Welcome. I'm Anthony Hobbly, the Executive Director of the Mission Possible platform. Thank you for joining this SDI-20 session on Decarbonizing Heavy Industries. This session supports the ongoing work of the World Economic Forum and Energy Transition Commission's Mission Possible platform. Before we start, some housekeeping remarks. Please make sure you keep your microphones muted. The Firestarter panel will be live-streamed on the website. However, the breakout groups will be held under Chatham House Rules. The opening panel will not, so please feel free to share on whatever media, social media platforms you would like, use the hashtags SDI-20 and Mission Possible and feel free to tag at WEF Climate. 2020 is a critical year for climate change action. The COVID pandemic has brought a new context and it's created a new reality presenting us with both opportunities and let's face it risks. The opportunity for a great reset to rebuild more resilient and climate-smart societies. However, the risks of a great locking of climate tipping points are equally as likely. So as we enter this divisive decade in which emissions must be cut by half to hold one and a half degrees within reach, we need a paradigm shift in the way we think and act on climate. Climate action under the Paris Agreement is tackled primarily by nationally determined contributions, the so-called NDCs, whose scope and influence you might be forgiven for thinking stop at national borders. However, business does not stop at borders and neither do their emissions. China, India, the EU and the United States may operate as individual actors in global climate negotiations, but their economies are powered by global industries with global supply chains, global markets, competitive business models and shared technological pathways. In order to decarbonize the global economy, we must think and act like the global economy. The climate action system therefore needs ambitious national pledges under the Paris Agreement and specific measurable net zero commitments from global industries that will unlock the technological investments essential to decarbonizing the world's largest emitters. That is why the forum launched the Mission Possible platform together with the UN, the Energy Transitions Commission and other leading organizations and governments. The platform is an initiative with over 200 high-ambition companies focused on action to decarbonize the most intensive and harder-to-abate sectors. When these sectors, the backbone of the global economy, get to net zero, they will remove over 30% of global emissions, perhaps no better example of going from zero to hero. For this to happen, we need to understand what it means in concrete terms to take on and deliver net zero commitments by focusing on the practicalities of implementation, action, not just words. In its new report, Making Mission Possible, delivering a net zero economy published last week, the ETC outlines three critical priorities for the 2020s and practical actions that could be the bedrock of any sexual agreement that nations and non-state parties can commit to in the run-up to COP26 to put net zero within reach by 2050. First, speeding up the deployment of proven zero-carbon solutions, clean energy, for example, create the right policy and investment environments, for example, removing fossil fuel subsidies, carbon pricing and so forth, bringing the next wave of zero-carbon technologies for harder-to-abate sectors to market so they can be deployed at scale in the 2030s and the 2040s, for example, by focusing public and private R&D on critical technologies like hydrogen, sustainable fuels or carbon capture. The objectives of this session are to explore how sectoral industry decarbonisation agreements can be developed to both drive ambitious decarbonisation as a complement to the efforts to raise climate ambition under the international negotiations pursuant to the UNEPC process, and secondly and critically implemented to ensure a just and inclusive transition. In today's session, we have a game of two halves. The first is a short 30-minute firestarter panel with our three excellent panellists I will introduce in a moment, followed by five simultaneous 30-minute breakout sessions where we will examine the following questions, and please take careful note of the numbers here if you want to be in a particular session. Number one, sectoral agreements for corporate emissions reduction, which will be led by Ned Harvey, a managing director at the Rocky Mountain Institute. Number two, integration of sectoral agreements in national climate planning to be led by Gonzalo Munoz, the high-level climate champion for Chile. Number three, pragmatic approaches to transition financing, which will be led by John Colas, a managing director at Oliver Wyman. Number four, clean growth for economic recovery led by Cornelius Piper, a managing director at the Boston Consulting Group. And number five, inclusive and socially responsible approaches to decarbonisation, which will be led by Samantha Smith, the director at the Just Transition Centre. If you would like to select a particular breakout session, please include the number of relevant sessions in your Zoom name when you rename yourself with your organisation. Within the limits of ensuring a good spread across these breakout groups, we will do our best to accommodate your preferences. However, I apologise in advance if that is not possible. To conclude, we need a great reset, not a great locking, a great reset that will help us build the net zero industry that is critical to our relatable future. To discuss this on our opening panel, we have three excellent panelists. First, Maria Mendeleche, the chief executive officer of the We Mean Business Coalition. Second, Mad Snipper, the current chief executive officer of Greenfos and the CEO-designate of Orsted, both major Danish companies heavily involved in the transition. And last but by no means least, Samantha Smith, the director of the Just Transition Centre, a part of the International Trade Union's Congress. I'd like to first turn to Maria. Maria, you've been involved in this space for a long time, most recently at WBCSD and now with the We Mean Business Coalition. So you've worked on this from many different angles, industry as well. So with that experience in the space, why do you think we can be optimistic today about decarbonisation of industry and what do you think are the critical enablers in this context of delivering sectoral agreements that we're discussing today? Thank you. It's a pleasure to be on this panel with you and the panelists and all the audience. Last year we were in New York. This time we do it virtually. Our footprint is lower and we can be in many places at the same time. So thank you for all the things that are making this happen and the people that are on the backstage. I am optimistic. Some days I'm not, but I'm optimistic today. I think the pandemic is quite devastating. But it has shown the effect of systemic risks and it has shown that actually we better be prepared for the next one, climate change or nature loss that could have even more devastating impacts. We see the banks and the finance sector and companies that understand that this is the case and no one wants to see to own stranded assets. Companies with high ESG activities rate better in the financial market. We see also that the industry is setting targets that are aligned with what science says we need to do with 1.5 degrees and some with two degrees. There are 16 cement companies that have targeted science-based targets. The steel companies are also going into that direction. We see how things could evolve in the future. We see that renewables, electric vehicles, battery. When the scale happens, the costs go down quite exponentially. And we're starting to see some signs that that could happen also with hydrogen which would be a key solution for these hard-to-avate sectors. We're seeing that the European Union in the Green Deals and in the stimulus packages are also doubling down their efforts on these hard-to-avate sectors and technologies that are critical and that we need to develop in the next 10 years so that they can deliver in 2030-2040 as you rightly pointed. So what are the critical enablers? I think in my view there are five. The first one is demand. As more companies set science-based targets they're going to want to reduce their scope-three emissions and hence they are going to ask for materials that are zero emissions. We have done every 100 that went into business, even 100 and now we're going to start one new that is still zero 100 and we will have seven zero 100. And that will create the demand signal that the companies need to make the investments and to attract this demand. The finance, as I mentioned before, no one wants to risk having stranded assets and this is going to push the hard-to-avate sectors to go towards cleaner options. The policy regulation is going to get tougher. Building codes are going to get tougher and the companies know that this is inevitably going forward. Then there is competition. So if one, if it still goes better, then Simon says listen I need to also hurry up because if not I'm going to lose the market share in terms of the materials that are chosen for the buildings for example. And finally, one that is critical enabler, I think it's a good economy. We don't talk enough about it but this is a win-win opportunity because there is not enough materials to meet the demand because it reduces cost for companies and it creates also an opportunity to valorize the waste embedded. So I'm positive but that doesn't mean that we are there. We need to work very hard with the Mission Possible platform to advance on the recommendation of these sectors. Thank you, Anthony. I think you're on mute, Anthony. The keyword. I've said it before and I think a lot of us have is the most quoted phrase of 2020, you're on mute. Mads, so we've heard from Maria and this approach and I think quite a bit of optimism there. You're in business, you've been working certainly across the manufacturing sector with the Danish client, leading their process around the Danish climate partnership on manufacturing and you have a lot of experience in the business world. So what role do companies need the public sector to play to enable sector agreements? A lot of the work we're doing is companies stepping up making commitments, working on roadmaps and key bits of systems demonstration, which is fantastic. But what's the partnership needed with governments and with public policy that will enable us to reach our collective goals? Thank you very much, Anthony. I thank you a lot for allowing me to voice some experiences in this debate. Really, really important and appreciated to be invited here and for thanks to the forum for bringing us together. So there are lots of things the public sector can do as is, as there is for the private sector. But I think let me zoom in on three priority things. The first thing the public sector can do is to set very bold targets for emissions reductions and not least to engage the private sector in how to get there. I'll elaborate a little bit on each of them. So that's the first one, both targets and involve the private sector. Second one is under the heading of green tax reform, because there are critical enablers that need to happen, because otherwise it would just be impossible to get entire sectors to transform. And the third critical enabler is to make available massive green rebound stimuli. So the finance is available for that transformation. Allow me to elaborate a little bit based on some of those perspectives. So the first one, based on in this case, a tiny country, which is essentially, unfortunately, you could say only 0.1 percent of the world's emissions in Denmark, the government started to set out a 70 percent carbon emissions reduction target by 2030, which I believe is one of the most ambitious in the world. And the initial reaction was essentially saying, no, that's going to be difficult. That's going to be too expensive. It's probably not right. And then what the government did was they set down 13 climate partnerships across all business sectors and essentially across all sectors, each of them led by a CEO from a Danish company. I had the privilege to chair the one from manufacturing companies. And before in less than six months, there were actually more than 300 very tangible specific and actionable proposal from those to the government. And as we speak, more than a third of those are actually under implementation, enabling a sort of a really, really good start to that transition. Obviously, that's just in a small company, but together with some other CEOs, we've actually tried to push that approach as an inspiration to other countries and sort of unions as well. Secondly, on the green tax reform, even in a relatively progressive country like Denmark, the tax structure simply does not encourage enough sort of sectorial and industry transition. So we have actually a relatively heavy tax on using surplus heat from manufacturing. We are taxing using electricity for heating. And at the same time, we only for the heaviest sectors actually have any emissions tax, which makes no sense. And that is why in our country, one of the things we've been pushing quite aggressively and which is being worked on as we speak, is a green tax reform. At the same time in the alliance of CEO climate leaders, the number one barrier for transition is an insufficient carbon pricing and carbon taxing. That is that is the clear perception of CEOs from across industries. And that means that in order to get us systematically and systemically moving, we need a higher price on carbon. Many people have said that before me, but it is just a vital, vital enabler for us to have happened. And it is very important that that carbon additional carbon tax income does not go into welfare or solving other problems. It should be used to incentivize and drive further financing of the green transition. One of the big topics obviously is is on the carbon leakage, meaning that if one country makes a car aggressive carbon tax and another one won't, then the leakage is going to be an issue, which is why we both want the form, but also we as industries and as companies and sectors, we need to make a global drum beat that an international approach to carbon taxing is just vital. We are on it, but we need to do even more. So that's the second topic of green tax reform. And the last one is a massive green rebound stimuli. Right now, there's actually as much as 0.6 trillion dollars available right now to get the economy starting in for green transition alone. And that is a huge opportunity not only for individual companies, but for sectors to tap into that and to really accelerate. Like Maria said, there's a unique opportunity of time that actually means we have the opportunity to accelerate right now. But the challenge is that in order to get us just below the two degree increase that we need to, those 0.6 need to get to 1.5 to 2 trillion dollars. So just pushing as industries and sectors pushing our countries and European units and so on to ensure that we increase that even further is absolutely vital. So many other things can be done such as public purchasing, setting higher demands, higher transparency of emissions, but in summary, the setting bold ambitions involving the private sector, green tax reform and massive green recovery stimuli would be what I think we need the public sector to do the most. Matt, thank you very much. I mean, this is something we hear again and again when business has to get on with it, they quite often find ways to do it. And as we're seeing in many cases, it's cheaper than was originally thought. We're seeing that now play out in the energy transition. And we're seeing that with many other transitions. But as we know, in all transitions, there are winners and losers, whether that's the energy transition we're going through, whether that's previous transitions from railways to automobiles or from old style sort of factors to steam power factors in the industrial revolution. And in many of those previous transitions, there hasn't always been a system in place to look after the workforce. And when we consider the speed at which we want this transition to go, how do we bring the workforce along with us and ensure that they're part of this transition, particularly perhaps this year, even more critically important. I think there's a huge mantra around green stimulus, but also understanding the degree to which that brings jobs and security for people employed in our industries and economy. So Samantha, that's a good segue for yourself. You've been working in the space for quite a while. And I think clearly your work has become even more pertinent over the last six months. What are the key considerations that we need to make in any sectoral approach to be inclusive and ensure that what we're driving is a just transition to decarbonise heavy industry? And I think, as we said earlier, not just for workers, but to ensure that no countries are left behind. Thanks, thanks, Anthony. Just also to situate myself and where I work. So I work for the International Trade Union Confederation. And we represent more than 200 million organised workers in 162 countries. Some of the people who are members in our organisations, they actually sit on the board much of our status. We have employee representatives on the boards of major, major companies in Denmark and also in other countries. I also want to situate what I'm going to say in this crisis, because I think we can't talk about, you know, about decarbonising heavy industry without also understanding that the equivalent of 400 million jobs disappeared between April and June globally, and more than 5 million jobs disappeared in Europe, just in Europe at that time, which is almost equivalent to the total number of people employed in European heavy industry. Now, not all of those jobs losses were in heavy industry, but somewhere, right? Because we're seeing a crisis both of supply and demand, as well as a breakdown pretty much complete of global supply chains across a range of industries. So from our perspective, when we're looking at this question of, you know, can we decarbonise heavy industry and what do you need to make it a just transition? Like that discussion has to start with jobs, right? There's no conversation that anyone is going to have with workers in trade unions right now that does not start with good jobs and also include social protection, so a welfare state, so healthcare, so income support, unemployment insurance and all the things that are making it possible for working people to stay afloat in this crisis. From that perspective, what it takes to get a to get decarbonisation heavy industry, like the technology is there. We had a roundtable actually in Sweden a year ago, which included SSAB, the Prime Minister of Sweden, Vaughtonfall, and of course the unions that organise in these companies, as well as unions from across Europe and around the world, which is basically about, and we had a representative from Mission Possible explain different pathways for cement and steel, and I think we all came away from that understanding that, yeah, the technology is there and in some places, like in Sweden, like with SSAB steel, it is possible to have a transition that's actually creating more good jobs for people, especially in an economically distressed area, which in periods the north of Sweden has been. There's really going to be a challenge to get it elsewhere. And to get that just transition, the labour movement is organised geographically and by sector. In Europe and also in other countries, we bargain sector agreements all the time, also on things like decarbonisation and just transition. So a first starting point would be to look to a global sectoral agreement that includes the industrial union federations that do this kind of bargaining at home. That would be one way to make sure that it's actually a just transition because unions as partners in the world of work, we would be at the table and setting some of the terms. You mentioned this issue about just transition between countries. I mean, I think that that is going to be a lot harder because we don't really have global rules for trade at the moment, right? That system is more or less broken. And so the discussion as Matt said is really about carbon trade walls in Europe, but then how does that affect the export driven economies versus trying to find some more cooperative way to build agreement across the sector. I think the last thing I want to say is that if we take Denmark as an example, I'm actually pretty hopeful because not only has Denmark decarbonised its power sector and produced two world leading enterprises in the area of wind, so Vestus and Orsted, as well as all of the other companies like Ruinfluss that are contributing to decarbonise Denmark. But when the government announced the 70% target, they didn't just set up CEO tables. Actually, the labor movement went and prepared a roadmap for the government on how to meet this target of 70% emissions cuts by 2035. So as trade unionists, we committed fully to this and we also prepared our own plan for how to do that. And those kinds of developments make me, yeah, make it possible to see the potential for just transition and how we might get there. Thanks. So we've got a few minutes left. So I'm going to quick fire one question each. I'm going to reverse order. So, Samantha, if you were at that negotiating table for a global net zero industry agreement, what would be your top three priorities to secure in that agreement on behalf of employees and adjust transition? So very quickly, one, two, three. So one would be within companies, the three key, the three Rs, retain, retrain and redeploy. So don't fire your current workforce and then hire new people, keep the people you have, retrain them and redeploy them in the company. The second would be that as a couple of people said, you have to look outside the walls, the walls of individual companies or even at the sector, right? Because people are probably going to need to transition to new good jobs outside the sector. So sector agreement has to rest on this basis of labor rights, social protection and trying to create good low emission jobs across the economy and not just in one sector. And the last thing would be to put labor standards into that agreement. Because where we are right now, people are angry, frightened and desperate. And if they do not see a good future for themselves and their families, also when it comes to big disruptive change like with decarbonization, they're going to reject it. So one way to avoid that is to make sure that all of the jobs in a decarbonized steel or cement sector are good jobs. Thank you. Great answer. Mads, so you're going from one of the world's most successful and largest producers of pumps, so products that have a big footprint in terms of energy. And after you're on one of our previous panel, I went and looked at the pumps in my house and they're all Grinfor's pumps. So it must be one of the biggest companies in the world for that product. But you're moving to another very interesting company which has actually led the transition. One of the first oil and gas companies to effectively entirely transition out of oil and gas, so it shows that it is possible. Industrial transitions don't happen homogeniously, do they? They happen in hot spots. No industrial transition has happened everywhere at once. So should we be focusing on the places where we can get those first dominoes to fall if you like and scale up the technologies and bring down the costs so that then that transition can flow around the world? Is that the model we follow or do we need to do it all at once everywhere? Thank you very much, Anthony. I very much believe in the role of companies and industries being catalysts for change. And a company like Orsted has indeed been sort of one of the catalysts for proving that offshore wind can actually not only work, but can be very economically viable as an alternative to fossil fuels. And I think we can't rely only on a few technologies. Denmark has very successfully been supportive of wind technology which has fostered not only big leading companies like Orsted and Vestas, but also led to a fact that there is now a global cluster of wind energy technology and competence in the country. I very much believe that as we globally can build clusters within different technologies such as hydrogen, solar panel, energy storage and so on, I don't think we should just focus on a few, but I think individual countries and regions should probably try to build up world-class competency centres because that's the best way to structurally build a global competency rather than everybody competing against each other in the same technologies. That would probably not get the world to where we need in a 10 or 30 year perspective. Thank you. Again, really quick answer. Thank you for that. Maria, we are out of time, but I'm going to give the chance for a very quick answer. What is the role of civil society in a sense helping industry across sectors to work together and deploy synergies, whether that's energy, whether that's creating demand, whether it's getting industry working together on the key policy asks that they need? Is that a critical role for civil society or is civil society's role to stand on the outside and put pressure on companies to transition or is it a bit of both? Well, I think at least from what I see, obviously it's very important that the role of business organisation like William Business Coalition, the World Economic Forum, the World Business Council to align efforts to be the neutral broker between companies that fiercely compete and that's what they need to do to be the best and now we see a competition to be the best in getting to net zero, but that inevitably they need to collaborate to get to net zero, that they need each other. So I think key role to play in helping facilitate these coalitions of companies that cross sectors within the sectors, but also across sectors. Thank you. You're all very well trained for panellists. So thank you for those short, but very informative answers. We're about to go into the breakout sessions. So before we do so, I don't know how you're in this sort of virtual world. Thank our panellists in a sort of traditional way, but I think we all know how to do that. We're learning. Final reminder, if you do have a preference for any of the breakout sessions, quickly remember yourself. Otherwise, don't worry, you will find yourself in one of the breakout sessions. There are five excellent questions. We have a chance, we have a couple of minutes where we can take a quick look at the this fantastic visualization that Lucia has been working on. I don't know if we can sort of share that on the main screen so everyone can see it a bit more clearly because I can see a very fantastic, here we go. So these are some, I think, the key things that have come out, the key role of the public sector, collaboration, economic viability, circular economy, I agree, the point I think Maria made. We need to do a lot more on the circular economy. It's a key part of decarbonizing many of the material sectors, for example, and perhaps a key opportunity for many of the heavy transport sectors to be a part of that. Paradigm shift, I think an act like a global economy. The pandemic, it was a really good point. The pandemic has shown the effects of systemic risk, but I think this word wasn't used, but for my many years in this space, inertia has been the common retort, but we can't do it. We can't change that quickly. This is the way we've done things. We need to change slowly. We have learned, if nothing else, in the last six months how quickly we can change when we are faced with a threat. Perhaps it's that key issue of understanding the threat the climate change poses that will unlock that ability for us to move quickly. Renewables have become cheaper at scale. Can we repeat that across many of the technologies we need in this space? Carbon pricing and tax. A very clear call for that from Mads. Acceleration and pushing harder. I like the three Rs from Samantha. Retain, retrain, redeploy. Really important part of the jazz transition. Starting with social protection. Perhaps what about a social contract? Do we need a new social contract that is part of this transition? With that thought, we're going to go off and have some of those interesting conversations in our own breakout groups. Thank you again to the panellists.


Let's talk about YouTubers quitting YouTube. This past month has been a doozy on the internet. A lot of people have been coming out and saying that they are done with YouTube, or at least taking a big, big, big step back. Two days ago, MatPat posted Goodbye Internet where it was not clickbait. He announced that he is stepping down from YouTube and will no longer be the main part of the channel study runs. For the past about 13 years, he's been making videos on the Game Theorists and all of his other channels. And he talked about in his video how he has been working late nights for the past decade. And he's just been doing the grind and everything is about work. And now he wants to step back and he wants to spend time with his family and simply just not do the grind anymore. And there have been several other YouTubers recently who have said the same thing. Tom Scott recently posted his last video as well, announcing that he would be stepping down from making videos once a week like he's done for the past 10 years. Captain Sparkles recently released a video saying that he was stepping back as well. Meet Canyon also made a similar video talking about how he wants to focus more on passion projects that he's doing instead of just doing the grind. And so I know that a bunch of people are talking about this right now, but I also just kind of wanted to give my two cents and give you my thoughts as not only a YouTuber, but a YouTuber that has been on the platform for over a decade now. Just off the cuff, I wish absolutely nothing to the best to Matt Pat, to Tom Scott, to Captain Sparkles, Meet Canyon, everybody who has sort of been coming out and saying that they're taking a step back either for a short while and just wanna focus on personal projects or stepping down sort of like for good and saying like, you know, this is the end. I fully support that decision and I am so proud of all the people for doing that because it takes a lot to come to that conclusion one, but to also actually post that video and have a firm like, okay, this is it. I've been making YouTube videos now for close to 12 years. I started when I was 15 years old. I am now 27. I started in 2012 making videos. And while there's a part of me that's like, wow, time has really flown by, there's also another part of me that's like, yeah, I've been doing this for a really long time and there are so many people who have been doing it as long as I have or way, way, way longer. Like Smosh, I think is 18 years old now, which is insane. Again, Matt Pat has been doing it for 13 years. Mark, I think, has been doing it for 12. Sean, I think for 11 or 12 as well. There are so many channels that have been doing YouTube for over a decade now. The platform of YouTube, obviously, it's growing and it's aging and the people that started out on the platform are getting to a point where they're like, okay, I've been doing this for a while now and I think I'm ready to move on. And as sad as that can be because you're seeing some of your favorite creators go away and they're not making those videos, I think that it's a good thing. Nothing lasts forever. I know better than anybody with Una Sanis, it's good for things to have a definitive end and things will, whether you like it or not, but I think that it's better, in my personal opinion, to lay something to rest on your own accord rather than just fizzle out into obscurity and just grind yourself until you just can't do it anymore. And I think that that grind is kind of what leads to saying, okay, I think that I should stop now. I think that I'm done. Matt Pat, again, talked about in his video how he's been pulling so many late nights, everything is about work. He wants to just be able to sit on the couch with his wife and play a video game without having to analyze it for a video. I've said this before a lot, especially when people ask about what it is like to be a YouTuber and have YouTube as a job. And I've always explained that YouTube isn't really a job. YouTube is a lifestyle. A lot of the people that do YouTube full-time and a lot of the people who are grinding away at it, you don't clock in and clock out. You're just kind of always thinking of the next video or always working on something or, you know, like your day doesn't really like end. Like I get up and whether I'm recording or whether I'm streaming or whether I'm planning a video, most of my day is about YouTube. Even when I take vacation and I think that this is true for most creators, even when you're trying to take a break, you're still thinking about this thing. And I think that that is different from a lot of jobs where, you know, you clock in, you clock out and then you go about your day and do whatever you want. But with YouTube, it really kind of takes over your entire life. And as incredible as YouTube can be and as rewarding as it can be, like it's hard and it's really exhausting because it takes over everything. While it's sad to see certain channels go, I'm not necessarily surprised because people have been doing this for, again, years and years over a decade now making this stuff. And sometimes you just get to a point where you realize, okay, I think that I'm done or at the very least, I think that I need to change the way that I'm doing this and make it a hobby again. Because that's how everybody started out on YouTube, especially with like the Gen 1 YouTubers and earlier YouTubers, everyone started out with this being a hobby. And then it blew up and morphed into something that like we couldn't imagine.  But now, you know, 10, 15, close to 20 years later, there's so many people who have had success on the platform and it's turned into not only a career for themselves, but especially like with the map paths of the platform, whole companies that employ dozens of people and they have a whole team and it's a whole operation. I do think that we're gonna start to see a lot more of these videos in the next few years. Like in these next like five years, I think we're gonna see a lot of people leaving and a lot of people, you know, hanging up the hat. And I think that that's okay. Again, it's inherently sad because you don't wanna see your favorite creator leave. At the same time, I think it's important to recognize, okay, like this thing was great. It lasted for a really long time. 13 years is a really long time to be doing that. And now it's done and we can celebrate it and we can look back on it fondly. We don't have to look back on it, you know, being sad that it's over.  Smile because it happened, you know? I think that it's good. Like I think that it's good that people are growing and evolving and like not only are the people that are making the videos growing, but I think that something that a lot of people forget is like the audience is growing as well. Like so many of you guys have been watching me since the beginning, when I was a child making videos and you were a child watching my videos and now we're full-ass adults now. So many people have grown up watching these channels and just like everything else, people grow and interests change and that's true for the creators as well, especially if you're making the same kind of stuff for the past decade. You know, you might lose interest in a show and in this case, you might lose interest in a creator. And I think that it's okay to admit on the other end of things for a creator to say, hey, I've grown and I've changed a lot over the years and this isn't necessarily something that I wanna keep doing or the way that I'm doing it isn't making me happy anymore. I had that this past year. Like I did the rebrand from Crank Gameplays to just Ethan Nester because after 10 years of making gaming videos, while it was super fun and it got me to where I am and I have extremely fond memories of doing all the Let's Plays and doing these different series that you guys really enjoyed, I got to a point where I was like, this isn't fulfilling for me anymore. And so I decided to change up my content and every now and again, we'll go back and play a game and stuff like that. But I needed to change what I was doing and people deciding to step down from YouTube, whether it's making videos way less frequently or stepping out as a whole. I think that that is fine and it's the same kind of thing where you just realize, been doing this for a really long time and I've grown, I've kind of grown out of this at this point. What I mean by that is you've grown out of it in the sense that you've taken everything, you've taken all these experiences and you've learned everything that you can and now it's time to move on to the next thing. MatPat's video in particular, it really struck a chord because he has been making videos for such a long time and the way that he talked about his relationship with this audience was really sweet.  You can think of me more as sort of like the grandpa that lives in a different state that you see every now and again.  You know, he'll come back. He'll do certain things at certain times. He'll be special guests, make little appearances and stuff like that. He's just not the main person anymore and he's passing the torch off to somebody else. In his circumstance, he's passing the torch of the game theorist and his other channel literally to another person to host but I think that the same thing can kind of be said for a channel as a whole. You know, there's different generations of YouTubers and so there's cycles that happen and so when one person steps away, someone else steps in to fill their place. That's just the natural progression of stuff. So if a channel is like, hey guys, I'm done. Even if it's not a legitimate, I'm sending you all to this other YouTuber. There is sort of like a passing of the torch to the next generation. But MapHad's video got me thinking a lot about my journey on YouTube and where it's going because again, I've been doing this for almost 12 years now and I've known since the beginning that it's not gonna last forever. As sad as it may seem and it's not coming anytime soon, don't worry but at some point I will make this same video. I will make a video saying goodbye because at some point I will want to move on to do something different and I will want to move on to something that's gonna challenge me more because I absolutely love doing what I do and I feel so incredibly lucky but there will be a point when it's time to move on to the next thing. And again, it's not coming soon but it just, it made me think about that. It made me think a bit about what I wanna do next after this because I am getting older. I'm still kind of a young buck. I'm 27, I'm closing in on 30 so I still have time left but it made me think about like I'm getting older and my life is changing and this isn't gonna last forever. So it just kind of made me think and it made me very appreciative of what I have in the audience that I have and I'm so grateful for you guys for being here at all and I feel extremely motivated right now.  I've felt like I'm not really good at YouTube and at streaming and stuff like that this past like a year or so and I feel very motivated to get back into that zone and it is kind of unhealthy for sure because it's kind of the opposite of what Matt was talking about in this video where he's like, you know, I don't love the late nights and that's kind of what I am getting myself into right now is getting back into the grind and I wanna make sure that I'm aware and healthy about it and I don't work myself into burnout and stuff like that but I feel very motivated because he reminded me that this isn't gonna last forever and that I wanna do the most with this that I can while I can and while I still am able to make videos and while you guys are still here because you guys will move on too and that's okay but at the end of the day, I think that it's great seeing Matt and seeing Tom Scott and seeing all of these different YouTubers seeing Felix, Felix has talked about it a little bit how he's sort of said that he's retired now he makes the videos that he wants to make but he doesn't do the daily grind anymore especially now that he has a family but I'm very, very happy for all of these people for putting in the insane amount of work that they've put into not only their channels but into the platform as a whole Matt has done so much for this platform and so much for creators and he is such a damn sweetheart I've had the pleasure of meeting him and hanging out with him a couple of times and he is such a great guy also thanks for the unisonous shout out Matt I appreciate it makes my heart happy knowing that that not only made a difference for people that watched the channel but it impacted you in some way that was really cool but I'm extremely happy for Matt and everybody else for getting to this point where they've realized I put in so much work and I gave back so much to my own channel and the platform and sort of I've done my time and I'm ready to move on to something else and I'm ready to sort of lay this to rest that's kind of everything that I wanted to say I don't have a ton more to say I just kind of wanted to give you my two cents and I wanted to also just show my appreciation for Matt, for Tom Scott for all of the people who are choosing to step away because again, it's sad but it's very bittersweet and I'm very happy for them and I'm very excited to see what they do next and I'm glad that you guys can finally rest and again, don't worry while someday I will make that video saying goodbye and stepping away that video is not happening today and it's not happening anytime soon so until then, I'm gonna keep working really hard and I'm not gonna take this channel and this thing that I have for granted and I'm excited to see where it goes these next few years those are my thoughts let me know what you guys think down in the comments I hope that this was insightful in any way or at least just kind of made you think and yeah, those are my thoughts see you guys in the next video bye


ks. Do, as I mentioned, hit that subscribe button if you haven't already. This channel's like a buffet, and there's nothing better than a great, for example, Chinese buffet, or maybe golden corral. I mean, the point is this, folks, you pick what you like and some debates, maybe you're like, what the? What the? You're like, I don't know, why are they debated? That is so weird. Well, you don't have to watch every debate, but we will tell you this, folks. We do have a lot of juicy upcoming debates. We do plan on, there are a couple of ideas I have for panels upcoming, but wanna let you know on the things that we, as I mentioned, that 50,000 thank you stream, which is basically to thank you that we are, once we hit 50,000 subscribers, we're excited to do that stream.  And we're going to have a vote during that stream, several votes. Things such as, one, we're gonna have a new logo for moderated debate because I am tired of getting made fun of so much because I made our current logo, and everybody says it looks like word art from Microsoft Word. And it was, no, it wasn't really, but basically, here's the trick. We will get a better logo because I'll admit it, I'm like, okay, I made that thing, so it's obviously not very good, but nonetheless, it's been good for a year or so. But we are going to, this next one, we're like, let's let the people decide. Let's let people, I don't have an artistic bone in my body.  In other words, not decorated at all. It just looks like, it's like kind of like a plain white room, and you know, maybe I'll sleep in a bed, but who knows? And maybe you gotta just sleep on wherever you want. The idea is this, am I like an artsy guy? No, I'll admit it. So we're gonna have you guys give your feedback. We've got, and I've actually gone to Fiverr to say, like, hey, can you make some logos for our people to choose from? And so, it's nothing like too fancy, but we were like, all right, let's, you know, we'll do it. And so, thanks for your feedback on the logo. You guys are always supportive, I appreciate that. That means a lot. And at the same time, it's also great to, you know, change things up, make things fresh. And let's see, Mr. P says, new logo, great, but James will be getting a new 50,000 subscriber curtain. Oh, that's a great idea. I mean, I like this one though. You guys know this is a curtain, see? I like this one a couple of reasons.  Come on, it's gray, it's hard to tell. It looks probably closer to white. It's symbolic of our neutral nature as modern day debate in that it's gray. The other thing, that's kind of corny, but the other thing is this. Wow, you never maybe knew this.   And I said, okay, let me try it. And it helped a lot. And also we use the ring light now, which definitely helps, really excited about that. So David Street, thanks so much for your support in helping us get that ring light. And so let me tell you about other stuff though. You guys, I'm excited, I'm pumped up, I'm really happy and pumped to let you know about all sorts of epic stuff we're gonna have you vote on. So I didn't know this, well, a couple things. One, you probably heard about, if you were at least if you follow us on Twitter, we put out a crowd fund to try to raise funds for David Crowder versus Sam Cedar. We reached out to David Crowder, we said to his contact, technically. We said, hey, we have completed two successful crowd funds. We didn't hear back. And this is after we, not only did we tell him we completed two successful crowd funds, that we said, we are willing to raise funds for David Crowder's honorarium to get this debate where he will face Sam Cedar. We never heard back from his contacts after several times trying to reach out. Long story short, everybody's money has already been refunded for that crowd fund. So if you have put in, I don't even, I think that it's just automatically, you don't have a choice, it's been refunded. So like, if you were really like, oh man, I just, I didn't want it back. I don't know why you wouldn't.  Like that episode of Parks and Rec. Go ahead and treat yourself. Do something nice for yourself. But give it to, you know, a good cause, whatever it is you want. But that, I'm checking in on it right now. I'm pretty sure that all of the funds should show, let's see, view the campaign. It should show that there are zero contributions. Gosh, okay, well, it actually says they're like 1,390. However, the campaign has ended. So even though it shows like what people have put in, I was told by one person, they said, oh, I got my refund. And I'm like, that's good. We want you to get the refund. So everybody's been refunded. It's important for us that we're like, we're not gonna like, and that's what I told you. I said, if it doesn't happen, you get your money back. And so everybody's got their money back 100% in full. And so that debate's not happening. Did I say David Crowder? What I meant to say is Stephen Crowder. That's funny. So sorry, I just saw somebody right now. I was like, what? Stephen Crowder? I just realized that I said that. So that's funny. I think I said that to my buddy when I first mentioned it to him. I was like, we're gonna try to crowd one for David Crowder. He's like the musician? Like, I was like, Stephen Crowder, I meant. Okay, so next one, Michael Bolton. I wanna let you know this. We are excited. We've got a lot of stuff coming up, nonetheless. And one thing that is really cool, in the last several crowd funds, I didn't know that the crowd funds aren't taxed unless it goes over $20,000. If it does go over $20,000, we were nowhere near. If it does go over, then you get taxed. I thought we were taxed no matter what. Oh, and then Brooke Chavis, thanks for your feedback. Says, I got all of the merch except the sweatshirt. Good to know. So glad you got the postcard. And I'm so sorry, folks. If anybody's waiting on a postcard, oh, I'm so behind you guys. I'm so sorry it's been a rough. That's why I didn't moderate this whole week is that I've been catching up with stuff after the move. So I mentioned I moved a few weeks ago, but anyway, the point is we didn't, I learned that we don't actually get taxed, but we built taxes into the crowd fund. So we have extra funds and we want to use them on modern day debate. That's important is we're like, hey, these things originally, people were told that this would be to cover taxes. And it was just an honest mistake on my part. I'm embarrassed that I'm a rookie at crowdfunding. Although, not trying to brag, two successful crowd funds, thanks to you guys. We as a team, as a community, modern day debate has done well with crowdfunding. Here's what I mean. 35% of crowd funds fail. Boom, they don't make their goal. We're two for two. We've made our goal every time that we actually went to the deadline. Now it's true like the Crowder debate didn't happen, but that was because we couldn't get ahold of Stephen Crowder, so it doesn't count. So the idea here is this. We have extra funds we wanna use for speakers, new speakers, or maybe speakers we haven't had on for a long time. We're willing and we want you guys for real as subscribers, supporters, followers, everybody. By the way, folks, we do have a Twitch. And if you're watching via Twitch, hit that follow button. We're excited that the Twitch has been growing. That's super encouraging. I'm pumped about that. But also wanna let you know this. We are planning on giving you guys basically a list of people to kind of vote on in terms of who we kind of reach out to to try to get on the show. Because as mentioned, we want your hand on the steering wheel of modern day debate. We want you to like have influence on like what is going on at the channel. So we are excited about that. And then Saichonab says, what's up James? And welcome back. Thank you for your support. And then said David McGinnis is good to go for the wrench. You got it. Thanks for letting me know about that. David McGinnis, let me know if you're in here.  Bubble Gum Gun, thanks for your super chat. If you're not willing to debate, then your position sucks. You mean me? Like anyway, let me go back to the old Twitch chat. So sorry, dear friends of the Twitch chat. Oh, my neglected friends. I'm so glad to see you. Current poll, what is the real name? Let's see. Oh, okay, gotcha. David Crowder, David Chowder, Steaming Chowder, yeah, so that's funny. But in the old Twitch chat, good to see you, dear friends. Oh, I always minimize the chat. Where is this thing? I've gotta find, oh, I refreshed the page. That should do it. We'll do a raid at the end. We'll see who's streaming right now and we can stop by your friends in just a few minutes. I wanna, let's see. I wanna say thank you so much. I'm just so glad to be back with you guys. I haven't gotten to see you guys and chat with you guys for like a week. And I'm like, man, honestly, this week was insane. I have never been pushed so hard to where like time pressure of like, oh my gosh, I have so much to do. I thought about taking an all nighter and I'm still thinking about it a little bit, but I'm not supposed to do that. And I tried to like quit. I used to do it almost regularly, like once every week or two, because it's almost like you get a whole extra work day and I kinda like that. But at the same time, I'm like, nah, I was like, I shouldn't be doing that. It's not good, can't do that. I don't wanna do that anymore. Let me load up this Twitch chat because I'm baffled. I made it disappear, very embarrassing. Let's see. Oh, it's that boomer tech. But exciting 905 Twitch followers. Thank you so much for following us on Twitch. We're excited to have you. And like I said, that's no matter what walk of life you were from, no matter what your political views are, we are pumped to have you. So thanks so much for following us and we're excited that Twitch is growing. That's encouraging. And you know what's also growing? You guys, do you know that we have a podcast? And I'm so encouraged. It's been growing that people are finding useful. So thank you so much for your support of the podcast and just checking it out. I would encourage you folks, pull out your phone right now. If you haven't yet, find. I'll show you what it looks like to pull out your phone and find the podcast. Okay, so find good old modern day debate on podcast. I am excited about it. Opening up your favorite podcast app, such as podcast addict, I have just opened. And then once it is open, or it just stays gray for a long time, what you wanna do is find modern day debate. As we are excited, all of our debates, we strive to get them up within 24 hours of when they were live. And so that's something that I've been, I think a lot of people have really, I've definitely seen the number of downloads increase since we started making that change. And so that's really encouraging. I'm really pumped about that. And then where is, oh gosh you guys, I'm sorry about this boomer stuff. I don't know how to, I made the live chat go away on accident and I don't know how to get it to come back. Let me just work on this. We're gonna get there. Oh gosh, just disgraceful. I knew there was a live chat here. I know that I was just looking at it. And sometimes it just disappears on me. Very embarrassing. Oh, I think I got, okay, there it goes. RitchieTab99, thanks for coming by. We're glad you were here. I see you there in the old Twitch chat as well as Brooks Sparrow. Says, hit that like and follow. Thanks so much, Brooke, for your support. Lily Ajo, good to see you again. Thanks for your support as well. I'm with Seferin, good to see you. And who else is in here? I'm like lurking, skulking about the Twitch chat. I see Seferin and Tapazel, good to see you. Thanks for your help. Oh, that's right. Yeah, you guys, we've got some cool stuff. I've got it, we're gonna have a big announcement during the 50,000 thank you stream. As again, folks, we're excited to hit 50,000 subscribers. But ultimately, I want it to be about you. Like, it's thank you for making this an epic channel. You guys, I'm just so encouraged and excited about the kind of the growth and just the impact that modern day debate has had as my dear friends, we are optimistic about the future. We sincerely believe people want to see fair debates and people also want a platform where it's a genuinely neutral platform. I am not going to come out with a video tomorrow. And I'm not saying that there's anything wrong with this. I'm just, it's different. It's just different. There's no better or worse, but I'm saying it is different. Tomorrow, I'm not gonna come out with a video that's like the truth about critical race theory and why so and so in that last debate between Bosch and Kenden. Well, I'm gonna let you know who was wrong and who was right. Like, nope, we don't do that here. It is fully neutral. So there are no like solo videos where I just basically say my own opinions or something like that or argue using stats or whatever else it is. Like this is a genuinely neutral channel. And so I'm convinced people are excited about that and that resonates with people and it's rare. I mean, you guys, I don't see a lot of channels that do that where the other thing too is there are some channels that say they do it and more power to them. Like I have no kind of like angst or any sort of like, what's the word I'm looking for? Like resentment or anything like that toward those channels. Like good for them. Although I would say that I sometimes do see channels where the moderator will like jump in and clearly take a side and try to like pin someone down where it's like, eh, I'm gonna leave that to the debaters. If a debater is good, they will pin down the other person. And sometimes I get this in chat which there's nothing that makes me, don't get me wrong. I'm not irritated. I'm always like, I'm in a good mood. I enjoy it like the stream. I told the guys before we went live tonight. I said, you guys, my day is pretty boring. So when I get to do this, I'm in a great mood because I just enjoy it because otherwise I'm reading and writing all day. The trick is sometimes in the chat, I'm not irritated, but I am when I see it, I'm like, you guys just don't get our vision. You don't get it. And hopefully they will someday. The idea is sometimes it'll be like, James, you should jump in and tell someone that they've got to answer this question. And I'm like, bro, if you're, or maybe it's a lady who's complaining. I don't know. I'll say whoever you are, complainer, your debater has to hold their feet to the fire. And your debater, if they're a good debater, and I've seen it, believe me, there are good debaters on virtually every side has better or worse debaters. Like people who get the skill of, if you're in conversation and you ask somebody a question and they dodge it, you bring them back to it. If you're a good debater, you will say, I noticed you answered somebody's question with what you just said, but it wasn't my question. So I'm gonna drag you back to this and ask you again, what is your answer about X, Y, Z? That's a good, I mean, amazingly, some people, they're just long story short. They're like, James, you should jump in and like force them to answer. I'm like, that's what the debater is supposed to be doing. So big thing Bruce Wayne, good to see you says, debate idea is prayer effective. That's juicy. That is a new topic. We have never done that. And I'm open to that. Mark, thanks for sharing that. And Mark Reed says, I'm feeling way better now. I'm happy to debate. Let me know if you have my email. Thanks Mark Reed. I'm so glad to hear that you're feeling better. I hope you're doing well. I hope everything is going okay in good old Australia. And bubblegum gun. Hannah Anderson and Mr. P, thanks for your support and being here as well as Patrick Tomlinson. We're glad you're here. And Captain V, glad you came by as well as amazing bubblegum gun and enhaxed says you shouldn't, it's bad for you. That's true. It is. It's like a literal carcinogenic type of behavior. So if you're kind of like, hey, I'm not trying to scare anybody. I'm just trying to let you know like the World Health Organization would say it is carcinogenic. Namely, if you are the type of person to be consistent, if you say, hey, I don't do the like suntan tanning booths because you could get cancer from those. And that's everybody's pretty much agreed. Or maybe it's cigarettes.  Maybe you won't get cancer, but maybe you will. The probability is at least significantly higher. Sleep deprivation is also carcinogenic. So in other words, if you're proud of and try to deprive yourself of sleep as much as possible, I would recommend like, ah, you might want to get your eight hours. And maybe it's late because maybe you're like, well, I work late or maybe, you know, so maybe you got to go to sleep at three in the morning, four in the morning.  And maybe you're like, well, I've got to sleep during the day because I worked the graveyard shift. I worked from 11 until seven. Still, sleep eight hours, starting at eight a.m. till four p.m. It really is. I regrettably, I almost feel like a hypocrite, but not because I've changed my ways. And now I can tell you that I used to be pretty bad about sleep and almost proudly so where I would, you know, like talk about like, you know, just taking an all nighter once a week to get extra work done. And I would encourage you though, and I think I'm more productive now anyway without having to do an all nighter, is I would recommend like, eh, I don't think it's worth it. I think you can find other ways. But anyway, hey, it's your life. Who am I to say I'm not gonna try to push you. Just something to at least a perspective to consider. Mark Reed, good to see you. Captain IV and Toto Kaka. Thanks for being here. As well as CD. And then CD says, James, I vote that you plug yourself in the middle of the debate when you have higher viewership. I don't know what you mean by plug myself.  Nasty guy. But Andrew Cole, good to see you. And let's see, JC93013 says, beta mail in Jesse Lee Peterson's voice, LOL. Yes, there's a beta. That's funny. We hope to have Jesse back on soon. That would be really fun.  Chats moving fast on me. You guys, I'm a boomer. Come on, take it easy on me. Bruce Wayne says, hey James, Sight Show Nav said to message you so I can get my mods. You got it bro. I'm adding that wrench right now. And then Sight Show Nav says, okay gotcha, thanks for letting me know that. And then Samuel Littleholm, good to see you. And then, thank you for your kind words CD. And Patrick Tomlinson, let's see. Redtron, thanks for being here. Said no links in the chat. You're right, I got it up there because the stream crashed at the start. So I've got to update that. That's embarrassing. So you guys are the other link embarrassingly. Crashed or embarrassing. But we made it. So thanks to Vosh and Kenden again for their patience. Lily Aja on the old YouTube chat, good to see you. Thanks for coming by. And then Woody, good to see you. And then Bob Sadler says, only fans. Nasty guy. Totokaka says thanks for this debate start. Thank you my friend, appreciate that. Our pleasure, it was a lot of fun. Huh? Samuel Littleholm says, James don't feel too weird by trying out the thumbnail idea I had in mind. I don't feel weird, don't worry. It's a free country. Young Gotti, thanks for coming by. Is it Young Gotti? Is that how it's pronounced? G-O-T-T-I. But folks, if you were watching in Twitch, do want to let you know, you're excited that we do have a YouTube live stream as well and it's at the same time. Prefer watching on YouTube, live there too, right now in all caps. I just put that in the old Twitch chat. And so folks, if you're watching via Twitch, I just put it in the chat. You can click on this YouTube link and you can see like, oh, this is like their main hub. We love Twitch and we're excited that people find Twitch valuable. They find it useful. They're like, I like to watch on Twitch instead. Cool, we'll stream there too. Also want to let you know, yeah, we are excited though as our main hub is YouTube and we're excited that it's been a blast on YouTube. So, Gabriel, real, thanks for coming by. I said, nice debate.  Thanks for letting us know that. My dear friends, we are excited about the future. There is a lot coming up and it's going to be epic. It's going to be juicy. It's going to be amazing. And so my dear friends, we do appreciate you. Read more says, did this debate already happen? It did read. We're glad you're here read. And if you pull that little time ticker on the live stream all the way back to the start, you'll get to the very start of this debate. It was amazing. And so thanks everybody for all of your support though. I love you guys. Seriously, thanks everybody for all of your support. You guys, I'm excited about the future because of you. Like you guys have made this channel fun. You guys have made it a blast. And we're learning, we're looking at new ways. Like how can we do this as good as well as possible so that people enjoy it maximally? And so we're excited to keep making changes, making things new and fresh. And let's see. Yet another white dude says, I tweeted at you, but you should do a debate where the participants define their terms beforehand and then can contend with others definitions. I don't exactly know what you mean when you say others definitions, like other people other than the two, or do you mean somebody else? Between themselves. But yeah, let me know. And Brooke Chavis, thanks for your support says, hit that like button before you head out and don't forget to subscribe. Thanks Brooke for your support, seriously. And it's true, folks. Lots of epic debates coming up. We're working on a panel, big political debate panel later this month.  We're excited about that. I forgot to tell Vosh, it's not gonna be on the ninth. It's probably gonna be later. Cause I was emailing about it. I was gonna tell him before. I gotta go, it's getting late guys. It's 8.53 here. I'm an old, I'm a boomer. We don't say old man anymore. We just say boomer. And maybe we should start saying boomer the way that Jesse says beta. So like boomer, but let's farm. Thanks for reminding me says, the debates continue 24 seven in the modern day debate discord they do. And thank you, let's farm so much for all you do in the discord. Basically everything, if I understand right. I know I gotta give you full credit. I haven't done anything in the discord. And so thank you to Larry, let's AKA let's farm. Sorry for doxing your real name there, but thank you to Larry for doing that seriously. And that's pinned at the top of the chat if you wanna check out our dank discord. And then yet another white dude says no, they get to see what each other said as the definition to each term and can argue their cases for their own. Yeah, I'm open to that. I mean, I'm open to that. So I appreciate you letting me know that. And then Saffron thanks so much says I came from Twitch just to hit the like button here on YouTube. Thank you so much for doing that. Seriously, we do appreciate that support. And yeah, that motivates me knowing that people are excited and like people are like, yeah, I'm like when they hit like and all that. And I'm excited though. You guys, I can't, I'm just, I appreciate it. I should go because I've got, I'm kind of getting pooped and I gotta get some good rest. But thank you guys everybody for all of your support. Love you guys. We'll see you next time. Keeps everything out. The reasonable from the unreasonable. Take care everybody.


I ought to go back a little bit and explain where the name Golden Rice came from. Ingo first presented these results at a meeting, it was actually the last meeting of the Rockefeller Foundation Rice Biotechnology Network held in Phuket. And it was one of several important scientific breakthroughs that were presented at that meeting. Following the meeting, Bob heard John O'Toole and I stayed on in Bangkok. John was based in Bangkok and we needed to spend a couple of days figuring out the next phases of the work that he was going to be doing from that office. Anyways, we wound up having dinner one evening with a friend of John's who's Mr. Michai. Mr. Michai in Thailand is the head of a big NGO and is famous for disseminating condoms throughout Thailand that contributed significantly to the population stabilization programs in Thailand. But he distributed those condoms in very innovative ways. He had colored condoms, he gave away condoms if you bought 10 liters of gasoline at a local gas station and the like. He made it acceptable to be seen buying condoms and almost made it a treat. And so we were having dinner with him and we're just telling him of some of the exciting results that had occurred at the meeting in Phuket and said to him, you know, one of these is this new development of yellow endosperm rice. And this rice produces beta-carotene in the endosperm and he immediately recognized the importance of this because he had been heading an NGO that had been dealing with vitamin A deficiency problems.  So he said, you don't understand marketing. You don't call this yellow endosperm rice, you call this golden rice. And he said, you've got to have a marketing campaign behind this. You've got to make it a treat to eat golden rice. It's got to be better than white rice. So we listened very intently, took his ideas. I can remember going back and telling Ingo, we've got to start calling this golden rice. And Ingo caught on immediately. And that's how the name golden rice originated.


You can personalize your results in one search. Let's search for items on World War II. We get nearly 89,000 results, and the first few are very general in nature. On the left-hand side of the screen, you'll see Personalize Your Results. If we click on Edit, you can choose your area of study or interest, for example, Medicine. Choosing an area will rearrange the items so that items that match these selections more closely will appear higher in your result list. You can now see number 7 includes Global Health Training. If you do not like the results that are returned, you can click on the X beside Personalized and the top of the middle of your screen. This will remove the area that you've chosen and reorder the results by normal relevance ranking. As always, if you have questions, be sure to ask us.


of change, leaders generally have some livers about enabling or about substantive. The enabling livers are credibility, communication and training and substantive livers are technical, political and cultural. We will get to know more about this in the designing intervention. What is to be done whatever is done in order to bring about the change is intervention. A good intervention is which is relevant, which is based on the causal knowledge of intended outcome and it transfers the competence to manage change to organizational matters. So, this is the core of the organization development process, interventions. But, interventions must be scientifically identified based on the valid information, free informed choices and internal commitment. We need to know why we are doing what we are doing. Managers cannot just start any intervention because it is because they are comfortable about it. And secondly, the objective of the intervention is to make organizations capable of solving their problems themselves. In order to bring about the changes and to follow these steps whatever is done is called intervention. So, intervention is a set of sequenced and planned action. It is not haphazard, but it is a sequenced and planned action or events intended to help the organizations increase its effectiveness and interventions purposely disrupt the status quo. What is going on is not appropriate is not the best and we need to do things differently or different things that is the objective of any intervention. Can you think about some change initiatives which you have experienced or you know about it? And we must remember that anything being done in order to enhance the organizational effectiveness consciously is an intervention. You invite an expert that is intervention. You hold the interview for the key people to adopt some changes is also intervention. You make a presentation to build a case to bring about new technology or to set up new process is also intervention. So, there are some very specialized intervention which we will discuss in this in this course, but even the simplest steps are also interventions. So, can you think about some of the interventions? You must have experienced the intervention in the form of leadership development program. You might be part of that. You might have also experienced the management development programs. Some technical development programs are also part of the interventions. You might have also seen the you talked about the merger and acquisition. Merger and acquisition is is also intervention. Have you ever experienced performance appraisal system being changed? That is also intervention because it is talking about this performance appraisal. The purpose of performance appraisal system is to direct people towards the desired behavior that is also intervention. Have you ever seen salary structure being changed? Change in bands, change in the incentive plans that is also intervention. Many of you might have worked in the organization which are responsible or which are which have the job implementing ERP enterprise source planning through SAP or Oracle. Isn't it an intervention? It is also an intervention using technology because you might have noticed that bringing about any change in the ERP through in through ERP using the softwares of Oracle or SAP or other any other customized software. It is not only about bring technological change. It is a lot about the human behavioral change as well. So, if you look at the interventions, interventions can be of different category. First category of intervention are related to the human processes, conflict resolution, leadership development, attitude building, setting up the mindset. These are the human process interventions. Why human process interventions are called process interventions? Because behavior is the outcome. We want employee to behave in certain way and that behavior is result of a process. What is that process? That process is about holding certain kind of assumptions, certain morals and beliefs, values and those moral beliefs and values perceptions and assumptions result in the behavior. So, human process interventions are called process interventions because they not only look at the behavior but they look at the governing variables of the behavior that is why they are called human process interventions. Another category of the intervention is techno structural intervention which the ERP is most commonly used and most common example of the techno structural intervention. Where we have the technology as the driver, but it has impact on coordination design, human process, interaction of the different departments etcetera. Human resource management, we talked about some of the HRN processes, robotic efficient system, performance management system, salary and wage administration. These are also the important levers for bringing about any change and then comes the strategic intervention. Strategic interventions are when two organizations go for merger or some acquisition or there is a major shift in the long term objectives and the ways of functioning of organization. So, we can look at these human intervention in depth and in the next classes we will have cases to look at what might be the more appropriate most appropriate intervention in those cases. Look at the human process intervention. The first the primary is like about process concentration and team building. Many organizations send their people for the outdoor programs or the indoor team building activities. Generally team building goes through the process of storming, norming, performing and joining. And these team building processes make people aware of their gender disposition in the team climate. We otherwise are not generally aware of how do I behave in a team when I am working in a team. So, when other than job contact some team task is given that is a good opportunity for me to look at how do I behave in a team, how do I communicate in a team. And based on that experience and with the input of the facilitator and the self reflection people can work on the their behavior and distribution in the team. Conflict resolution that is this is generally done in the in the presence of third party. Conflict also aggravate in certain steps and there are steps through which conflict can be resolved by making people aware of the each other's perspective, by making people aware of the each other's perception and how to reconcile their evaluation about each other and their objectives can help in conflict resolution. There are organizational confrontation meeting you must have seen conflicts between two departments like quality and production sometime there are conflicts between marketing and finance advertising and sales. So, in the organizational confrontation meetings facility in the presence of facilitator different departments can look at how do they perceive each other and what are the misperceptions based on those confrontation the problems can be resolved. Intergroup relationships within the same department within same function different groups might be responsible for different things. If you remember what we discussed in the organization design we talked about few classical challenges of organization design and one of the classical challenges integration versus fragmentation what does it means? When organizations grow they keep making new departments, but their freedom to make as many department as they wish to is not there because when we make new department it creates new silos and people start identifying with that department more than the organization as a whole and that silo mentality creates the conflict and misperception. So, intergroup relationship is generally the result of the bifurcation in the functions and rules. So, instead of fragmentation it should be integration and to ensure the integration human process interventions are involved and then there are large group interventions. We will discuss these large group interventions in terms of the strategic planning for the systemic intervention for open space method world cafe. There are some very fascinating methods to engage hundreds and even thousands of people for the change process otherwise it is so difficult even to get 10 people talk coherently and to reach to some solution you put 10 people you bring some issue different people will keep interrupting each other they may not be able to reach to the community. But in OD there are processes where you can engage hundreds and thousands of people in a systematic way they can converge on certain things they can converge on certain conclusions and based on those conclusions action agenda can also be formed. So, these are the there are some powerful methods about large scale large group intervention that is what we are discussing in this course. Then there are technical structure interventions how many of you have seen organization design is engaged. You might remember there are functional of functional metrics and divisional structures which are the very core very basic organization. But what we see today with the presence of technology you have network organization you have organizations which are operating on the harmonious scope model there organizations which are team based and there are organizations which are even virtual. So, how to bring about the organization design change design change are some of the most crucial and some of the most sensitive changes because design change brings about change in the communication reward system and power. So, it is a more sensitive form of change and in your simulation please remember do not introduce design change with without sufficient groundwork downsizing that is the reality of today's business world. There was a time when even in the Indian industry downsizing was not allowed, but now there are lot of examples to suggest that downsize downsizing in one industry may result in increase in the job and job opportunities in the industry, but that requires a kind of preparedness that requires training and retraining. So, downsizing can also be a important strategy and a OD intervention re-engineering that simply means re-engineering simply means if we start this plant or production activity 30 years from now how it will look like. So, you bring about all the futuristic technologies what all are the possibilities and try to implement that in the present situation. Parallel structures this these are very commonly used interventions in the R and D when in the R and D you are working on some crucial projects you also make parallel structure to work on the same project with by different people and in that way organization get two innovative products processes or ideas. High involvement organization is also called high performance work systems which are combination of the HR and structural intervention that is what we are going to discuss. Total body management is about involving everybody on the shop floor and from the shop floor to the top floor to enhance the processes and systems. And total body management is a very holistic interventions where you have small teams operating on the shop floor they look at some system some processes which can further improve they give their recommendation to the bigger authority to the bigger body and that is how the suggestions move to the top level and the implementation is sanctioned. So, total body management is one thing which almost change the phase of management in late 70s and 80s. Then HR process human resource management function also has certain levers about organization about the organization development performance management system, reward system, coaching and mentoring is becoming very popular these days. Performance management system involves performance appraisal performance development and performance planning. When organizations object to change we need to change the performance appraisal as well. Only change in the performance appraisal will not bring about any permanent change in the behavior. Change in the performance appraisal need to be substantiated with the change in the development process which means training and development should support the outcome of the performance appraisal. So, it is an end to end process and reward system. There is a famous Pareto law and the normal distribution curve. For many many years organizations believed that performance is performance shows a normal distribution curve and that is why you cannot have a very drastic difference between rewards of the people on the same carder. But there is a growing recognition and there is a research as well to support this based on the data of 60,000 plus people Aguinis and his team. What they have found is performance is generally not distributed as a normal curve. It follows a Pareto law means generally the 20 percent of the top performers do 80 percent of the they bring 80 percent of the result. So, if that is so that needs to be accounted in the reward system and that is why you see in the Google and Microsoft and even in the Netflix on the same carder some people are getting 300 percent 200 percent of the average salary prevailing in that carder. That is a result of this this kind of analysis. This situation would have resulted in lot of unrest had it not been supported by proper orientation and proper research. So, reward system can be a very can be a powerful intervention coaching and mentoring in the dynamic environment. Mentoring is important so that people know how do they see themselves in years to come within the organization and within the industry. So, mentoring gives a perspective and coaching is generally done for some specific skill. There is there are lot of skills which cannot be taught directly in the classrooms. It is best being taught by executive coaches or being taught by the supervisors. So, coaching and mentoring, but coaching and mentoring also cannot happen naturally. It has to be implemented as an intervention. There has to be a system if I want to enhance the coaching and mentoring in the organization. I need to include that capability and that kind of behavior in the performance management as well. So, that is how it can become a orientation, career planning and development. Now, we see it is a knowledge economy. People do not identify themselves with the organization. Many people identify themselves large and large and more and more number of people are identifying themselves with the profession or with the technology they are working. Where in this environment they are more concerned about how their career can progress in years to come and that can be a very important that has to be a very important only intervention. Training, MDP, management development program and leadership development program are more systematic interventions. And what we see in the management development and leadership development program? These are offered as a combination of the in class and outdoor activities. These are the combination of the coaching, in class instruction and action learning projects. So, this is called embedded learning system. So, generally development plans include the embedded learning plan, managing workforce diversity in motivational organizations. It is more prevalent, but it is more in role recognized in the Indian organizations as well that we have to have diversity means we need to have representation for both the genders as well as people from different community. Because if we if there is only one type of people keep populating the environment that becomes dysfunctional. It is not good for innovation, it is not good for good for inclusive growth. It is also not good to remain more sensitive to the market needs. So, the workforce diversity has become a very important initiative in many organizations. It is also a kind of OD interventions. Fun at work you might have seen HR organizing birthday parties or some celebrations. That is the sign that people not only come to work for earn their likelihood, they also want to have fun. Because ultimately they are spending largest number of hours, largest number of the waking hours at the workplace. And then comes the employee, employee wellness programs. Only talking about performance and not working on the energy of the organization, energy of the employees may be detrimental to the employees as it is to the organization. In the long run there are there is a recognition that in the long run organizations need to make people sense to about their associates, how they manage their energy. That means, their mental, physical, spiritual and emotional energy. There are a lot of interventions like art of living foundation is having interventions in the corporate world. The ISHA foundation is also having the yoga program they conduct the interventions in the corporate world. And many, many yoga contemplative practices, mindfulness has become a very important innovation. If you look at the mindfulness research in last 10 years, hundreds and thousands of research studies are demonstrating the different impact of the mindfulness. This is the result of the fact that more and more organizations are implementing mindfulness at their in their workplaces. Then there are strategic interventions. Strategic interventions can be of the transformational nature and more of a traditional nature. Transformational nature of the strategic interventions are integrated strategic change. You see the example of ITC changing its product portfolio from that tobacco based product to more same product, more positive products is example of the strategic change intervention organization design. Major change in the organization design, change in the business model, major changes in the culture these are all are the results of the are the examples of the transformational change. Then comes the transitional change, merger and acquisition. It is a step by step process. Generally, merger and acquisition involves the financial due diligence and then the cultural due diligence. Only financial due diligence not doing cultural due diligence may result in failure of the mergers and acquisition. Most of the mergers and acquisitions are not being able to give the desired result or expected results. Not because the financial due diligence is not there. Primarily because the cultural integration is not is not done well. Then comes the alliances and networks. Having alliances to to operate in their different geography to capture the different customer segments and having the network to to access to the new market or to access to the new segment is again the example of the strategic intervention. Self designing organization meaning non-conventional design which is supported by the community and societies. Organization learning and knowledge management more and more organizations are recognizing that knowledge is the thing which is which gives the complete advantage. Creating knowledge is the milestone is the cornerstone of the complete advantage. And so, if you look at the Google or if you look at the 3M it is difficult to decipher whether they are competing on the product or actually they are competing on learning and creating knowledge. So, that is also a strategic intervention. So, when we look at knowledge and expertise as the source of the complete advantage built to change organizations are the dynamic organizations. If you remember in the previous session we talked about the company called Milliman. It is started as a textile company it it moved to the to the chemical companies and now it is identified more as a leader in the specialized chemicals. So, as the change is going on because of the global forces because of the technology and economic forces how organizations are able to change their portfolio that is the this is also part of the strategic intervention. The design of effective intervention we may know that a particular intervention is required, but it might not be successful in that organization until these things are these preconditions are met. Readiness for change, capability to change, council context and capabilities of the changes all four factors are equally important. Organization know that they need to enhance the innovation, organization may know they need to be more market oriented, but if they do not have the readiness, if people do not have the competency then change process will not take place. Cultural context I if my culture is very bureaucratic, if my culture is very petrolystic and if my organization need to be more market savvy then it will require a cultural due diligence, it will require a cultural readiness. We we need to make the cultural context ready to implement certain change process. I implemented in a very bureaucratic system, I implemented I implement ERP in a system where very poor communication is there it will not work and of course, the changes in the capability of the change change agent. Many times the change agents are engaged not based on their expertise in the capability based on the organizations comfort level with them or familiarity with them. If a technostructural change is required and a change agent is very very usually biased towards human process change or the person is not appreciative of the design related changes then also the orientations will not be successful.


It's working. OK, welcome, everyone. So I will first start by introduce myself. I'm Antoine Serois. I work for Contran. I will talk today about what we do for edge computing, mainly. So this. OK, who is Contran first? Contran is a global company. We are presented in 12 different countries worldwide. We have a lot of different facilities around the world. We are a German company. We have facilities in Germany, but also in Toulon, San Diego, Montreal. I came from Montreal. All the communication business units are done in Montreal. We take care of developing all the things for communication and cloud. So what are the typical customers we have at Contran? Typically, we do a lot of OEM design for a lot of telco.  But most of the time it was not brand Contran. It was brands from some big temps. We also have done a lot of different OEM deal for a lot of security appliance, like a DDoS attack or stuff like that. We also sold a lot of those server in the media market, mainly for video transcoding for all TV and broadcasting. So then what we do for edge and cloud computing? So everybody talk about edge. Nobody know exactly where it is. I think it's funny because, yeah, it's all about location. My point on that is it's about location, but we provide server. You cannot put all the same server everywhere. So we have different product for different space in the network, especially for the central office, point of presence, or the access, like street cabinet or cell site tower. What is the main difference you need to look for when you choose your hardware for your edge? First, the physical constraint. The physical constraint is not the same everywhere. So specifically for the edge, you have less space. You have most of the time less power. Most of the time, this is all by telco or in a telco infrastructure. So the telco requirements are the same. You have different requirements for physical security. Next thing is important is really the flexibility. In the data center, you have a lot of space to put a lot of different specialized hardware, like big compute, big storage, big GPU. In edge, it's not the same thing. You are restricted. So you would like to have a flexible hardware is able to do all that in the same manner. Of course, the cost is still important, what you have in CAPEX and the OPEX cost. But the old goal of that is to be able to operate that like you operate any cloud, like with OpenStack or Kubernetes. What is the different hardware we have? So the flagship product we have is this one. We call it SimCloud. What is the SimCloud? This is the front view. So in the front, you have two top of the rack switch. So on the top, there. So this is exactly like having your two top of the rack in standard rack. You have fan and faceplate. All that is in the back. So in the back, you have nine different nodes. So there, you could add a lot of different server. So we have a server like those one where you have two server in nodes. So you could end up having 18 server on that. So it's really good for edge when you don't have space because you end up in that to having 18 different server plus two top of the rack switch. Basically, we take the old rack and we have shrink that in to you. Of course, if you need more, you could pile up that. So different example of module you could have with us. So the first one, the 8040 series is standard one server. And you could add PCI Express or storage if you like. And the next two one is really for compute density. So you could have two independent server by node. So then why this is really good for edge? Instead of having a big pile, you end up to having only few server. In that drawing, I have exactly the same number of compute, left and right. So you are able to really pick and zip that. This also help you to simplify all your wiring or you deploy that. Another thing really important when you try to have many, many locations. We have run couple of benchmarks to explain exactly how we could save power. So in that example, if you compare to standard commodity hardware, we are able to save the power consumption by four. This is mainly because you use very power efficient CPU and very power efficient power supply. And for the rack space is like 4.5 times the saving in a rack space. I talk a little bit about a cost. So the total cost of ownership is really important. So this mean we include on that mainly two things, the cost of acquisition of server. We compare this price with this price. And the cost of operating the server in energy and electricity, this is based on the standard rate in the US. So again, because of the efficiency of the power supply, you end up having less cost of operation. So at the end, you save money by using that instead to using any standard commodity server. If you like to go further in the edge, because this is kind of central office point of present type of server, we also have smaller server could fit like in a street cabinet or in a cell tower. They have more or less the same characteristic, but they fit further to the edge. So it could be interesting. We already have that in production, and we sold that to a lot of people, do a radio access network. So now what we do with that for OpenStack are it's integrated for helping to develop a cloud application. We have done a lot of deployment script in order to deploy on this platform, a full OpenStack platform. So in that example, we have used MassJuJu with Canonical. We deploy three controller, we deploy two redundant node. So with the first six server, you end up having a completely redundant OpenStack distribution. You could remove anything, and you are still able to operate and rebuild everything. You have a place for three order place to add VM. So this means you could have six server there into you. If you need to grow more, of course, you could have more of those server or more of server you already have to that platform. So it's a nice way to be able to deploy very easily on edge location, a full OpenStack controller. This could also be used to very easily deploy on-premises private cloud because it's really easy to install. We do the similar thing also with Kubernetes. We also have developed deployment script to make sure all of that is working properly. So with Kubernetes, the recipe is a little bit different. We just need to have three redundant controller. It's the same idea. You end up into you to having your own infrastructure easy to deploy. Of course, Contran provide the hardware. We help you with the infrastructure for making sure it's working fine. But we don't provide application or software like that. But we validate with a lot of different software, mainly what we call infrastructure and orchestration, all major distribution of OpenStack operating system, OP and FV. We deploy all of those things on the hardware in the lab just to make sure everything is going fine and make sure when you will do your own deployment, that will be easy. We are also involved in the networking because we provide at the same time the compute and the networking. So make sure it's working fine with OVS, DPDK, OpenDelight, FDIO. Of course, it's an OpenStack summit. It's all about the community. So we are also involved in the community. Mainly we work in the edge computing group. We are active in that community. We provide a lot of guidance on what we think could be the hardware to help to define that for a different place in the edge, providing what we think all the company needs for mainly 5G infrastructure. We are a hardware company, but we have made different contributions to different open source projects like Rally or some Canonical Charm. We send that to the community for making sure it still remains open for everyone. Our goal is to make sure it's working fine for everybody. Sorry, it was my last slide. So if you have any question, I guess it will be the time now. No, thank you very much.


Hi, my name is Neil Ryan Alcaria, and I am the Deputy Director of Communications for the Fourth Infantry Division. My mother and father both immigrated from the Philippines. My mother immigrated to Hawaii and my father immigrated to California. I am the first to join the military in my family. I was born and raised in San Francisco, California, and both of my parents placed a high emphasis and value on schooling and education. Initially, my parents were not too excited about me joining the military. However, the events of September of 2001 inspired me to want to join and serve a country that has given so much to me and my family. As a first generation American, I have seen firsthand how much my parents have sacrificed and how hard they have worked to provide a good life for me. My wife and I try to instill in our children the importance of being trustworthy and having a strong work ethic.