Slate in usual swoon he ought to be back from it by now king when one receives such a blow in the skull lady sailor one is apt to forget the way home well let's not build a wake out of it huh king what is left to build you throw a villain from a hurtling jeep I was doing 85 king loneliness makes you exaggerate lady sailor our jeep can't don't argue with me king I tell you that's pedometer registered 85 when the boy got yellow and jumped this of course is the same speedometer that was adjusted by the garage man who told you that what our jeeps up it was the lack of a fox tail let's not get ugly about it king all I care about is when I came back for slate he was gone that makes my gauge register zero it oh pardon me it just went up to 300 rpms hi Slate miss me sailor get rid of the man who brought you and I'll diagram you how much the cell doesn't believe me sailor not the dead truck driver nor the nitric acid not the last words of a dying man he said El Indio you too senorita Duval you too wish to stuff my head with this kitty problem the fairy tale of El Indio that children laugh out inside their short sleeves what about the girl want to give me death or what slate that reminds me what happened to you after that guy slugged me I threw him out of the Jeep going 85 miles an hour back up sailor that Jeep can't do my very words Mr. Slate that girl gave you death or how come you didn't choose death Rover boy my condolences senorita you have a sick man on your hands he shows me to rocks and dead that do not exist he prattles all fables of juniper chemical companies hey if he gets violent call me senorita I will be glad adios I look for you I wait for you King sing sad songs about you and all the time I got a place for you to eat up all that curiosity sailor the library get me the rundown on an old Spanish fable El Indio so you can go back to that dame and I can find out who's getting nitric acid from the juniper chemical company may it blow up in your teeth get me my library card lover senorita Martha come in come in it is with gratefulness and with much pleasure we greet you senor cloney and I hire honey the American looks as if he suffers how did he bruises happen to you don't remind me to tell you how sometime a senorita do vile through him out of a speeding car do you not think that was very brave of him she got away from you what difference does it make it is a question senorita Martha admirably stated what difference indeed senior yeah what the next room please this exchange of money for your services should not be spied upon by lady if that's a custom of the land done simply and with dispatch mm-hmm and those others the one senor cloney has mentioned slit Shannon and senorita do vile each in his own time it will happen to them senorita please your high heels a clock it makes for distraction among these colors you know historical archives these are men who tell me to history or meet it lady who's a history delver give me what you've got on el indio indio you are in the wrong department senorita you want the children's department I suggest this book on your desk daddy the one that says el indio and big red letters read it to me put it down senorita you are not a touch read it to me daddy or I walk my high heels all over your bald skull I am not the man of violence senorita there's only that these copies are only one it must go to the book binders I do my best to dissuade borrowers from crumbling manuscript senorita they are rare they must be handled with sensitivity and you're the only one sensitive enough to give you the paltry wealth of my knowledge as an apology but el indio is only a legend the legend of an Indian who once was a tyrant in Habana who was burned at this stake and who promised to return with terror to blow up Habana for his burnt flesh in some quarters in Habana it is believed by frightened children you accept this apology now I have to check with my friend first he's waiting outside you'll wait huh to lose college what are you reading it's from the Greek sailor over your head what you find out about el indio the guy in there must be nuts late first he tried on you can tell me on the way to Campania Campania we need to go there for me to tell you look at a factory that buys nitric acid from the juniper chemical company I waited through a lot of bills of lading to find it come on sailor this is your day for culture hand me that rock sailor I thought this was a sneaky operation what are you going to do beat your way into this factory just hand me the rock the one I'm shining the flash on thanks you're going to crawl through that hole in the window no brainy one I'm gonna slide under the door let's get with it sailor slip your hand through that hole and reach around and slip that lock I did very well you step on my shoulder move the padding over a little get in there okay sailor just wait for me welcome to a cell for factories late take it easy down there there's a light on in that room that has been a fun farewell to this interesting cell for fact I care just follow me here they are sailor here what are all I see are crocs crocs I'm supposed to jump up and down about crocs of nitric acid look at the label on them juniper chemical company the stuff that was hijacked that truck wasn't big enough to hold all these bottles huh no wonder these brown bottles tolloween tolloween huh just what I've always wanted don't you catch on knucklehead nitric acid tolloween TNT let's figure it sailor TNT El Indio El Indio that's it El Indio that librarian told me El Indio was going to blow up a van it's except that El Indio has been dead for 300 years that man in the truck said El Indio we both heard him maybe there's something else we can hear sailor there's a light in that office you said that before stand right here sailor against these boxes don't move understand we have much of thanks and you're upon the making of the TNT and terrorizing your father depends my get it sailor terror terror buys a lot of votes and superstition on top of her buys a lot more that's where El Indio comes from like an evil spirit more terror we must think about you until then senior until the then you will sleep watch it the boxes clumsy who is there who is it I see you come along who are you my car understand the language hi Marta sleep shut them your boys hurt Marta better get them in shape we're going calling on the police hey Slate Slate look what happened to me I'm up to my neck and sulfur dip in molasses sailor and you're a spring tonic come on baby let's go for a boat ride this time we're gonna make it sailor I'm gonna show you this pirate's trailer for the last thing I do mm-hmm you know what what I sure appreciate your pointing out to me the landmarks of Cuba of today and yesterday you find it dull huh boys you know what here we go again well good gracious just look at that gas gauge empty you filled it with gas this morning Slate dear I have something to tell you you met that man again didn't you notice now there's two fox tails on the radiator cap all right on your feet kids start walking it's 10 miles to town I said why are you putting your head on my shoulder oh it's the nicest landmark I know I'm here you think that's gonna stop me for making you walk or that about that walk what about it forget it who knows when a man with a gas station will walk right by our two stars Humphrey Bulgard and Lauren Bacall have brought to a close our latest bold venture story special music was composed and conducted by David Rose may we invite you to listen again next week at this time for another exciting adventure starring Humphrey Bulgard and Lauren Bacall together in


Over the last several decades, as technology has become more ubiquitous and more complex, CIOs and their IT departments have become increasingly more integral to the institution. IT leaders today have a massive span of responsibility. Information technology touches almost every aspect of higher education. The 2014 Top 10 IT Issues is a direct reflection of the continued transformation of the business of information technology. The issues include improving student outcomes, establishing a partnership between IT and institutional leadership, assisting faculty with information technology, IT staffing models, analytics to support institutional outcomes, funding IT strategically, access demand, service delivery strategy, sustainable online learning. Top 10 is a tie between IT compliance and risk management and enterprise IT architecture. These issues not only reflect the concerns of CIOs, but they also offer a window into the future of higher ed IT. The democratization of information technology means that faculty and students have both the desire and the means to reshape the way they use technology in their work. Everyone in our community wants ubiquitous access to computing to help realize our institution's strategic visions. And perhaps by being aware of the top IT issues, by staying plugged in, we can begin to understand the rebirth and redefinition of what information technology means to colleges and universities. To put it simply, we can be the change we see.


Why are there so many ads for mobile games? Mobile gaming is bigger than PC and console gaming combined. The majority of these games are free. The main way they make money are from ads. So why is there an ad like every five minutes? Well, first of all, PC and console games almost always cost money. Mobile games usually aren't as complicated or detailed as PC games, so people don't usually pay money for them. Also, the player base of mobile games are usually kids or people who are on the go. And both groups don't feel like it's worth it to pay for a simple mobile game. So now that you know why there's ads in the first place, why are there ads like every five seconds? Well, most of the time people don't pay attention to these ads anyways. When you're playing a game, 99% of players would just skip the ad because usually you're literally just playing a game. You're not browsing the web or looking for any products. You just want to get back into the game. So these game companies put ads so much to try to make you notice and click because you don't want to see the ads anymore. Sometimes they're so down bad that they will include scenes that aren't even in the game. Some even have unnecessary inappropriate scenes. The small X on the screen makes this process so annoying as well. Again, most of mobile game players are just kids and they usually would just skip these. So these game companies make money and most of the users don't even care. Well, that's just free cash. I myself hate ads, but if I had the chance to make money without impacting my game sales, I would. Another thing these mobile games try to do is make you watch ads for reward. This benefits both you and the company while negatively impacting the advertise. This is literally the best thing that can happen because if you're a free to play player, which again, most mobile players are, it keeps you entertained in the game. And if you want to skip these ads, you can just buy a monthly subscription for like $5. I have to admit, this is a genius strategy. You make money from your pay to win and free to play players without losing sales. So why not? Most mobile games come and go. Most of them I just uninstalled in less than a month because I usually just get bored of it. Ads are how they make up for people not buying the end game content. Why would you spend money on a game when you most likely won't be playing it in a week? So why don't PC game companies do this?  Watching ads for 5 seconds on PC is annoying because you can't just look away. You're on the PC to game and not to just pass time. Also, PC games are slower and it's hard to make that much money when the player would most likely uninstall if they feel like it's wasting too much of their time. Again, like I said earlier, players are more likely to spend money on the game itself and its end game content. So all in all, mobile gaming ads have gotten sad for players. But hey, at least you can play the game for free, unlike most console or PC games. In my opinion, I don't like the trade off because there are too many, but it is what it is.


Greetings to all of you attending the PNGADE conference today. It's a pleasure to be present virtually at this very important event, and I'm grateful to Dr. Abdul Manan for giving me the invitation. My organization, the Commonwealth of Learning, works with many of you very closely, and we look forward to strengthening these partnerships much more in the future. My topic today is brief but very topical. It's about open education resources, and what are the next steps that we can take. I will first look at what we mean by open education resources. I will then give you two examples of OER development that my organization, the Commonwealth of Learning, supports, and I will then finally raise some questions about what we need to do to ensure that we take full advantage of the potential of this exciting development and improve the quality of our educational systems so that we can participate much more effectively and fully in the global knowledge economy. Let us first look at what we mean by OER. The open education resource movement may be seen to commence at the turn of the century and is based on the idea that knowledge is a common good, and that technology can help us share it so that we can use and reuse these resources. You may all be aware of the Massachusetts Institute of Technology's Open Coursware Initiative. There is then the Rice University's Connections Project, the Open Learn of the Open University of the UK, and there are many others which initiated this movement. But what are OER? We are referring to open education resources, not as open access hardware or software, but to content which is free and freely available. This is digital, reusable, and available at all levels of education, not just tertiary education, because as you know, in many of our developing countries the age participation rates, that is the participation rates of 18 to 24 year olds is only up to 10%. So what happens to the other 90%? Are they going to be kept out of this movement? The answer is no, which means that we have to bring open education resources at the school level as well. While there is no evidence yet to conclude that OER will be a panacea for educational ills, there are some potential advantages which include, OER foster the global exchange of knowledge, online collaborative OER development supports capacity building, collaborative OER development encourages the preservation and dissemination of indigenous knowledge, and the availability of high quality OER can raise the quality of education, not just for open education institutions but also for conventional institutions. So it stands to benefit all kinds of institutions within any national jurisdiction. Now the other advantage that is cited is that course authoring time can take up to 80% of an academic time as we all know in a distance education context. But if we collaborate to develop OER the responsibility is shared by many academics and because this responsibility is now shared by many people it saves both course authoring time and money. It's also clear that offering free content raises the profile of the university as it did in the case of the MIT, the Massachusetts Institute of Technology. It also encourages potential students to enroll because in the MIT open course fair initiative one of the benefits to MIT was that 35% of the freshmen attending the university were already aware of their courses because they had actually gone and seen their open course fair materials. And then the other finding from this study on who uses OER which is produced by MIT that 17% of educators use this free content. Most of it is used by students and all over the world. The number one users of the MIT OER are students from China and Indian students are at number three. As we've seen the OER development started in American universities such as Rice and MIT but there were many concerns that this might become yet another form of cultural imperialism and this was raised at the World Conference on Higher Education organized by UNESCO in 2009 and there was a call for developing countries to join this movement and start offering and developing OER. And in this slide you can recognize two prominent South African academics Professor Bani Pichana and Professor Brenda Gulley who actually led this debate. Today many developing countries are increasingly investing in OER. Some of these initiatives are Sakshat of the Indian government. They are offering free OER especially in engineering education and you should take advantage of that. You can use the materials. The China Open Resources for Education initiative is another one where all materials are offered free and many of the MIT OCW materials have been translated into Chinese and are offered through this joint initiative of the Ministry of Education and the William and Flora Hewlett Foundation. Vietnam has also started an open courseware initiative as has Japan's open courseware initiative and there are many more in developing countries and in developed countries. Now fully aware of these developments my own organization, the Commonwealth of Learning initiated several projects and I'll just mention two of them. The first is the Virtual University of the Small States of the Commonwealth and many of you have heard of this. It's a consortium of 32 small states which have come together to develop capacity in online course development, develop the materials which are freely available and offer these courses through existing tertiary level institutions in the participating countries. Several need-based courses have been developed already for example on disaster management, tourism, entrepreneurship development, sustainable agriculture, etc. and these are all available on our call website. Please feel free to take whatever you need, adopt and adapt as necessary. The second call initiative is a six-country partnership to develop 20 sets of course materials in print and online formats based on the secondary school curricula of Botswana, Lesotho, Navibia, Seychelles, Trinidad and Tobago and Zambia. Here again the William and Flora Hewlett Foundation supported this work and this combines the professional development of teachers with the development of OER. It is expected that providing high quality materials free of cost and enhancing the capacity of teachers will contribute to improving the quality of secondary education in both open and conventional schools in the participating countries. Now these materials are again being developed in print and online format and I would encourage you to use these as necessary and applicable. And what makes this call approach particularly important is that it focuses not only on collaborative content development but also on capacity building and on creating communities of practice It's not simply about cutting costs but also about improving the quality and effectiveness of education. Now I come to my final point what are the emerging developments and what do we need to do next? So what are the impacts that OER are having on universities? Let me quote an example from your region. This is an example of an OER university which is a collaboration between the University of Southern Queensland and Otago Polytechnic and this OER university proposes to use open education resources to open up education to anyone anywhere in the world. So what does this mean? It means that the students will study using OER according to their need. Voluntary tutors would provide free support and students will only pay if they wish to be assessed which means if they don't want to be assessed they don't need a qualification or a credential they don't have to pay anything to the university they simply study and move on as they require and the total cost of any degree then or any qualification would only be up to 20-25% of the overall cost of a degree or diploma or certificate if they were doing it in a conventional institution. So OER as you can see are potentially having an impact because here are issues of equity people who do not have money can actually go to an OER university and study at a fraction of the cost that they would have to in other cases and which they may not be able to afford. So it's opening up access to higher education as never before. But there are still some questions which need to be addressed because as I said, you know it's not only about higher education it's also about other levels of education. So who are we developing OER for? The fundamental players are only two teachers and students. How can we reach them in remote and marginalised communities? For example in some remote hills in PNG how do we reach them? These communities that need most help to improve the quality of education most of them have not heard of OER how can we make them partners in this movement? Many educational institutions have traditional governance structures and teacher-centred pedagogic practices the OER on the other hand is much more a people's movement and it requires a learner-centred and decentralised approach. There is a basic contradiction then between the centralised and decentralised institutional models. Will the centralised structures allow a decentralised approach? What kind of advocacy strategies will be needed to reach these constituencies? The second point is that most of the available literature on OER so far, you know this is only about 10 years old focuses on the production of OERs. But producing OERs is not enough how do we move to the next level and promote actual use and reuse? And how will this help us achieve development outcomes? We all want to achieve the MDGs we are nearing 2015 many of our countries have not achieved those how can OERs actually help us accelerate the learning process so that we can work towards development? And finally there are many strong players in OER who have emerged in different regions of the world there are many international regional and national initiatives in OER as I've given you a glimpse of some of them. We have OER Africa the Commonwealth of Learning is working with UNESCO on policy advocacy IDRC in Canada is working with Bawasan Open University in Asia on OER capacity development Now how can these different groups come together as a network of stakeholders so that the collective impact can be enhanced? The point is that how do we actually make use of this initiative to propel ourselves into the knowledge economy of the 21st century? So let me conclude on that note and wish you very well in your deliberations and thank you very much for your attention.


You know, for a lot of people, this section will be familiar and so on. Like, a lot of people have heard this hundreds of times before and so on. But just based on a lot of the questions that we've been getting, I figured it would be good to go through and kind of talk about the overall vision for PL from the founding to now and kind of carrying on in the future. So we're going to do this in four sections. First off, talk about the mission and vision of PL, kind of the why, the what, and the how we do that. We're going to take a brief look at PL's past, like the first 10 years. We're going to look at how the network operates now in the present, and then we're going to look ahead to the future. So PL's about driving breakthroughs and computing to push humanity forward. That is a broad statement and that's intentionally broad. And it comes from thinking about the massive scale changes that are going to have already been happening and are going to be accelerating for humanity in the next 100 years and so on. Things will be built, implemented, deployed that will change what it means to be human, even more than it already has. So when you think about your personal life and what you are as a human with these kind of supercomputers in your pocket and your capability set being able to interact with humans all over the world, you're just a different kind of thing than humans 100 years ago, 500 years ago, 1,000 years ago, 10,000 years ago. And so that kind of shift will accelerate through whole ranges of technologies that will arrive in the next 100 years, next 10, 20, 30 years. And so the goal of the network is to be able to both accelerate some of those changes but more important than that, navigate towards safe outcomes through those changes because those changes can create massive upheavals and you want to direct the development towards good safe outcomes. There's a lot embedded in that and that could be whole conferences just about how to do that. So in general, the kind of broader vision of PL is to build this innovation network. This used to say an R&D company and that shifted in the last three years. We'll talk through why. But the rest of the picture remains the same, which is to build a full research and development pipeline across the entire thing from early research all the way into product building and deployment and scaling. We want a world-class set of teams and network. We are very strongly into open source and open technologies. And we lean on the crypto and DC business model to create support and grow lots of projects. So in the last lab week, I gave this PL vision talk. I'm going to plug it again here because a lot of the questions that I saw coming through are just straight up in that talk. So I'm going to give a summary of it now, but it's going to be very compressed. If you want to unpack it more, recommend you go just look at the summit talk, especially after kind of thinking through a lot of the stuff today. And I'm also very happy to have problem solving breakout session on digging into any of this that is still kind of unclear for people and so on. So the broad picture of pushing humanity forward comes from looking at the past and looking at the present and the future. We've had this massive scale global improvement over the last few 100 years. We've also gotten ourselves into a position where we have technologies that can wipe ourselves out. And we're having this massive extinction event across the whole planet. We have massive challenges. We've become aware that, hey, we can accidentally wipe ourselves out, but either by our own doing or by a mission of not solving some problem that might happen. At the same time, we have this super crazy face transition where computing is just a super different kind of thing and we're developing at a fast rate. And if things weren't more volatile, we'd just have inadequate macro systems to handle this kind of change at the rate that it's going in. And so there's kind of tough problems there to solve in terms of how to orient the global landscape towards good outcomes. I'm going to hold questions for the Q&A because we could probably be, if I start taking questions, we're going to do a little bit of time, but write it down and then let's make sure that we cover it. So now that's kind of the broad why. I want to talk about kind of concrete what. So get very specific for a moment and then back into how we can do those specific things. So broadly, there's a lot of submissions in this kind of broader picture that a lot of us have been working on for many years that a lot of us really care very deeply about, that are interconnected in ways. And this is not comprehensive. There's a lot of people working across the network on a whole bunch of other range of things, but it's broadly related to this kind of swath of things. First and foremost, PL started with IPFS and Filecoin and Lippitopee and projects about securing the internet and establishing digital human rights. I'll go into that in a moment. We also discovered through crypto and smart contracts and blockchains and so on that you could actually deploy some new structures that could shift how economies work globally and how governance systems work globally. And that's a very powerful technology that I certainly didn't anticipate when I was first starting PL. And though it was talked about in a lot of CS literature and broad economics literature and so on, it wasn't clear just how straightforward and easy it has been. Like we've built this massive scale, new financial rails infrastructure and you can deploy new incentive structures into the world and that has been a relatively easy thing relative to many other build-outs of other industries and infrastructure. So that is very promising as an opportunity. And then broadly, there's a whole range of other shifts in computing technology that are going to be arriving, shifts in simple interfaces like VR and AR where those kind of like are symbol translations of what we're used to today but just in that kind of more immersive environment to then major shifts like the latest super advanced AI models eventually getting to things like AGI, robotics, brain computer interfaces, whole brain emulation and so on. And so this swath of technologies is gonna come with all kinds of super difficult challenges. And it's one of those things where innovation can't, like this can't really be stopped in a sense. It can only be delayed or accelerated. And you wanna think carefully about the sequencing of these things to aim for good, good safe outcomes. So concretely in each one of these, and condensed here what normally it could be like whole talks into a short segment but a lot of you are very familiar with this. The securing the internet and establishing digital human rights thing comes from observing that the internet and the computing infrastructure that we have now has connected the species in a really amazing open sort of way and has given us the ability to grant superpowers to each other by just writing some software, some applications and deploying them worldwide. And at the same time, that same infrastructure can be used for all kinds of bad outcomes. And in particular, there's a lot of opportunity for kind of certain kinds of central control failure modes where the kinds of like digital, totalitarian kind of states that you could build in the now or in the near future, just kind of eclipse whatever we've imagined in the past in terms of how bad things could get. So it's pretty important to bake in human rights and our notion of human rights into the internet now before those kinds of things emerge to prevent those things from emerging in the first place. And there's lots of ways to do this and lots of approaches and so on. One way that the broad web through community has been following this is by thinking of specific human rights, thinking of systems that can give you those rights and then implementing and deploying those systems worldwide and to try and build those so they don't depend on corporations or governments because those are courseable and can change fairly quickly and instead lean on large scale incentive structures that can coordinate lots of groups around the world. Again, this is a huge guess and bet that this could lead to a whole set of better outcomes but none of this is at all kind of guaranteed in any way. The web through community in general has been pushing for this sort of better safety model. There's a lot of people across the network that have been working on this particular mission. Lots of projects. This is where PL got its start. Projects like IPFS and Filecoin, IPLD, Ethereum itself, we've been very involved in the Ethereum community from the beginning. Things like DRM, the P2P, Baccalao and a ton of others. And this is showing of a bunch of the teams across the network that are just working on this.  I just kind of did a quick filter. But lots of humans and lots of organizations and communities are working towards this particular goal set. Now in terms of upgrading economies and governance systems, this comes from thinking about that kind of inadequate macro systems problem space, thinking about messes in the landscape of funding when you think about the last 100 years or so, we've advanced our understanding of what's important to do and we've advanced our understanding of how to develop really breakthrough, broadly globally improving technologies, products, services, systems and so on. But the incentive structures that we have globally don't quite lead to the best outcomes. And you see all kinds of really messed up situations all over the place. Things like the R&D budget of the world. Remaining roughly the same as 50, 60 years ago in actual amounts of value in dollars or any other currency even though the world has inflated those currencies dramatically more in that time period. And it's very difficult to motivate the addition of new whole scale, new kind of funding agencies for new things. There was this very interesting period in kind of post World War II where the US especially but also many other countries worked pretty hard to set up whole new R&D infrastructure to carry on the kind of the speed of innovation that the work had created and then aim it towards solving broad scale set of problems. And the Cold War gave this ability to kind of create new agencies and so on out of which we've got things like NASA, things like DARPA that ended up building the internet and so on. And yet that kind of innovation has sort of stalled out. There's still a lot of that kind of innovation but it's not yet proportionally, it's not proportionally the same scale that it was before. However, with like crypto is a super interesting set of systems where when you look at the scales of funding that are available to these crypto networks and you think of them scaling, I don't know, one, two, maybe three orders of magnitude more in value, at that scale crypto networks can actually start funding R&D at the scale of nation states which is a super crazy realization. I kind of realized this a few years ago and I was kind of mind blowing that you could actually build and fund things like DARPA, things like all of the different kind of funding agencies out of crypto networks. Now crypto has to scale to be able to get there but and we have to figure out how the mechanisms to be able to do that but that kind of thing is possible. So that thinking plus thinking about a bunch of other problems like climate change and many other kind of more local classic economic failures let us and many other groups to develop a bunch of the systems in kind of public goods funding and this kind of structuring of coordinating broad groups to develop, fund, maintain, sustain, and grow this infrastructure that is vital to all of us. There's a lot of teams working on this across the network. This is of course much smaller than the prior one because it's newer but this is just a snapshot of a few of the teams and projects and groups working on this and there's many more across the broad web three ecosystem. I think this kind of thing will, if we can have some good short-term successes we could probably scale this quite a bit. Now kind of zooming out for a moment, going back to this broader technology picture. The ordering of these technologies is gonna be very important to get right and what kind of capabilities get unlocked and become enabled globally and what they afford to various groups is gonna significantly shift the outcomes for all of us globally and certainly shift the outcomes locally in a bunch of places. And kind of our thinking around R&D in general is that this happens in this broad larger scale pipeline going from early research and things like you can think of academic research and so on and you develop new ideas, you try out various different possibilities, you develop a conceptual theoretical framework for things then you start applying that into devices or concepts or structures. Some of those might work out and pan out in the near term. Some of those will sit on shelves for decades even. You know wireless technology for example sat on a shelf for a decade before it was broadly useful. And then over time you need a lot of effort and teams and projects working on developing those things to find the concrete applications that will get you there. And so that requires not just a single team, it requires many multiple different teams pursuing different lines of thinking, different lines of development in that large fan out space. And one of the kind of most hardest parts about this R&D pipeline is that usually startups start very late in this pipeline. You start kind of towards the later half of it and at that point and startups are the currently the best way to kind of capture some amount of the financial return from those technology developments to then be able to kind of cycle back the ROI to the beginning of the pipeline. And so you really need to have a kind of network oriented structure to be able to develop these kinds of things in the long term and at scale and then be able to leverage the returns of startups and so on. The kind of broad innovation like this, yeah anyway, so we both wanna accelerate certain lines of these kinds of technologies and we want to slow down others or at least kind of sequence these to some extent to try and maximize the outcomes for safety. There's a number of organizations in the network already working on this kind of thing. Many of these organizations were started kind of around the same time as SPL or a little bit before, a little bit after. Foresight is pretty old, but FLI, NFHI are fairly new, convergent is newer than PL. And then there's now even startups that are working on some of these technologies. And so very proud to say that actually like two of the most important projects in AI safety and BCI are part of the PL network. And so even though it might not be a large scale in terms of numbers of teams, we have a, we've been successful in kind of working with some of the groups that are having the most impact. So there's a lot here. And the question is kind of how do we drive these breakthroughs in computing, orienting towards safe outcomes across this kind of network oriented structure? How can we kind of accelerate that good R&D that can get us into good spots? And that's where the innovation network model comes from. So when you think about, I started going into this a little bit in terms of the R&D pipeline, but zooming out for a moment, at the end of the day it's just about science and technology and how you couple those together and build products that can diffuse the innovation around the world. It's about how humanity learns more and figures out what will actually work, how those learnings can be translated into concrete artifacts or systems, whether they're like physical or digital that you can leverage or social, like there are social technologies like language and cities and so on. And broadly, currently in the last 20, 40 years or so, we've kind of created this very large innovation chasm between the early academic works that are primarily driven by academic credit and so on, and then the broad technology development incentive field around building products, building services and scaling them for diffusion, and that in between spot gets not well funded, not well incentivized and so on, which is why tons of really important innovations are stuck in the academic pipeline or are stuck in heads of people or in papers or in discussion forums or even as practical implementations that got built to some extent but then got stuck somewhere along the way and never actually diffuse all the way. So we've been very Bell Labs inspired from the very beginning and I'll go into that a little bit more later, but the way that Bell Labs oriented this is to think of the entire pipeline and structure programs and processes across this whole range of operations and then was able to drive that kind of innovation that we kind of haven't seen since in terms of the scale and predictability in one kind of broad organization. In reality, Bell Labs was kind of a system of organizations. When you peek under the hood, it wasn't just a single company, it was a whole system of things, but it's not quite the same thing as an innovation network as we're talking about it now. And so I've seen a lot of questions about kind of the differences between single companies and innovation networks and kind of why a network and so on. Here's a list, I'll share some of this briefly and I'm also very happy to kind of have one of the problem sessions be about digging into this in detail and see how they're different, but the broad thinking around this is usually in kind of a single company you have one corporation or a set of related corporations, you have primarily one dominant business that then ends up starving and stifling others and usually tends to lead to that culture and that organization decaying over time. You can see this in all of the Silicon Valley tech companies that have scaled and kind of gone to the top, tend to kind of decay down to some sort of study state. You tend to have like highly hierarchical decision making. You tend to be able to create great exceptional company cultures, but those to grade with scale and time, usually somewhere between five and 10 years. If you're very, very good, you can stretch that out to maybe 20 years. The big question mark was on Google this last 30 years and it has not, for my accounting, has not really panned out because maybe they thought it was going to. Single companies are good for sharing resources and establishing a different internal environment, but when you do that, you tend to increase the difference and you tend to create very strict boundaries and it becomes harder and harder and harder to collaborate across those boundaries. Usually IP becomes a big question and the broad innovation pipeline gets stifled by the weight of the single organization. It tends to also be very capital intensive because you don't have good forms to have sharing the upside with many other groups or investors and so on. It's hard to do very significant R&D outside of the core domains. Some organizations manage to do this, but it's extremely difficult. Most organizations never even get to R&D in the first place and then you tend to have a lot of coupled risks that end up inhibiting the broad scale R&D. So it's really good for highly related businesses for products and R&D that is just kind of around one swath of things. If you're extremely good and lucky, you can maybe open up that aperture, but in general there haven't been good examples in the last 20, 30 years of doing this very well across a very large swath of different technologies. Or at least it's sort of relative. There are some successes, but you can look at other models that are actually better. And in this sense it would be bad for a large span of independent projects, different businesses, products, R&D lines. So now let's think of kind of innovation networks and I picked sort of three examples to go against these other ones. First off, think of Silicon Valley itself. Like the concept of Silicon Valley is an innovation network. It's not a very concrete one, but it is, people have written about this for many decades of kind of what was special about Silicon Valley and why it ended up manifesting the R&D that it did. There are others before and others in other locations. You can think of universities, like Stanford is one of the more successful at this, but there are many across the world that do this pretty well, where they're able to create a kind of innovation network, but they usually don't route the capital flow back into the R&D pipeline. So they're concrete and you can point to them and you can see kind of research programs that are articulated and you can kind of see the boundary of the network. You don't have a way of cycling the ROI because of kind of how universities are structured. And then you can think of something like YC as another kind of innovation network that is kind of tightly coupled to a specific phase in the pipeline, which is again not in the early research part, but more in the productionization and scaling side. And so this kind of broad concept of innovation networks, you can think of it as a network of independent organizations or corporations, each one pursuing its own business, making own decisions, but you can create the kind of internal environment sort of things that you can get in single companies, happening as a broad cultural structure or broad systems and services that are shared across those organizational boundaries. So think of it kind of like, if a single company is one cell with a bunch of kind of a different internal environment than the harmful outside, an innovation network is trying to create that kind of structure without the boundary cell wall, but having enough momentum inside that you get internal cohesion. It's closer to a colony of cells than a single cell. And part of why they're extremely good is they tend to create a resource sharing structure that isn't dependent on that single business. So if that single business succeeds or fails or degrades, it doesn't really affect the whole outcome of the network. And so that can keep growing with many different structures. You get the coupled incentives, you get amortized failures, meaning groups can move across different efforts without kind of like blowing out the entire all of the work that you've done for a decade or two, building up the structures. This tends to be dramatically more capital efficient. You end up sharing a lot of the risks on the upside with many other investors. You can create structures that are just kind of astonishingly more capital efficient than single companies. And it tends to be very good for a large span of independent businesses, products, R&D lines. And it tends to be very bad for super tight coordination, or it's not that it's bad, but it's not as good as a single company for tight coordination on one business, one product, one R&D line. So this is another kind of way of looking at this, which is kind of taking some of those things and comparing it on a table. I didn't color code this one because color coding it orients it to a specific approach. I'm gonna do this at some point for the kind of broader R&D question. But if your goal is to kind of get somewhere really fast with one product, like the network feels like a distraction and it feels like something different. If you wanna go really fast on one single product, usually kind of a single company is better. But that's not what the mission of PL is, right? The mission of PL is this much broader, larger scale, larger scale thing. It also happens that crypto networks by design and definition need innovation networks, not single corporations. And if you have a single corporation driving most of the product development in a crypto network, the thing is likely gonna fail because of how we've structured what it means to be a crypto network and what decentralization for a crypto network means. You need a structure that has resource sharing and independent risk-to-coupled structures across those things. So you can go through each of the crypto networks that are deployed out there today and try to classify them on the spectrum of how much are they driven by a very few amount of organizations or a very large amount of organizations that are more decoupled. You can scale that by capital, by the way. You can normalize it to just kind of think about the same capital structure and you'll tend to find that the crypto networks that do the innovation network part right and are much more successful. You know, another, this is kind of a note slide. It's another way of looking at it, which is kind of alphabet set out to do this kind of longer term R&D thing inside of a single corporation. And yet it was not nearly as successful at doing this as it hoped to be. And when you compare it to the outcome of YC in that same time period, even though YC did not set out to do what alphabet did, it's just kind of astonishingly better to be in the network model, much stronger output and much more capital efficient. Now this suggests that you can create a crypto network like this to give you this kind of innovation structure and that's what PL is gonna be experimenting with and trying to figure out, can you create crypto network structures to do this kind of innovation? But that's kind of like a sub goal. That's not the main broad goal. The broad goal is to just get it right, working with crypto structures or normal regular structures. But there's kind of like an open opportunity there for being able to do this and build like a crypto network version of Silicon Valley. That's kind of what the potential is. So there's kind of like a diagram of the pipeline that I've kind of shared in a bunch of places. Here I kind of included also the structure of blue funds and green funds and kind of the yellow service teams because all of that segment is required and critical in enabling this broad longer term R&D especially with the network orientation. And that kind of like set of boxes in the middle is about like different kinds of instruments for doing the funding at different scales which is what leads to these different funds. Like green funds and blue funds tend to be different because the instruments and the return profile is different. And again, happy to go and listen to a lot of detail with people who want to dig more into this in a session. Yeah, here's like a zoomed in view into each of the sections. By the way, this kind of like shared services component was so fundamental for the development of Silicon Valley and the development of things like YC. You were able to build an enormous scale of professional quality development that you didn't have to kind of build from scratch in one organization. And it's one of the things that led to Silicon Valley overtaking other innovation environments. And so being able to kind of like build very high quality professional services that are not coupled to the single business but that are able to work across them is kind of a huge advantage. You know, another way of kind of looking at this is kind of where localizing some of the things that we've been talking about in the network and kind of just differentiating or distinguishing PL from these other things. Think of YC as kind of a network that's very oriented into this particular stage in the pipeline when you're going from something that like the concepts are broadly figured out and you're trying to productionize something and trying to find product market fit and trying to then build the business and scale it. So this is kind of where YC sits. You can think of like specific VC funds like Incense and others as kind of sitting downstream of that in a larger scale. It's worth noting that by my accounting this the Incense model is more profitable than the YC model because you're able to kind of look at specific areas but it is not successful at causing the startups to emerge in the first place. And so something like YC will kind of output more many more potential opportunities which is interesting to see that now Incense is creating kind of its own version of YC at least for crypto. So now localizing PL in this picture this is where it's different from these other things. It's not looking at a specific set of stages and trying to out-compete the other groups in that environment. It's about looking at the entire end-to-end pipeline and build some structures along the way that can speed up that part of the pipeline and that can, you look at sort of the conversion rates along the way and you focus your effort and energy to increase some of these areas and you of course have to do that with an eye towards ROI along the way and so you have to couple this to the investing model because that's kind of the currently the easiest way to have like a strong ROI here. The other way that's also potentially interesting is kind of the venture studio model which if we're to overlay it here would be kind of in the development part in like that chasm area and so that's something where the things like the big bets that we're exploring or like the various sort of bets that we're exploring sort of fit in. Cool, so that's the broad mission and mission PL. Went very in depth here because a lot of the questions people had were kind of around this and kind of the why, the what and how. I'll now just speed through these next sections that was kind of like 80% of the content. So I'll kind of just go through PL to just kind of zoom out, look at the whole picture, talk about that now and the near future. So before PL got started kind of the things that led to the beginning of PL and the beginning of IPFS where a whole bunch of learning across many different fields, looking at the internet stack across the board, learning how to build companies in the first place and learning how to build products. And then and so there's a whole track around internet startups and so on and kind of developing that. There's a whole different track which is about noticing the innovation failures that led to kind of wanting to create another Bell Labs type of environment. It was astonishing for me to read about the past and the kind of R&D that we used to do as a species that we no longer do and why certain things are totally stuck and that in the water now and kind of why that is. So I kind of set out to my broad plan even before PL was to kind of find a good structure and a good business and then orient it towards solving this broader problem around the pipeline. This is kind of a bird's eye view of like the first five years of PL's history and getting started with very little money from what I see like 120K was like the very beginning of this. In fact I worked on IPFS for like many months for like six to eight months with less than zero dollars. It was actually like completely, absolutely broke. I'm gonna potentially go into this more in detail tomorrow when I talk about kind of like the founder journey type of story. But that enabled PL to get its start and the big thing, the big kind of initial thing was kind of IPFS and Falcon together. This was a period where there was a, we were coming out of a crypto summer and into a winter. And so that's why IPFS got developed first as opposed to Filecoin because the winter made people have less attention on Filecoin and more attention on IPFS. And so I just kind of followed and pursued the path of product market fit. That led to kind of the beginning of Go IPFS, launching the alpha, socializing in a bunch of different places. The community started growing from early days and contributing a ton. We started building a larger company. Then we were able to raise funding around in 2016. So note that like up until 2016 for like two years, so it's like, okay, supported about 12 people for that entire time period. Then that led to then Go IPFS continued with a ton of traction, tons of scale, lots of contributors. Then we started refactoring the stock to add things like lipo to P and IPLD, multi formats and so on. We then turned our attention back into back towards Filecoin to develop it. There's many people around in the room today that were here for that period when people were like, why are we doing this Filecoin thing? Like it seems like a huge distraction over IPFS. Or even why are we doing this lipo to P thing? It seems like a huge distraction over IPFS. But it's sort of like fundamental in kind of the model of how do you build the financial structure to develop all of these systems? We developed the SAFT, then we put out the Filecoin white paper round two. This two year lag where like we didn't do much in Filecoin during this period. What was neat about this is that Ethereum developed alongside and we were very involved in the Ethereum community because of IPFS and the applications there and more because of the social structures. So we were able to kind of learn a ton of lessons from Ethereum along the way and then use a lot of the tech that they built. Then we had the broad announcements of Filecoin. We ran the Filecoin SAFT sale. We also had the first official nucleation of PL which is coinless. We built this entire platform to do this fundraising and then we nucleated that as an entity as its own company. We weren't using the term nucleation at the time but that's kind of like the first example of creating another organization. And at that point, once we had, that led to a pretty large fundraise and at that point, now that we had larger scale funding, we were able to then start funding projects on larger scale, not just our own individual people working on our core projects but we started going into grant funding and we had RFPs. We built an RFP program. We worked with a bunch of different centers and for those of you around at the time, we started kind of socializing this concept of PL as like a seller nursery of like creating different projects and different businesses and so on and enabling them to scale. And then we sort of like at that point, sort of scaled up to kind of about 100 people. I might be getting the counts off here because yeah, I just did this quickly. And then second, there's a massive scale of contributors around this kind of like smaller core set. And so that, in terms of scales, we're talking about like thousands of people at this point working across all our projects. Then kind of the five years after that, we had to focus super hard on Falkland for 2019, 2020. So super like difficult time period for a bunch of reasons, but we built it. We built the beginnings of Falkland. We got to the Alphanet if people remember that and then the Testnet and then from there into the Falkland Space Race and then the Mainnet Launch. There were other stuff going on during this period and a bunch of other projects, but my memory is like a blur at this point and when making this slide yesterday, I was just kind of, was very focused on that. And then from there in kind of 2020, late 2020, early 2021, by looking at the whole pipeline and looking at crypto networks and looking at kind of like the end games or like not end games, but like mid games and end games of these types of systems. That's when kind of the decision to transition to the network came into view and it made the decision to go in this direction. And we rolled that out into, in lab week 21, we talked about kind of this broad transition into the network. We introduced a concept of nucleations. I think it became a drinking game at some point. We formed teams to do the builders funnel, the time funnel network infrastructure and network goods and so on. Then we went into 22. Lots of things happened in 22. People's memories here will be really good and better than mine. We then, in terms of faculty, we focused really hard on scaling data onboarding and driving that as a big piece. Then we kind of built out the accelerator program and the VC program. We had already been doing a lot of investment by this point. So the first network investments were starting to happen in 2017. That's when we invested in things like Starquare and other things that are now pretty successful. And then we just kind of scale up that program to enable it to turn into the network. We had lab week 22. Then from there we've been working on various projects like the launch of FVM, the formation of Big Bets. We have lab week 23 coming up. And this is just only a small sampling of the massive scale of stuff that is happening across the entire network. So now kind of thinking about PLN, the present state, kind of setting aside the, there's all of the projects that all of the individual teams are working on, but just kind of looking at the network infrastructure. Think of the broad, the notion of sort of like what PLN is, is this broad network of teams, lots of different activity across it. And then we have a set of infrastructure teams that are supporting the network. And this is where this picture of building the network, helping teams start, connecting them to capital and talent and knowledge and services comes from. I'm gonna just, this is all kind of in Brother Dex that you can find, but this is sort of the scale that we're dealing with. We now have hundreds of companies in the network, thousands of people in the network. We have systems that help groups coordinate in terms of finding each other as teams, finding each other as people, office hours or other kinds of support structures. We enable a lot of teams to get started through things like the accelerator programs and early hackathons and grant programs. We then help groups connect to larger scales of capital, everything from angel to seed to larger VC funds and so on. We have this broad model of different fund structures for different sizes and different scales. We have kind of this broader portfolio. And we also wanna connect all of the teams and with really good talent so that that's where kind of the talent network, funnel or talent network as we're calling it now sort of came from to help kind of organize hundreds of teams and thousands of people. And this broad swath of services that we're developing, so all kinds of things to help coordinate across the network from really kind of local source of things like local dinners and Lab Day and things short in time or kind of updates to then this broad thing around kind of more supporting the entire network, tell its stories and its messages and broadly disseminate what they're working on to the broad landscape and then do things like Labway to help bring the network together and help form and help coordinate. So kind of in terms of the, I'll flash them again, like in terms of the concrete goals of the concrete projects, there's an enormous amount of people and teams working across this whole swath of kind of individual goals. And there's just a kind of sampling of these. So now kind of talking about the future, and I'm gonna refresh, it's extremely difficult to predict what's gonna happen in the next 10 years, but I'll kind of just give some broad strokes of this. So first off, like the most important thing that we're gonna be facing as a group, as a species, is the rollout of some of these technologies that are going to fundamentally shift and change what it means to be human. Much more than these things did. It'll be, it's unclear, it's unclear if we'll get any big results of this kind in this decade. If I had to bet today, I think the bet would be on ML systems and getting pretty close to things like AGI, it's extremely difficult to estimate timelines, but things like OpenAI are targeting 2026, 2028, which is not very far from now, and that would be transcendental if we get there. Also very risky, not gonna go into that. But then BCI, so from my perspective, the prioritization right now should be in slowing down AI and speeding up BCI as much as we can. And so that's where we're very underserved in terms of the scale of effort there. I think companies like science, I think it will have a pretty significant impact, but we need kind of like 10 to 100 of these, not one or two. But hopefully we'll kind of like steer the pathway well here. The broad thing that we can do is create an environment where starting those kinds of things can be dramatically easier. And starting those things looks fundamentally different than starting crypto projects or crypto networks, right? It's just a very different type of environment if you're doing kind of neuro-technology type of work. And so in order to build the support structures for those systems, that looks different. By the way, access to capital is one of the core things in all of this, which is why we were even involved in that, successfully involved in that space. Then kind of thinking about individual kind of goal sets or projects, unclear to say where we'll be in this particular set of missions. I think we have a pretty good chance of bicking in some of these rights into the network in the next 10 years. Things like at least kind of the secure publishing and distribution of content, I think we can get there. It'll be difficult to get there in terms of private, reader-writer privacy. I think we can make significant improvements, but we won't yet be at, my prediction is we won't yet be at full reader-writer privacy across the entire internet for all content within 10 years. I'd be great if we did and we should try, but that seems kind of like a little harder. Now, individual projects and individual missions will hopefully be at much larger scales. If kind of IPFS keeps growing at the rate it has been, it'll be hitting like billions of humans at that point, which will be pretty awesome. If hotline keeps growing at the rate it does, then it needs to do better math than this, but I think we could be hitting in the Zettabytes by the end of the decade. I'm not sure. We'll have to figure it out. It might be like multiple Zettabytes. I've consistently underestimated the scale and speed at which crypto networks can accumulate hardware and accumulate resources. So I sort of was thinking and predicting like tens to hundreds of petabytes for the beginning of hotline and we hit a next byte like very fast. So this could be much faster. In terms of economic systems, I think this is where like there's a lot more question marks. There's a lot less people working on this kind of stuff than there should be. And so this is an area of a lot of work and investment that should happen across the space, especially as we go out of the crypto winter into a crypto summer, which would kind of be routing a lot of the development and so on to systems like these. And then in terms of the R&D, broad R&D pipeline, hopefully we can get to a spot where it becomes a lot easier to kind of find these breakthrough big bad type of ideas and then start them within the network. Today, like if you were to start something with a lot of experience, you tend to not go to YC. And that's something that's an incentive structure that's to the detriment of YC. And we have to figure an incentive structure for us that where like you just cleanly always make sense to come work with a network. Here are like some of the kinds of things that we were talking about. This is now much more zooming into the next year, two years, three years, things like, we need some form of PL network membership structure that like we have to kind of formalize so we can see what teams and groups are involved and what kind of access they get to different shared network resources. We want to create this like broad unifying platform across the network. Spaceport has been pioneering that with a directory. We want to kind of expand that tool in that system to create a pretty important way of kind of collaborating and being pretty effective across the network. We want to build ways of better connecting the talent across the network and helping support companies with advice along the way and with helping them find the people they need. And we want to create like, we want to have a very clear picture of the conversion rates along the way in the entire pipeline to see kind of where the gaps are and what's working, what's not working, where should we be focused on and so on. Now in terms of kind of like the funding or the teams or funding structures, we want to hit like, we're currently at hundreds of blue to green teams. We want to hit like thousands in kind of like the short two to three, four year time scale. We want to hopefully be in the tens of thousands by the end of the decade. That would be a pretty great place to be. That would probably back into thousands of service providers or hundreds to thousands of service providers depending on the scale to support, if you're supporting like 10,000 teams that usually kind of like in order to magnitude lowers is probably a reasonable kind of upper bound. And so this might be like low tens of service providers until maybe, which is kind of where we are now for the next few years, but then maybe scaling up afterwards. In terms of green funds, this is not a single fund type thing. It's like you want to hold network of funds. Here in the green side, I can just tap into the broad investment capital of the world. We can lean into tens of thousands of angels out there, the hundreds of large scale venture capital funds and so on. And then in terms of blue funds, this is where it's harder because the blue fund world is like much sparser and tends to be very top heavy. It would be amazing to create the structure in crypto that enables like things like tens of thousands of angel sized impact funds to happen where you're like deploying small amounts of capital like $5,000 to $50,000 or $200,000 level of scale as single individuals being able to make those decisions and routing that capital. Often it's not there. Angels tend to invest their own capital but recently there's a lot of structures that enable angels to route capital and finding a good way of doing that in the impact side could be just enormous. And it would be really great to get to kind of hundreds of VC sized impact funds by the end of the decade. This is gonna be, blue funds are way that's at, in the green fund side we're like lucky to rely on the broad world having really good investment structures in the blue fund size side. We're dealing with like a pretty broken system today that in my view for certain parts used to work a lot better in the past. So we'll have to think through sort of how to get there. And one big thing that we're gonna be working on is and we've made us on a progress on is to kind of like figure out some kind of asset structure whether it's one or multiple types of assets that can create incentive structure for the people and the teams and companies across the network to collaborate and to create value together. And that's a really key point in making the network sustainable and growing over time. And I think it would be much more successful than other things.


Vehicle technologies need to be matched with infrastructure technologies. And infrastructure technologies are vastly lagging behind. This area hasn't received adequate attention. So maybe for us in the UN this is one of the areas where we are going to work much more.


So your card's been declined We're afraid you might infect all the other And take your business elsewhere It's just we don't Hey, hey


ecting and and and informing data on for example energy innovation and this could be done also with all this data that we have on system real reliability and all those things so these are things that then we can share and then share with other countries and share best best practices as well um what else uh so we have spoken also a lot of the modernization of tariffs and and i love the point that uh the pilot projects were not really pilots they were more scaling up things so what have been what have we been doing and now we have been designing tariffs sandboxes so we are trying new tariff designs modernizations using digital meters in specific areas of concessions and and seeing what how this works and and how we can change tariff designs and if this works then we can scale up to the whole country so these are things that we are doing at the regulatory level um and then we have talked about a distributed uh energy resources it is uh in the regulatory agenda at annale so several technologies we have been analyzing and seeing how we can uh foster their implementation if there is need for regulation but what we have been seeing and witnessing and this is something that i commented on a panel before is all the services that are being created by the agents behind the meter so services they are helping industries to discard the carbonize they are coming up with solutions for energy efficiency so when we have all this digitalization and data this makes lives much more easier for people who want to add value to the sector with other or the services that we didn't have before yes yes i think my so less topic then to to to conclude the so international collaboration i think it's very important to create the ecosystem of interested parties that can share best best practices experiences and also a place for capacity building but on the other hand what is a problem for me or for maybe for developing country countries is that there are so many initiatives that is sometimes too hard to participate because you have to follow up a lot of things at the same time and sometimes they are talking of similar things in in different initiatives so this is something sometimes hard so i think we might i don't know together think a bit more about this governance of all these discussions on on similar topics so yes this would be my points thank you very much because you've actually summarized so many important points mentioned today it's almost like a recap of the entire event but i i underline very much your point on data i think we could have talked about that a lot more in fact because it really seems to be also a red thread between all speakers in fact on this so so thanks a lot for this if you know after hearing the african perspective the perspective from brazil as well could i turn to you jang on coming in from china where you know of course so much is changing at tremendously rapid speed indeed your consultant and at the sgcc and formal repeat at the sacred energy research so working very hard on the energy transition in china a couple of words maybe on what digitalization means in china right now and the trends that you see going forward thank you and it's it's a big player for me here and i think all the discussion is quite interesting and i can say technically i i can say each country have these similar challenges but for china we have three i think we have three specific ones one is we are in the still in the how to demand demand grade a demand increase period in the next 20 years and we have a biggest might be the biggest power system in world and it's needed to be decarbonization and to be neutral within less than 40 years and also the market building market building is still on the way it's not ready so i think that's a big challenge for the chinese china's power sector so in this sense we think the digitalization should they have a huge help for us to to to face this kind of challenge and we can say in the government already issued the data digitalization planning guidance and also the government take power theater as the main the main place to promotion the digitalization so that's a good news for us but also it's a pressure it's also a pressure pressure yes so anyway it's a good news and we can say we have a another good news is the power sector power sector enterprise have been put to the digitalization as a main call task to promotion and also we have the other how say internet enterprise into this area for example for tension Huawei and Anibaba so i think this guy is coming to the power sector it's a good news following digitalization i think anyway thank you very much jiang for making these really good points and these direct you know the the indications of what still is driving all this digitization going forward in china a tremendous demand increase still a lot to ongoing and a lot to happen much more thank you for this could i turn to you chris you are a junk associate professor at university of technology in sydney have worked played a key role in in the country's most significant energy innovations here can we speak a bit to what has already been alluded to cost pricing and what how that plays into digitalization so how do we approach the least cost strategy to the to the decarbonization the future of grids to really build on that thank you ana yes i also wanted to express my appreciation for the opportunity to be here i think it's a great event and you know appreciation to the ia and to unip and also the italian government and i think it's perhaps fitting that i should follow jiang because i understand i don't know if it's true or not but i'm told that there is a a chinese curse that you would say to someone now you live in interesting times and in australia if i look back 25 years ago the energy sector is not very interesting it was actually quite boring we had about 82% coal fired electricity electricity prices were fairly low and constant and things things chug along quite quietly apart from the fact that we had one of the dirtiest most carbon intensive electricity industries in the world but things are not boring anymore and i think that's when we look in terms of international collaboration this is an area where australia can actually be of use to other countries because we're going from as i said 82% coal fired electricity we had about 10% renewable energy 20 25 years ago last year we had 35% renewable energy and we have a government policy that by 2030 we will have 82% renewable electricity and that will be dominated by wind and solar power that's that's so interesting it's a bit scary and so if we're going to achieve that and we need to do that for decarbonisation reasons but also in terms of reliability because we can't build fossil fuels electricity generation anymore then we're going to need a lot of flexible capacity we're going to need track loads of it and that then goes to the question of what is the most cost-effective way of achieving that resource and we're still struggling in australia to even work out how we ask that question so i think they say that history doesn't repeat but it does rhyme and i'm conscious that it was 50 years ago when we had the first or the the major global energy crisis will soon be 50 years and out of that a few things happened the OECD established the international energy agency was what was one thing another thing that we learned out of that it took a little longer was the need to take a balanced strategic holistic approach to solving our energy problems and some people called that integrated resource planning other people call it least cost planning but the essence of it was to how do we achieve what we want to achieve the lowest cost and if we look at how we apply that today we feel like we're we're reinventing the wheel where we can draw from that if we apply those those fundamental principles of a least cost strategy number one is purpose being clear about what the objectives are number two is about people it's about participation and you can't develop your purpose your objectives unless you engage with the people that they're intended to serve the third one goes directly to your question about pricing and if we can't have effective and efficient pricing then there is no way we'll get a least cost outcome and the final two elements are to consider all of the options not just a subset but all of the the relevant options and finally in doing that to consider all of the relevant costs and the question is well what are the relevant costs well again you can only answer that by going back to what's your purpose and to the participation of the people so I think they are very useful mechanisms or elements that we can address globally in trying to solve this this global problem and I have some more but I think I might leave it there Anna thank you very much Chris you said a lot of very interesting things but what stuck in my mind was energy used to be boring it's not boring anymore so I'll I'll I might steal that thank you very much Chris for for those points can I turn to you Samir, Samir Rashidi you are acting director of Iresen so of the Institute of Energy Research in Morocco which complements very in a very long-term manner the decarbonization pathways and national strategies that the kingdom has set on research and innovation in particular so it would be great to hear from you what do you think the role of research and innovation is and especially how international collaboration can take place around that from your country's perspective well thank you so much for the opportunity to speak and for the kind invitation well it's it's really interesting for us because we were created kind of recently like 12 years ago and the idea of the of the let's say the the founders of the institute was to support the energy transition of the country by that time from the scope or the point of view of innovation and R&D and I liked so much the I mean the phrase or the sentence from from Bertha that I will quote again and we have many Africans and in my Africa or my my country Africa Morocco we had we had a challenge that was that we were and we are still dependent like 97.5% from fossil imports it's quite also unique in Africa normally more lots of African countries has have their own fossil resource but we are a sort of exception and we were also with a big ambition to grow economically speaking so we need to energize this and we felt like we need to have a virtuous cycle and try to get out from this boring let's say day-to-day life so the idea from our point of view back that time was really to build on our capabilities mainly and the tremendous renewable energy potential that we have we are known for solar but we are having lots of wind and also some hydro and the idea was to build on that in order to try to be less dependent from imports and to be resilient which is a very nice fancy that word that is useful today and is trendy and to be able to energize our own economic development especially we have lots of ambitions and also expectations from our youth that are also part of the international youth we have today and from this point of view let's say if I have to summarize and to answer really quickly your answer your question sorry our role as I see it as a researcher is really to demystify technology to help also adapt technology to the local context and by context I mean the I mean constraints but also the opportunities and if I give an example for for example solar panels in our countries they are designed differently they are designed elsewhere but when you try to test them or at least to work with them in our context in my Morocco we can find at least two or three challenges that you can you cannot find here in Europe for example one example is the UV for example the high ultraviolet radiation that reduces the yield typically of the solar panel and another challenge that we face in in our research facility is dust so just to give you those examples to see that there is and Bertha says this there is no transportation to have or to I mean to a copy paste of technology to be we need somehow a sort of vehicle to localize and to to to adapt this technology to the local market the other thing I would I would say and it's kind of an ambition for myself and for my fellow colleagues is really to help localize the industry because when you start to demystify by demystifying technology then you understand what are your boundary conditions what are your needs what are your constraints and also when you start to build capacity around and expertise around the technology it's then for you easier to to to create an economic answer to that and from this point of view I would say that we have kind of succeeded in developing some some let's say a repeat as we say in in in France some success stories or startups that face somehow those challenges but we will have probably the opportunity to discuss about it later thank you Samir for illustrating in which way Irizen is taking the lead on on on research and development within Morocco and trying to demystify technology making sure that that goes in the direction to accompany all the targets all the objectives set for Morocco for the region and also for for Africa as a as a wider whole turning to you now André Europe and international energy policy specialist co-chair of the UN Economic Commission for Europe and digitalization energy task force so you work on this vastly with many different think tanks on these topics can you maybe give us your take on how international collaboration takes this forward because I think that's what you do a lot throughout your work and if digitalization is a uniting force in this vis-a-vis a dissociating force thank you very much and thank you for the invitation and also from my side congratulations to the 3D team for the report published today mindful of time I will just I'll try to not be redundant with my fellow panelists a lot of very interesting points raised here but I'll just mention three quick points in which I think are important one is that I think we are living in a quite a polarized world when it comes to how to approach the energy transition process a lot of scenarios a lot of proposals on how to to do that but one common denominator if you want among all stakeholders no matter the part of the spectrum they come from is digitalization no one disagrees with that it's not a castus belly everyone is fond of that probably because we are all on a personal level aware of the benefits unlocked by digitalization in general in other in other sectors so I think this is important and critical for all of us policy makers decision makers analysts whoever we are to to build on that to take this ground and build on top of that and to steer our scenarios towards net zero because we are indeed moving from a one-way energy flow system to a two-way energy and data flow system and that's actually bridging to my second point the data part we've we've discussed about that and I think it's important because of course there are in the energy sector electricity sector we have data that is for marketing purposes like any other sector of course but the data that we urgently need and we lack is actually the one related to system efficiency so operational efficiency efficiency in general how to help socially and economically help and users and so on and so forth so in that sense and bridging to the international collaboration I think peer sharing and more important than ever probably a collective race to data I think that's that's important because I do agree that problems are the same when we talk about digital starting points and digital solutions and only by doing that we will basically unlock system efficiency and we will grasp the full benefits of digitalization and the last point that I want to make which I think is very important that we often talk about digitalization as a cross topic let's say a element or or concept and I'm bridging here with with what Vida was mentioning to some extent I think we are taking digitalization sometimes for granted because it's a cross cutting concept it's somehow similar to grids and you are everyone is discussing about grids and everyone is discussed no sorry everyone is discussing about scaling up renewables but not too many people are talking about the need for grids in order to accommodate that somehow it's similar to digitalization we we discuss about that like it's there or it will be developed organically we don't need to you know focus that much on that which I think it's not correct fully correct we still need policies we still need incentives in different forms to focus investments and projects into that and to bring this pilot projects that we have discussed today at scale because only at scale we will see the the full benefits not only having scattered successful stories but still scattered stories and I'll close here for a moment thank you Andrea you mentioned here digitalization seems to really be a common denominator among us all I think that is probably the best way to wrap up not just this session but actually also the the event that has gathered us here today I thank you very much for having been on this panel and I'd like to ask the audience to join for a round of applause thank you very very much and I'd now like to leave the closing remarks to Vida Rosite who's the three-den program lead because we've arrived to the end of our program today and I'd like to extend another warm thanks to all the speakers having been here with us today thank you thanks so much Anna and thanks to all the speakers and panelists I won't even attempt to try and summarize all the valuable insights the experiences the suggestions that have been shared today I've been taking notes I ran out of paper but I know that my colleagues have been taking notes we'll take all of this on board I know that you've given us all here in this room and all of us online food for thought there are lots of topics that resonated we have similar challenges a theme that came up across very strongly is it's time to act there is a looming sense of urgency the digitalization of power systems does involve challenges but the opportunities are vast and international collaboration plays a huge role and especially as an accelerator so I'll leave my summary at that I'll thank again all our speakers I'll thank our excellent moderator Anna thank you for helping us navigate this complex but hugely exciting area as we heard we live in exciting times and the indications are they will only get more and more exciting and also again thank our colleagues in UNEP for for your support and of course the Italian government for their foresight in spearheading this topic area and ensuring that we we are part of a process towards accelerating progress and of course I will thank my fantastic team at the IEA for all the hard work and all the support and all the preparations that went into making our report making this event a success so thank you very much and yes and then I'll just reiterate what Anna Lydia said we are open to partnerships do reach out as I said we are looking to build our community as we heard today there are great opportunities for furthering international collaboration finding synergies between initiatives there there's a lot in that space that we can all do together you have our contact details reach out reach out with ideas with suggestions as I mentioned this is the first of a series of grids reports please please do share your best practices your pilots your experiences of scaling up and we look forward to continuing to engage with you on what is an absolutely fundamentally crucial journey so thank you all very much and I'll just mention that for those of you who still have power left there's an exciting session at six o'clock on revolutionizing energy efficiency narrative that will be in room Lully and then we have a reception with some food and drinks at seven o'clock so I hope to see you all there thank you very much


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I'll say the Knicks Penny Hardaway magic auto here nice retro magic penny hardaway auto Got red to ADA great Williams for the Celtics rated rookie red ADA Bryce McGowan's for the Hornets Red and green Aaron Gordon nugs rookies for the Spurs Blake Wesley and the Cavs Isaiah Mowgli Last one here. Look everybody. We've got a Bruce Brown for the nugs on the hollow Jason Preston Clippers hollow Got Muggsy Bogues Hornets optographs black and gold seven of eight. That's awesome. Muggsy Bogues Jeff M Red to ADA Denny Aviva for the wizards Red and green Van Vleet Raptors Red and green Sohan Spurs rated rookie And choice rookies of David Roddy Grizzlies and Moussidae Bate for the Clippers Real quick auto recap That black and gold Muggsy Bogues for the Hornets. Very cool. Penny Hardaway magic Andrew Nemard for the Pacers Matherin Pacers Gail Goodrich for the Lakers Cam Thomas Nets Shade on Sharp Blazers They kill Alexander Walker T Wolves Jaden Hardy Mavericks Mavericks redemption Luca Donchich on the optographs choice And rated rookie blue for the Blazers Shade on Sharp Pretty good break there actually Rather than most of the choice breaks that we've had recently. Thanks again everybody moving on to more basketball