So, good afternoon, and welcome to this session. I'm Ricardo Hausmann, I'm the Director of the Center for International Development at Harvard University. This session is entitled New Engines of Growth for Latin America. As you know, Latin America has had, the past decade has been its best decade in a long time, but it has been a decade that has been helped by very significant increases in commodity prices, so it's been a decade that has been easier for the countries in South America that export commodities vis-à-vis the countries in Central America and Mexico that have had much tougher times. As you know, those countries are on the export side of China, competing with China in third markets and even in their own countries, while South America has been more on the import side of China and has been pushed up by Chinese growth. As we look forward, we cannot imagine that terms of trade and commodity prices are going to be rising or high forever, and in spite of the fact that Latin America has had this very favorable external environment over the last decade, growth rates have been mediocre, 4% and so on. I know that people in Wall Street get extremely excited about growth in Latin America because they think in dollar terms, and since there's been so much appreciation of the currencies in Latin America, GDP is measured in current dollars, they have appeared to have gone up much more than that, but real output and real wealth has grown at, say, average of 4% for the region as a whole over the last decade, and the IMF is projecting something like 3.5% for the coming decade, so it's good, it's better than in the past, but it's somewhat lackluster, so we lack new engines of growth that can push the continent forward at a more decent pace. We have a really star-studded panel to help us think through these issues, and I'm going to be introducing each one of them as I asked them to speak. The first one that I'm going to ask you to speak is John Asua, he's the president and CEO of a Novatean lab, and he's a former minister of industries of the government of the Basque country, and the Basque country I think is a good example for Latin America because they faced very, very dire circumstances in the 1980s when he wasn't in the Basque government, they were losing their shipbuilding industry, they were losing their steel industry, they had to find new engines of growth, and they did, and today the Basque country in the middle of the Spanish crisis has 10% unemployment while the rest of Spain has over 25% unemployment, so they have been able to find new engines of growth even in a very tough economic environment. Now John is investing in a bunch of industries in different Latin American countries, and he has a perspective on Latin America as an investor, so I would like to ask John Asua to tell us a little bit in the language you choose, what are the lessons about how to find, how to nurture new engines of growth, and where are you seeing those engines of growth in Latin America? Five minutes please. Okay, thank you very much. Well, so first of all it's very difficult to try to come here to bring any type of lesson, but what I'd like to do is to share experiences. What we have done, of course in a very small country, but within a very complex time, in a complex consideration, that can be available and useful for a lot of us. As Mr. Hozman has explained, in the 1980s when the Basque country arrived to a new political situation with assuming and appropriating the responsibility of our theater, that is a very important lesson that I can give to Latin America. Today the President of Panama told us that it's time for Latin America to be a player, not only seer, viewer, or spectator. This is very important. The main thing and the first lesson is you have to choose your destiny, your theater, and to provoke it and work to build it. That means that you need a strategy. We were in a deep crisis. We had to begin from scratch and the important thing that we first done was let's set the vision and strategy that can move all the country, all the companies and of course the new government that had to be defined at that time. But you can't begin from scratch. You have a lot of industries in crisis. You have a lot of lack of experience. You have a lot of policies that are not working. You have a lot of workers that maybe, if you go into any economy, are not going to find a job in their future or in their life. You have to make a lot of different things. Another important thing is you have to make the change in the economic policy at the same time that the social policies. Today when we're talking in Latin America mainly about the inclusive development is the key element that is behind any type of competitiveness strategy. So what we decided was to set a framework to get into, I can say an umbrella that was a competitiveness strategy in order to work in the whole, at that time, we were talking about the diamond, the full complete or a build an ecosystem. Not just work with one or two companies but work to build a country that can provide the different linkage, the different complete economy to be developed. Joining this economic and social things. We made three previous questions that was said to the country, to the parliament in order to say, well, do we continue keeping and improving manufacturing? Remember that in 1980 all the academic expertise, the different public policies all people were saying, you have to avoid manufacturing because the future is services. And in a very element and simple decision, the economy was divided into natural resources or primary sector, industry or manufacturing and services. What we decided there was the manufacturing was the core, was our culture, was the type of skills that we have and of course we needed to improve it as source for technology, source for innovation, source for improvement of other things. The second one was we need to bring to the country not only foreign investment but also to improve the investment of our local people that I have to remind that in that complex crisis in which we were, we were in a time of terrorism in a time of a very complex position. So our brand was not very well all along the word to attract or retain investment and was to do a lot of special programs in order to provide this. The third one was the network, social network for our country, not only in terms of being inclusive but in terms also as a key factor for competitiveness and also the source for the new growth and the new economy and the new opportunities. Instead of seeing the problems, the lack of health, the lack of education, the lack of social services or whatever or aging in our population or whatever, try to see this in terms of opportunities to grow, to create new things. And to do that we introduced what at that time was not called innovation but to innovate, to change and to transform. Innovate governance, to be more transparent, to have a government that can be entrepreneur, public entrepreneurship, to be the developer, to be the leader that works with. The public-private cooperation in terms of long, long term competitiveness is about 20, 30, 40 years. It's not about a governance term for years. To be innovative in the new way of relationship with a different country and markets, to be innovative in the way of internal organization and labor relationship and to be innovative in the new sources of understanding this type of growth. So what is important again is have a strategy inhibition, involve people, set a framework, understand the model that you are going to share with all people and the three eyes. Instruction, investigation or research and impact. You need to make a lot of instruction to share with all people, to all the actors, what are you meaning about competitiveness, what are you doing about innovation and what you are trying to do with the country. Second, you need this investigation in order to open mind to see what's going along the world but not to copy. But try to appropriate it, own it and make it local and your people can manage and have the right control of all these. So Latin Americans have to control your theater, have to control what's going to be done. I have to manage the companies, the foreign investors and the different things that are coming here. We come here but we have to share to work with the Latin Americans that are the only ones that are going to do. And finally, a very important thing is to create impact. To create impact is easier, of course, to create it in a small country. So one important thing is if you have a big one, it's very important to break it down. It's very important to federalize, to decentralize, to go into the regions, to go into the provinces, into the cities because it's the best space in which you can create a real impact. Why? Because there is where people can create networks, is where you trust and have confidence with who is leading this process, is when you can share really what's needed and very important thing is belonging. People needs to belong and to have self-esteem with the country, with the region, with the space in which you are working for. It's not only about one company. It's about companies, regions, communities. It's about the new way that I can say trying to reinvent, innovate and co-create value, co-create from different regions, different countries, government, private sector, and the new role of business and the new role of government. That would be my first statement. Thank you, John. Thank you very much. Let me move on to Gary Coleman. Gary Coleman is the managing director for global industries at Deloitte. He's in the consulting side. He's helped companies everywhere in the world and has a long experience in manufacturing. John has just said that the wisdom of the time in the 1980s in the Basque country was that forget about manufacturing, move on to something else. You're dead. That's a very prevailing idea in Latin America today. Manufacturing is something for the Chinese. Forget about it. We do have a manufacturing industry in Latin America. It's important to know is manufacturing a potential engine for growth for Latin America going forward and what would it take? What would require for a country whether it's Mexico or Costa Rica to transform manufacturing into an important new engine of growth? Thank you. Thank you, Ricardo. I guess to start with, I do think that in select countries in Latin America, manufacturing, if done correctly, if invested correctly by the private enterprise and supported effectively by the government, can be an engine for growth. In answering the question which countries should invest in manufacturing and which ones should not in Latin America is a little bit like telling your second child that you like him better than your third child. I'm going to answer it in a slightly different way that you'll still be able to get the answer. I think at the very beginning, what one factor you really need to look at is to think about what are the future factors of manufacturing competitiveness going forward. Not just within the region of Latin America but around the world because if you are going to become a manufacturing enterprise sooner or later and probably sooner, you're going to be competing in the global marketplace, either by exporting and competing that way or by selling locally and competing with imports. We recently did a study with about 150 CEOs of multinational companies that make things. You can think of them broad-based manufacturers, manufacturing enterprises. We've been doing this for the last maybe four to five years. Every year, things that you would think of like cost of material, cost of labor, cost of infrastructure, the ability to do business all ranked very high in terms of being a major factor of competitiveness. This last year was the first year at least that we've been doing the study that the number one factor was talent driven innovation. It was hardly on the radar screen three or four years ago and now by a high margin, these 150 CEOs that run global Lennamen C's around the world are saying that talent innovation is the number one factor going forward around manufacturing competitiveness. So for sure what follows third and fourth is cost of materials and cost of labor. But this is new information around talent driven innovation being the number one criteria, at least in this sample set of manufacturing competitiveness. Now the second thing I would think about is when you think of a manufacturing enterprise and you think about what it takes to make it successful, all those factors aren't always the same. So every manufacturing enterprise for sure has its production component but going forward that production and it's added value add into the value chain is much less than many other areas of the enterprise. So what's growing is areas like research and development, expertise in sales and marketing. Even if it's B2B or business to business, industrial marketing is becoming more and more important as is logistics, as is a post sales customer support. So if you think back about a manufacturing enterprise as recently as maybe even 10 or 20 years ago, that component called production used to take up a lot of value add. It took up a lot of cost. But today think about all your iPads and iPhones that you have that unit of production doesn't represent the same value in the overall cost as it used to. And so if you're a country in Latin America and you're choosing to move up the value chain from whether it's from commodity distribution into some form of manufacturing, whether it's a low-end manufacturing or high-end manufacturing, I think it's important to be aware that the components of a manufacturing enterprise are changing and that component called production is getting smaller and smaller and other components like marketing and sales, research and development and customer support are getting much larger. Now we heard this morning from in the original preliminary session from the three presidents, they mentioned talent and labor shortage, later they mentioned shortage in the sense of being able to fulfill a good-paying job. Well, that still exists and it's not just in Latin America, it's worldwide and it even exists in some of the major powerhouse manufacturing countries like China. China was cited recently as producing literally thousands and thousands, hundreds of thousands of engineers every year, but only about 5% are actually qualified after they graduate to really obtain a manufacturing enterprise job. So I think that that needs to be taken in as well into this. It's the need for talent that is really going to be one major component that separates the winners and the losers. So again, if you're in a country in Latin America to answer Ricardo's question, do you have the ability to recruit talent, develop talent and make sure that that talent is the type of talent that the businesses want? And my last point and I'll close is deals with this notion of innovation because this is really one key question you have to ask yourself whether you're sitting out there representing a government or representing private enterprise. We recently did a study with 7,000 generation Y individuals. These are people that are basically 30 years and younger and that 7,000 in 2025 is going to represent over 75% of the workforce. So I say listen up to what they say and here's what they said. This relates to innovation. They said number one 75% of them said that innovation is a critical factor for future economic success and profitable growth going forward. 75%. 65% of them said that a key factor of an employer of choice meaning who do they want to go work for is going to be the behavioral traits that they have around innovation. In the third most important point that they said only 18% said that the current organizations that they work in today exhibit the kind of innovational traits that they find or they believe to be necessary for future success. So I do believe in summary that manufacturing can be a ninja for growth if you take into a lot of considerations that both my fellow panelists and myself just indicated. But in particular take the comment around innovation. You do need to innovate. The old ages of old smoky industrial manufacturing facilities is really going away and manufacturing today is very knowledge-centric and innovative-centric world. Thank you very much. That was very thoughtful. There's more to manufacturing than just production.  Now let's move on to Jordy Botifol who's the president for Latin America of Cisco Systems. Cisco as you know is a company that produces technological solutions in the IT sector. Cisco in Latin America both sells its technology in all of the continent and it produces and designs in part of the continent. So you are seeing from your vantage point both sides the diffusion of new technologies. What are the options engines of growth that the diffusion of that technology is going to open up. But you're also seeing where in Latin America you've decided to set up shop and and how do you find the environment and do we have a role to play in the world's IT industry as a producer. So what are your perceptions? Well first good afternoon everybody. Thank you very much to give me the chance to be part of this audience. Thanks very much as well to my fellows. It's a very interesting question. I would say that Latin America is a very very interesting geography in all sense. It's a priority for us. Many reasons. One reason is potential growth. There is a potential growth. Second reason is talent people. Talent to be developed as Gary was saying as well. But there is talent so we can develop. It could be a great opportunity. Third is more or less some countries they have a legal framework that provides security and support for the investments. That's that's crucial to keep developing that legal framework for government support and commitment to develop broadband initiatives digital frameworks application services education to make sure that people have the right usage of the technology and translate that usage into business impact and social developments. That's important. A government commitment in that the ability to develop ecosystem if we set up a manufacturing and a smart manufacturing plan we need to make sure that is ecosystem around as a partnership model that keep a continuous and ongoing innovation otherwise could become obsolete over time. So it's so important those dynamics market dynamics and kind of stability in that sense. So Latin America has a lot of ingredients to make that happen. And we have invested in manufacturing center of excellence center of support commitments with governments in terms developing the society the information society. Now having said that there are also challenges and there are some learning lessons from other countries in the past. I'm coming from Europe and we in some European countries we experience a great growth for more than a decade in some countries 15 years. Great GDP growth. However based upon some engines that didn't help out for the competitiveness. So we saw some European countries growing every year but the competitiveness gaps even getting bigger instead to be to have the ability to breach them. So when the economic cycle changed and those economic growth engines were exhausted all those economies collapse. When I take the Latin America countries especially the World Economic Forum ranking scoring a competitiveness you see exactly the same symptoms in terms of we see even countries scored 61 62 70 even I think the highest the highest score I mean the most innovative within the Latin America I think is Chile was 34. This is what the World Economic Report. So overall this is a call out in terms. Let's take this good momentum the current stability to make the right actions to foster innovation to foster better productive models and to create more business models that when one system is exhausted the dynamics are flexible enough to help to capture capture the other one and we see you know sustainable growth. So all the people here in all these audience we have that responsibility and to work together with governments with private entities with different market segments to foster information society development to take into consideration those reports and to make the right actions to ensure that that's the reason why investment that is important and that will attract how to the ability to make the right regulatory environment to attract a consistent investment and continuous investment which is what innovation needs over time. Thank you thank you very much. It's very interesting how how the terms innovation talent adaptation and so on have come up over and over. So I think it's a great opportunity to ask Mari Elka Pangestu she's the minister of tourism and creative economy of Indonesia. I find it great that there's a minister for the creative economy in Indonesia. You're facing very similar challenges. We all know of Indonesia as the spice area of the world and you moved into from spices into oil and from oil into a bunch of manufacturing and paper and stuff and now you are getting into the creative industries. What is the challenge that you're facing for Indonesia and what lessons do you want to share with us as to what are what do you find the to-dos for the road ahead. Thank you thank you very much Ricardo. I'd like to share Indonesian and East Asian experience. We managed to overcome the global crisis by growing at 4.9% in 2009 and we've been growing at about 6% in the last few years after the rebound and a lot of Asia is growing more or less at four or five or six percent lower than before the crisis but still managing a good growth and it's basically I think this is I noticed Latin America is also doing similar strategy you are switching to more domestic and regional demand as sources of growth as the advanced country markets slow down especially in Europe but what we are finding is that because we're a large market of course it helps that we have domestic demand as growth. The other thing that we've done in the region is to accelerate regional integration to expand your market and I think this is an important lesson perhaps that I know that in Latin America there are also efforts to increase regional integration because we have found that new sources of growth including in tourism including in trade including investment is coming from our own region and South-South trade has increased from 30% of world trade five eight years ago to 50% of world trade so South-South growth because a lot of the growth is coming from emerging and developing countries so I think I would encourage us Latin America and Asia to do more with each other. The second point I would make is just to reflect on a very interesting study on the global value chain which reflects a lot on what the previous commentators have been saying the global value chain study recently released by the WTO OECD and ANG-10 shows that if you want to be competitive in exports you are you're really have to have facilitating your imports because intermediate goods are an important part of being competitive in exports it's about 40 to 60% we're talking about manufacturing and most importantly to be competitive you have to have competitive services to support you to be competitive in exports so that opens up a whole new this fragmented global value chain where a country can leapfrog you don't have to go through you know low end manufacturing and then going to higher end and then going to services you can actually leapfrog and pick the niche in that long global value chain you were saying it's not just production yes absolutely it's production and services which is very very fragmented so small companies can be part of it small countries can be picking any part of it if you're a larger country you could probably have more of that supply chain and that's exactly where a lot of the diversification in production is happening in Asia so when you talk about value chain and production networks in Asia it's no longer just about production and intermediate goods it's also about the services component and that's one of the reasons why my government a year and a half ago created this ministry called tourism and creative economy so tourism is services is the number five foreign exchange earner for us also create a lot of employment creative industries if you like is this talent-based innovation based kind of systems that are creating all over the world next time you watch Garfield bear in mind 50% of that is being made in Indonesia in an island called Batam and as I'm looking into the film industry which is one of the industries under my watch I'm finding that I'm competing with Columbia Columbia is giving a lot of good incentives for the film industry and a lot of telenovelas coming out a lot of Hollywood production being made there so it's endless and the ability of it so the challenge is really infrastructure not just physical infrastructure anymore but also the telecom interconnect connectivity infrastructure so the broadband and the mobile phone ability for you to to connect with each other because we have found that in the creative industries a lot of outsourcing being done for design for all kinds of parts of the services sector which and you can be anywhere you don't have to be in Jakarta in the major capital city you can be anywhere in Indonesia and that's kind of a whole new opening up and the final thing I would say is that it's also good for social connectivity because you are finding farmers can if they are connected and more in the mobility sense they can check prices they can bargain with the buyer if they know the prices we our cocoa farmers know the price in the New York commodities market every day so that they know what what is the price of cocoa they can sell and I just my final example because it is in Peru I just read an article on the plane on the economist which showed that the in the Indian Hills the the price of the rural income went up by 73 percent in the last decade because the roads got better the time to travel was halved and mobile phones went up by 4% to 50% you know so I think this is the huge challenge ahead of us for Asia as well as Latin America and I would the final final point is what you were mentioning the innovation and the talent base because we have to invest therefore in human capital in the necessary skills that they can participate in this global value chain thank you thank you very much in so this is an interesting point of view because the manufacturing sector in Latin America has always asked for more protection and what you're saying is that in order to get into manufacturing today efficiently you want the more openness down to have less hassle with your imports and you need services so it's not manufacturing versus services services so that you can have manufacturing and and and so this is these are very important and and paradigmatic shifting comments thank you very much for that so let's move now on to Katia Abreu Katia is the senator from Tocantins in Brazil the biggest country in the world and it's a country that has had a spectacular success in generating a revolution in agriculture that has allowed it to extend its agricultural area and so on at a moment where agricultural prices have been strong it's a powerhouse in mining all of that has translated into significant domestic growth and a very very strong exchange rate that have has put enormous pressure on the traditional manufacturing industries and the rest of the tradeable sector your minister of finance coined the term in the currency wars he coined the term of the monetary tsunami that is causing this real appreciation and and you know the world seen from Sao Paulo does not look as exciting from as the world seen from Mato Grosso where where all this agricultural expansion is potentially happening so how how are these engines of growth that are propelling Brazil forward a hurting other engines of growth is there a way of adding engines of growth to the process how should we manage the current situation first of all I would like to thank you very much for this invitation it is a real pleasure and an honor to be able to sit on this forum with such notable individuals I made a few notes so that I wouldn't lose sight of the topic at hand but in any case the truth is that the status of industry in Brazil in terms of our GDP I mean it's not necessarily directly associated with the export of commodities or agri business let's remember that between 1970 through 1975 industry met 27% of Brazilian GDP and from 1988 to 1990 it already meant 21% so we're seeing a reduction in almost 6% of our growth and from 2000 2009 industry represented 17% of this and the agricultural boom started in the 1990s when we started to generate a positive trade balance and I think it's much more important for us to produce competitiveness now what agriculture has done is overcome the situation as a result of the fact that we all have had technology state-of-the-art technology primarily and we have been able to get an extraordinary amount of growth in 40 years four decades we have moved from just 42% of Palantir area but we've been able to increment production by 292% and productivity by 196% that shows how much we have been able to do through technology and innovation innovation and technology that's been created by a by in brapa a public research institution in Brazil and we've been able to create an agriculture that is unique it is tropical in nature and an agriculture for Brazil which is very different from the technology we had imported previously from the from Europe and we're not adapted well to Brazil and it meant that 40 years ago that we were a net importer of foodstuff and expensive foodstuff we were importing our black beans from Mexico even rice from Philippines as well as milk from Europe and so forth and with this discovery and this research through our research Institute Institute in Brapa again we were able to move forward engage in this research and adapt and adjust much better to the tropical agricultural climate and I think that what we've done in innovation has been the key to our agricultural sector which is highly capitalistic by the way today the other thing is that we have to understand that if we produce more in a very small area we also are ensuring that larger areas of forests are not being cut down so today thanks to technology and innovation we are the second-raised rated country in terms of environmental conservation we have over 60% of our population of our territory and our forests that are protected particularly in the Amazon basis I believe that Brazil and Latin America have a fundamental role to play in the future the FAO has told us quite rightly that by 2050 we will have nine billion inhabitants around the globe and that means that we will need to increment our food production by 60 percent and Brazil is responsible in this period for bolstering our production by 40 percent to be able to reach the target and the goal and other countries in Latin America also that art will need to produce as well now if we look at China India and the United States we will find two major problems one is an absence of new lands to be able to expand their production and second a problem in terms of availability of water which is much less of a problem in Latin America and certainly not in Brazil where we hold 12% of the fresh water on the face of the earth now we have 30 million hectares that could also be irrigated we currently irrigate five million hectares and there is a certainly a development that can be done there we can also therefore increment and bolster our production without deforestation I believe that Latin America needs to take full advantage of this opportunity of having a if I am having the opportunity to grab the most technologically advanced farms in the world there we would like to see China as an industrial as country India's a services country and we want to be the world's high tech farm high quality production included and a generator of employment of GDP and a strong trade balance for us now we have a challenge in this we believe that all countries in Latin America face the same challenge and that is that we need to invest in integration among between our countries we are totally disconnected today and we need to engage in this type of logistical integration we have figures that come out this weekend the economists that are showing the starting point when the Americans invested heavily in their railways and how fast that productive to productivity grew it almost tripled very very quickly so we do need to integrate Latin America through our railways through our highways through the production of energy and energy technology and so forth we can do a network to set of research for the entire region taking advantage of what we have in Brazil and what other countries around the region produce as well and we're talking about infrastructure we know that the state and the countries in Latin America do not necessarily have the resources necessary for this and we need to in that context take advantage of private investment to make that possible unfortunately however in Latin America we I have to we have this full idea in place that the state should be the provider the supplier in many places in many countries and therefore there are some countries that are still a bit low to allow for public private rather investment to play an important role way I believe I'm a politician I am a senator but I'm also the chair of the Confederation of the Agricultural Grouping that's similar to the Farm Bureau in the United States and I believe that we can engage in a tremendous partnership with the private sector and I believe that other politicians across the region need to lose the fear that they still continue to hold of the private sector or the private sector can lead us to a huge step forward and our public sector we have to understand is lagging behind in terms of processing and of instituting modern power processes we need to update our policies in that regard and institute merit to cross merit based system for promotion I have the impression that the Europeans and Americans that are here really don't understand what we mean by what I'm saying this but nonetheless we still have the sponsorship of the state of these types of the influence of political parties to an extensive extent and we still have problems of corruption and so forth so therefore I believe that we need the free market and as my colleague here on this panel has said we need to do away with the fear of the private sector as I've also repeated agriculture needs certain basic elements it needs rains it needs qualified labor it needs good quality seeds it needs powerful machinery but the most important aspect that we need is the is sunshine the sunshine of freedom it is the regulatory free framework it is the rights and the guarantees and the right to private property that is what we need a sunshine law that allows for private property and respect for property rights we need to invest in this and we will be able to boost the food of the world needs a it's not only a manufacturing requires services and openness a technological revolution can also happen in agriculture transform a country and dynamized manufacturing and other activities that are related to it so let's move on to Carlos Garcia moreno Elizondo who's the chief financial officer of America Mobile in Mexico. I told Carlos, listen Carlos, I said, you know, you manage the largest fortune in the world and you're looking for investments, new engines of growth in Latin America and the world. So as an investor that are looking at where are the growth opportunities? How does Latin America look and where are the new engines of growth? Thank you, thank you for having us here and sharing our experiences with you. Yeah, I think the largest fortune in the world is talent and it's a question of how you put your talent to work and how you monitor the regenerative results that is expected from them. Because when you have the talent you have an obligation to deliver. And I think that for us in this region, for America Mobile it is important to make a difference. Let me just tell you a little bit where we are today because I think it's going to be very relevant for what is going to happen in the next few years. America Mobile today is in the midst of investing $50 billion over five years. $50 billion over five years. All of this is only in Latin America. What we are going to be doing here is only investing in networks. It's faster networks on the mobile side and obviously much more fiber optic infrastructure so that one can transport all the data that will be growing exponentially for many years to come from here now. But let me tell you how we got here. Elcel was a very small company in Mexico a few years ago and somebody in the company, it was wireless only, decided that maybe one could go to clients even if the clients didn't really have bank financing facility or some kind of a guarantee, a credit guarantee to receive the service. All of Latin America is that region where people are not often bankable and where it was difficult to provide services when the operators didn't really have a guarantee of payment. This notion that somebody itself had at the time led to the development of the prepaid market. This prepaid market was hugely important. The company in Mexico, which was the second or third largest in the market rapidly became the number one and then it decided to use this good idea of prepaid. It's a main supplier, Erickson has said that it was the first prepaid platform that they came to know. It decided to use this experience that they had gotten in Mexico and to try to replicate it in other markets. So here we have a story where innovation leads to definition of a business model. This business model is exportable. So it was exported to other countries in the region. It was done in a way that you had a long-term horizon, investment horizon. I think in the end, there's no way around the fact that if you want to generate any kind of returns, you first have to invest your money. You have to take the risk. And that's important. When you are investing your money, you may want to have a longer-term horizon. And finally, once that you have achieved all of this, I think it's important to be quite aggressive commercially. Now, what happened in the region in these last 10 years has been striking. Latin America 10 years ago, probably one in 10 people had a voice service, one in 10. Today, there's more than 100% penetration, which means that there's more than 10 voice lines for each person that lives in the region. But this very rapid growth, where we basically lived over the deficiencies that we had had in the past as a region, and we have been able to provide voice services, basic voice services to basically all of the population, this experience happened over a relatively short period of time. I'm talking about three, four, five years where you had what is called an S-curve that developed and very rapidly you were able to incorporate into the service the vast majority of the population. Well, we are now seeing a very interesting situation. This sector is leading an extraordinary technological change. We are seeing the, what is coming now with mobile broadband on the back of the new smartphones. Smartphones are something that have been with us just very few years. If you think of it, the first real smartphone was the iPhone, and the first iPhone 3G has been with us for only four years, only four years. So we are really leaving something that is completely new. It's really not replicable to what we had before. It's being driven by two things. On the one hand, faster transmission speeds that have enabled us to provide all of these services, but on the other hand, the software that allows you to make that happen. So you have an ecosystem, like the ones designed by Apple and then the Android, and then on the other hand, you are seeing these very fast leaps in technology that are driving off these speeds of transmission. So what we have come now to realize is that on the back of these new devices, it is going to be possible to provide the basic internet services and data services to the vast majority of the population, just as happened with voice. We are about to see in the next few years a real explosion in the number of people that have access to internet. Let me just give you some figures. As of today, there's only 10% of the population in all of Latin America that has a fixed broadband access. When you look at what has been the main barrier to growth of fixed broadband, it's been the high cost of personal computers. Anybody that wants a broadband access first needs something to access it with. You need a computer. And computers in this region for a number of reasons have been relatively expensive. Well, as it happens, with the smartphones today are now selling for a fraction of what the personal computers could sell for. And their prices are rapidly coming down. Until a year ago, probably the cheapest smartphone you could buy was for $500. Today we can buy smartphones at $100. And we can see that before the end of this year, they are going to be coming down to prices of about $50 or more. So the barriers of entry to data services for the population are collapsing. And that is going to put a lot of pressure on basically the operators to try to provide the service to these huge number of people that will be demanding it. Today in Latin America as a whole, there's only 60 million people that have a data service today. We expect this number to go to 400 million or five years from 60 to 400. This means that the number of people that have a fixed broadband access will practically double. But then again, we're going to have approximately 300 million people out there that will only have wireless connections. Now, in order to be able to provide this service, you really need to fully change the way how the infrastructure is set up. If you think of it, not that long ago, all there was, for instance, in wireless was voice. There was no data services, a little bit of SMS, a little bit eventually of email, which was only text. But when you start moving faster speeds and you have bigger loads of data to carry, the older copper cables that were the innards of the wireless networks just do not do the trick. You have to replace completely all of the wireless components. You have to put in place new fiber optic that will bring the signal down from the antennas and transport them over to the switch so that they can be distributed widely. This means that Latin America has today to build the highways, the data highways that were never built in the past. The investments that we are making today, this $50 billion that I was mentioning to you is what is being spent mostly in the construction of these highways. These highways are going to be with us, as normal highways, they're going to be with us for many, many years. They will probably require a little bit maintenance. Eventually, you will need to add probably another lane if you will, but for the most part, this is the infrastructure on which development of Latin America is going to rest for the next probably 30, 40 years. So it is hugely important, again, not only for the short term implications that it will have in terms of having more people, have access to e-government, to e-education, to e-health services, will allow them to be more productive. It will allow all of this region to be more productive and more equal. And it's something that in the end goes down to one thing. You need innovation, but then you need to be able to have it develop its full potential in a way that really helps the overall population of the country. So that's what I would say is the times that we are seeing are quite interesting. And it's just a question of time before most everybody that you know will have state-of-the-art telecom and data service, internet service. Thank you very much, but we have exhausted a lot of time. They tell me that we have four more minutes. We have digested a lot of new opportunities. We have found out that manufacturing means not only production, that there's design, that there's post-services, there's logistics, there's R&D. We've seen that there are revolutions in agriculture that can propel an economy forward in big time, in the tropics with new ideas, new forms of production that can propel a whole set of industries around it. We've heard about creative industries, Indonesia having to compete with Columbia on the next Hollywood or Bollywood or Nollywood. We have seen the potential for getting into the IT industry per se as producers or as consumers. And we've seen this revolution coming that Carlos was talking to us about in terms of a completely new communications landscape five years from now. That will give rise to new business models, new forms of organization that are not feasible today. So we've scanned a lot of space. I'm going to ask, we have now three minutes or three and a half minutes. I'm going to ask you to see if any member of the panel would have a short statement that they would like to make that is burning in there. John. I think that it's very important to add one point. Hearing mainly what are the big and the huge opportunities that Latin America has. The bottleneck related with infrastructure and the development of all the resources that have to be done in any time and whatever. And the great opportunity that today, Latin America brings to attracting foreign investment. From the point of view of, I can say a foreign investor that comes to the country and comes to Latin America, it's important to be clear here in Latin America in order to provoke their own future in terms of not only attracting the foreign investors to do whatever, but to co-create the value for Latin America as well as is needed. So this is very important. The paradox on the globalization that we are living that countries, governments are not only asking for technology, money, finance or whatever to do, but to co-create the value for the country that is attracting such an investment. And this is very important in terms of people, in terms of talent, in terms of technology that can be to be transferred and developed and the huge opportunities that have. And this is the big opportunity, not only I can say putting there the country for everybody, but saying this is our region, this is our continent, this is our country. We have these opportunities and we need a kind of sharing help of whatever, but to provoke our own destiny, our world solution. And this is a huge, huge opportunity for Latin America, I think. Mr. Pangestu. Yes, I think the global value chain with very, very fragmented division of labor and services and manufacturing is the way of the future. And Latin America, just as Asia has that opportunity. And for that to work, you need to keep your economies open and this means services as well as manufacturing and investment. And that would require you to also hopefully have regional integration and multilateral opening up under the WTO on services as well as investment. And it allows SMEs and small countries to leapfrog. And it can be so powerful for income distribution. And what you need is multilateral rules, global standards and not fragmented rules in each regional agreements. Thank you. Well, this has been a wide ranging panel. I think it was not meant to be an optimistic one, but I think it ended up being a quite optimistic one. There are engines of growth out there and it's a question of whether we have the wherewithal to seize them. Thank you very much. I'm sorry I couldn't get to the public, but we all learn a little lot. Thank you.


Hi everyone, I am Dr. Kumar Dev Arvind Rajamanya, consultant orthopedic surgeon, Manipal Hospital in Spikefield. The knee joint is one of the most largest and complex joints in our body, which bears 1.5 times a body weight during walking, 3 times a body weight during climbing, and 5 times a body weight during squatting. It's quite natural that the knee joint is subjected to such heavy stresses during our lifespan. Osteoarthritis or degenerative disease of the knee is of two types. 1. Primary, which is mainly age-related wear and tear. 2. Secondary, mainly inflammatory or post-traumatic. Symptoms of osteoarthritis are pain, swelling, stiffness and deformity. Depending upon the grade of the osteoarthritis, patients usually find it difficult to do most of their activities of daily living, such as walking, climbing, or getting up from a seated posture. Osteoarthritis can be classified into four grades radiologically, i.e. with the help of AX-ray, and the treatment modalities are followed accordingly. Lifestyle changes are of paramount importance in the management of osteoarthritis, and these include weight loss and maintaining adequate BMI, healthy eating habits, regular exercises, and avoiding activities which cause repeated strain to the knee, such as squatting, sitting cross-leg, and stair-climbing. Physiotherapy can be machine modalities which help relieve the acute pain, and stretching and strengthening exercises of the muscles around the knee which help in stabilizing the knee joint. Knee braces can range from simple knee caps to hinge knee braces to complex off-loading braces depending upon the severity of the osteoarthritis. Medications can be oral anti-inflammatories, analgesics or topical applications of the same. Glucose amines are believed to slow down cartilage damage. Visco supplementation with hyaluronic acid helps in lubrication of the knee joint. Quarticosteroids are extremely helpful in inflammatory arthritis or in osteoarthritis with acute knee pain. Surgical options include arthroscopy, where the damaged structures are diborided which may alleviate the symptoms. Osteotomies or realignment surgeries which offload the weight from the affected compartment of the knee, and in the last stages a total knee replacement. In a total knee replacement, the damaged cartilage and its underlying bone are replaced with artificial metal which are called as prosthesis with highly cross-linked polyethylene into meaning there. The goals of a total knee replacement are achieving perfect alignment, soft tissue balancing and deformity corrections, and stable painless mobility which invariably reduces the pain and improves the functional quality of life. These are just an overview of the various treatment options available to manage osteoarthritis of the knee and the effectiveness of each modality depends upon the severity or the grade of osteoarthritis for that particular patient. Patients with mild to moderate symptoms can opt for video consultations through our Manipal Hospital website. The ones with the severe complaints should consider visiting the doctor to initiate appropriate treatment protocol.


I have taste like I have very good taste When did you get taste? I always had the taste. Oh, okay. Yeah. All right now. How much does Jimmy love I? I'm gonna play the ukulele soon. No, you're not. All right. Say hi to man. God moral. I'm gonna ask you a question Yeah, all right, hold up the owner of this establishment The owner of this establishment is he really going to fix the central air conditioning? Oh Really you you have more confidence in him tonight. All right soon. Is it going to happen soon? Will the fix only be Will fix only be will the repair of the central air conditioning be only temporary Oh So in other words last for a day or two and another in other words the owner of This establishment is just a cheap bastard to get really get it fixed. Is that true? Yeah Yeah, because if he wasn't a cheap bastard he would you replace the whole damn thing is The is the cent does the central air in this establishment need to be replaced completely Just like the plumbing issue Is this is that also including the plumbing issue in his building? Yes, there you go. There you go Huh interesting. So the owner of this establishment Like many businesses. Does he have contempt for his customers? Yeah Are these people? Are these people like Arrogant egomaniacs that take advantage of customers. Huh, it's kind of like our president Now I hear Michael Cohen. Uh, he might spill the beans Because what's happening is, uh, I think Trump family country come first Trump open his family come first I think did Trump open it in country? Did did Trump like open his mouth and start bashing him or something as another goddamn thing He like threw him to the curb So you don't do that. Will Michael will former Trump attorney Michael Cohen will he Join Oh Former Trump Trump attorney Michael Cohen will he join? Avanade and Mueller and go against The Trump administration Yes You're right about the uh, the old swing and amulet. It gets at a point, isn't it? Right away. It's the most effective. But but oh make sure you bring it to a dead stop Yeah, but but only a well a well-weighted one swings best like this one Okay Okay Oh gee, um Trying to nauseate me he's trying to nauseate me you're trying to nauseate me Is as dr. Smith would say oh the pain No, not even a friend. She's an acquaintance No, that's not worth asking because it's not worth my effort and I do it because it doesn't she She doesn't stand a chinamins chance for Attorney japanese, I really think so So No sex no drugs no wine no women. You remember that song? Yeah, I do as I have a 45 Attorney japanese because attorney japanese I really think so 98 degrees outside today Does my lean love jimmy What's today? Monday, right? So it will be monday madness maniac on monday madness, right? part Part two Well, guess what?    I think You don't like that What's that mean? It's got a brand new hag Yeah, c-hag wasn't her a c-hag on the old papai uh cartoons. Yes. Yeah, that was also called camara's uh Fiance when he was getting married remember c-hag now when I wonder what's the origin of wimpy loving hamburgers so much on papai I wonder what the origin but it had to be 80 20 80 20 Lean meat ground beef. Oh, he was a stickler for lean. Oh, I'm kidding you stickler. I like that word stickler You like that?  Yeah, I also like the cone of silence Does jimmy go overboard and liking the cone of silence and to get smart evening series Maniacal monday madness part two brother go Remember two parts watcher That shows As a kid I couldn't watch it. You know, you know, Jerry Seinfeld loved it Who was that maybe because it's a validation just Jerry Seinfeld Well, you know because he's uh, he's an icon in comedy, you know And so like Jay Leno saying he likes it It's like Jay saying he like or a larry david or something I don't know. Oh, it's like it.  It was on They ran like 10 episodes Why so? Oh, jeez. Why don't why so early in the morning? Moses spike tv I bet it was spike tv So I saw I said all the time or whatever was calling. I watched it They told a book and he went oh something whatever Glasses you pick them up and that's what glass fell out. He was not fair. It's not fair man. It's just not fair Weeping yeah, but did you know that he also played a in a long twilight zone episode? Where he played satan and he was like taunting somebody It was like it was like dr. Faustus with Richard Burton I remember a bar with Don Rickles where he gained that strength from the aliens The amazing mr. Dingle remember that Oh, yeah, but then the aliens got so fed up with his attitude and they laughed at another group of aliens with these little Hispanic Mustaches came what we're going to do now. What are we going to do? It was one of the worst twilights on it. It's like the on the month zone was never good when they tried to be funny It's like in the months is when grandpa had the ham radio and the alien says my those earth people are rude His ham radio the rumor has it. It was bone in Bone in My aunt and uncle when they were young That's true Oh Speaking my when my aunt and uncle from Baltimore. They used to send us Smoke hams from a company called heavenly ham and it was a spiral cut in other words Yeah, but it was bone in but it was spiral But there was so much meat around the bone that I said we saved it for split pea soup Because it was smoked in my line at the players club. Yes Excuse me, honey, but there's so much meat around the bone Well, you had a lot of good jokes at the players club Oh, you know was amazing You would pick your favorite corner at the bar And just based on your voice everybody would come to you. I had everybody would come to you there at the very front I never went around to the other side Oh, really? You were you always hit the front part? That's players It's like as soon as you walk in. No as soon as you walk in. Yeah, I didn't know that I thought I went around the back I thought you were on the side No, you wouldn't I was on that Is you walking on old front first curve all the way down in that How like when you used to go to benningons in ramsey you would always pick have a spot to And you were like the pied piper in benningons.  I said remember the beautiful blonde claudia He's gorgeous in in benningons Now is that the same building as jimmy reed that became that's jimmy reed's a totally different It's what's all of garden now. Okay. Now. We're shannon rose and ramsey. That's what was jimmy reed That's the jimmy reeds.  Yeah, they have good food. Which originally was a great What very famous restaurants with chalet back in the 67 remember that But you know, um, um Shannon rose has a good menu. I've eaten there and the other uh We're staking ale used to be on the other side Which was a phenomenal god. I had more fun. Did they really serve ale and steak and ale anything you wanted that matter I mean, they have they had to be on tap right there. It was so good.  Yes Because there's an old white building because there's a steak house in uh on root one in saugus, massachusetts That has a gigantic statue too. Well, jimmy, I think Probably a number of them might yeah, you know, they all have things just like you see some exterminators have a big anthem of the roof of a car I mean, you know or an optometrist has a big eyeball.  You know, they have certain things But uh You know, I think that I think that a good a good restaurant That usually they start out as family-owned when they get really established I think the only the main reason why they they close down is they just simply retire You know, or you're right. You're wrong. You mean sometimes they sell out to a corporate chain And I was like sometimes they don't with the family the next generation takes over the next generation takes over And then the next generation says I just don't want to do this. So you got to be there all the time. So a lot of them give up Do it's all different circumstances. That's what that's what um, I mean some of these companies let's be famous jimmy He speaks of rears or what have you been around a hundred plus years Yeah, after a while the next generation doesn't want to be bothered. But you have to have Children that are willing to live that life. You know, a lot of them don't want to and they give up They sell the same thing. It's the same. I don't want to do this even worse than a retail store I just don't want to do it. I mean just think about it. You got to be there all the time And they sell out You just have one of the world famous bakeries today close in new york Really? Yeah, and I've said a lot of people well I um There was a bakery. Um I stopped on union boulevard in todoa I stopped there. Uh, it was home by uh It was duchy duchy. It was european northern european demand for for one dollar. You should see the cheese danish. I got where No, it was on union boulevard in todoa. Is that an exit all 46 weeks? Yeah, it's all it's all 46 sign. This is yeah and rude 80 also But i'm just saying family owned um European owners, you know, not american owners. They weren't stingy. They weren't cheap. Let's be honest Some of these parents started these businesses They have the kids They work hard to send their kids to college and they become other things lawyers, whatever and whatever So when they graduate, I don't want them in the business. I'm a lawyer Well, why kill myself so they you know, that's another example.   That part of the building is a hell of a lot cooler than any other section Put the put the turbo fan over there facing this way. Let me interrupt you two years ago At least that's some big fans right here in the back for the for the employees They took them out Oh, really? Why did you do that? Why?  Why did you take them out?  That's good that there's a sucker born it You mean ring the wringling brothers Barnum and barely circus. Yeah, sucker born every minute 100 plus years old Think about that Jimmy think about a hundred years and it's gone I think you think peter animal rights activists were Things went down with the tenants after the yellow elephants. They were whipping them, you know, that's wrong You know one of the elephants Lost its temper and just trampled the trainers and killed them. No. Yeah, I saw a video about the Elephant had oh, they had shackles around the poor animals legs Chains, why do you have to shackle there at their legs? And he was and it was like an indian guy. He's like whipping. He's he's whipping him. He's whipping I tell people to a great story. I always tell people remember one thing they always claim a dog is man's best friend You beat it enough. It will go for your throat Yeah, you remember that and do you know that feral dogs always revert back to the pack mentality of a wolf A wolf pack in bread in them a wolf pack See with cats and and you know what and the elephant was rated one of the top 10 intelligent animals in the world They their memory is is is it and their intelligence? Um, even rats as even though they only lived three years Damn rat is up there in the top 10 For intelligence, you know psychology lab in college. We work with the albino white rat, which is Considered the cleanest animal on the planet elaborate. Well, they're always like cleaning the grooming themselves Are they in the comb out? They're like I mean monkeys groom each other, but they do nasty things picking and then they throw feces at you No, and they do other things.   I don't even think p. We Herman would have done that I would have in front of people. Sure. I heard uh, jim Morrison. Excuse me, sir I heard jim Morrison did that in england in a concert at a concert towards the end of his life And I know jimmy hendrix back in the early days. He was the opening act for the monkeys He was he was the opening act your opening act So the kids were all he was playing they were all channeled. This is true We went to monkeys.  I'll give you a monkey whip. We looked at ottle stage and started doing this There was a two uh voodoo voodoo child and south foxy lady, right?  He had somebody many big, but isn't it amazing how how he opened up for the monkeys. Isn't that amazing? We want the monkeys.   You spank the monkey That's how the court they coined the phrase right from that.  Yeah, i'm a believer. Oh like the partridge family. Goodbye sleepy gene Oh, what does it mean now sleepy gene? They dream believe that really Homecoming queen That well, I think sleepy gene was about giving a girl a mickey and knocking her out It was about date rape, wasn't it? Well, I do know when I once I was in line I think it was in ridgewood. I bought a truck and I bought it all the time Queen olives Okay, I'm stuffed queen olives.  Oh, I've explained it through. No, I'm listening. I'm focusing on you man. Well, you know He goes all that's good With ray we were at the liquor store in ridgewood, right so we're behind two or three people You know, they have the bags of beer nuts It's a ray when you get it to the guy at the red, excuse me Your beer nuts Says yes. Say why you're pencil and clear that right up You know, I used to love those round red spanish nut peanuts. Yeah, you remember those the little ones they were good They're called spanish peanuts But do you know that the red skin on those peanuts are high in An antioxidant orac score that's right here because of polyp feet anything with pigmentation anything from a dark color Or brightly colored food Yeah, right, you know what it's a good thing you have stuff at home What was I going to say?  He never said anything remember him You remember all the first few episodes of happy days the older brother chuck And that came one and he was gone. Nobody said a word about him ever again. I don't remember Chuck I I just remember pat marita was the original arnold then paul mo mullin that, you know, uh Almore now mullin arrow. Uh, who's married to cop on On the other couple knows Yeah, he had a small proboscis. You know knows And um, no, I don't remember that brother. I don't they got rid of them.  He doesn't care about anybody, but He's like really ultra ultra. No There's I she never wanted to come clean and say who molested her On in that group. I have the other girl from Charles and charge accused him too Maybe it was him Well, no, she did she accused him Poor kid and she died poor living in a trailer Poor kid that nobody Nobody and she said that nobody really Defended her or came to a rescue nobody cared Tom Bosley with his stupid hair a hair plug commercial Nobody nobody Nobody came nobody would think I think I would think Winkler would yeah Or or Richie Cunning um Ron Howard Actually, I would think Ron Howard more than anyone would have came to a rescue Well that we know maybe You know, there are people Well, the biggest mystery of life is how someone who has fame fortune and lots of adoring fans And loving fans and when things go bad kill themselves everybody's going We're your friends all of a sudden you're broke. You know what when you hit rock bottom Nobody's around and nobody's around you find out who your true friends are When you're on top of the world everybody wants to be your best friend Oh, you're on the coattails. Oh, billy morrow. You're one great. It's you the best You won the powerball lottery. Remember me. We used to play in the sandbox together I'm I'm your third cousin. We used to be buddies. Oh, by the way before they ask you for money Listen, I'd love to talk more. Here's my friend's number. Her name is Eileen. Give her a call.  I'm gonna get you Let's go. Yeah Um, was yeah, what's the other one? Um Well, by the way, uh, yeah, no the other thing I said, um I digress I digress I forgot This has been a mega lab 21 production


Live from Orlando, Florida, it's theCUBE, covering Cisco Live 2018, brought to you by Cisco, NetApp, and theCUBE's ecosystem partners. Hey, welcome back everyone. We're here live theCUBE in Orlando, Florida for Cisco Live 2018. I'm John Furrier, the co-host of theCUBE with Stu Miniman. It's our third day of three days of wall-to-wall coverage. Our next two guests are from NetApp, Russell Fishman, Director of Product Management and Keith Bart, Director of Product Management. Both directors of product management. One was the former CEO of Immersive, now with NetApp for a few years. Guys, great to see you. Thanks for coming on theCUBE. Thanks for having us. Thanks for having us. We saw you guys in Barcelona. Obviously the NetApp story just keeps on getting better. Obviously you have core customer base. Cisco's going under transformation. You guys have been transforming ever since I started seeing NetApp arrive on the scene in the 90s. Every year there's always a new innovation. But now more than ever, you're hearing even Cisco. Bellwether in the routing networking business, putting up old-way network, hey there's a firewall, there's some devices in there. To a completely new, obviously cloud-native, modern error, really things are changing. So what's your reaction to that? Obviously you guys are part of that story. You have a relationship with Cisco. What's your reaction to that and talk about your relationship with Cisco? So we obviously have a huge relationship with Cisco and most folks will know about Flexpots. I think that's probably the most famous way that we collaborate with these guys. And we just came off the back of an amazing year. Five straight quarters of double-digit year-on-year growth, killing it in the market. Obviously we have to brag a little bit, right? Come on. It's a cue, come on. It's a cue, we've got to be a little bit excited about it. So we're really excited about that. And it just really talks to the strength of the relationship, right? So there's a very strong relationship there. And it's been there with Flexpod for eight years. And there's been a lot of transformations, exactly to your point, John, a lot of transformation during that time. A lot of focus on the cloud. So one of the questions I always get asked is, why is converged infrastructure still relevant in the cloud-first world? And it's not an obvious answer. Now, clearly our customers think that it is. And so do our partners, right? But it's not obvious why that is. I mean, NetApp has gone through, you talked about transformation, NetApp has gone through this massive transformation, huge focus on clouds. I mean, we have these, you know, cloud-first, cloud-native, focused around our data management platforms. We talk about a concept called the data fabric. I don't know if you've heard of the data fabric before. And the data fabric really talks to how our vision for how enterprises want to manage that new digital currency that is data across all the silos that they want to leverage, right? And so, yeah, it's, we've been able to bring some of that goodness into FlexBot. And that's why we're still relevant now. So, yeah. So Keith, I think back to when converged infrastructure was built is about simplification. We were going to take all these boxes and put it down to, you know, A box. And that was the new unit of measurement. Well, you know, Russell was just talking about we've got multi-cloud. When I think of NetApp now, there's always been a software company, but now it's software in that multi-cloud world. Help connect the dots for us as to, you know, management of converged infrastructure into that whole multi-cloud story. Yeah, we were very privileged to be acquired by NetApp last March. And my company, Immersive, a lot of us came actually out of Cisco. So I was one of the original FlexBot architects from Cisco and had the privilege of helping to build the compute, the network, the storage that we brought into FlexPod. And a lot of our customers and our resellers kept on saying, how do we know we put it together properly? How are we following the best practices from the CVDs, from the MVAs, from the TRs? And so we took those rules and those analytics and we put them into a platform, into a SaaS based platform.  What was the driver for that product? When you started that company, I mean, that happened. What was the main motivation behind that? Was it analytics? Was it insight? What were some of the things that you guys were building in? Was it operational data? The real reason was people kept on asking, how do I know, because it's a reference architecture and not a product, how do I know I did it right? Because it's really important. We're going to run our key business applications on this platform, right?  I got to make sure this stuff is really going to work properly and it's going to grow and scale with the business. So I need to make sure that those redundant links are there. I need to make sure when I do a VMware upgrade or a Microsoft upgrade that the firmware is in alignment with the best practice in the interoperability matrix. So we wanted to make that as easy as possible so that from a single dashboard, you can see all of those things, you can diagnose it quickly, you can get those email alerts and notifications. And because you end up with disparate operation teams, right, the server team, the network team, the storage team, the hypervisor team, sometimes they don't always talk effectively with each other and from one single dashboard, we're now able to show everybody where things are today. And then one of my favorites, when there is a problem, you know, you call either services or support and you say, hey, it's not working. And they say, well, what did you change? And when you say, well, I didn't change anything, right? We have that historical. The finger pointing kicks in. It was his fault. Yeah, we have the historical snapshot and trending so we can go back and look at where things were and do a comparison to where they are today. And it allows us to have a much faster meantime to resolution. And what do you guys call that product now within Cisco? What's it? It's now called Converge Systems Advisor at NetApp. Awesome. So what's next for Converge or so? Obviously people with cloud growth, we're seeing the on-premise, Wikibon has reported the true private cloud numbers basically saying, there's a lot of on-premise activity going on, it's going to look like clouds, it's going to operate like clouds. So they need to have that. So there's migration going on, but it's not a lift and shift to cloud. It's going to be, obviously, the hybrid cloud and multi-cloud. So cloud, folks still buy hardware too. You got to still run stuff. Networks aren't going away, storage isn't going away. So what's next for the Converge infrastructure play with FlexPod? How do you guys manage that roadmap? So we just announced some things coming into jointly with Cisco coming into Cisco Live and one of those things that we announced was something called Managed Private Cloud on FlexPod. Well, actually no, FlexPod Managed Private Cloud, sorry, I switch it around. So, and FlexPod Managed Private Cloud it really talks to exactly what you're talking about, John, which is that what we find, cloud has fundamentally changed customers' expectations of what they want on-prem. They recognize they need on-prem, we live in a hybrid world. Those of us that've been in the industry long enough and have a couple of gray hairs know that there are very few transitions that are really absolute in the business, right? A lot of people pronounce that it's going to be this well that way and the reality is it's something in between. And that's fine because, you know, cloud is just another tool in the toolbox and you don't want to hit every nail with the same hammer you want to find the right tool for the right job. And so what we've done is we've taken some of that cloud goodness, which really means, you know, not having to worry about the underlying infrastructure, right, worrying about the applications, being more application-focused, more business-value-focused, more line-of-business-focused and being able to deliver that in a way that people can consume it on-premise. So it really feels like a flexible, delivered like a cloud, but from a management and day-to-day perspective, you don't have to do it. So it's flexible. It's flexible, but you know, it's done for you.  Let's talk about what you just said about the whole transformation. People say a certain way, basically you're kind of saying a lot of press and a lot of analysts say, oh, you got to do this digital transformation. Customers will take a pragmatic approach, but you guys at Net have been talking for a long time, have been following it, non-disruptive operations. So what you're seeing in the cloud, if people will want to take those first three steps, they don't want to have to overhaul anything. Containers have proved to be a great resource there. Kubernetes is showing a great way to have life cycle managed on the app side and infrastructure. How does your customers and Cisco customers maintain that non-disruptive operational playbook because Cisco guys are going to start changing, moving up the stack too. It doesn't mean storage is going to go away, but they don't want to disrupt anything. Your thoughts. And it doesn't mean any of it goes away. That's the funny thing. Yeah, we talk about where we want to focus, but it's as much about not having to worry about the things that we have to worry about that are just there in the future, right? So it's kind of like if you went back 200 years, going to get fresh water was a big hassle. Now it isn't, it's delivered to you, right? I mean, I know it sounds like a crazy analogy, but the reality is that we shouldn't have to worry about the basics of on-premise private cloud. It should just be automatic. It should be simple to execute, simple to manage, simple to order, simple to deploy, and then you focus on the value. So that's really where we, that's what we've been really focused on. Yeah, Keith, when I listened to my friends in the networking space, you know, management's still a challenge. The punchline is usually, they hear single pane of glass and they said, that's spelled P-A-I-N. Yeah, I heard that one too. So talk a little bit about how your solutions tie into some of the broader tools out there. Well, you know, we first looked at the compute layer and said, because of the extensibility of UCS manager and the API integration, we're able to take advantage of that and be able to pull that data out. NXOS, right, we're able to do that exact same thing. And the background that we had at Cisco and knowing those products really well, we were able to gather all the specific data we need to look at those best practices. And you know, it's a complex architecture, but it's a very elegant architecture. Because of the high availability it can provide the performance of the non-disruptive operations that you're bringing up, John. You know, we want to make sure that we're able to keep those things in line. So as we bring our next release of CSA out, we're going to be adding Enterprise Fiber Channel, so the new MDS switches, we're going to be bringing our relationship with VMware and our engine to be able to ingest the configuration of VMware in. We're also bringing back our partner-centric reseller portal. So when a customer is running Converge Systems Advisor, they can share it to their reseller and the reseller's going to be able to provide managed services, support services, and professional services to expand, to repair, to augment those existing flex pods in their customer's environment. So really excited to be able to bring that solution back to our reseller. What's that going to do? What's the impact of that? Because I almost imagine that's going to enable them to want to be tightly integrated but also get data for their customers. What do you guys see as the value for the partners to take advantage of that? Well, I just met with a partner at our booth just a few moments ago and walked them through the solution. They had never seen it before. It takes a reseller a week or even multiple weeks depending on the size of the flex pod to actually go through the configuration of the servers, the network, the storage, the hypervisors and correlate that into a deliverable to their customer. We can do that in sub 10 minutes, sub 15 minutes. So faster time to the customer value? Faster time to customer value, faster time to resolution if there is a problem. And then, again, they're running their key business applications on this platform. We've been doing it for eight years. We want to continue to expand upon the value that Flexpod can offer. Well, I wanted to add just a couple of things to what you were saying. So we talked about Flexpod really being a channel play. So that's important to us in product management, not so important to our customers. What it really means to our customers is that they tend to have a very close relationship with their partners. Their partners are the ones that are really enabling Flexpod for them. What we're doing with Converged Systems Advisor is we are creating such a close relationship at a technical level, technology level between the customer and the partner, but the partner's there to help them on a daily basis. Where there is a problem, it's almost like the telematics in your car, right? All the cars now, they're phoning back home. They're telling you where there's something wrong. You get this letter or an email. You need a service. This is exactly what we're achieving with Converged Systems Advisor. When you call support, what don't you want to hear? What's your model number? What's your serial number? What's your contract ID? Wouldn't it be great if everybody's singing off the same sheet of music? Well, yeah, you bring a great point there. There was so much discussion. Well, Converged Infrastructure or Public Cloud, those are going to be really simple and they're going to be homogeneous and they're all going to be great. But yeah, you're smiling and laughing because the reality is you're never going to find two customers that have the same environment no matter what you're talking about. So I need tooling, I need the data and the analytics to help get through that. Right, I shouldn't have to spend half an hour on level one support. I shouldn't have to go through multiple forms at the same time. And you're right, Stuart. That's always been a mantra for Flexpod since the word. We don't get to an $11 billion install base unless you're doing something right. And the reason the word flex is in there and it's a dichotomy whenever you go into these sorts of discussions, do you make it really fixed?  But you know what you get, right? Or do you make it flexible? And the flexibility really addresses the business need as opposed to the technology needs. So the product guys love it when it's fixed. The customers love it when it's flexible. You're talking about basically changes. You want changes to be rolling with the technology rolling with the changes. Not be stuck in the straight jacket or we also say tailor made soup. But things change, you want to fashion changes. So this is a real big issue and you talk about support. I think the ideal outcome is not to even call support. With analytics and push notifications and AI, you can almost see what DevNet's doing here around how developers are getting involved with DevOps and network DevOps. Coders can come in and use the analytics if tightly integrated in so that you get the notification or they know exactly your environment. Is that, how far along are you guys on that path? Because analytics play a big role. You've got the command center there or the conversational advisor. It implies advising, resolution, prescription. What's the vision? So Immersive was a Cisco solution partner at the very beginning. So we were a part of this group right behind us. And it was exciting to be a part of that, to attend Cisco Live and be a part of DevNet. And we expanded upon, as you mentioned, the API integrations of all these platforms and when cluster data on tap came out for NetApp, we did the exact same thing. So we get integrated with NetApp and very easily able to bring all that data in. Now, massaging that data is the hard part, right? Understanding what is noise and what is the real goodness. And so you have to find those best practices, look at the hard work that our teams have done around validated designs between Cisco and NetApp and look at the best practices that come from those particular pieces of hardware. And then once that intelligence is built, correlating that in the cloud service is really where the magic happens. So our teams are back there talking with the network experts, the storage experts, the compute networks, the virtualization experts. And so when we have that data, now you can decision here, right? You can start advising your resellers. So we bring up the rules dashboard and then we do have alerting that we can send to ticketing systems to, you know, the remedies, the service now is to be able to do this. It's interesting, I'd love to get the product perspective on this and across the bigger picture because the trend we're seeing certainly on theCUBE over the past few years and most recently this year is the move from device hardware to system. So the systems approach really becomes more of a holistic view where you're looking at the holistic view of multiple things happening. It's not just this is the box, here's where the rack is, you know, command line interface. You guys taking that same approach, can you just add some color on NetApp's vision on looking at holistically, because that really, software shines. You're talking- No, no, and that's absolutely. So we have always seen FlexPod as we call it converged system, right? And for that exact reason. So what CSA is able to do is to look at anything that happens within that converged system in the context of the overall system. And that really is the key, right? When you understand things in context, it means so much more. Just think about when you listen to someone talk, a word taken out of context means nothing, right? So when we listen to that infrastructure, what it tells us is understood in context. And what it will ultimately do, I think you were kind of hinting at this, John, you know, the vision here is that there will be self-healing infrastructures, self-healing converged systems, just like the cloud, right? So we are continuously monitoring the configuration, the availability, and other aspects of your converged system. And we are able to take action to make sure it stays on the rails. We saw you guys at the RSA event, you guys had a small little party we went to and we were kind of riffing, having fun with some of the NetApp folks. And you know, the big trend in cloud is serverless. So the joke was, is there a storage list solution coming? I mean, to your point about this, if you think about it, it's just stored somewhere. I mean, this is kind of a joke, but it's also kind of nuanced. This is elastic. No, no, it's absolutely true. If you look at NetApp strategy, if you look at our cloud strategy, we're the first third-party branded services, part of the Azure core services. We're not in the marketplace. We're actually part of Azure core. And it's NetApp cloud volumes for Azure. And a customer doesn't know what's going on behind the scenes, but let's be clear, we're talking about software-defined storage here, right? And cloudified too as well. I mean, talking about cloud operations. See, look, at the end of the day, you know, for us, our intellectual property is not really tied to hardware. We obviously use that as a way to get our intellectual property in the hands of our customers, but it's, we're not tied to it. You guys made a good bet on cloud. I remember talking before, Korean took over. You guys were kicking the tires on Amazon years ago. Yes, yes, yes, that's right. So it's not like Johnny come lately to the cloud. You guys have been deep and again as a core. Well, at the end of the segment, I want us to get your thoughts because you guys are here at Cisco Live. What should the audience understand that couldn't make it out here is the top story at Cisco Live. And what is your role with Cisco here? What's the big story, top line, high order bit, NetApp, Cisco story? So I'll go first and I'll let my friend here go second. So look, you know, we were really excited coming into Cisco Live, right? You know, we had this pretty big announcement last week. There were a few different aspects to it, but I'll talk about two of them. A new focus between Cisco and NetApp on verticals around FlexPod. And what that really means is that we're focused on very specific verticals, including healthcare, but there'll be others that come down the line. We announced a new solution based on Epic, EHR. We announced some lead customers, including the Mercy Technology Services, which is part of the Mercy Hospital Group. And so that was super exciting. I think what it does is it just demonstrates that our focus is on the outcomes as opposed to the actual infrastructure. The infrastructure is the way to deliver that. So we're very excited about that with Cisco. The second thing that we announced was I said that mentioned this managed private cloud. We actually announced it with four of our major joint partners, dimension data, ProAct, Microland, and oh my Lord, E-plus. Yes, of course. And that was super exciting as well. And you know, what it does is it captures the imagination. And it's always very fun when you're sitting and standing at a booth and people say, oh, you know, I've known FlexPod. I've seen you guys around, but you know, there's always something new to talk about. The relevance is more. Absolutely. Keith, what wave is NetApp riding right now? If you look at the Cisco action going on, what they're going through, what should people know about the big wave that you guys are taking advantage of right now? I think the big wave has absolutely got to be what we're doing with the hyperscalers, right? I mean, we by far have taken the industry, I think by storm, when you think about what we've done with Microsoft, what we're doing with Google, you know, sorry. And Amazon. And Amazon, thank you. And yeah, just small hyperscalers, right? And it's amazing what we can do with cloud on tap across those vendors. And when we look at what our customers have done with FlexPod and the relationship with Cisco and NetApp, and our ability to work together to help customers get their data from their core data centers to cloud, back to their customers. And for us to be able to use analytics the way we do on FlexPod, I think there's a real opportunity. And riding the scale wave too, is scaling is huge. Everyone's talking about large scale, talking about hyperscalers, that is the largest scale you can see. And our ability to control where the data lives, right? Because you want to be able to hold control of your data and being able to use familiar tools like what you're already using in your own data center and in your own converged infrastructures. Being able to use that on tap operating system, be able to control that experience is going to be very important. Guys, thanks for coming in for the NetApp update. Great news, great alignment with Cisco. It's a large scale world and certainly the world's changing. Storage is going to be a critical part of its server, storage, infrastructure, cloud operations on premise and in the clouds. Thank you, bringing you live coverage. I'm John Furrier, Stu Miniman. Stay with us for more day three of three days of coverage here in Orlando, Florida, for Cisco Live. We'll be right back.


Well, welcome back again to Snestrunk Plays Secret of Mana. I did take a break to level up my earth slide significantly, stayed at the hotel for a bit, got my magic back up, and I'm exactly at the same point from where I left off the last episode. So we should be coming up on a boss fight soonish. Let's demonstrate this. I think I already did that actually. I don't know why I did that. Just for fun. But yeah, the next boss is pretty weird. It's a wall.  In fact, I think that's an official name. It's wall face. So there you go. I think it should be coming up soon. I don't think there's much left to this phase. Again, like I said, you see in a lot of let's plays of this game and a lot of walkthroughs, they'll just encourage you to just sprint past all of this, especially these guys. He's like tomato hovering things.  Don't waste your magic on those. But like the zombies and that kind of stuff, go ahead and fight those. What do you got to lose? Oh yeah, here we go. Hey, what's up? Hey, how you doing? Anybody? Hello? Yes, that's right. I have to go and talk to pretty much everybody. Anyway, we won't do that this time now. I'll spare you. Ho-ho-ho! Is that like a Japanese thing or something? You hear that a lot. See that a lot in video games. You see it a lot in manga. Ho-ho-ho! Or at least the translations. Maybe it's a translation. You better be tough if you're going to have hair like that once you got the Prince Valiant haircut. Look at that. Anyway, we fall into the pit of despair. And yes, as I stated earlier, we fight a wall. And there we go. It opens up its eyes.  Do it on the middle thing. I do like how its eyes like irritate me. And literally this is how, this is the flaw of this game is that you just frickin as soon, well I didn't do it there. I did it the first time. But as soon as you're able to, like right, yeah see I'm switching back and forth because I want to get a sword shot in there. But really there's like a minimal amount of time. I mean there's barely, see look at that. Already done. Goodbye. Easy does it. See if I had left my Earth slide at level 0 it would take a lot longer, it would take a lot more magic. I'd use at least one very walnut. And I don't want to waste your time. So whatever, that's fine. Way to go. See I went. And we got a bow for the orb. And an orb for the bow. Triumphant music. Take that, Fanatos. This is not your theme, this is my theme. Why didn't you just do that in the first place? Wah-ha-ha. Very nicely placed commas there. Hey there's actually people walking around and stuff. The haze is still here. Hey it's Gemma. Are you going to hang out today? Aren't you supposed to know that? Isn't that why you left to go find that out? Some journalist you are. There he goes again leaving. Oh he's teleporting us out of here. That's nice of the game. I like when games do that. Like no you don't have to backtrack all the way back if you don't have to. Anyway, people are actually going to talk in Pandora now. And hey who knows maybe their armor shop is open now. Wow you're welcome. You're welcome there little lady. Let's start with this random house here. Is that good or bad? Yeah the other kids said that. Good all the way. How you doing Flanders? Well you did a nice job protecting your family when you were frozen into a zombie. Nice going buddy. Yeah these people can talk but they don't have a lot to say. So hey let's check out that. That's when I said I wish thank you. What'll it be? Okay so now we've got Cobra Priest which as you can see if you see the three heads in the middle there that means it's compatible for all three of us. Let's get three of them. See the problem here with this system I've probably already pointed it out but I'm going to do it again. You can't see what you already have equipped. I honestly have no idea if I don't already have spiky suits or what but at least games like the Lufia series were able to correct that. Let's get a shitload of couple wishes too. Those are always. You always want to get stock of those if you can. Candy too. Candy's really cheap not that much of a hassle to it. Yes you already have head gear. I didn't know that. Over bracelet we can do this. Isn't this riveting viewing. Anyway I was talking about the last episode. Wait can he equip this? No.  You know I was talking about the friends thing. It does remind me.  The one of his that I liked was called I Love You Man with Paul Rudd and I think Jason Siegel and that movie did it was pretty funny but I liked it because it did a nice job hitting on the head like how awkward and weird and just uncomfortable it is to try and make friends with other dudes as you get older. I didn't go to college. I didn't go to a four year school because I would not have been able to handle it at my age. I was a basket case back then but now I understand why people go. It's not for like the piece of paper you get at the end that says oh you're good at following instruction. Congratulations.  You're good at following instructions. Have this piece of paper that says you can do what you're told. No it's more than that. It's about like meeting people and hanging out and making friends and all that kind of nonsense but and I did I did go to tech school.  Oh wait we have to go get Fanna still. I forgot. Yeah that's right she's dialogue and Fanna are still missing is there anything else in this town I can do? Anyway that's the one Judd Apatow movie I like because it hit on that really well it's tough for dudes to make friends and I'm not a social person I'm really not. It's what me and my girlfriend make a really good match because she's very social. She doesn't like people either who knows but she's very like her mutant power is to be able to talk to anybody and come across as very very friendly very upbeat very positive person so and I'm very I have like resting bitch face like 24 hours a day like I was one of those kids in high school where it's like what's wrong and I'm like nothing's wrong I'm just sitting here I'm just thinking about sandwiches or something what's wrong? I always hated that so much but um and I just trapped this poor woman I can't talk to her she I guess some people in this game are like this some NPCs in this game are like that this guy you can talk to but some people have nothing to say what is the purpose of that lady I guess there's nothing in here I'm just wandering around killing time essentially ugh um anyway I guess uh yeah we're over 10 minutes let's call this an episode and I want to thank you for watching and have a great rest of your day


OPP, Other People's Pressure, which is deadly for our art. When you're trying to meet someone else's deadline, it's awful. I'm suffering under that mightily right now and I have a stomach flu and I'm just not done with everything. But the other people that I'm getting pressure from right now is the stack of bills I'm staring at. So I have to release a new class. So I'm excited to do that tomorrow. But boy, I just want to go take a nap. That's really all I want to do because I am suffering from


13 is keep an eye on changes in the calculations with the watch window. Okay, so the watch window kind of keeps an eye on certain calculations. Maybe there's a very critical calculation on one sheet, sheet 10. Then you really need to check. As you're changing things in sheet 2, you want to be able to see the changes or see what is happening to that cell in sheet 10. There's something called the watch window. Thanks for watching another training video from DeepRound Consulting. See you in the next video.


What's up everybody, Jason here for JaspysCaseBricks.com. We just filled up another R&B filler to help unlock Immaculate Picketing number six. This one is for the Angels, Cardinals, Orioles, Maths, Giants, and A's. And you're going to get a piece of all these teams for a fraction of the price, going round on number lock style, zero through nine. And we go by the left side of the serial number dash, the first number on the left side. And there's your examples there. Just remember, all redemption cards go to spot zero. And of course, any non-numbered cards are randomized to the group. So there's the dice roll. Here's the customer names. Chris down to Martin. Zero through nine. And this is for the Angels one. Good luck. Five out of four, nine times. Five out of four, nine times. One, two, three, four, five, six, seven, eight, nine. Ryan Barth to the top. Down to Rex. One, two, three, four, five, six, seven, eight, and eight down to two. All right, so we're about to have eight. Martin with four and five. Alan with seven. Brian Frank with three. Martin, any of our redemptions? Bill, Norton, any one-on-ones. Chris with nine. Martin with six. And Rex with two. So again, guys, one more R&B randomizer, and then we can start the Immaculate Baseball casebreak. Jasper's casebreaks.com.