums in the room, we love all of our alums, but we weren't really satisfied with the randomness in the student population that those kinds of criteria produced.  We also weren't satisfied with the idea that was proposed by some, that we look at individuals within our community who over a three- or five-year period after graduation had made the most additional money, had gotten the most, you know, high-paying or prestigious jobs. There are a lot of factors that lead to that. And our interest was really in the much longer term. Who over a 25, 30, 40-year professional life makes a huge difference in society is a principled, innovative leader who actually improves the world. And so as judgmental as it was, the school went out to a group of its alumni leaders who it judged to have been those kinds of people over a working life. And through a series of depth interviews with those individuals, came to a sense that something was missing that was important in the selection process. And the thing that was missing and the thing that was introduced into that process is sometimes called behavioral skills. But let me tell you very specifically what I mean. Actually, I can't tell you too specifically because then I would tell you the interview questions that we use, and I'm not supposed to do that. But I can tell you the dimensions of behavioral inclination that we decided to pursue. The first dimension is a willingness to take a risk for a purpose greater than yourself. Does someone demonstrate? Does someone easily describe a setting in which that person chose to take a risk for a purpose greater than herself or himself? I mean, people take risks all the time with respect to personal opportunity. You could go to a casino and do that. That's not what we're talking about. That was one element that we saw in the kinds of leaders that we had produced that we wanted to produce more of. The second connected characteristic, having done that, having taken that kind of a risk, is this an individual who's inclined to reflect on that experience after the fact? Reflect on the risk-taking. What did the person learn from doing that? Do they think they changed in some way as a result of the experience? That malleability, adaptability, willingness to engage in a thought process where you will change yourself was again something we saw in the leaders in our community that we didn't always see in a general population. These characteristics, as you can imagine, are not the sort of thing that one easily assesses by checking a box on an application form. Have you ever taken a risk that went beyond yourself? Yes. You know. So when the school committed itself to this kind of selection, it had to also commit itself to training a set of professional interviewers who would, through depth interviews with applicants, assess those kinds of criteria, not just by asking a question like the ones I mentioned, but by probing. And it is, unfortunately, remarkably often the case that someone can't give you three or four sentences. They can give you one sentence, and when you ask what else, tell me something more about that, they've got nothing. Those are not the people we're pursuing. So I think it's perhaps intuitively appealing that those criteria would be valuable. I hope, because I would like you to think of something you weren't thinking of already today, that it isn't necessarily what was obvious to you about the thing or the things that you might focus on in choosing people that have this capacity. Let me be clear about something else. This isn't, these are valuable characteristics I would suggest to you, but they're not characteristics that necessarily make you a great leader. They are, though, characteristics that allow you to benefit from the kinds of experiences that we offer in our program to try to develop those leaders. The kind of foundational element that you need if someone's going to benefit from what we offer. What we do in leadership briefly at MIT Sloan is two kinds of things. First, we focus on leadership skills. Leadership skills within what we, as Rajiv knows, the four capability kind of framework focuses on, first, making sense of the environment, sense-making, understanding the competitive context, understanding the context of opportunity, understanding the systems that one operates in. Governor Zeddy, if I can maybe make a little bit of a leap, an element of integrated thinking, I think. That's one skill, and there are ways to develop that skill. A second skill is relating the capability of individuals to build the social networks, teams that can be effective once a leadership goal is identified in pursuing that goal to successful conclusion. That's relating. A third is vision, or if you like to turn it into a verb, visioning. The ability to see the future, to imagine what is not in evidence now. And again, there are tools to help people develop themselves in that regard. And fourth, inventing a skill-based approach to translating a vision into a specific operational set of actions. So sense-making, relating, visioning, and inventing. Our students, when they come to our program, do a self-assessment, and to some degree an assessment from the outside, as to where they stand with respect to those kinds of leadership skills. We have, of course, modules that help them develop those skills and some exercises and so on. That's all great, but you know, how does that relate to the selection criteria we just talked about? I want to suggest to you it doesn't relate very well. Skills, important, but in the realm of leadership, especially the kind of leadership we've been talking about this morning, traits also matter. And traits are much more controversial with respect to the realm of developing leaders. Narayana Murthy, founder of Infosys in his autobiography, is asked about courage, and he says, first, one word, courage. Courage is not sense-making. Courage is not relating. Courage is not visioning. Courage is not inventing. Courage is not a skill. Courage is a trait, at least as we tend to think of that. And so the kind of leadership development that we wish to pursue has two pieces, skill development and a consideration of traits. Let me be clear, when I talk about traits, courage, resilience, optimism, empathy, cooperativeness, open-mindedness, humility, selflessness, honesty, hardworking. Many organizations try to select on these traits and develop the skills. The reason they try to select on the traits, which are hugely important, I think everyone in the room would agree that those traits are hugely important. The reason they choose to select rather than develop is out of a notion that traits, because of what the word means, are hardwired in, either at birth or during adolescence. Once you're an adult, you're either courageous or you're not. You're either honest or you're not and so on. It's actually why there is a great deal of frustration sometimes in autobiographies of great leaders who talk about traits, because for any of us in the room, we look at that great leader and we say, well, you know courage, yeah, but do I have courage? I either do or I don't. Listening as wonderful it is to Narayana Murthy doesn't make me more courageous. In fact, it doesn't. That's honestly true. So the most important thing that I would like you to take away from the remarks I offer you today is research in psychology in the last 15 years that shows that the idea that traits are established either at birth or in adolescence is false. It's just not true. If you look at the data, which took people about 100 years to get around to doing, at the extent to which traits vary during a person's time in adulthood, they vary substantially and in many cases dramatically. So we're not hardwired as either courageous or not courageous. As either honest or not honest. As either having empathy or not having empathy.  And the first thing you notice is that it's not like marketing or finance or accounting or operations where with a certain level of basic knowledge you can kind of force someone to learn operations.  You can't do that with humility. You can't do that with cooperativeness. What you do need is the willingness, actually the enthusiasm of the individual to change. The person has to want to develop those characteristics quite apart from any requirements that a school or a company places on those individuals. Experiences can allow someone to develop those characteristics and some of those experiences are uncomfortable. We offer, for instance, a global entrepreneurship lab course in which our students go to unfamiliar settings in developing economies with low infrastructure settings, working with tiny organizations on existential threats to their existence in very bad hotel rooms by design. And what people come out of those experiences with is sure a better understanding of marketing and finance and so on, market entry, technology management, but more importantly they come out of those experiences with a sense of themselves, with greater resilience, with the ability to diagnose unstructured complex settings, the ability to go in and listen well to organizations and individuals and to empathize with their challenges. Those experiences can change someone. The other thing that we've seen, this is a point I said earlier but I want to emphasize it here, the other thing that we've seen is that that kind of experience has to be optional, has to be elective. One of our peers mandated two years ago that kind of experience for all of its students and it didn't work. Jack, those students said, another box to check. The fact that it was required undermined its ability to work. So to come back to our selection story, why do we choose on the behavioral characteristics that we do? We want to choose people who will choose those experiences. They have to make it voluntary. If we don't pick people who absorb risk, we're willing to take risk and who are willing to reflect on those experiences, we won't develop the kinds of leaders that we're trying to develop. Finally, and by the way, this is not just us. Dominic Barton, a friend of McKinsey, he's the managing director, managing partner, talks about McKinsey working with leading companies who are pursuing the development of the next CEO. Designing exactly these kinds of experiences for people who would like to take on those kinds of responsibilities. The last thing I would just say, our time is too quickly coming to close, maybe not for you but for me, is that I think that some of these ideas have a relevance in the context of leadership in Asia, but I defer to all of you in that regard. We certainly have students from Asia, we have students who go back to Asia, we've seen success of our alumni in the region, but among the very exciting future developments that we hope to be part of is a better sense of the what and how of leadership in Asia and also I think equally importantly, why, what is the kind of role that a leader in organizational settings is expected to fulfill in Asia. Our good friend Victor Fung leads an institute in Hong Kong, the Fung Global Institute, that is very much interested in trying to codify some understandings around elements of, if you will, this is perhaps not the best way to put it, but leadership with Asian characteristics and as some of you know, Bank Nagara alumnus Andrew Shen is involved in that effort as well. I hope to have many opportunities to come back and see many of you in Malaysia. We hope to continue to have opportunities to learn about leadership in this region and I thank you very much for your kind attention this morning. Thank you.


All right, so welcome. This is the 19th of April. Alex and I are going to configure CrowdIn Enterprise for use by the Jenkins project. So let's share my screen. Okay, so I think what we want is jankins.crowdin.com. This I believe Alex is CrowdIn Enterprise. Am I correct? Yes, you're absolutely correct. This is the CrowdIn Enterprise instance for Jenkins. Okay, and so now we had previously platform labeler and some other simple things. What should I do first? What are my preferences? A good start would be to invite me. Okay, and how do I do that? Yeah, you are already on the console tab. Yeah, if you can use our management. Okay, and so now. All right, I didn't sign up on this instance. So let me open it myself really quick. Jenkins.crowdin.com. So each contributor would register themselves with CrowdIn.com, and then we would invite them to this workspace or to this. Oh, very good. Okay. Yeah, I just signed up really quick. And I think I should enable admin access for you short term so that you can make changes if necessary. Okay. Admin access is only for the instance itself. It doesn't give access to the actual projects. Ah, okay. All right, great. Yeah, if you want to give someone administrative access to all projects, you click on the manager's tab right above workflow templates on the left. Okay. And would need to add me there. Oh yeah, I'm already there because I'm an admin. Okay. Okay, so, but this is the concept of managers is distinct in that sense from the concept of user management. I can add a user who is not a manager. Yeah, for example, all right, if permission, if permission granularity is enabled, because you can you can configure CrowdIn in a way that not every administrator has necessarily full access to every project. Okay. And I don't know, is there is there any compelling reason why you would think we would ever need that level of granularity? Uh, I don't think so. Okay. It's just a level to fine tune permissions in case you would want to set that up. But the current set up would the current setup would equal the GitHub setup where special people have admin access on the JLCI organization who can manage repositories as well. Okay, got it. All right. Now, what are my next steps? Yeah, let me open it myself real quick. I just need to verify my email. Otherwise, I can't open the administrative view. All right. Yeah, we currently don't have any projects or setups on here because everything is on my instance. So we could start moving over the design library, for example, but basically, CrowdIn configuration is pretty much straightforward. Like, you don't need to do hundreds of steps preliminary to make sure people can access it, because like you see, I just signed up and have already access to things. Don't need to configure my account or something else or give it specific permission. So, yeah. So conceptually, I could move the platform labeler from where we had it before into this? Yeah. I mean, you can't set an export on the one instance and import on the other instance. That is not possible, but I could suspend it on my instance and reset a new project on this instance, for example. Ah, okay. So, but it's a suspend and reconfigure. It's not just a move kind of concept. Okay, so it's probably better for this if we create a new project here to do that rather than going through that suspend and restart. So do we want another plugin that we then add here as part of our setup? Oh, yeah, we could add the design library, for example. It has quite a few installation strings as well. Okay. Yeah. We could head to the workspace now. Okay. Yeah, and already tells you that we have no projects or groups yet, and we could create a new project. And the concept of a group in this, so this would be design library plugin and pre-fill. Yeah, that's the typical languages. Yeah, the group concept would be like group access, like similar on GitHub. So you have a few people you can put into one group and give this group access to a project rather than managing everyone individually. Okay. But considering there's only me at the moment, and you can just add myself straight away. Okay. So and I've selected several languages here. I just say create project at this point. Or is there more that I need to do? I need to delay workflow start. I remember. That would be fine. And to click on the crowd sourcing workflow step, not in-house translations. Okay. Because people actually can interact with it. Right. Very good. Okay. So choose crowd sourcing, delay workflow start. Yeah. And I chose 16 languages. That's probably not terrible. Remember the selection. So this would then remember my setting for crowd sourcing and delay workflow start. Yeah. Okay. For sake of making it easier, we can also delete unnecessary workflows we don't need or don't want. So that only crowd sourcing or something custom is available. I see. So for instance, the fact that we don't, we aren't likely to use in-house translation or in-house machine. We could remove those from the list of templates that are presented here. Yeah. Workflows are just another template. You can create your own workflows, for example, but crowd sourcing is basically either one we have used for the other projects on the other instance. Okay. So we're ready for me to press create project. Yeah. For sure. Okay. All right. Please upgrade your subscription plan to create more projects. Let me take a look real quick. Organization settings. We should be on the open source plan because that's just what it tells me. Oh. So am I on the wrong location? I need to be this. I thought we wanted crowd in enterprise, right? And I thought that was maybe I'm in the wrong place. Let me check. No, you are on the right place. Yeah. But I see, if you don't mind, I would share my screen real quick. Yes, please. I have, let's have it open. We need this monitor. Yeah, because this is the open source plan on the Jenkins instance. We are currently on the open source plan, but we are limited to 10 managers and 500,000 words. On my instance, I have unlimited managers and unlimited words. Oh, interesting. Okay. But we are actually both on the open source plan. Well, I have the open source plan Jenkins has open source. I don't know if there's any difference on it. Okay. I have because unlimited managers and unlimited words would be pretty much needed. Right. Right. We certainly, it's a big enough project that, okay, yes. So the other one that I had set up that's not in enterprise is a different location. So I think Jenkins. Well, yeah, I mean, this, this is already the right enterprise instance. And we have the typically layer out. Yeah. But it has weird restrictions that the, at my instance doesn't have, which is also an open source instance. Interesting. Okay. So maybe we need to ask for help from crowd in support. Okay. So I'm going to reply to them and see if, okay, now okay. So trying to configure our crowd in enterprise limited in 10 managers and 500 k words that we are limited to 10 managers and 500 k words on our instance, while his instance, our, and it was open source, right? Yeah, it was his instance. Yeah, you could name it because my instance is actually called open source plan and open source plan. And Jenkins one is just called open source has unlimited has unlimited managers, unlimited managers and unlimited words. Right. Yes. Because my basic projects plus the three demonstration projects are already more than one million words. So right. Which hints that Jenkins will probably far exceed 500,000 words. Yeah, by ease. Okay. All right. Is there something more we so do we need to just click the upgrade plan? I mean, if I click up, am I on the upgrade? Or is it going to ask us do you want to pay money to upgrade the plan? Jenkins, building upgrade plan. Yeah, upgrade your organization account. We do can't require that we we've then pay them monthly the monthly fee. Okay. Yeah, maybe some just some mistake or misclick on their end, because I'm not aware that there's an open that there are different types of open source plans. Because on the website, the open source plan is also advertised as unlimited managers and words. Right. Okay, it would be would be weird that I have a higher limit as a smaller project than Jenkins instance, for example. Right. Yeah. Well, so now okay, so I'm sending that question to them. Now I saw while we're while we're waiting for their response, it looked like there is some customization we could do like customizing our logo and and things like that. Yeah, for example, let me just close my instance real quick. Yeah, that's pretty, pretty simple organization at an icon in the description below. We have the scene and record if we ever want to point to something else. That's right on the system settings organization tab over view. Good. So so conceptually, we could have a crowd in dot crowd in dot Jenkins that I owe that points to this this location and then is is presented underneath the Jenkins that I owe custom domain name. Yeah. Nice. Okay. Basically, basically, go ahead and give it a typical Jenkins like icon banner. So people actually recognize this as our instance and accessing it. You want to do that or I was going to say let me do it because that way you can watch and you can tell me when I make a mistake. And we've still got the recording if you're okay with that. Yeah. Okay, so I'm going to stop your sharing and I'm going to share mine. Okay, so here it was. Let's see it was workspace. No, no, this is this is the overview of the instance of the organization. If you want to manage the organization, you click on your account icon, the M and the upper right corner and click on organization settings. There we go. Thank you. Very good. Okay, so now I want to upload a new logo, but in order to upload the logo, I need to go download the logo. So let's go to Jenkins artwork and we could choose. Let's see. I think, well, just a minute. I want to see which one I've used in the Dock SIG because maybe that's the one we know. We should just use the standard Jenkins logo. I agree. That's a nice, Jenkins needs you is a very nice thing, but let's just grab. Yeah, we should use the official icon here. Exactly. So now where there it is, this one. Okay. So if I save that image, okay, now wait a second. I want the SVG probably, don't I? Yeah, I think it works either, but it's a rather small icon. So right. Okay, so Jenkins.SVG, now if I try to upload the new logo. Oh, okay. And it wants a PNG. It doesn't. Okay. So I need a bigger picture. Okay, just a moment while I get a bigger picture. Okay, edit. Yes, I'm sure there's a better way to do this, but this will do for now. Yeah, possibly, but wasn't even aware that that's an extension access. Oh, I love this go full page. This thing is so nice. Yeah. Okay, good. So now let's try uploading a new logo with this one. All right. Now we need to. I need to zoom out a bit. Oh, and I bet there is a zoom out like that. Nope. Let's go a little further. See, this is where I need someone with your skills, Alex. All right. Got it. Can do the fine tuning at a later point. Right. So that gives us Jenkins. Yeah. All right. And then a cover image, I could use any one of several, let's see, we've got one on the Jenkins website, don't we? It's more of a banner than an image. So, but it could be something that is more wider than the current icons. Yeah. Well, and this one, I would typically do something with the Jenkins social media cover slide deck to create that. So 1500 by 500, I can do that later. Yeah. Okay. So we've done an organization setting now. Let's see if I got a response by any chance from crowd in. Don't see it yet. Not yet. Okay. So we continue. All right. So the organization setting is up to date. Are there other things we should configure while we wait for them to, I mean, is there a concept of a group that would matter in this case? I mean, you could create an example group of the design library, adding me and I'm possibly adding others in. Okay. So, and a group in this case would... No, you don't need to include group. Oh, just call it design library. Okay. Yeah, because... Now, how do I get rid of that? I already said it is a group. Right. That makes... Okay. So delete the group. Okay. So create a group, design library. Okay. Yeah. And if you just select the group, now you can click on the create button on the lower right corner. Oh, create. Here we go. Okay. And here it's... Now I would have to do a project inside the group. Right. And again, we expect that will fail because... All right. So we've got... If I do create project, it's going to say, yes, you're not allowed to create more projects. And that part, I really don't understand because it's like they've... There's something configured that's not allowing us to create projects at all. Yeah. I think there's just a misconfiguration on their end because even with the current plan, we could set up such a simple project, but for some reason, we are restricted or not allowed to. Okay. I don't recall that I had such an issue when I set up my instance. Okay. And so here it says, welcome aboard. And... Oh, well, maybe we can... Okay. Maybe we can start with a chat session with them. Okay. We're trying to configure our crowd and enterprise and can't create a project. It says we need to upgrade. There. So maybe this is the way to get the quickest answer. Yes. Oh, that's wonderful. Yeah. They are really quick responding to things. Yeah. I think this sounds fine. Well, and then it gives me hope that as quickly as they responded, we may still be able to make progress. That's great. Yeah. In the meantime, we could take care of the now obsolete templates, making sure every... Oh, very good idea. Okay. So new tab to the right. I don't want to risk losing that. So here we go. And now your suggestion was let's go remove... Oh, hey, that's great. Every tab. Excellent. Okay. There's the workflow templates option on the left. Workflow templates here. Okay. And we say... It's the one we want to use. And the other one, we can basically just delete because we likely never set up in-house translations. Right. Okay. And translation agency, we are unlikely to fund the translation agency. So... Okay. Good. Yeah. And if you click on the crowdsourcing one... Okay. Yeah. That's basically our current setup. That's breaking it down. We select the target language. People translated. Some approve, read it. And once approved, it's delivered. And so this is describing... This workflow diagram is describing the stages in the workflow. I'm not sure I understand the... This arc right here, the one that seems to go from pre-translation directly to proofreading. Yeah. That would be the case if we import a project which has already translated strings. I see. Okay. Where, for instance, a plugin may have already been translated by someone else, but it hasn't been through their approval process, the approval process in CrowdIn yet. Yeah. I see. Okay. Thank you. So by default, the default process would be that previously translated strings would be under another review before they had shipped or ignored again. Makes sense. Okay. So she's offering, try to recreate one again. So let's do... Did you send them a link to our instance or...? I did. I told her, I think I did anyway. No, I said it was for the Jenkins project, but she says, try it again. Now, how do I... I can't get there without... Let's just open new tab. Okay. New tab and Jenkins, whoops, Jenkins.crowdin.com. Okay. And here I can try closing it. Yeah. Okay. And now create project. And... Oh, no, wait a sec. I shouldn't do it there. I should do it here. Inside the design library, create... Inside the design library group, I create the design library project. And here I want... I'm going to limit it. I just want Chinese simplified, Chinese traditional, German and French. Oh, English as well. Yeah. The default languages are customizable as well. Okay. Oh, good. So if we have specific languages that we'd like to encourage, so let's say French and Deutsch. Okay. There we go. Like that. Yeah. That would be the Jenkins default sample we could ship as default translations. Right. Okay. And now I set delay workflow start and we're ready to press create project. Yes. Okay. Oh, and I should have done Brazilian Portuguese because we got it. And that didn't work out surprisingly well. Nice. Boom. Okay. And now what? Yeah. It's showing you a little tutorial because you are in your counter this instance that you can go through as new user or just dismiss because we likely already know how to set up this project, I hope. Okay. Yeah. Yeah. That is the design library. I have the design library. Let me design library. I think I have integrated with GitHub actions. Yeah. So we could reintegrate with GitHub actions here instead of reintegrating it with the GitHub tab. Okay. And how would we do that? So back to the integrations. So here it was. Whoops. Now did I know I made a mistake? Should I? Okay. So I'm in the design library group. View the project. Yeah. It's fine. You don't do the action integration and crawling at all. Oh, I see. I see. Okay. All right. All right. And now does the GitHub actions integration then use, does it submit the pull request as you, as me, as somebody else? It submits them as crowd and bought, but it does also configure rebel. Oh, good. Okay. So it submits them as a clearly distinguishable non-user. All right. Okay. Great. It's just using your personal access token from crowd and as authentication method. Okay. So what steps would I need to take then? You say that that's configured from GitHub. GitHub not from here? If you had on the, if you had to the design library tab on GitHub, we just need to sort out my personal access token from my instance with mine from the Jenkins instance. Just need to set one up real quick. Okay. So, so here we are at the design library plugin. Yeah. And if you click on settings and secrets, secrets right here. Okay. Yeah. Actions. Okay. It's called a bit below. Yeah. We have my crowd and personal token. This is the one I'm using for my instance. I see. It has access to the design library on my instance, which you can basically get rid of now because I would need to add a new token for the new instance. Okay. So you want me to click remove? That seems. Yeah. I'm just creating a new token in the meantime. Ah, okay. So you're okay if I click remove. So I'll click remove here.  Absolutely. Sure. Okay. All right. Very good. That's very bold. Okay. So it's been deleted. So Maven token and Maven username, and those are used for the continuous delivery, if I remember right. Yeah. Okay. Please don't delete them. No, no, no, no, no, no. All right. I've created a token and restricted it to the design library project. Just need to add a new one. Secrets actions. New repository secret. How did I name it in the workflow? It was crowd in, a crowd and personal token. Add secret. Yeah. And here we have a new token. Okay. Now we can close everything away. And if you re-open the workflow tab. Okay.  Oh, wait a sec. So open the workflow tab on crowd in. So right here workflow templates. No, no, no, the workspace tab, not workflow. Ah, got it. Okay. All right. So here I am in the workspace. If you, if we head to the design library. Okay. And open the project five languages, five minutes ago. This is what you added. I just pushed workflow trigger on GitHub to re-synchronize it. And it failed for some reason. Oh yeah, makes sense. If you're using crowd and enterprise, you actually need to tell the GitHub integration where the crowd enterprise instance is. Oh, right. Because it's Jenkins dot crowd in dot com. Right. Okay. Yeah. I just need to exchange that real quick from intellectual sites to crowd in because now we have my personal access token from Jenkins trying to access mine sense on intellectual sites and that obviously won't work. Right. Okay. Fix master crowd and Pat. And so this newly added crowd in personal token, that's the one that you just created for use with Jenkins dot crowd in dot com. Yeah. Jenkins dot crowd in dot com. Let me grab the project idea real quick. That is the number two. Let's update my hat. All right. Just gonna match this PR real quick. Yeah. Jenkins dot crowd in dot com. The project ID is the project with ID number two. That is fine. So the things that you're answering configuration on these are configurations on the GitHub side. Is that right? Yeah. Okay. So what you're doing over here on the GitHub side is you're configuring, configuring the actions here so that it will, oh yes, here's the crowd in action. If you head to the code tab, we can go over real quickly what I did in my conversation with myself. Oh, okay. The code tab here. Yeah. This is just my PR. I matched real quick and visited. So it is, oh, look at the PR. Okay. So let's look at the PR. Okay. This is the one I just created and put in real quick. If you click on the file, it's changed. Okay. Yeah, the commit. Yeah. This is basically what I did. I exchanged the intellectual sites instance with the official current instance and changed the project ID. Okay. And it will fill in the secrets dot GitHub token and secrets that crowd in personal token. So there's no credential actually stored in this file. Great. It's not different from authenticating with any other GitHub workflow. Like you don't have credentials in the CD workflow as well. It's everything done through the secrets tab. Just need to make sure that the name in the workflow file actually matches the name of the secret. Otherwise, it can't find it. Yes. So this is important. Crowd in personal token. Okay. The crowd and project ID is the ID of the project you have in the URL. So that was this number right here. The two on the very end. Okay. Yeah. And the project URL is like the URL. You can access this project. And that's that's the base URL top level. It's and so if we if we eventually get crowd in dot Jenkins dot IO, this could then be changed to that. Or does it will it need to stay the the non CNAME based? This is not something I tried out yet, but the GitHub action basically does use the GitHub command line interface. So assume it can follow CNAME records. Okay. All right. But yeah, as you can see in the workflow, we have pull request title, create pull request, pull request labels, we can basically set up how we want the action and action create PR want to look on GitHub. Oh, okay. So, so this file has it's a rather simple file. Here's the PR title. Here's the commit message. Okay. Got it. Yeah, there are lots of more options to customize it, but I am fine with the current layout. And the PRs it creates are under the I think crowd and enterprise or crowd and bot. So it makes it pretty easy to see that this is not created by a user human being. Right. Okay. And so we would see then in the closed pull requests on this, we might see some changes already. Yes. So here, new crowd in translations were committed 18, 18 days ago. Yeah, it would be something like this, the same kind of thing. Yeah, this is the GitHub action spot and the actual bot feature in your current translations. That's what we wanted to use for that. Okay. So go ahead. I think the workflow and no, this is CD. Yeah, crowd and action just built and synchronized with crowd in. If we had back to back to crowd in. Okay. So here we are. Yeah, the current action is still running, but if it is done, we should have the pre translated German files and other things available. I hope. Okay. So all right. Yeah, I'm going to finish the chat with them because I think that's done. And a big smile. I could take a look again. What our plan does say now Jenkins, crowd in.com organization settings. Okay. So organization settings was right over here. Yeah. And if you click on billing, it tells you the plan. Okay. Still are still limited 10 managers and 500,000 words, but we were able to create a project. So, so we've at least got a beginning working place. We'll still likely need to ask for their, their help to resolve at least this 500,000 word limit. Yeah. And ask them in a chat right away. Yes. Okay. So all right. So let's do that again. And where was my chat? It was support. Oh, yes. Good. Okay. Okay. Back. Start a conversation chat. Concerned that limits of current plan won't be enough for the Jenkins projects. We need more words. Okay. Yeah. I could also like ask if there's actually any different kind of open source and open source plan. Yeah. Because the 500,000 words are definitely far, far too less. I think of my projects over all I have over one million words. So, right. Well, and I could easily imagine, I don't know how they count words, but I could easily imagine exceeding 500,000 words in, in not very much time with Jenkins that there's, there are a lot of words. Yeah. Like every word is a word. I don't think I have any special counting for it. Oh, oh. So, so for instance, they may not be filtering source code out or no, no, no, but oh, okay. Yeah. It's just what to translate like the translation string as 10 words and get a plus 10 on the overall world count. Oh, okay. So she says open source licenses have some limits checking what she can do. So you may have been lucky that your limits are different than the current limits they set. We'll take it. I hope for the best. Good. Yeah. Like my instance has no limits at all. I can have unlimited words and unlimited managers. Right. I mean, of course, I think my instance has limits who just not visibly shown to me. Right. Yeah. Unlimited is mythology, right? Welcome to the world of cloud platforms where we can be presented myths. Yes. Yeah. Have some unlimited disk space right here. Exactly. Unlimited disk space until I have to pay the bill. Okay. So the design library, and again, this project, now it's, what's happening is it will read the, read the sources from the GitHub repository from here or rather from here and then present things that need additional, that need translation ready for someone from the crowd to the invited team, the invited people here to provide a translation. Yeah. Just enable the notification for translators about new strings, but at the moment, it doesn't import the project at all because the German translation does. So it's still empty, but I completed that a couple of weeks ago. So, but now I do see, I do see strings here. So it's as though it did successfully import the English. So I see on my screen, I see the click me, click me that I know is one of the strings. Yeah. The string step is the, is a mirror of the source strings. Okay. So broken them up, broken them down out of all files and then overview it. That is not actually what you're translating. Okay. And that's also not available to translators. That is just for project managers. Okay. Now, you have to click through every file. If Alex, if you had any experience using CrowdIn on a website managed as code like Jenkins.io is when I see screenshots here, I think, oh, wow, maybe should we consider, we have a Chinese translated Jenkins.io site currently. Could, could CrowdIn conceptually be used also to translate a site like Jenkins.io? Possibly, but I'm not sure what you mean with screenshots like well, so, so there are, I've got a project running right now with Sheikot Africa that's helping us find and correct images inside the Jenkins documentation that are showing things that are no longer accurate. So pictures that it no longer, the product no longer looks like that because Jenkins 2.344 has a much, much more attractive user interface now. So here's, here's one example file here, I think has a bad screenshot in it. Come on, come on. Nope, nope. I've, we've been working through them and we found, we found several examples. So maybe it's, let's, let's use this one. I think this would give us one where we just say it's not a terribly bad screenshot, but it's not, it's no longer, yeah, this one right here for instance, that is not quite correct. It may, there may be some change needed. And my thought was, ah, well, their tool has some ways of identifying screenshots that might help us if we wanted to, so long-term thing for consideration. It could, it could ASCII doc be fed to this, this system just as we're doing Java properties and HTML files. ASCII doc is dot a doc, no. Correct, right, dot a dot files. I think I have it right here on the web interface, language codes, yeah, dot a doc, call it call it enterprise. And it's okay if, if the answer is, I don't know, that's perfectly fine. It just, while, while we're here together realized, oh, maybe there are more places we could use this. Yeah, I know out of my mind that, that it supports a lot of different source languages, but either I don't find the list at the moment or a doc doesn't appear right here. Yeah, but that does also support lots of languages and different projects that are not necessarily Java or Java related. So it does work with them, but I don't have it at hand at the moment. No problem. Thank you. And now in terms of inviting additional people, can I invite by, oh, they have to have already registered with crowd in? Or can I, can I send, could I send an email invitation to this email address even though please provide me? Yeah, like I think so. Okay, but it, I suspect it wants to, I need to have already registered because here it says, yes, I could select you, but I can't select any, I can't send an arbitrary email. Okay. Yeah, I don't think that is possible, but there are lots of things like a magic link, for example, to look into the instance with us, could just put that in the email. Right. So if I copy this link and then said, hey, in fact, I'm going to do that actually, I'm going to send an invitation to a French speaker who's been willing to help. So if I send and compose to Damian. Okay. Okay. So I just said, I think it will be a while. Yeah, currently the instance is configured that people can sign up with GitHub with email or via magic link and lots of other sign up options. Okay.  Excuse me, Alex. Oh, go ahead. I'm just reading the methods. Five million, please leave us a review on G2. Absolutely. Okay. I'll do that review on G2 later so that good. Okay. All right. So word limit has been increased to five million and activated some more features. Okay. Good. Yeah, we are on five million words and 20 minutes. Oh, very nice. Okay. Excellent. I mean, the manager count is likely not an actual concern, so that would be more the word limit. Okay. Well, and if five million is not enough, we can always ask them later. So I'm going to go ahead and end this chat. You're okay with that? Yeah. Okay. I think for a basic instance that was fine. All right. So we've got, we've got the design library group created here and a design library project. And now you had indicated that this has not yet shown anything needing to be translated. Yeah, for some reason, I have re-triggered the workflow twice to make sure like since the data to crawl, but for some reason current doesn't pick it up or doesn't show it. I actually didn't open a translation file yet. Well, that's the workflow file I wanted to run. Yeah, but it does still display them as untranslated even if all gem messages are translated. So quite not sure why it doesn't work yet. Couldn't find any file to download. Okay. Yeah, the action basically does use the GitHub clouding command line interface to run the action, which did work fine in the past, but I didn't try to re-trigger it from the old instance to the new instance yet. So would it be useful at this point to have you guide me through doing this same sequence of configuration for the platform labeler to see if we get a different result there? Actually, I guess we've almost run out of time. So Alex, maybe it's maybe it's better. We just call call that we'll we'll can plan for this for another time. Are you available during Thursday's docs office hours to try again this week? Yes. My calendar says that is fine. All right. So shall we? Thanks very much. We're we're feels like we're making progress. We've got a group. We've got oops. Now why does this not show my project? Ah, okay. Now we've got a project. And so for instance, if I want to if I want to adjust the configuration of this target languages, it's that easy. I just click there and add a new target language like I want Italian. And it was that easy. Okay. Now now eventually, when when it starts detecting, we'll probably see that, hey, there's no Italian translation at all for design library. Yeah, no, I mean, it would display that there is a translation available, but it would display the green progress bar because it's completed. Oh, okay. So it has been translated already into Italian. Okay. No, the platform label I plug in did. Oh, right. No, I was talking to design library. Sorry, platform label. Yes, we completed it. Okay. Yeah, no, only German is available at the moment. Ah, good. Okay. I don't think why doesn't work. I don't know why it doesn't work at the one, but I will take a look at a later time. Right. Thank you very much for your time. Are you okay if I share this recording in case it helps? I can make it also unlisted or choose not to share it. What's your preference? I'm fine with sharing, though I don't know how much useful it will actually be because setting up the instance is likely less, likely less informative for Excel translators. Yeah, the recording is mostly for my benefit, truthfully. And I'm actually okay with that because it helps me go back and refer to it later, realize, oh, hey, that's okay. I did that wrong. I need to do this right, et cetera. All right. Alex, thank you very much. You are so kind in going through this. Thank you. Thank you. I'm looking forward to this. I will, I will talk to you then on Thursday. All the best. See you on Thursday.


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