The next talk is a slight change but it's going to be even bigger and better than the ones we have. I will do a very short intro and hand you over. Alec, too, you've already seen before is actually Head of Entrepreneurship. Good intro! Strong intro! Head of Entrepreneurship at City University. He's going to talk about problems not solutions. Rhaid i'n meddwl yma. Mae'r cyfrifio'r cyfrifio wedi'i gweld 5 munud. Felly mae'n rhan i'r ddafodd y Dacol. Ond oherwydd, mae'r cyfrifio'r cyfrifio a'r ddweud i'r ddweud i'r ddweud i'r ddweud. Mae'n gweithio'n hyllustu, ond gweithio'r methodoli, i gyd o'r delwch, gorfodd i'r wy lluniau gyda lle. Ond, er defnyddio'n gweithio'r cyfrifio, mae'n cyfrifio gyda'r ddweud i'r ddweud i dweud i'r ddleuniau. Ond defnyddio'n gyfrifio i'r ddweud i'r ddweud i mi... ond rwy'n fy有 chсяf hwylid, pa dyna'n gyhoeddi'r rhidio. Ond rwy'n ymddir i fy mrydd fel y dyddigol am gyfrifio'i'r ddweud i mi i ganddo i ymd countrysideau Gallwch, gallwch, gallwch. Roeddwch, gallwch. Rydyn ni'n rhaid i'ch gael eu lle. Rwy'n cael ei ddaeth am y mic. Roeddwch. Roeddwch. Roeddwch i chi'n rhaid i'r gael, rydyn ni'n ddysgu eu mic. Roeddwch. Roeddwch. Roeddwch wedi bod nhw'n ystyried o'r ddysgu o'r ffarmysysgol yma, a rydyn ni wedi'u gweithio gyda'r cyffordd rhaid. Roeddwch i'n gweithio'r lab yn yw? Roedd, yna. Mae'r gilydd gyda'n gwybod. Mae'n erbyn i'n mynd i gyd a ganddoch. Mae'n golygu'r ysgol a'r unedig ffordd, a'r Unedig Ym Mhartfordshire a'r LSE. Mae'n rhan o'r hyn rhan o'r mhagor ystod. Mae'n rhan o'r hyn ar y cyflawn i'w sgwrs. Mae'n rhan o'r hyn o'r dysgu'r sgwrs o'r sgwrs a'r helyn o'r llwyfr o'r ffordd i'w dweud o'r ddaf yn ymgyrchol. am y syniad ysgrifennu syniad yn ffordd, a rwy'n gwneud yn gweithio'n gweithio'n gweithio. Ond yna, rwy'n gweithio yn digwydd, rwy'n gweithio i'r astudio'n gweithio'n gweithio, oed yn ymgylcheddu, ac wedi bod yn ffortunadau ar y cyd-aerffaniaeth eich cyfrifiadau yn y cwmwr, ymlaen o'r gychwyn i'r ysgol, felly'n i'n nhw'n uchymai'n gweithio'r atau Cynwys ydych chi'n gwybod i'r rai. Felly, o'r gwaith, o'n ddiddorol, sy'n ddiddorol am ffand, ddiddorol am wahanol yma yw amlwg, dyfodol a'r wahanol ar y cyfnod ddiddorol i'r cyfrifroír maen nhw wedi ar 100 oed. Felly dyna, mae'r ddiddorol, yn fath o bwysig ymddangos, yn ffordd i'r ddiddorol am ffanddau ar y cyfnodol. Maen nhw'n ddiddorol a'r ysgolwch ar y cyfarwyr sy'n ddiddorol. a we run all of our programmes for them. So this is something that I stress to all of our students. When they're thinking about the very... You know, their concepts at the very beginning of their journey of starting a business, it's all about identifying problems. Lots of people find it very, very easy to jump to a solution or have an idea. That's the fun bit. I mean, that happens quite quickly. But actually identifying a problem is the key to having a successful idea or product or service or whatever it is you're making. And so I don't mean for this presentation to be patronising in any way. It is fairly basic, but hopefully it'll be enjoyable and you'll kind of think that it's relevant as well. So here we go. So why problems? Does anybody want to hazard a guess as to why we start with a problem? Yep? Because people will be willing today for the solution. That's true. You can make it someone's problem and then you've created a business model. That's another nice way of doing it. Yep. Yes, so a problem has a contained amount of things that you can solve. And within that, there's probably money to be made. That's definitely true. But problems exist and there are so many of them. We'll come forward to some of these solutions that we talk about in a minute. But problems are definable. They're there. They exist. They're already there. If you're creating ideas before you've actually identified what you're solving, then you might be in this loop of never-ending innovation that doesn't solve anything. And innovation is a whole other kettle of fish. And I stress this to all of our students because the journey of starting a company is very similar to this rather than that. And a lot of our students do expect, ah, I'm just going to create the next Snapchat or I'm just going to create an app where we can share photos. And it's expensive and it's time consuming, as I'm sure some of you will agree. It takes hours of your time to create a business. And if you do it and at the end of it, you're not solving anyone's problem, then you haven't got a market. You haven't got a business model. So why not start at the very beginning with solving someone's problem? Are you familiar with this model, the lean canvas model? So this takes elements of how you construct a business and very simply puts it in a map. And you can look at each one of these elements and start to apply how your business operates or if you've got a new product or a new service. It's actually very useful and very quick, especially if you're in a team meeting and you're thinking about the next feature or you're maybe diversifying your range of services, then you can quickly mock it up with this. And the map literally does say, what's the problem? What are we offering? What's our USP? And why are we the best at doing this against our competitors? There are many models that have a different type of makeup as well. And you look at your customer segments as well. And there are relationships between these segments on the map that define if you're solving a problem, there's a way of measuring that, and also customer development. So where is your market? And then you get something called a product-solution fit or a product-market fit. But we won't go too much into the theory. This you can find on the internet anywhere. And there's lots of really good videos on YouTube which explain it really, really simply. But if you haven't used it before, have a go. It's good for some people, but not for others. The bits we're going to concentrate on are the problem-solution area for this brief talk. Thomas Edison, he was a smart guy. And I like this quote, because I think it sums up what I'm trying to tell you guys. He would like to find out what the world wanted first and then he would invent it. There was no sort of inventing something and then coming back to the problem of solving. And I reiterate that continuously, but that's a point at the talk. However, he did have a couple of failures. He made these dulls which projected a noise which was a bit like scratching on a blackboard. And they were attracted from the market very quickly. So he wasn't perfect in any way, but I like what he said about problem-solving. So now we're going to explore a few things together, starting with looking at the problem itself. So how do you identify what is a good problem? And there are these elements that you would look for in a problem. So even if you think you found something that's got solvable criteria, you might want to consider these. Is it valid? Does it actually exist as a problem? Is it a problem, I don't know, after eating chewing gum that the water makes your mouth feel colder? Maybe that's a first world problem. Is it important to anyone? Does it actually matter to anybody? Is there a market out there that's willing to pay for this sort of stuff? Is it well defined? Does it have boundaries? Is it defined by time or budget or it could be many things? And most importantly, can you do anything about it? And we'll talk about wicked problems in a minute. And competitors, has it been solved already? That's not a problem. I mean, that's not too much of an issue. Many of you are probably doing similar things in this room.  So if you can design something that's slightly better or at least your users and your customer segment, then that's fine. So competitors sometimes drive you to perform even better. Now, sorry, the lights aren't great in here to show you what that is. Does anybody know what that is? Yeah? Did someone say yes? Yes. Yes, sorry, yeah. Yeah, is it in Brazil where they put the water bottle to bleach it? Yes, yeah. Through the room. Yeah, fantastic. So this is a brilliant example of problem solving. In the factories in Brazil, at which there are plenty, this is in the favelas up in the hills, there are lots of workshops, there's lots of industry actually in the favelas and they suffer from not having a regular light source because they're using, they're farming off the mains electricity illegally to power the factories. They keep on getting power cuts. And if you're working with some heavy machinery or something fairly dangerous, it's not going to end well. So what one of the engineers came up with was cutting a hole in the ceiling and filling a two litre bottle of Coke with water and a bit of bleach helps to frack the light into the factories. And it's equivalent to something like a 60 watt light bulb. So the problem there was people were hurting themselves and probably dying in these factories in the favelas. So how did they solve this? They needed to create more light within those factories and this cost next to nothing. This is using existing materials to do it. Fantastic. This is another one of my favourite examples. Has anybody seen this before? So that there that the baby is wearing is an incubator. And it doesn't look like one of the incubators that you'd normally see in a hospital but it does exactly the same thing. Because essentially what an incubator does is help regulate the temperature of a baby which is critical in early life and it helps reduce that child mortality rate which is really, really high in countries across some of Africa and South America. So a group of students at Stanford were tasked with the challenge of developing an incubator for 1% of the cost of a modern day incubator. And this is what they did. And they did it so successfully that now this is distributed throughout the world by the UN and help organisations in those countries. Saving, literally saving lives. Because the core problem they were trying to solve was we need something cheap that is going to help maintain the temperature of a baby from birth. And they've done that when they've saved lives. That's pretty impactful. Can't remember why I put this slide in but it annoys me to look at that. I don't know about you guys. That's right. The paperclip itself. Does anybody know the origin of the paperclip? It was solving the problem of attaching a label to fabrics in I think it was a sofa shop back in the day, quite a long time ago. And it literally came about from bending a piece of wire and attaching the label to the fabric. And that's where the paperclip came from and now we use it in everyday life. It's origins actually had a use that's specific to the problem that they couldn't attach a price label or information about that fabric to it. There we go. And then on the other side, we've got lots of solutions that are created without establishing a proper problem. And you can probably think of some in your head, but I'll make it easier for you. Anybody ride one of these? Now this was something we were all meant to be riding on right now. It was designed in the 70s. I can't remember his name. We're fantastic. There's even one in the coffee shop over there on Goswell Street. So if you want to walk back through time, then this was an electric vehicle that we, so we don't want to walk anymore. We just want to do this. And even in the rain, it doesn't matter. It still looked cool in the rain. But it did happen again with a segway, which now you can't, I don't know if this has actually worked properly in airports. I know some, I think even in Heathrow they've started to use these, but the take-up was minimal at the very beginning of its journey, the segway. And now they're just used for stag and hendews, you know, doing a tour of Budapest or whatever. But again, they're not solving anyone's problem. It's just scanning for innovation and wondering maybe too far into the future right now what we might be doing.  Yeah? Who owns a pair of these? I don't think you can anymore. Well, this was taken back to the R&D department at Google because of lots of problems and the realisation that faces are actually quite pertinent to conversation and communication with people. And it was weeding people out, basically, that people were wearing glasses that were scanning you or, you know, doing lots of things. The technology itself is very good, but the user study at the very beginning of this, they didn't do enough research to actually work out why we'd be using these. What problem is this solving? But it has been taken back to R&D. And there are some other products out there. I don't know if you've seen them, which are actually using all-in-the-ear type smart devices. So translation is quite a neat thing. There are a couple of videos out there now that do almost instant translation so you can have somebody speaking one language to somebody else in another language and it will translate to that relevant language for them. It's quite impressive. And one of the other things that I stress to all my students is that why jump to these crazy ideas? That's fun. That is really fun. When there are so many problems already out there. And sorry, this is a bit broad because it was meant for that student audience. We have bacterial resistance. We're all going to die shortly and this is probably why. So why not try and solve that? And I mean, the power of data at the moment is incredibly important to some of these challenges. Clean drinking water, we still don't have clean drinking water available to everybody globally. It's still a massive problem, still not solved. Cyber security, is anybody working on that right now in this room? The challenges that that brings are fantastic, are huge and are only going to grow. And then local challenges. There are things on our doorstep right now that still exist for one reason or another that haven't been given the consideration or thought where we can help and try and solve those problems. Homelessness in Islington is huge. And recently we just hosted a social enterprise festival where our focus was on local challenges and trying to help solve local problems rather than jumping to social network where you can tell someone that you're having a drink. And then there are small problems like this as well. When you get home and that ready meal which will probably happen tonight and you tear off half of that goddamn cellophane. So they exist in all walks of life at different scales as well. And for you guys it might be that you've got problems on a technical basis with product or service development or it might be something within your company that you're trying to solve. Or with your clients. How closely do you work with your clients and understand what their problems are? Now there is that other phrase that Henry Ford said. If I asked people what they wanted they would have said faster horses. But he created the car which essentially is a mechanical horse. It's getting you faster from A to B. So sometimes your users don't always give you the full picture of what they really want. So that's something else that you can explore in terms of covert user research. Is anybody in here a UX expert? Aha, fantastic. Or user research, how much user research do you do for your products and services? I don't know how to quantify that. Some, a little, a lot. Lots, some, see. We're getting some confessions here. But that's another discussion altogether. So I mentioned earlier that some of those larger challenges and problems are recognised as things in the world of academia. And you do actually stumble across wicked problems. Has anybody heard of these? They're not wicked problems but they're so large and complex and they have so many changing variables that they're not solvable. Now, that almost sounds like a challenge, doesn't it, to some people, but it really is quite tricky to do it and you would require an algorithm probably as large as this and a group of scientists or brainy people like this. And there's quite a few brains in there. I think you've got Plank and Schrodinger and Einstein. But it's best to steer away from something like that. And that might relate to you and your companies in terms of trying to solve something that has so many variables all at once and that's about breaking it down into those components. I prefer problems a bit like this, just working, and even if this does play a part of a larger scale problem that isn't quite wicked, but making sure that you understand the components before you get to that larger problem. And it can be quite a depressing thing to go around looking for problems all the time. Kind of start getting to the mindset of, oh yeah, that is a problem. Here's a problem. Or just trying to analyse how rubbish the world is right now. Or all your companies. Don't do that if you're an employee because your boss might not thank you for that. But we explored this earlier. So what makes a good problem? Just bear these things in mind. If it's quantifiable, if it's valid, does somebody have this problem? Those are things that you should look for.  There's a couple of books out there. There's Undercover UX, which is quite a good book, which is all about being undercover and observing problems and the way that users react to things. It's basically social experiments without people knowing it. And there's another one written by Steve Blank who is kind of the godfather of entrepreneurship in the US. And he has an ethos about getting out of the building and just exploring and finding these problems. Or at least finding the people who have these problems. Something with epiphany in it. Epiphany, yes, that's it. The four epiphany of a startup or something like that. Yeah, it's actually quite a good and easy read and you can probably find it free on the web. But get out of the building. I know some of you are probably designing products for clients who aren't in your office, obviously. And it's about you getting to know them as well as you possibly can and the users who will be using this product. So your customer and user are a different thing. And hands up now, who has met a user of their website that they've developed for their client? And do you enforce it as part of your strategy in terms of your product development? Yeah, okay, well, that's pretty good. It's amazing how many people don't. Because, well, it depends how much flexibility you've got with your client. Because it's quite a lot of work. But it's an important part of the work. And there's always this battle between devs and user research, which is as old as sort of game of thrones type battles. But there are important parts to both and it would be nice if you could do these things side by side. And some companies have managed to do that. But anyway, getting out of the building and understanding what that user actually wants can be a very important part to your client offering. And also it's probably another service you can offer at a rate. And another quote, I think that is the based on being curious, getting out there, asking those questions. Why, why, why? Or how do you do this now? It's about asking those open questions that will give you the detail that you need. Sorry, this is about users of that product. If that's what you'll be developing. But understanding exactly their process now and how yours can improve it. Going undercover, literally sitting somewhere and observing people. If you're a service designer for a train station or a network or transport point, you will spend your time travelling journeys and sitting in those spaces observing people. It seems like an obvious thing, but a lot of people miss this step. And just document everything. I think that was said by Paul, wasn't it earlier? Yeah, just make sure you capture everything. So this is more in the user journey and the product development cycle. But write it all down, otherwise it's lost or it's a kind of, I think this happened. And Andre mentioned this as well. Information overload, a lot of our processes were all very busy. Who kind of arrived here this morning and didn't even realise how they got here. You've put your headphones in, you get on the train and somehow you've arrived at a place and now you're hearing a talk. Which is probably a strong six out of 10. So it's about being mindful and breaking down some of those components in terms of your everyday workload. Why are we doing this? Instead of getting on the tube every morning and just having that as a vacuous time for you, you're wasting time maybe. Maybe that can be spent more wisely thinking about the things that you're going through and you can apply that to your everyday workload as well. And does anybody know this guy? Well, I've shown you a picture and given you his name. So you'll know him now. But Tony Fidell, he worked at Apple for many years and he was responsible for the first generations of iPod. So he's quite smart and he came up with Nest. Does anybody own Nest? I might come and talk to you later. And his ethos with Nest was that there's this thing on our walls that is tricky to operate, hard to program, doesn't quite get the temperature right. It's burning electricity when I'm not in the house unless I turn it right down and I've got to go and turn it up again when I get in, blah, blah, blah. Why do we keep doing this? And that thermostat had actually been in place, the earliest thermostats in homes were just after the Victorian era. And then we had these things from the 70s that nobody really changes in their homes until the range of smart hubs came out for temperature control. And using a simple algorithm, it works to your behavior patterns.  That was a true problem. People were burning electricity needlessly and they were being uncomfortable in their homes or having this awful system that didn't quite work. So he invented this and now he's doing very well with this. And I mentioned earlier about Google Glass where the R&D team is headed up by this guy who's now been, Nest has been bought by Google and he's heading up the next generation of Google Glass whether that will be a glass or an earpiece or whatever, I don't know. But hopefully with his background in design and user research and engineering, we might see something a bit more exciting.  This is just the way they are actually. Yeah, I don't bother, it's fine. This part of the stupidity paradox as Andre discussed earlier is, that's how they are. And Tony Fiddell was someone who was prompting, let's not accept that any longer. Let's get to the bottom of these problems and solve them. So coming back to that problem checklist and the things for that thermometer there, they were all quite valid. It was definable, it was actionable. Well, it was actionable by them because they're very smart and you can make a piece of hardware that talks to the web and what have you. But it doesn't have to be as big a scale as that. It can be very simple. It could be a feature in some of the products that you're making. Make sure you're getting to the root of that problem that you're solving. Has anybody heard of the hat stand effect when it comes to features? You throw so many hats on it that starts falling over and then the whole product becomes complex and crashes over. So avoid the hat stand effect. Yeah, feature creep can be horrendous. So make sure, like Ben was saying, analyse what's relevant, what's a priority for those products. And make sure your client understands that as well.  When in fact you know the problems that exist with their users aren't those at all. Sorry, this is for students. Apart from the last one, does anybody, apart from our Drupal events, does anybody go to any other hackathons and design jams or anything like that? A couple. Design jams are really good because it's all about posing a problem and using techniques that investigate how to solve it. And they're actually crafted in theory, which work. So there are quite a few that are happening here and the loads in London. Hackathon is more about hardware and developing something, maybe a product at the end of it. But design jam is more conceptual. It's literally playing around with ideas from the problem first upwards. This is a sweet spot that I use quite a lot for our students in terms of, I was getting a bit hippie with this because I wanted people to create social enterprises. But also this is very valid for problems anywhere. So what the world needs, try and combine that with something that you're passionate about and hopefully you've got skill in. And then there you go, you've got your business mission. All right, it's a bit simple, isn't it? But bear that in mind. You might be passionate about something. You might volunteer for something, actually. And that might be solving something that the world needs. I will quickly run through finding solutions. So have you seen this map before? So we've gone through the problems into finding what problem is and what you can do about it. But finding those solutions can be the fun part. And don't show this to a neuroscientist because this is dramatically incorrect. This is something that a lot of people just use in terms of defining creativity. And it's normally a mix across both.  And he acts on emotion whereas this side works on logic. And we could go into a whole discussion about that, but maybe that's not. But they have both of their uses in terms of finding solutions. And what I urge people to do, have you ever heard of divergent and convergent creativity and thinking? So divergent is all about being out there first and ideas come very quickly and rapidly when you're not constrained to anything.  So if you've got your problem statement, now you can start to go mad with any idea that you possibly want. And then you bring in the rules afterwards. And that's where some brilliant ideas have come from. Google used to do, I think it was 25% of any person's time could be spent on a personal project but using the rails that Google has.  But giving people the space and the creativity to go a bit mad and then strap on the rules later is a nicer way of ideation. That is a real word. It pains me to say that sometimes. But ideation, the ideation process should start with divergence rather rules, rules, rules, slap those on first. And I urge you all to do that. And this was my point here about being playful as well. Just go with it. Some people feel uncomfortable with that because it's not within their nature. They might be more one side of the brain than the other. But it can be fun. Look at things differently. Any white and gold in here? All black and blue? Yeah, I think it might be the colouring of this slide. But try and see things differently, that mindfulness thing. You might be working with a client and trying to show them your product and you really can't see why they're not getting what you've made and that feature and what it's doing for them. It might be about stepping back and just understanding more about them and their real problems. I doubt that happens too much, but seeing things differently. Deconstruct, bring it back into its simple component parts and use your imagination as well. Go mad. Just really on that divergent phase. No laws apply. So go mad from there. The ideation part tends to be the most fun part. Once you've got your problem established, it's really easy to start solving and to badly paraphrase Einstein again. He said if he was given an hour to solve, to create something, he would spend 55 minutes off that hour understanding what the problem is first and then five minutes solving it. Now he's also quite a smart man, so five minutes solving it. It might differ for us.  I take his advice and analyzing the problem first is the key step to getting forward to some of those solutions. And experimenting as well. Play with experiments. Test your hypothesis. Look at your riskiest assumption about your next product. We assume that people will do this because test them, go out, ask people, create mock-ups, be a prototype guru. You don't have to create the end product. People know the story about Dropbox in terms of their first prototype. Maybe not. So they couldn't sell their product because nobody could understand it or people would make an assumption. Doesn't that already exist? So they weren't able to sell this product which we probably have all used at some point recently. So they created a video. It's just a simple prototyping technique. Create a video which shows you exactly how the product will work and it showed you. You could sync your files. Simple. All right. They checked in a few internet references and some geeky things that people liked. But after the launch of that video within, I can't remember the specifics, but it was something like after 48 hours they had 40,000 sign-ups and that got them the benchmark that they needed to then get the investment to turn that product into a reality because investors and users just weren't understanding it the very early stages of their prototypes. So experiment. Put products out there and see how they go. It's a bit like A-B testing on multivariant but you can do it even more rough and ready and it's actually quite enjoyable. It's also good for your marketing because you can show people stuff as well whilst you're doing it. And there's quite a few innovation agencies that we work with locally who are very good at this. I think that's it from me. So sorry about the impromptu, unprepared talk that hopefully had some relevance to what you're doing. I'm not David Axe Mark. I haven't found it's my sequel. Am I a co-founder of Drupal Camp London? Of course. Definitely are. Not anymore. I've been kicked out. I have absolute newfound respect for you after that speech. He did that within like five minutes prep so that was incredible.


Hamas used North Korean weapons in attack on Israel. Hamas militants have likely used North Korean weapons in their attack on Israel. Associated Press reported this, referring to sources in South Korea experts on North Korean weapons captured by Israel on the battlefield and videos by militants. South Korean officials, two experts on North Korean weapons and an Associated Press analysis of weapons captured by Israel on the battlefield indicated that Hamas was using a Pyongyang-made F-7 grenade launcher, a shoulder-fired weapon that militants typically use against armored vehicles. The evidence shines a light on the murky world of the illicit arms shipments that sanction battered North Korea uses as a way to find its own conventional and nuclear weapons programs. Rocket-propelled grenade launchers fire a single warhead and can be quickly reloaded, making them valuable weapons for guerrilla forces in running skirmishes with heavy vehicles Associated Press said. Experts interviewed by the news agency said the F-7s have been observed in Syria, Iraq, Lebanon and the Gaza Strip. The AP reports that the North Korean F-7 resembles the more common Soviet RPG-7 rocket-propelled grenade launcher with a few notable differences. The weapons captured by the Israeli forces and shown to journalists also seem to be the F-7s. During a briefing for journalists, South Korea's Joint Chiefs of Staff mentioned the F-7s as one of the North Korean weapons it believes Hamas used in the attack.


Mudcruz's famous Ark of Attrition 100 mile race is now the Ark of Attrition by UTMB. I first ran the Ark of Attrition 100 back in 2017. I made a video about it, you might have seen it, but if you haven't, you can click that link right there and go and watch it. Back then it was a very well known 100 mile race in the south west of England, and it was won almost every year by local legend Steve Wyatt. Very few people had come across the race in the rest of the UK and certainly not in Europe. If you've never heard of the Ark of Attrition 100 before, if you've never come across it, it is a winter 100 mile race, taking place in January each year on the southwest coast path in the southwest of the UK. It's called the Ark of Attrition because it runs around the Ark of Cornwall, and usually the attrition rate is very high, depending on the weather. It has been as high as 50%, and I think one year is even higher than that. It is a tough race. The elevation is around about 4,000 to 5,000 meters. It doesn't go very high in terms of altitude because it's by the coast, but it is a tough, tough race through muddy conditions, boggy conditions, because it's held in winter. There's 13 hours of darkness. It is already a stellar event in the UK, revered and admired by many. There's always a waiting list to get in because it is unquestionably the toughest winter 100 in the country. In 2018, race organisers Mud Crew managed to secure sponsorship for the race from Raid Light, and the Ark of Attrition was suddenly on the map. Increased interest in the race meant a change of venue in 2019 from the cramped blue bar cafe on the beach at Porth Town, up to the Eco Park on the hill overlooking the town. Suddenly the Ark was being discussed in the same sentence and the same breath as legendary British races like the Centurion South Downsway or the ever-popular Lakeland 100. Well-known British ultra-runners started to take an interest. Kim Collison won the men's race in 2019, Nicky Spinks won the women's race in 2022, and multiple UK record holder Mark Darbyshire became the first person to go under 19 hours at the Ark of Attrition in 2024. Here at Film My Run, we've been managing the live stream at the Ark of Attrition for the last four years, and I've been the master of ceremonies at the event for the last three years. It's a community that is very close to my heart, and an event that I've been privileged to watch grow over the last seven years. You're all probably well aware that over the last couple of years, UTMB has been looking to expand its roster of events across the world, since launching the World Series finals and introducing the Running Stones system. Suffice to say, in my interview with the CEO of UTMB International, Florian made it very clear that the UTMB group were looking to expand into the UK to give more runners the opportunity to earn Running Stones.  So yes, today we have one event, which is a Utah Trail by Estonia, interested by UTMB, as you know, which is in Wales, in Lanbury. They won with the only event in the series in the UK. We are looking at other parts of the UK, so for sure we are looking at the Lake District, we are looking at Scotland, and we are looking at the Pigs District, which are basically the places in the UK where the most elevated mountains can be found. So I can't reveal for now what kind of name of races we are discussing, but I can tell you we are discussing with many races over there. There is many interest from races to join the series. Even creation could also be an option, so both options, even creation or acquisition of existing events are contemplated today. Until now, the only race in the UK offering Running Stones was the UTS event in Wales, so it's no surprise that the Archivatrician 100 caught the eye of the UTMB acquisitions team. The announcement that the Archivatrician will now become a UTMB event is huge news for British ultra-runners, and for the ultra-running scene here in the UK. Yes, it's more evidence of UTMB's enormous influence on the world ultra-running stage, and some will be disappointed by news of the takeover. However, on the whole, I see it as a net positive for British ultra-running. With the South Downsway 100 recently becoming a founder member of the new World Trail Majors series and Archivatrician becoming a UTMB event, we are increasingly likely to see major international ultra-running stars coming to run here in the UK. And when has that ever happened before? Sure, Killian Jornet and Emily Forsberg once raced the now defunct Glencoe Skyline in Scotland some years ago, and of course we do have our own Tom Evans, who turns up at races in the UK fairly regularly. But in general, the major elite ultra-runners don't come here. With this announcement, there's more chance than ever of that happening, which should increase interest and thereby participation in the sport. Ultra-running is one of the fastest growing sports in the world, and we here in the UK should be right at the pinnacle of that, offering the highest quality stellar events. So just how will this UTMB acquisition of the arc work? Well, if you'll click that like button and the subscribe button, I'll tell you. It does look like the original core team will be remaining the same. So Mud Crew, who've organised this event for years, will stay on as event directors. That should mean that all the things that you love about the arc, all the great things about the community should stay the same. Now UTMB does have a tried and tested formula for its events offering, usually a 100 miler, which is usually called a 160, the 100k, a 50k and a 20k option. And it looks like the arc of attrition by UTMB is going to move towards that model. So the 100 miler will remain called the Arc 100 on the UTMB website. The arc 50 remains, starting at its iconic location at the Minak Theatre. Then we also have the addition of the arc 25 mile race, or the arc 40k. It's a new race and it's going to start at St Ives. So that's the options for 2025. My understanding is that there may well also be a 20k option added in 2026. So those fit well with the UTMB standard model for their events. Of course it remains to be seen how the arc of attrition event develops over the next few years under the banner of UTMB. Personally I'm absolutely delighted for the team at MudCrew who've worked so hard over the years to make this event what it is today, and to now have it recognised on an international stage. If you'd like to watch me running the arc of attrition then do click that link right there. Subscribe to the channel, please do that now I'll be most grateful and I will see you guys on the start line next time.


So Leviton is the main contribution of Hobbes to political philosophy, where he gave his basic idea of social contract and nature of human being. So it contains different books which cover different topics, but its core objective is to support the absolute monarchism. So in the chapter of the natural condition of mankind as concerning their felicity and misery, Hobbes argue that nature has made men made so equal that despite their physical appearances and differences, they still possess same potential to meet their objectives. So this quality and this equality brings conflict among them as many of them struggle for single objective, ultimately leading to war of all against all. So basic three objectives of competition are there according to him. So another chapter according to Thomas Hobbes, first and second natural laws and contract he examines that this state of war of all against all is main cause of disturbances and unrest for human beings which they try to come and settle under any agreement of peace. He discussed two basic natural principles of right and laws as main guiding principles for men coming under any agreement. Basically, it is the same purpose and philosophy that nature has created for humans. So now as they struggle for themselves, there will be differences among them, there will be war against all, because when a person wants to move forward for himself, he defines contract as the natural transfer of right and it may be through expression or interference. When this transferring of power is not mutual, rather is only from one side of parties involved in it for their own strategies, gains, and it is known as gift, pre-gift or grace. Thomas Hobbes' basic philosophy is that if a contract is made between people, then it can be done in a better way, but this contract will be based on if this transferring of power is not mutual, that is, both parties will be better if there is an agreement between them. If the agreement is on one side, then the agreement cannot be better. So another type of law of nature is to obey and keep the made covenants which may otherwise lead to the prior condition of war or of all against all. If there is a contract or a division between the law or the law, then there may be a situation where the conditions can be dealt with in a better way, but if this does not happen, and people will neither make any agreement, nor will it be according to the law, then within that situation, it will be a disaster, a disaster or a problem. So Hobbes established his whole idea of man's brutish nature and need of absolute sovereign authority established through a contract known as social contract in his book, known as Leviton.


Narrow Connect, Budapest 2017. And who are you? My name is Joakim Beck. I'm working for Linaro, a security working group. So you've been working for a while on the OPTI, right? Yeah, we worked with OPTI as open source, now three years at least in Linaro. And before that, some of us has history for actually the source code before it was open source. So where did the idea come from? And why is it happening at Linaro all this time? Well, there was no open source solution. I think that's the main reason you could only find proprietary solutions. And just like in all other areas, there is a need for something in open source in Linaro also. So how is it possible to do security in open source? Is that possible? Yeah, it is. I mean, you don't really need to hide the things if you do it the right way, I would say. There are still people arguing that it is more secure if you don't have it open. But I don't really agree. I mean, people that are able to figure that out can do it anyway. So you can use open source and just hide whatever it is, right? You don't need to hide it. I mean, the information is well known already. It's the encrypted algorithm, RSA, signatures, and the key components that actually adds the security. It's already open, and it's documented and everything. But there's already a lot of traction, right? There's a lot of the products out there, solutions that are using Opti, but maybe they're not advertising it? True. Even though it's open source, I mean, it's not that the OEMs are kind of shouting out that we are using this solution and that solution and so on. So why is there so much talk about Opti? Yeah, I think we had a chat with you two, three years ago when we were just about to publish the code, I think. And back then it was a little bit slow. People were kind of worried, is this actually something that we can use? And I think it has grown now, and people realized that this is actually a rather stable thing, and there's a lot of people working with it actively. And we have quite a few members now in Lino that are helping us out with making this, I mean, to become a real product. So who are these guys, for example? These guys are from my team, so it's David and James. Yeah. So what kind of stuff have you been doing? I'm mainly working with the Opti. I'm one of the main programmers. And you? And well, I've recently been working on the IoT Bookloader that is in another video, and before that I was working on Opti with some specific application for that. So it's definitely working, right? Or how much work is there to do, still? It depends what, how you define working, but I mean, it's used in some products today on the market, so it is working in that sense, but for sure we have gaps also. If you want to hear things that doesn't work, or that more work to do is like pin inputs, graphical, I mean, secure display, and so on. That is something that we still have some work to do. Because, so it would be great if, does it have to do with the phone, for example, there would be like a secure way of entering a pin? For example, yeah. For example. And that's not yet implemented? Well, the secure side, we have some code that is working, but the thing is like, since we know open source, we know we would like to upstream everything, it's not that easy. I mean, if you're a SOC, you can take shortcuts and make this work, but we would like to get into agreement with all the maintainers involved and everything, so it's quite a big process for us to get that started. So since you're doing all this work with the security, has this influenced how ARM has designed the Cortex-M33, like, do you in mind to get all this stuff more secure in IoT, right? Well, no, I wouldn't say that what we have done have influenced them. I mean, they have quite, they have a team with security people also doing this work. And the V8M work that I guess we will see more about that by the end of year, it looks a bit different to what we used to in the Cortex-A environment. So you're working mostly on the Cortex-A? Well, so far. I mean, with David starting in with MCU Boots, we are starting to put people into the M-Sphere also. So how do you put people into the M-Sphere? How does that work? How do you get this stuff over to Cortex-M? Well, we don't, architecture-wise, they're different. So we're not really moving things from A to M. I mean, we are using what is coming from other people that have been leading the work, so to say. And in this case, I would say it's ARM. It's one of the biggest challenges right now, with ARM, right? Security is the most, maybe the most important, you would say, right? Of course. It's more important than performance. It's more important than power consumption. It's more important than everything else. I guess everyone says that Aria is the most important, but I think they need to play well together also. We have had a couple of discussions this week where if you think them as separate component, they might be good or working, but if you're actually starting to interact with each other, you can still have quite a few things that you need to sort out. So I won't say it's you guys, but what's it called? Somebody hacked some IoT devices and destroyed the US internet for eight hours or something. And so there's a lot of pressure on you, right? To get this right? What you're doing right now is a big deal? Yeah, of course it is. I mean, in some cases, if you break something, it might not be that bad, but there could be applications. I mean, personal information, you wouldn't be happy if all your money got in some other people's hands without you knowing it. If there isn't that much, maybe it's better. Well, okay. Then we should start by having you as a target. I think, I mean, sometimes people ask about it's impossible to get 100% security and I think that's impossible. I think you should make it as hard as possible. So it's not really worth doing it. It will cost too much and you will only gain a little bit of information. So you are sure that you're making it really hard for these guys? We're trying. And you're working with them, right? You're telling them, hey, give us some feedback, right? That would be nice. I mean... You have IRC logins and stuff Can you go and chat around with the people that hacked the Hillary Clinton? Not really. But I mean, for sure it would be nice if people were kind of scrutinized the solutions a little bit more. I mean, we have our way of verifying things and so on. And for Opti, we have a quite big test suite. A lot of test cases running. But still, I mean, when we develop a feature and we're kind of happy with it and test cases are passing, then you don't pay that much attention to it anymore. But the bad guys, if we say so, they can probably spend quite a lot of time continuing trying to find out the issues and so on. So is it fun to work in security? To work on this kind of stuff? Of course, it's very fun and challenging. And did you cover all the bases? You need to cover everything. And do you have to think about it or how does it work? You have to be critical when you do coding and think of ways that can break and stuff. And you have experience in breaking things and fixing them and stuff like that? Not that much in breaking. Not officially, right? Yeah. All right, that's cool. So this has been a proactive neuroconnect? Yeah, I think so. You have lots of meetings. It was really difficult to find you at the time. What kind of meetings do you have? I mean, I have meetings with... You can imagine all the members that are interested in talking about security and then we have overlaps. I mean, some people... I just came from a session that I had about power management and security. So there we have one area and we have... Jens and I, we had one session about an idea that we would like to use device tree in firmware. So that's another set of people. So basically, let's walk just over here. You are in the embedded space right here. And then there's the LHG, the home group. We have quite a lot of things to do with LHG also. The servers? Well, we have touch servers. There are some of our members that are using servers and they have been playing with Opti also. Yeah. And the mother? LMG, I mean the mobile team, of course. Mobile team, yeah. That is another team that we need to interact with since we have Android and AOSP and so on. Everybody. Everybody. I mean, I think I've been in five meetings with ARM this week in different... Both Cortex-A and them and everything, so... And are people coming with revolutionary new ideas and you're saying, oh my God, this is great. Let's put it in. There are new ideas. I mean, there are things that... There are companies, for example, working with things that we don't really know about and they could actually have been working with it for a while. And that could typically connect either they go public with it officially or they introduce it to us the first time. So there's always some kind of new starting point when we're at Connect that we didn't really know about, that we need to add up. And the work that you're doing might... Because people have been shipping TrustZone and chips for a long time and maybe they weren't using them so much. So maybe there will be much more use of TrustZone now. I definitely think it has. I mean, it is used in quite a few products today, but you're right.  It's been available on ARM chip since 2004 or 2005. Maybe even a bit sooner than that, so... I think I did a video 10 years ago about it. Yeah, exactly. Oh my God, we can get rid of passwords. Yeah, exactly. But it's still passwords. It's still passwords. I mean, that's another thing that people are working with. You're probably aware of FIDE Alliance, I guess. And they're working also with making these for you as a user to get rid of passwords and so on. Are you too? Is it part of your work too? Well, we would like to. But yeah, there's some kind of limit how much we can do at the same time. And they enable 100% security, right? No, not again. Not again. I don't think you can gain 100% security. Even though I really would like that it should be possible. I don't think it's possible. I think so. I hope so. You think so? I'm still saying that if you make it too costly and you gain too little by investing that cost to break a device, then you probably have quite good security. If it costs a million dollars to hack one light, then it's OK. Then it's OK. But if it costs one million to hack 10 million light bulbs and you can use them in a botnet, then things will probably need to be looked into.


The Facebook Files. Last year, a Harvard graduate and Facebook employee, Francis Horvig, had handled a huge trove of internal Facebook documents to, among others, newspapers, journalists and, in fact, the U.S. Senate where she came to testify about Facebook's conduct. This has gained quite some attention, but at least in Germany, perhaps not as much as it should have. And I'm welcoming today Lina, who will be giving a better insight into the Facebook Files and what it is all about. We will be having a 30-minute talk roughly and about a quarter of an hour Q&A after that. So please do contribute with your questions on the various channels. They will hopefully miraculously appear on my screen to be transferred over the air to our nice ladies who will be giving us many insights. The screen is yours for everyone. Okay, thank you so much. It's great to be here. Sorry, first of all, for my voice because I'm having the Congress flu without Congress. Really, Congress, no, just a bad cold, but no COVID, so everything is fine. Yeah, thank you so much for welcoming us today. Before we dive into the Facebook Files and give you an in-depth and exclusive view and insight, let us shortly introduce us. So, yeah, Lina, you go first. Hi, I'm Lina. I'm an investigative reporter with WDR in the Dutch Insider in Berlin. And I also work on terror investigations, but also anything complex. So I, of course, jumped on the Facebook Files as well. Yes. And my name is Svea. I also am an investigative reporter working freelance for NDR television, mostly in tech issues. And Lina and I, we worked very closely together for several weeks or month now on the Facebook Files. We were in the team where had the contact to Francis Hogan first in Europe. And also we had to, we had the chance to look and work very closely with the files. And we did a lot of stories on these issues. And so we thought this would be a great time to give some behind the scenes views and to tell you a little bit what's not all in all the newspapers. Some more details about Francis Hogan and also what's in the files and what's not in the files and how they should be read or interpreted. So this is what this is about. And I will now open the presentation on the screen and we'll vanish behind it. So, yeah, have a great time and Lina will start first. Okay, let's see. This is who we are. We just told you and then let's go, Lina. And I can't see the presentation. Okay, sorry. Then let's just make sure that yes. Yes, sorry. Okay. No, this should work. Who is Francis Hogan? Okay, Lina, you go first. So who is Francis Hogan? Well, you have seen already, but in the beginning wasn't so clear in September when in September 2021. The Wall Street Journal started publishing a series of articles and podcasts under the name of the Facebook files. The leaker was still anonymous. The reports were riveting because these journalists from the Wall Street Journal had were using hundreds and thousands of internal documents from Facebook's internal employee network. And only after a few weeks, it was announced that the leaker will cooperate with Congress and the SEC, the Securities and Exchange Commission, and reveal their identity. And by then we were already talking to Francis in video calls. She appeared on the screen as a very normal woman our age with headphones and on her couch. And until October, in the beginning of October, we knew her under a code name. So until she really revealed her identity, she was also using a code name with other journalists. And yeah, we learned that she was 37 years old. She was born in Iowa. Both her parents were professors, but her mother later became a priest. And Francis went on to study electrical computer engineering at a small college named Olin College in Massachusetts. And she later became a data engineer and product manager first at Google, mainly working on Google Books. Then she got a job at the help and Pinterest. And then in 2018, she got offered a job at Facebook. And first she was very hesitant. She told us because of Facebook reputation for being an engine of medicalization. And because of the personal experience Francis had and led to her first. This is a clip from our interview with her. Yeah, let's try. Right. Why do you do what you do? So I came into Facebook. When I started on Facebook, I had a strong friendship over the platform. Finally, I had a friend who had radicalized with help from the Internet in 2016. And I thought very quickly, oh my God, the problem is even much bigger than I thought. So much larger than even I thought it was. So as we heard, when she arrived at Facebook, the disenchantment or the problems she saw started immediately. Because immediately she saw that what she had thought of Facebook as an engine of medicalization was even bigger. And with her personal experience, just to explain that, a few years back she got very sick and she had an assistant who later became almost like a brother, a very close friend. And she lost him to the rabbit hole. His journey started on normal social media sites and ended at Fort Chan and led him through the universe of conspiracy myths. She told us that she was shocked that she lost him, that he was unreachable for facts at some point. She wasn't able to have a conversation with him anymore. So when she got offered the job and was able to, the job at the integrity team, the team at Facebook that was formed to protect the US election and working on civic integrity, she really thought that she could make a change. But she realized that the company, she said, didn't want to change. Although she really admired her coworkers, she said they were really smart and credit people, but she said the leadership didn't want to listen. And so in the end, after about two years, she became a whistleblower. And when you talk to her today, you can see that it seems like she's the perfect person to do that. She seems really at ease with her role and she's found her role, also to be in the public and to put a face on the whistleblowing. She says her both appearance are professors and it feels very natural to her to sit and explain things to people. And that's what she does now, as we'll see later. She's really touring the world to get her message out. And also we learned that she has a photographic memory, a very good memory, and that she's financially independent because she invested in crypto in the early days. So, yeah, she seems to be a whistleblower almost as drawn. But let's go to her motivations, why in the end she wanted to become a whistleblower. So these are two clips from our interview again. And she told us that when she was at Facebook, I was faced with information that I believe put maybe a million or 10 million lines on the line. I sat there and if you were staring down at a situation where you believe maybe 10 million people could die over the next 20 years, and I knew that I had the information that could potentially save even a fraction of those lives, she has to do something. And she says it's not about bad people or bad content at Facebook. It's about a system and like either the organization incentives or the incentives at Facebook, they are wrong, they are skewed. And then also she says that she fails to change the system from within. And she realized this problem so much larger than even I thought it was. I kept trying and trying at some point and read the realization that there was enough systematic problems that I would have at some point figure out how to bring the information to the public. So she tried actually to make her complaints heard in the company, but she had the, she was under the impression that the leadership didn't want to listen. Yeah. And I think with this things you have now learned about Francis Haugen, I think if you know all these things, you can understand the league much better. And this is what we're going to do now. So we will dive into the files. And if you have all this in mind, so what was her motivation, then you will now see and understand better why some things are in the files and why some things aren't because you now know why she did what she did and what type of person so roughly she is. So let's go to the revelation timeline just, just quickly. Here in December, 2020, she worked into the civic integrity team, but this team got dissolved and there was a was a journal reporter and he saw a chance and asked all these, all the people who worked there and he tried to get interviews with them. He also got the chance to meet Francis Haugen and probably in the podcast from What's Rejournal. He tells the story that they were talking to each other and yeah, probably this also get confidence that there's somebody she probably could talk to. And we assume that then she started collecting the files, but this stays blurry. Maybe she started earlier, but this is something which is not really known and which is not really answered clearly. So she's always, when we asked her, she was always speaking from summer. So summer, summer, maybe this is the summer 21. Then the What's Rejournal stories got out and I think what's also interesting here to see is that you have this time period from December to September. So more than half a year is from the first contact from the reporter to the leakage. So I think this is quite interesting. And then you have the filing to the SEC and to US Congress via whistleblower aid. We will talk about this later too. And then things get rushed and then things get IQ each or then the everything gets very fast. So there you have the filing and you have the revealing of the identity and on the 5th of October she is speaking to Congress and then all the publications maybe you all have read or some of them you have read went out. So it's pretty interesting to see now. Oh yeah, and then we also implemented when we come and place what was in the beginning of October. This is where we broke the first story from the EU consortium. So we thought maybe what's probably most interesting for you here guys is not the question what's in the files. Maybe we'll tell about this later too but what's not in the files. Maybe this is the more interesting question and so to get the answer to that it's really important to understand the nature of the files, where the files come from and about what kind of files we are talking when we are speaking about the Facebook files and as Lena already mentioned Frances Haugen was a data scientist within Facebook. She worked with the civic integrity team and later she worked with counterespionage. So she was a regular Facebook employee. She hadn't had a high rank or something. She wasn't part of the board or she wasn't an executive person. So of course she had limited access to documents. But yeah, luckily for her Facebook maintains a quite transparent approach regarding its own research and a lot of other relevant information probably a lot more transparent than other companies. So you have in Facebook you have some kind of internal Facebook which is called a workplace and in workplace you find a vast, vast amount of internal research reports and people are discussing this research with each other but must admit so in this research there you have a lot of technical terms and you have a lot of teams speaking to each other and the research is made for Facebook employees so of course it's full of abbreviations or terms you can't or hardly understand as an outsider. So we will get into that later. So to give you a glimpse of how is the file what did we see when we dived into it? So you have these totally unstructured PDF documents with more than estimated 10,000 pages they are all photographed and there you have this research and also these discussions and you see here where I did the pink arrows you can see how it looks and it looks a little bit like Facebook you have groups and you have comments you have smileys and then you have these black reductions which were made later on because all these files were made for congress and so all the names were redacted and this is pretty important to know when you think about what the files don't tell so what's missing? As I told you that Francis Haugen she was not part of the executive board so it is not in the files what Mark Zuckerberg or other key executive know as these are not reports directly to Mark Zuckerberg as these are research reports for the internal network so they don't say much about leadership or about decisions from leadership or what was discussed by leadership sometimes you have these postings about the internal Facebook where leadership is discussing something so you get an idea or a glimpse what the board thought or what high rank executive thoughts but this is basically something what the files are not telling then Facebook files don't provide any context and this is something what also Francis Haugen thinks what really is the reason why she gave to journalists because she hoped that we could provide context because there are no information on who did the report so usually the author is redacted so you can't see is he a good researcher is he long working with Facebook or what has he got for an education so you don't know how reliable they are or what happened before the study or after so and I think this is very important and we especially saw this I don't know if you remember the reporting on the Instagram study and when you read the Instagram study very closely you see that they are talking about a dozen people who they have conducted interviews qualitative interviews with and this is a research which is highly qualitative and not quantitative it's not representative and so this is very important if you look at the files that you look on the numbers how many people with how many people a study has conducted or with how many accounts or how many what is it really about and then you also see in the file specific areas which are very well represented like hate speech I think this is an issue Francis Haugen worked a lot on it and the civic integrity teams and other areas are missing or not represented so for example I'm very interested in fake accounts so this was the first thing I did when I was swifting through the files and what is what research is there on fake accounts some research of course but yeah I was I was missing I was missing content and I thought they need to be more or about scam I don't know if you know love scams though I did not find anything about this or click firms then engagement numbers there are some engagement numbers but not that much so I can only speculate about why there are some areas very well represented in the files and some aren't but I think probably there are different reasons so on the one hand Francis Haugen she had a specific time a limited time to get these files and also probably she had limited areas where she could go and read these documents and also of course this are internal research this is internal research these are internal studies so there are only studies where Facebook employees thought this is some kind we definitely should investigate and if there is no if they didn't fear the urge to investigate it of course there can't be a file so these are some reasons I think why some areas are missing okay so now let's get to the good part so what's in the files I think some of you probably have read or heard about the Wall Street Journal revelations so we do not want to dive into this because this is broadly known about that celebrities were treated differently that human trafficking goes on on Facebook I don't know who watched the young boomer man he did again talking about this that Instagram was toxic for teens or Mexican drug cartels using Facebook or that Facebook changed the news algorithm and polarization got worse so this are the first revelations so let's talk about growth this was something I was looking into it because I'm pretty interested in the whole fake accounts area so I looked into growth and I found it pretty interesting because Facebook is always speaking about growth and that they are growing and making more and more profits and of course this is true but if you look into the files then you can see that young users and especially users under the age of 25 that the numbers are decreasing and this is what you can see here pretty closely you have the red line and then you have the blue line symbolizing the younger users under 25 and even in Covid times where you have on the right corner you see this spike in all the other age groups especially I think people above 50 got highly interested in Facebook during Covid now just joking so you have every age group is using Facebook more during Covid but not so the people under 25 and this is pretty interesting because of the filing for the SAC, the Börsenaufsicht and because what is with the advertisers and is Facebook really telling the truth when they always talking about growth and profits then I think hate speech pretty important and there are a lot of case studies about especially poorer countries or high risk countries and that there the polarization goes on and that Facebook is not taking enough measures especially for sub languages for Arabic countries or Asian countries or African countries even worse where you have often a lot of dialects and a lot of languages and that there are not many people doing for example content moderation and one of the probably most difficult documents but I think one of the most interesting ones is this one so sorry I think you can't read a lot but I will explain is this report it's called the OPEX report and it's really a long document with a lot of numbers but I liked it very much because there were so many numbers in it the document and not only a study one researcher did and in this OPEX report you can see the misproportion in spending money to fight misinformation between English speaking countries like the US and ROW this is rest of world so you see here on the document on the right on the first column you see misinformation and then you have these rows and then on the row the right corner you can see that money or man-hours transferred into man-hours that 84% man-hours here is the first quarter quarter of 2020 that 84% was spent for misinformation and rest of world is 16% which if you compare the US to the rest of the world you can definitely see where the focus where Facebook focus lies and this also was one document Francis Hogan pointed us through and said you have to check the numbers and then you can see what I mean when I say they are profit and growth is more important for Facebook than human lives so I hope this very yeah this document makes this clear okay yeah what does Facebook say Facebook says no we're doing a lot of course and everything people using Facebook this is really important to us okay and now for the last part I give yeah Lina will tell you something more about the fight with them yeah thank you very much so what is really interesting to us is to see the discussion in the work culture the discussions amongst teams and amongst employees and you could see that in the chat that was going on especially under some of the studies and it was kind of confirming our impression that Facebook that there was a lot of debate internal debate and that there was a lot of frustration amongst employees because as we have counted there were at least 11 major leagues since 2016 most of the leakers remained anonymous but there were also some that have been that went public for example Sophie Zhang went public in April 2021 and there was just a few months before Francis Houghton came out and became public and she had leaked a document so Zhang had not leaked any documents but she had talked to reporters and when she ended her appointment with Facebook she said she posted a batch post this is kind of part of the internal exchanges and we found many of these batch posts she posted I found multiple blatant attempts by foreign national governments to abuse our platform on vast scales to mislead their own citizenry and cause international use on multiple occasions and just as Francis Houghton was concerned with with Facebook lack of content moderation and lack of enforcement of community standards outside of the US so this just to show you that internal debate was very public internally so I mean we found another batch post it was called Leaving Q&A this was from May 2021 and there this person was concerned about hate speech and this person said she couldn't take it anymore to be an Facebook employee because she said with so many internal forces propping up the production of hateful and violent content the test of stopping hate and violence on Facebook starts to feel even more Sisyphean than it already is and she means internal forces meaning the leadership this is something that or this person says so many internal forces the leadership this is something that Francis Houghton was also really concerned about on the one hand there are people working on combating hate speech and changing the algorithms to make it a better and safer environment and then on the other hand there are some forces in the company that apparently work against these efforts and this fight that we could see could you go back and this fight that we could see was especially viral after January 6th after the storm on the Capitol and and their employees were very much discussing and they were very, they were furious and one person said we've been fueling this fire for a long time and we shouldn't be surprised it's now out of control so employees are giving Facebook responsibility for the development and another person said employees are tired of thoughts and prayers from leadership we want action and another person says so many research back ideas get shut down we need to do a better job at making decisions from a research perspective and this is something that's also very close to Francis Houghton and she says in our interview she says there are solutions there are there are wonderful employees and wonderful teams who are working to come up with solutions but they are they are blocked by leadership out of a for profit interest and this is here a screenshot of another person saying I'm struggling to match my values to my employment here I came here hoping to affect change and improve society but I've seen this atrophy and abdication of responsibility I'm tired of attitudes I want action items not a neutral entity so employees seem to be extremely critical of Facebook yeah so as a general take away you could say that we expect to see more leaks from Facebook we expect to see more whistleblowers coming out of this work culture because people seem to be extremely frustrated and this is also just to wrap it up this is Facebook's reaction to the Facebook files and the revelation that came out after October 4th after Haugen went public Mark Zuckerberg said in a message to his employees he said we care deeply about issues like safety, well-being and mental health and the coverage misrepresents our work and our motives and Facebook's communication John Pinetti said even that it was an orchestrated campaign against Facebook and in response to our reporting he said we welcome scrutiny and feedback but these documents are being used to find a narrative that we hide that we hide or cherry pick data when in fact we do the opposite they are kind of blankly refusing Francis Haugen's accusations but let's see what happened to Francis Haugen during this process she was talking to a reporter early on and she was on her own but when she started when the revelation started the Wall Street Journal apparently we don't know could you you know I'm hearing the sound from the sea base that's why I was a bit confused but in the process of leaking documents she got in contact with the whistleblower aid which was founded by a former whistleblower John Tai and a profit legal organization claiming that no one should have to risk their career or their freedom to follow their conscience and some of you may know the Executive Director at the Libby New Formacy of Open Technology Fund so they helped Francis making protected disclosures and she also had lawyers who represent her they are from Bryce and Gillette a consulting firm founded in 2020 by Bill Burton he was a former deputy spokesman of Obama and Bryce and Gillette is also involved with the Lincoln Project so they are clearly from the Democratic spectrum and this was also why Facebook could easily make the claim that it was an orchestrated campaign by the Democratic political campaign we think that but let's go on there are more groups involved with Francis just to wrap it up there is also a Luminat Group which is founded by Pierre Omidia the founder of eBay and also Ben Scott is involved there he is a former policy advisor for innovation at the U.S. Department of State and Hillary Clinton was there and they are operating closely on funding for example reset tech operating also in the U.S. and Europe the nonprofit lobbying organization that wants to regulate the market for big tech so these organizations they come from the Democratic spectrum there is no question but we think and our impression was that they were matching Francis Hargan's interests in the same goals so they came together in the process really important to see now okay what's next so we have reported on the Facebook files in Europe in the U.S. but it's pretty exciting to see what is happening is Facebook changing something or is there any regulation coming so of course the future is still open and not written but to give you a little bit of glimpse what happened after 7th of October so then yeah Francis Hargan went on some kind of tour through Europe so she was in London she was in Lisbon and in November she went to Berlin to Brussels and to Paris so why did she do that why did she travel from to the U.S. and then from the U.S. through Europe I think every three days another city it was a tour like kind of rock star or something why did she do this yeah it is because she clearly has some kind of agenda she definitely wants something to change and she did not want to throw a lot of documents in the internet and then hide in a castle or somewhere else she definitely wanted something yeah she wanted action so she had big hopes in Europe because as probably some of you know here the Digital Services Act is debated was debated in the parliament and now it is up to the commission so hopefully next year the Digital Services Act will be in place and yeah she and also many groups are hoping for more regulations and control regarding especially content moderation fines and also transparency so that you can see what is going on on these platforms and in the U.S. the hope lies in congress and in the SEC so I think they hope that SEC will have a million or billion dollar fine on Facebook and also probably pushes for more regulation and the discussions are just around that users getting more control of their data that there is more transparency and probably that also there is more taxation probably on digital ads just to make the business model harder because I think also this is only one way to come by is to do something on the business model okay yeah we hope you enjoyed our presentation and we want to thank you for listening and also big thanks to the team who worked with that and I hope we have another 5 to 10 minutes for some Q&A yes thank you yes we have indeed another 10 minutes before we have to prepare for the next talk thank you very much for these 45 minutes of content very well you are giving the impression your presentation gives the impression that Facebook is basically watching from within it's a question when mutiny within the Facebook workforce will break out that 85% of all the content comes from payments for the ugly content and not for the good one how true is this how evil is Facebook compared to other debated evil doers like telegram or others what do you think I think that the Facebook files you have like the feeling that you are in a submarine and you're diving into the marine and you're diving on the other water and then you go with the light bulb you know with one light and then you shed into the dark and these are the Facebook files and you can't see what surrounds this so I think we definitely so I think it's not fair to say like the whole company is so or so it's only fair to say that in these what you can see on the comments for example after the storm and the capital where many employees were speaking so I think it's not that the whole company is rotten from within but of course there are parts which are rotten and this I think is shown in the files I think it's really hard to compare Facebook to telegram or Google or something because I think a Facebook or meta as they are called it's quite a very unique player on the market they are they bought Instagram they bought WhatsApp you can't compare Facebook or meta to telegram because this is a completely different scale so yeah that's I hope I could it's a little bit of philosophical question so I hope my answer is okay I mean I want to add I think it's true we are only seeing a glimpse of of course of the internal discussion but it gives us an impression and I think the impression I would see is right that there is a lot of frustration amongst employees because what Facebook says on the outside like we are good we are connecting with people whatever their slogan is it seems to be not confirmed by many employees they think just as Fentish Haugen thinks that the company is putting profit over safety and they are probably a lot of employees that are super happy to work at Facebook and they don't see it they have amazing perks that they get at the office they have little kitchens it seems to be a wonderful place to work at but if you care about these issues it seems that many or many people who really care about these issues such as hate speech such as democratic policies such as foreign influence on elections they seem to be very frustrated so as I said I expect more whistleblowers I expect more leaks to come and also it's a structural thing it's a structural thing when you compare it for example to Twitter it seems to be that Twitter is doing many things much better than Facebook but as again as you can't really compare it but there is a discussion within the Facebook about a firewall between those parts of the company that are enforcing internal policies and those parts of the company who are responsible for the numbers and who are selling ads for example and apparently at Twitter there is a firewall but at Facebook there is no firewall so the same people who are selling ads are also making exceptions for political actors on certain behaviors and this is a structural thing that frustrates many people no Chinese wall I see I'm getting signals that we have only three minutes left a very short question and a very short answer from our technical audience you talked about the internal platform workplace Facebook's internal knowledge base it would of course be interesting to see how user levels access controls, encryptions rights management work on this platform is anything in the leaks about that no only research reports only vast amount of research reports but this vast amount seem to be accessible okay somebody is waving waving us goodbye I see thank you so much interesting insights, interesting updates folks follow this issue it's not over, things will be coming thank you Lina thank you Sviya I wish you good health through the winter and thank you again for your marital effort here thank you bye everything is licensed under CC by 4.0 and it is all for the community to download for every bot


During this process, though, it must have been a struggle as a beauty professional to maybe not feel your most beautiful. Oh, yeah. And that was what was great about it and what is such a blessing was that, here, this is what I do for a living, and I'm successful at it, and I make people feel beautiful and look their very best. And when you go through the process, like I said, I didn't know what to think. I didn't know I was going to lose my hair. I told the doctor, I said, I don't want to do that treatment. I don't want to lose my hair. He's like, I didn't know about it. I don't have a choice. I did all of that. And did you lose your hair? I did. And I chose to just go bald, and I was working on shows at the time. And it was a very empowering experience.


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Once again, Sheila Dixit, who is the chief minister of New Delhi, the capital. Mr. Dixit, maybe ask you a specific question which may reflect some of the concerns that have been expressed over these couple of days. I think many people in the room would imagine that the infrastructure that was laid down in Delhi for the Asian Games about 20 years ago was part of the problem that Delhi faces now in terms of flowers which is basically meant for motorized transport. In the planning for the future Commonwealth Games, we hear that some disquieting developments for instance a large-scale redevelopment of the Bank of the Yamuna in which there is even a mall being planned to recover some of the costs of a metro station. This makes us think of what the former and present chief minister Mayavathi did on the banks of the Yamuna opposite the Taj Mahal, which made some of us refer to it as Taj Mall. I'm just wondering how you would reflect and how those kinds of urban developments in Delhi are sustainable. You need to press the button, press it back, it should be on, it should be on. I don't think I can agree with the fact and your conclusion that the 1982 Games, I did not help Delhi. They took place way back more than 20 years ago and I think whatever was added on to Delhi at that point of time remained not just for the Games but it became a legacy which made Delhi develop and grow. So I don't think anybody who lives in Delhi or is familiar, really familiar with Delhi looks at the Asian Games having been a step, it was not in the right direction or that it was something that was regrettable. The Commonwealth Games which are coming up are also looked upon as an opportunity for Delhi's faster growth. Growth has to be there. A population which requires as I said this morning of additional five million people coming in every year and space in Delhi being very limited because it's Delhi unlike Bombay, Calcutta and other big cities does not have a hinterland. It's a state therefore it's confined. Not only does it have people coming there, it also has people coming daily about another million people coming in daily to work there from the outskirts and going back. Now a city which is growing so fast has to take care of everything and I underline everything which includes when you have expressed concerns about inclusive growth that people who are poor do not get the kind of place they ought to get but I can tell you that the poor come to Delhi or to other large cities primarily because of economic compulsions. I don't think anybody likes to leave their hometown or their home village just to go out somewhere else unless they feel they're going to be a great economic gain, nobody likes to break those ties. Having come there where we have failed where our planning has failed miserably is to be able to provide them dignified decent living spaces. So what they then do is they squat or they buy little bits of land from the land mafia people who capture land and I must admit to you and I'm sure those of us who are sitting here who are in the business of governance know that government is complicated, governance is even more complicated and we have a bureaucracy which I'm afraid and I do not mean disrespect to anybody, we have a bureaucracy which does not change as fast as it ought to to meet the circumstances that keep changing all the time. I'd also like to say that the systems that we have evolved since the time of the British Raj, those systems have also not changed and nobody dare change them. That feeling of mistrust of the common man with the governance that he or she has to deal with is all pervasive. The bureaucrat feels this man has come here to bother me. The poor person who goes to seek information or get even a small certificate, he feels that this man who's sitting across the table will never do anything unless I give him something under the table so there is that mistrust, neither one trusts the other. The saving grace to my mind in that is the democratic process that we have in India at least like my friend from Bogota, we have to go back to the people every five years and get a vote back. There may be a section of people who may be unhappy with us, there may be a section of people who may be not happy with us but we have to get elected, we are accountable to that extent. I can't sit there for 30 years and say alright I've got my job for 30 years, this is the kind of rungs of the ladder that I'm going to climb and I can sit satisfied. So I think the governance has also to be administrative governance. We spend money, the JNURM is there, the rural employment scheme is there and many many other schemes have come, the Indra Avas Yojana and so on and so forth but it does not reach the person right below and that is where I think we have to see where is it and what do we need to do about this. You asked a very pertinent question about the river Yamuna and how that buildings are coming up there, especially you mentioned the games village coming up there, it's not coming up overnight. It wasn't a decision, it isn't a decision which was taken just a year and a half ago. This decision to build the village on the banks of the river by clearing up a lot of the slum dwellers that were there in their thousands and lakhs who were given alternative accommodation far away, no doubt but alternative accommodation nonetheless, they were removed from there and the building of the village was cleared after clearances were obtained by all the bodies that are relevant, could be the water commission, it could be the environmentalists, it could be those who look at soil structure, those who look at the riverbed and so on and so forth, the underground water, what is going to happen to that underground water if you were to put a building on top of that, but more importantly, there was a huge, huge, huge temple, I think the largest we have certainly in Delhi, if not one of the largest in northern India, the Akshadham temple which was built just next to it. I have a question to us, why didn't anybody raise a question then? Why didn't anybody raise a doubt? Why has the Akshadham temple been built on the bank of that river? And I can share with you saying that the clearances that were given to the Akshadham temple were exactly the clearances that have been given to the games village. Thirdly, I would like to know that you have a city which is growing phenomenally. It has this 10,000, no, 10 years, 10,000 hectares of land which is supposed to be the riverbed, the banks of the river. Now the banks of the river have changed, the water quality has changed, the water has come down. Now whether that 10,000 hectares remains exactly the same as it was 20 years ago when this was decided, that this is the so-called sensitive riverbed banks. Now can a city like Delhi afford to let a load in the heart of the city, 10,000 hectares, nothing happening on it? I would be the happiest person and I'm sure so would all the governments that are involved with the development of Delhi would be the happiest people too. If people could come around architects, designers, ecologists, environmentalists, whoever they are, would come around and say all right on the banks of the river, this is the kind of greening you should do, this is the kind of spaces you must have, this is the walkways you must have, this is the walkways you must have. These are the only kind of buildings that you must have, the green buildings or whatever. That would be a solution and believe you me for two years I've been looking for this solution. Anybody and everybody who comes to tell me about this, I said look, I want an answer, what am I to do? Would you like those squatters to come back here? And also we have made provision of building and I promise you we will do it in the next, by the next year, September, October next year, at least 50,000 dwellings for those people who today live in slums who build a shack and why did we do this, JNURM, the funds came to us, the house that a poor man is going to buy is probably going to cost about 200,000. Of that 200,000, that 100,000 is going to be a grant from this JNURM fund. 39,000 rupees is the money that is given as a grant of that land owning agency from where these squatters are evicted. For evicting them because they've been sitting there they have given 39,000 rupees. The government of Delhi gives about 7,000, I hope he'll make it 10,000 because 7,000 is small. The rest of the money we have tied up with banks they can pay over a period of 15 years, 20 years, 25 years and the house will belong to them afterwards. And we've also made it mandatory that that house is going to have the dual ownership of your wife or a mother or a daughter, the name of a woman has to be there. Now we've done that and we hope that these people will shift at the end of the next three or four years, God willing if things go the way they are right now we should be able to bring about four lakh dwellings like this. I wish I had brought some pictures of them.  Now at the end of it all the person owns the house. Why did we take this step? Even today if a person migrates to Delhi he pays a rent amount of about 1200 to 800 rupees a month to be able to live in what we call a juki. So instead of paying rent over 20 years, 15 years of 25 years depending on his is a hard choice, if they can spend that money to the bank, give it and become owners of that place I think it would be a far wiser step for that family to have taken. Now I've said this example to you that and your topic here is how do you govern cities like this? They're difficult, they're tough, there is a multiplicity, a plethora of authorities and when you have a city where the federal government also sits there, things are not easy. You also have a city where anything that takes place in India has to happen in Delhi. If it's a film festival it has to be in Delhi, if it's a games it has to be in Delhi, if it's a conference of Kharia surgeons it has to be in Delhi. So I think circumstantially every city has to grow its way, every city has to find its own path but I would certainly underline the fact that whatever city it may be Bombay, Calcutta, Delhi, Madras, Bangalore, anybody it has to have an inclusive growth otherwise it's not a city worth being called a city. Thank you very much. If I understood your figures correctly you just said that for the Commonwealth Games you're going to build by this time next year 50,000 homes. Yes, yes, yes. If you'd heard the Minister for London yesterday. More than that, more than that, more than that. The Minister for London yesterday and the Minister for the Olympics in London has chosen a site which is six kilometers long and three kilometers wide and the number of people being relocated are three residents. So it was a very shrewd but many more were working there but it's interesting. You're lucky. So political now in terms of this key question. London has broken out of its confines I can't because Haryana won't let me, UPI won't let me. Different places but you have to be politically shrewd as you are to find.