So please give a warm welcome for Jeff Scott welcome Jeff And just so you know I play bass guitar in a band so maybe we can get going here in Austin Make a few dollars on the street where we're going So good morning everyone. I know I've already run into a bunch of people I know it's always fun to come to conferences and kind of get get back In touch with people that you haven't seen in a long time or heard from a long time So and for those of you I haven't met. I hope to Meet you later today I'm gonna start with why I'm here Because I'm not going to talk about models and I'm not going to talk about standards At least only tangentially I have been in the architecture space for over 20 years I spent the first 10 years in what you would think of as traditional enterprise architecture doing technology things and helping architecture teams start up and all those kind of things and I've spent the last 10 years in business architecture and There I Honestly don't do much architecture, which is maybe a bad thing. I don't know what I do is I help organizations design implement Manage grow business architecture practices. That's fundamentally what I do and Every year I speak to hundreds of business architects in one way or another And when I was an analyst at Forester, I went to Forester in 1997 2007 excuse me to build their business architecture practice and ran that for four years there I talked to thousands of people there were either business architects or wanted to be business architects So the point to all that is is I may have some radical ideas here But they're well-founded because they're rooted in a in a perspective that's driven by the marketplace And what's going on out there? So while you may not resonate with some of this I think it's good to hear and I and I hope you get something out of it. I Totally avoid talking about what business architecture is because we're all going to argue about it if we do that I But I would want to say just to kind of level set you here is this I Think there are a lot of definitions out there. I don't know what your definition is I think there are a lot of definitions out there that kind of talk about business architecture as a blueprint as a model of the Organization and I think I'll just be very clear. I think this is exactly the wrong way to think about it Because when we do that we narrow what business architecture is and we certainly narrow Who we are as business architects? So for me, it's a practice. It's a way to do things. It's an approach It's a craft whatever however you want to scale that but our but the idea to me behind business architecture is How do we get the ideas the goals the strategies the changes we want to make in our company? How do we get those done? Efficiently and effectively and how can we help the organization do that so just kind of a little level set and What I want to do is talk about start with the reality today, and I'll warn you It isn't pretty But before I go there Me crackling there, okay First is let's make sure I'm all tight here, and I think I am Architects are some of our best and brightest folks We do not take the guys that can't cut it as a business analyst or a project manager Say, okay, let's put them in let's put them in architecture. Get them out of the way so they can't do much harm Yeah, okay, and now we're really gonna have a problem because I'm not ambidextrous enough to hold a mic So the point is we're a bunch of smart people We also have the latitude to build business architecture in the image we want Unlike other organizations when you go to work for somebody The chances are really high They know how to do your job better than you do because they were doing it for years and years and years They got promoted to be manager you come in they know how to do what you're doing Business architecture not a chance your CIO For most of you clueless your business guys clueless Whoever's running business architecture programs at almost any company is working for somebody that does not know anything about business architecture They do not know how to do it. They haven't done it for 10 years. There's almost nobody that's done it for 10 years, by the way So we've got a lot of latitude a green field to make it like we want to make it in addition to that We've got plenty of time now. We don't have forever But we do have a lot of time because it's not a project people are saying we know you don't know what it is Go start it up. Go figure it out. We have some time Yes, we probably can't take years and years, but we certainly have plenty of time to put this together And in addition to that our companies need us they need business architecture desperately over half the world CIOs Believe their business model their fundamental business model will not sustain them for five years Think about the level of change. We're talking about here that our business Executives understand so we have all these things going for us all these things and yet Business architecture teams are struggling for success So when I looked at this set of facts and I started thinking about okay, why is this? It led me to some pretty sobering things But first let's look at what the what where we really are 60% of architecture programs fail. That's not my opinion. That's Forrester research Couple years old maybe a little bit better than that But two years ago it was 64% failure rate is what they're saying and when I was at Forrester And we were looking at failure rates of architecture teams It was always in the 40 to 60 percent range when we saw that so that to me feels about right So 60% failing that means they are going away. They're not just sitting there working 20 percent are struggling for success They're working hard. They're trying to get there Typically organizations in their first year or two or or in fact you might call it year zero while they're trying to even get started or struggling and Then you've got about 15% that I think are good journeyman architects. They're creating models are adding values Somebody's recognizing that value. They are making some difference in their company. They have a possible future and then five percent or Filling what I think of is the architecture promise what we all think that this should provide for our companies Now the five percent is actually being very gracious I put that as five because my peers just beat the hell out of me when I kept saying one It's probably closer to one or two percent that are really out there doing that so Look at that data and Tell me if that doesn't scare you Because they should because you know you can be sitting there saying well, I'm smart enough that you know, it's not gonna be me Well It's very likely going to be you if you if you do this because there's a lot of stuff stacked up So the question is what's going on here? How many of you recognize that figure?  That's what I like That is a figure from late 60s 70s comic book comic strip character and His name is Pogo He is a possum From the okie finokie swamps, and he's a philosopher. I know it sounds strange, but it's true and Out of his years in the comic strips, he had one indelible quote which is we have met the enemy and He is us and I think that quote fits for the business architecture profession today So what's going on one is What I look out there and talk to business architects particularly those guys who are struggling now I have a group of people I work with that are very successful, and we're gonna talk about how they're different But when I look at the masses of business architects out there today What I see are these kind of things first is we want it to happen our way We've got models in those models. They're correct by the way. They are factual. They are truth They are it this is the way to do it and if you want to change that model one one out it you're wrong We want it to happen our way We ignore culture and context Do you know what the number one challenge for business architecture success is? But defined by first research I mean what the number one challenge is culture and yet We don't pay any attention to that Even though we have crossed the Rubicon half of business architects now report outside of IT They are now reporting to business units strategy units operational units planning groups all kinds of stuff But they're reporting in fact a number of them are starting to report to this to this CFO Which I find fascinating because that's the guy that controls all the money But they're still overly technology centric We're still looking at the world largely through technology and that's because most of us came from technology We look at efficiency over effectiveness same same reason if you've been an IT all your life All you've heard from those business jerks across the hall there is quit spending so much money be cheaper be faster Be more efficient And so we think they really care about efficiency and they don't They want that money for themselves so they can squander it away Trying to be effective to make their strategies happen. So efficiency is not what drives them We won't control over what's going on instead of collaboration The way we're gonna succeed here is collaborate what most people want to do is control I want the CEO to tell these guys they've got to follow my model. They've got to they've got to do it my way And or I want to put in a governance mechanism to make this work. That's not gonna cut it focus on models rather than results Tons and tons of modeling going on here. You guys do a lot of modeling. We need good models. We need good standards But as architects, we've got to focus on results first models second And I think the bottom line is we'd rather be right than successful We know how it should be done if those business guys over there don't understand it shame on them Because we're right So I think this is the kind of stuff that I'm Seeing all the time here So I'm giving note to the guys in the back I'm not seeing the timer up here, which would be helpful because I didn't look at my watch And I'm gonna run over Here's where we are on the global landscape if you can if you can read this and I was talking to Lynn last night I always have these fact we talked for what three hours in the bar last night two drinks and Lynn and I man You just don't know what's gonna happen Here's what I see out there when I work with architects at the left-hand side of the curve What I see is a whole bunch of guys struggling and largely they're focused on it ish kinds of issues That's not a bad thing. That's just where most of us start But but that's where they are in the middle of the pack is where I see those journeymen architects that I talked about that are delivering value and They look different this is not a maturity curve here these are just attributes of different groups of people and how they look at the world and When you look at the guys over on the far right-hand side those very very few guys that are really really excellent at doing this They're even more different. And so what you see here are things like Over on the left. I talked about culture. We ignore a culture in the beginning Just not my problem not gonna go there by the time these guys have been successful What you find is they've figured out we have to align to the culture We can't fight it. We've got to figure out how to align with it And then when you look at the really successful guys, they're challenging the culture They're saying the culture is holding us back from doing what we need to do We're gonna challenge that and we're gonna help the organization change the culture or mitigate it get around it Or do something Same way about credibility when we start off. We have very little credibility As technology guys we have huge credibility with other technology guys But when we start looking at the business, we don't have much credibility because we haven't worked with them By the time I look at the guys in the middle who are being pretty successful. They've established individual credibility They don't know much about business architecture, but they know Susie really knows what she's doing get her over here to help us And then when you look over at the right, what's happened is they've transferred that credibility into the practice So it's now people are saying I need a business architect Here's an interesting thing Because we look at this curve when we say wow it must be really hard at the beginning because all these guys struggle 60% fail all that No, that's the easy part What happens is it gets harder and harder as we go And so that's why when you look back here at this curve What you see is this pool of people in the middle that are doing really good But they have an enormous challenge in front of them And most of the difference there is that What got you here Won't get you there Doing some good efficiency work will get you started, but you can't hang on to that very long Being really good at modeling and describing is really good stuff and you can get started that way But it's not going to take you to the end It's a very different set of skills. It's a very different set of activities that move us into that excellence view And by and large it has little to do with what architects think about today We'll talk about that A lot of it is overcoming politics and culture and the organizational context stuff And what I hear a lot is well, that's not my job My job is to lay out the models and to describe how the organization works and do all that those Those executive guys need to fix the culture Well True you probably cannot change the culture, but you better figure out how to succeed in it Because you can do that And that's a pretty big challenge raising executive collaboration I I don't do a ton of work, but I do a moderate amount of work with executives It's always amazing to me how they all get in a room and they all smile and nod and they're all Friendly and they walk out the door and they go do whatever in the hell they want to do And so part of what we've got to do is bring that group together And I think we have the tools and the techniques to do that by showing them How we can work together to succeed better, but that's that's a big challenge to get over there to the right Implementing top-down strategy execution. I'm going to talk about that much more in a minute because that is the key I think for our business architecture success broad senior level advocacy I talked to so many guys that are like, yeah, yeah, we're trying to get the ceo support trying to get the ceo support I'm telling you right now. You don't even want the ceo support It's almost A death nail for you to get that because he or she is not going to be around as long as you are And what happens to the guys who do get the senior level support like that is they get lazy They depend on them to push What you need is a broad level of support across a wide group of senior managers. That's how you exist for a long time I mentioned before shift this individual credibility to Or to a practice credibility So that what happens is the organization is now seen as essential to the company And it's not just a bunch of smart guys and that's a big challenge By the way, that's one of the biggest challenges. I see in business architecture groups because here's what happens Think about this. You guys all know this. You're all there I have a ton of personal credibility because I go and I work with you I solve your problems. You love what I do. It's all great. And when you have a problem, you say call Jeff But if I want business architecture as a practice as a profession to succeed I've got to give that up personally give that up and say No, no, I'm a business architect. You don't necessarily need me. You need one of us And that is a very very hard thing to do which incidentally fuels part of the problem out there Which is why business architects don't move around much a huge issue trying to hire experienced business architects and part of the reason is a you don't have anything to offer them There's not a big enough hierarchy here that I can go from. Oh this level to that level by changing jobs But the second thing is the successful guys know they're successful because they have business Relationships and if they go to a new company, they give it up They don't want to do that. So you have a very hard time sucking successful business architects out of companies because of that We need a very strong consulting engagement approach At the end of the day when you look at those guys on the right their consultants They happen to do business use business architecture as their major tool, but their consultants They quit they may call themselves business architects and they may not They're largely using architectural techniques methods tools models standards all that good stuff But they're consulting Uh competition another big challenge for business architects, particularly as they become more and more successful There are other organizations in the company that jump up and say whoa. Wait a minute. You're doing my job Project office strategy customer experience all these guys that we collaborate with or should collaborate with All of a sudden they pop up and say wait a minute. You're kind of challenging my role here And when I talk to people about stakeholder analysis and stuff, I try to get them to understand Yes, we have customers as business architects We have investors as business architects and we have competitors and we better figure out how to deal with those guys Hiring and developing the right staff. That's uh again very difficult to do But I think the bigger thing here is we have to think bigger We have to see our role beyond Good modeling good description good recommendation We've got to see ourselves as big change agents in the world And when I talk to one of the one of the biggest things that differentiates those struggling guys from the successful guys Is they have a leader who is thinking bigger about what business architecture can be And you might look at it and say holy crap that guy's out of his mind. He'll never do that. That's okay. He might or might not But at least he has a vision That this thing can be bigger than what it is today And I think if I had to Give one piece of advice to Business architects, it would be think bigger about who you can be because you can be a lot bigger than you think So What opportunities do we have and I think we have enormous opportunities? So I'm only going to talk about a couple here, but I think they're big ones Kind of back to the definition Well, there's a lot of words here. I'm sure you guys will get these slides so you can read this Because again my my definition of business architecture changes Oh, I don't know Not monthly but twice a year because I learned something. I mean that that's again I'm talking to all these different architects and I hear what they're saying I hear what they're doing. I'm like, oh wow. I never thought about business architecture in that light We were this But I think the bottom here is the important part Our ultimate goal Is not to model the organization our ultimate goal is not to make it efficient and effective though that helps all those things help What we need to do is unlock The organization's capacity To do more not more work more change How do we unlock the capacity in the company so that it can move forward And be successful And if we can do that We have done something nobody else can do one of the other things I tell business architects is this Efficiency work is good work. Don't get me wrong operational improvement is good work. God bless you. If that's what you want to do We need it Good stuff There's a lot of people in your organization that can do that work You have to be relatively smart. You have to be pretty analytical You have to be very methodical you you can get there and do that work There are not many people in your organization that can drive change. There are not many people in your organization That can enable strategy. So the big opportunity Is trying to figure out how we unlock organizational capacity Let these other guys worry about how to be operationally efficient. You can do more I do think strategy execution is the big opportunity for business architects There's a bunch, but I think this is the biggest one And this is why So an hbr study a few years ago 37% of executives said they are really good at strategy execution. So for those of you who haven't had your second cup of coffee yet 63% Think they're mediocre or worse Okay, now these are the guys who are in charge of strategy execution And they think they're companies or mediocre or worse um Robert Kaplan from the balance scorecard book Says 95% of employees in most organizations do not understand the organization strategy The survey from hbr said 53% Pick whatever number you want it ain't good People do not know what's going on and more card 70% of organizations don't link their strategic priorities with their budgets now Let me see here. How does that work? If I'm not spending money where it matters. How am I going to get there? And I think so when you look at this picture There is a huge opportunity So again when I look at those 15% or so of business architects who are succeeding 95% of them are working on that problem They may or may not have it solved most of them don't have it completely solved Every one of them is trying to fix this problem because they have figured out That's where the money is that's where success is Here's why and this is kind of my rendition of why we have that problem and most of us do An executive has a bright idea and if you haven't figured it out all executive ideas are bright ideas And what he does is he calls his staff around or his planning group or whoever he works with And they discuss this idea for a day or two or however How long they discuss it and they kind of walk out of the room with yeah, let's go So if there are five and i'm just making this up to have a nice little modeling example If there are five people around the table, here's what happens Every one of them interprets the conversation slightly differently Let's just say 5% And originally when I made this model I thought no 5% maybe that's too much Maybe it's two then I started talking to people they're like no man. It's more like 10 Or 20 The problem is it's not the same 5% It's not like somebody coughed in the room and we missed some important statement that the CEO made It's that well, I interpreted a little different you interpret a little different You interpret a little different And so we all walk out of there with a slightly different view which means We're about 75 coherent on what the goal is that's on day one And it only goes downhill from there guys because what happens is every one of those managers goes to their staff They translate what they heard their staff Reinterpits has the same problem Goes down Translates it to their staff. They reinterpret have the same problem and this continues on you all have experienced this Or most of you have in grammar school you played a game called whispers or telephone Where I whisper in his ear some statement It passes around the room and it comes that way over here and it's totally garbled and it's hilarious Except it's not funny when it's your corporate strategy and that's exactly the way it works. So What we don't have is a structured way to get from strategic intent to strategic execution When we look at the processes in our company like order to cash concept the product all that stuff We have very very well-defined articulated executed processes I guarantee you all of you guys got this stuff written down somewhere And in fact when we look at what I think of is kind of support processes like order office supplies Reviews those kind of things you still have pretty well defined processes strategy execution I'm willing to bet not 10% of you have anything written down When I talk to executives, here's what I show them Here's how you order post-it notes in your company And it kind of goes through you got to check the warehouse to say do we have post-it notes? Because maybe we don't we got to go buy some Oh, and oh by the way, you might be trying to buy a million dollars worth of post-it notes So we got to check and make sure your bud your budget's got enough money to pay for these post-it notes We got to debit your budget blah blah blah.  They're still frustrated. It doesn't matter So what happens here is all these guys go away and they come up with ideas and they bubble back up through the organization and then as one Leader of the strategic planning function for a fortune 100 company says the food fight ensues Because now all these projects are coming up. They're all fighting for money Nobody at the top really has any good perspective about which of these are the best projects to run And it's pretty much chaos until they kind of settle on something and even then they don't know where they got the right things So that's that's reality. So all we need is a more structured way to do this Uh, this is kind of my way of doing this That is you can think of this as a mainstream We clarify this is what business architects can do put a process in place to clarify strategy We don't create strategy very rarely do you see business architects do that but we certainly can clarify it illuminate it Document it communicate it identify the capabilities that we have Identify the gaps in those capabilities to execute those strategies again. I don't care whether we're operating efficiently somewhere else I want to know do we have what we need To build these strategies and make them successful Choose the investments based on that and if you follow this kind of model what you get is an investment portfolio that is tightly Aligned with your strategic Goals you don't get all the projects you need And a lot of business architects want to make sure we got every project done. I don't care The the value is the value is separating the noise from the signal and saying these are the projects we need to be doing If that's the goal Again all these guys that I think are being successful are working on this model. In fact, I went through a dozen of the of of uh Fortune 500 business architecture teams and I said how do you do this and they all said well, we do this this this this Their models didn't look exactly like that But i'm telling you you could align those models up In their 90 percent the same around this kind of thing and that's what they're all trying to do The other part of this is a little different and this is a very different message for you But it's about unlocking Employee capital here What I see when I go into companies is I see senior executives who are frustrated because they have great ideas Remember all their ideas are great. They have great ideas and they just can't make them happen They got too much resistance too much Stuff going on in their organization I see the people in the middle organization and that is where I work the most I know by the way I think middle managers are the people that make stuff happen Executives talk a lot middle managers make it happen And they're frustrated because they don't understand what they need to do So because I don't understand what I need to do I just keep getting better and better and better what I do I don't know what that matters I'm just getting better at it because that's the only thing I know to do and say a whole bunch of guys They just say Tell me what to do. I don't care and in fact Gallup who does all the a lot of political polling and all kinds of polling has developed this tool to look at Employee engagement and what they say Not me what they say is 20 percent of your employees are engaged That means they really care about your success. They're working towards your success. They're highly motivated They make things happen 50 percent of your employees are disengaged They just do what you tell them and they don't care You want you want the room painted green? I'll paint it green tomorrow. You want it blue? I'll paint it blue I don't care. I'm just going to do what you tell me to do And the really sad part is about 20 percent of your organization Is trying to screw you up How many of you read Dilbert? Wally that's Wally right there So in fact this lines up with my leadership model that I developed when I was leading organizational change things what I found just kind of you know Just walked into it and kind of watched what was going on and what I found was about 20 percent of the guys Would go with me if I would just point because they wanted an answer They would go wherever you wanted them to go So you could lead that 20 percent very easily by saying we're going to go there and that all step up That's loot and that go about 50 percent 60 percent of the organization for me Would go if you convinced them you had to educate them you had to show them you had to give them a reason But if you did they would go That last 20 percent down there They would rather go straight to hell and go with you You're too old To know what you're talking about you're too young to know what you're talking about You don't have enough hair to know what you're talking about whatever it is. They're not going And you can spend your life trying to get those guys to go there Uh, if if you haven't I'm going to recommend that you read the book drive by dan pink This is an excellent book that describes why people are motivated What causes them to engage he has three things purpose autonomy mastery And as business architects the work we do can increase those things in our organization if we do them right If we help clarify the vision and the goals of the company and we help clarify them I call it making strategy consumable We can get people To feel like they're part of the purpose of the company if we can get strategies developed correctly what we're doing is building guardrails Everybody talks about strategy being what to do Most of strategy is what not to do and if we can draw those guardrails what people know is I can operate in this space I can make independent decisions. I can be autonomous and I will be safe I will be doing good stuff because I understand I got to be in here And if we talk to people about what capabilities the organization needs in the future They know where to develop their skills and can develop the mastery that matters So the question is where do we go? Here's what I think we need One I think that we have all the operational models we need They're either great or at least pretty good We need to start thinking about how do we describe the people side of this thing? How do we describe the organizational elements here because we are ignoring them You know I talked about earlier that business architects could not agree On a definition. Let me tell you what business architects agree on I have asked and I've counted 2,000 architects this one question And to a person they agree 100% to a person which is harder developing business architecture models and frameworks or Getting the organization behind your models And accepting what you're doing adapting what you're doing use that not one person Not one person thinks that building the models is the hard part And how do we spend our time? Building models gotta put three more colors. That's gonna do it So I think what we need partly is first to stop and start thinking about modeling a little bit differently Or at least how do we do that what we need or we need models that describe the political environment that we're in So we understand How to navigate that that political environment to be successful We need models that identify the cultural elements That enable our success and the cultural elements that hinder our success How do we get our strategies done? What we need are Diagrams that illuminate Those informal and often hidden structures about how information flows in the company Where the where the the power Flows in the company because we think it starts from the top down. That's not the way it works Where pools of resources are that we can tap into we need those kind of models But more importantly than models what we need Is to look at our job differently. We need to look at ourselves. We need to look at our role We need To kind of rethink our role as business architects What our companies desperately need is what we have to offer They desperately need the view of the organization that we can create They definitely desperately need change agents and change leaders. We need to get off the sidelines we need We need to move from describing and modeling and recommending to jump in the arena And get in the fight to make change happen If we become change leaders business architecture is going to be wildly wildly successful Thank you Okay, thank you. Jeff if you Take a seat if you if you would please we'll Have a few questions I'm not sure where the right place for the camera is but maybe here Or maybe here. No, I'll go I'll go here and then we'll be We'll be good. I won't be hidden by one side Somebody's going around. There's a question here. I can see that somebody and and more so we need some questions gathered had some one to start off with why One of the first things you said was if we talk about what business architecture is we'll never agree and We can relate to that in the open group. That was certainly the our first attempt resulted in that in Kind of impasse over over what it was Why is it so hard? Do you think what why is it that they That the folks who think they're doing the same thing or related related disciplines just can't agree on a definition I I love this question by the way because i'm working. I finally have given up arguing about The definition why I don't want to do it. So i'm writing an article about what I think this is architecture is so But part of that is here's the reason I think that's true. One is we define it by At a fairly low level about what we do we look at the activities that we have and we define it there and so what happens is Business architects come from different perspectives I've got business analysts And that's actually the biggest pool of people who become business architects Business analysts come to that perspective around trying to understand requirements and goals enterprise architects come to it through technology and modeling Process guys come through it through a very process-centric view. So they start with a very different view Then they work in organizations that are very different So what I've got is I've got Big complex organizations. I've got smaller More focused organizations. I've got organizational culture I've got the I've got the what I think of as the management context the incentive systems have the things Organized and all that and what you find is the successful business architects Are building a way to work in their environment And what what and all of those environments are different their backgrounds are different the environments are different The other thing that drives it is that's really interesting is as architects progress from beginning to successful Their perspective changes So what you've got is a whole bunch of guys out there who are in fact Working at it slightly differently. So I think to get to that definition. We've got to get past Oh What's driving those activities to be different? And get to something more fundamental about what what is it? We're all trying to accomplish And I think that that's going to be my attack. We'll we'll see what happens. All right. We'll look for the article too. So Question from one of the members of the audience our business architects typically asked to Um clarify strategy execution processes. If not, how can this be addressed? I think what you find today is business architects aren't asked to do anything Most most business architecture teams are started by people like you who look around and say my god We need this and and try to figure out. How do we push that into the organization? And that's the big challenge Uh, so I think I think you don't see that very often interesting enough You do see that when your organization goes to external consultants So I when I worked for Xceler, we had a the model pretty much that I showed you We had a great model But the cap Gemini bane all these guys they have models for that and your executives are asking them for that help So I think they're that that does open the door in in terms of how do you get there? Again, it's going to vary by organization It's going to vary by the culture and everything you have there the key is Think big know what your goal is and start working so for example, one of the one of the ways that I see these guys getting started is They will do a capability assessment And match where the money is going to the value the capability produces for the company That's not hard to do you can do it without senior managers. You can do it by talking with the middle managers in your company I know of one company that did this They found out that less than 10 of their it projects were aligned with their strategic objectives and that well that That that particular thing that that was done by some consultants helping but their enterprise architecture team That resulted in it being totally reformulated A business architecture team being started that now works for the cfo of the company To help take that kind of thinking throughout the company. So you can do it. You can get there. It does take some effort Okay, thank you The big premise in your in your storyline is that things happen sequentially in a waterfall type way Waterfall ish it says can you elaborate elaborate on how business architecture will survive the moon to type of world or the the You know, I had myself a question about agility versus business architecture and all this I guess I won't agree with the premise there. I don't think it is waterfall In and I'm sorry if that was the impression I gave I think the again back when you look at what business architects are doing They're all being much more entrepreneurial. They're all they're all being much more dynamic Agile if you want to use that term there again, they're trying to figure out how How do I take this theory this concept? and fit it into this organization And so what you see and this is where I think there's some issues with with the rigidity that people define business architecture is What they're finding is I can't take that theory and you know, apply it directly If you remember the famous yogi bear quote in theory, there's no difference between theory and practice But in practice there is And and I think that's part of what you see the early on guys are trying to apply the theory directly The guys who have been successful has figured out. No, I have to adapt. I have to shift. I have to change I have to iterate and by the way, what you see is those teams don't Stay doing the same thing for very long as they progress as the organization changes all of a sudden somebody comes back and says Can you do this? So I had one of my business architecture clients call me the other day Now they've been doing traditional business architecture work blah blah Their chief strategy officer came to him and said can you develop a plan for me on how we can use our capabilities In totally different ways Then we use them today So in other words, how do we take our capabilities and create new businesses? Out there in the world now All of a sudden he's like holy cow. I've never done that. I don't know how to do that and that's not normally what I do So it's another span. So I do think it's I do think that to be successful. You have to be highly adaptable The term I typically use. Okay. Thank you. I think we're gonna leave it there in view of time. Jeff But um, will you be around for people? Uh, I will be I'll be around I'll be around at least through lunch maybe maybe longer if you have questions I certainly encourage you to stop me. I I like questions. I like challenges. So absolutely Give me shell. You love the debate. I love that debates good


Good morning, everyone. This is Cynthia Vana speaking from Omaha at the St. Memorial Public Library. We have, I think, 17 attendees here in person. I want to thank Dan for his wonderful presentation. I saw lots of people taking notes here. You brought up a lot of interesting points. Thank you for that, Dan. Our next presentation is presented by Crystal Dawson. She works at the Bellevue University Library. Thank you, Crystal. Her session is called, Stuck with Pins, How to Manage Content on Your Library's Pinterest Page. This is going to be a wonderful presentation. Enjoy. Crystal? Thank you, Cynthia. It's got to pop up there. All right. Okay, well, I hope it's a wonderful presentation. Anyway, I'm going to talk more about managing the content within Pinterest. I'm assuming a lot of you already use Pinterest or know how to pin items and like things and so forth. So I'm just going to kind of touch on, particularly, the Bellevue University Library due to manage our content and kind of what works for us and a few tips and so forth. So I'm going to get started. So I'm going to cover the history of our Bellevue University Library's Pinterest page, just a few pinning etiquette tips, the Pinterest board management, how to keep the boards fresh, new, and exciting, and also some Pinterest statistics, three pins, likes, and followers. You can see an image of our page there. I'll go more into our page later on. Okay, I don't want to do that. All right, so the history of our page recreated our Pinterest page back in May of last year, but we officially launched it and really started advertising it July 1st. Our marketing campaign, as you can see, we use ants because usually when you see one ant, there are hundreds following. So we wanted to get a lot of followers ourselves.  Our entire staff pretty much helped us with that. And we can see in one of the pictures with the food basket, we found images of food from Pinterest. Actually, we cut them out and put them in the picnic basket and had all the ants traveling to the basket. So just after one month of launching our Pinterest page, we had 75 followers and 381 pins. Those were things that we pinned to our page. And to help make this so successful was we actually have a Pinterest committee that's currently comprised of seven library staff members, all full-time and part-time staff. Back in July when we started, we had about 10 boards. And some of the boards we had were Ant Invasion, which were our marketing campaigns, so different images from that. Amazing Libraries, Book Art, Food for Thought is our recipe page. Health and Wellness, more than just books. And what that is is, you know, dress is made out of books or book perfume or whatever. Just odds and ends like that. We have a new arrivals board, staff picks. Study Skills in the Summer, that was the board we had. It was the display case in July that we had, and it was our tutor center who created that. And then Text Stuff that we love. But through time, we have created more boards and we're managing things that are now that we know how to do it through experience. We now have about 25 boards. Those are staff picks page, different books that we like, the staff members like in the library. So I'll start out with just a few tips, which most of you probably know. When we pin books that our library owns, we include the title of the book, the author, the call number, and then we link to the publisher site. So I've kind of pointed out each of those things in the pin if you can see those. That way it takes you back to the publisher page, and so we feel that there won't be any copyright violations that way. So that's something that we do right there. And also, you want to use legitimate links such as going to the publisher site. I will show you an example of a suspicious link of something we actually have out there that I want to show you. These simple descriptive captions, as you can see there, I have a hungry caterpillar cake that describes a little bit better than cute cake or better finger brownies. That makes it a little more clearer than yummy brownies or something like that. So you also want to use attractive board covers. And you want to rotate them frequently. That way other libraries, if they follow you, they can see that you are changing your covers and your pinning and editing. So that way they know you're active. And then something that we do that I like to see, and I don't know if it's because I work in the library, but arrange your boards in alphabetical order. It just helps to find the boards a little better if you are looking for a specific board. And so on to the board management. Like I said, we have a Pinterest committee at Bellevue University, and basically we get together either through email or in a group. And we discuss what boards do we want to create, such as upcoming events, holidays, special months. So I can elicit a few for March St. Patrick's Day, Eastern, March's Women's History Month, and then we have National Library Week coming up. So those are some things that we have thought about as a committee. And each one of us kind of takes one on. Like if one of us has an interest in Women's History Month, we have a part-timer who loves doing this, so she is great about adding pins every time she works. So she does a good job. And then we also will use the secret boards, and then we release them when the board is ready. You can create three secret boards at a time. So this works well if you want to really develop a board and then make it visible when you feel like you have a lot of pins to show. A few things just to avoid, and these are kind of some things that we had come across and we're fixing them. So board confusion. Sometimes you might have a couple of boards, and maybe your own committee doesn't even know where to pin things. That kind of happened to us when I was preparing for a presentation. Double pinning. Why create more work? You can pin to a couple of boards if you want, but it just makes it more time consuming. And then also dull content. You want interesting, exciting pins that people want to look at. So those are just a few things to avoid. And what we do want are simple, exciting, and engaging boards. So you can see a couple of our board covers there. I even had to arrange these in alphabetical order. So the amazing libraries, area attractions, book friends, and code for thoughts. So a few things that we do at our library is when we pin photos, we do link to our library's blog post if it's a blog item that we have written about, or we pin it to other items to give that extra exposure. So as an example, we have for National Wear or Bread Day, we wrote a blog post about this, and then most of the staff dressed in red, and we took a picture.  I'll go ahead and click on the pin. We'll see if this works. Should take us to the Bellevue University Library blog post, and it's best to link it to the actual post rather than just the general blog. So you can see our blog post and our picture again. All right, it worked. And then here's just another example. We had a new student orientation last week at Bellevue University. So there's just another example of linking to our blog. And there is our blog address right there too. As far as managing your boards, some boards we have that we post them for one month while other boards are ongoing. For example, we have a genealogy gems board, and since that's library-related, that's something we kind of want to have available all the time, rather than President's Day or National Book History Month. We just kind of wanted it posted for one month at a time. So what we've decided to do is the person who kind of took the reins to create the board, there the person who's also responsible for deleting it. This can be pretty difficult. We have created some really nice boards for Valentine's Day, and we had 200 pins, and I didn't want to be the bad guy by deleting it. So I had the person who created it deleted, and that way she could re-pin anything to her own personal board that maybe she wanted to keep. And then also one other thing that we do before you delete the board, we might re-pin any photos into... We have a special board called Peek Into Our Library for 2013, and so if there happen to be any events, we keep the picture, we put it on that board to kind of archive a year at the library. Or also another thing that we'll do is we'll re-pin any books that we may want to reuse again. We have a secret board called Reusable Resources, which you can see down there. And sometimes when you're pinning books, since we have them linking to the publisher, and you're putting in the title and author and the call number, it's a lot of information to put in and delete. So we'll sometimes hang on to some books that we own because we realize, you know, if we're like, President Stagg, we'll want to reuse them again in the future. So we created a Reusable Resources secret board where we'll put all of our books into. We'll try it. Thank you. And then on to the Pinterest statistics. Statistics are good. We, at our library, actually the statistics come to me. We have it set up so we get all the re-pins and the likes and the followers come into my email. And so I took a little screen capture of my email and what we get. And I go ahead and put it in a spreadsheet. So for example, this is our March Pinterest statistics. We can see we had 33 re-pins on March 1st. And that's six, six likes. And then as far as the number of pins, that's how many total pins we have on the board that we have added. And then the followers. So we're up to 326 followers. As of March 7th. So we're slowly growing. And then my chart on the right is our re-pins, likes, pins and followers. I had July and August shown. And then also January and February. So you can see the increase in the number of pins we put out there. And hopefully you'll see an increase in followers. Some of the things that we do are, you know, I kind of wonder as a library, who should you follow? Do you follow everyone who follows you? Or what we have decided to do is to follow all the libraries or publishers or even specific boards that people have related to libraries or books. Another good tip is to follow profiles that have a lot of activity. Again, that means our Pinterest page is very active. You might see some libraries who maybe are building their page and they maybe have three pins. And then you check back later and they still have three pins. So you think, well, maybe they're not very active and they're not adding much. But that's kind of who we follow, like libraries and publishers. So we'll go ahead and take a look at our page here. Oh, whoops, there we go. All right, this is the Bellevue University Pinterest page. There's just a couple things I was going to show you. I wanted to show you the suspicious link, just in case you ever do run across something like this. It's in our allergy-free e-sport. I think it's our cover photo. The brownie toffee. It says it's from delightglutenfree.us. That when you click on it, it'll say suspicious link. So this is one that I would probably just take down or try to find it on the actual site and re-pin it that way. But I wanted to leave that one up there just to show you an example. Let's see. I was also going to show how to add a link to a pin. So if you want to add a link to say your blog post or something else in the library, you can't do it when you first pin the picture. But if you go back and edit the picture, you can go ahead and paste the link in right here. We won't delete that pin. Also, I'm sure all of you have probably deleted boards, but I did leave a few up here to delete just to show you. We have re-pinned anything that we wanted to keep. So we are ready to delete the National Black History Month board. You just click Edit Board and Delete. And it does ask you a second time, so if you realize you don't want to delete it, you can cancel right here. But we'll go ahead and delete it. And now we have 24 boards. But there was one other board I was going to delete. So I'm not the President's Dayboard. Go ahead and delete this one. As far as followers and who you're following, I'll just show you we're following 113 libraries right now. And I just wanted to show you how to unfollow someone in case. I can't find the one I was going to show you, but you can see how many followers they have and how many libraries or people they're following. I'm trying to find one that maybe doesn't have a lot of activity. Oh, here. This is the one. They must have one pin, maybe, if that. They have no boards, so I thought, well, we'll just stop following them. So let me go back. There we go. Let's click on the Unfollow button. All right. So now we're no longer following them. We'll follow them when we create more boards and pins. Something that we've kind of run across through our experience with Pinterest is, like I mentioned, when we first started out with Pinterest, we created a board for the display case. But we created a board for each display case we had. So for July, we created a board. August, we created a board. But some of the display cases maybe didn't involve as many pictures. So we decided just to create one board called Display Case. And now we have 160 pins in there. And we just put the current march on top. One thing that I wish you could do that they currently don't have available is rearrange the pins. I would really like to rearrange some of our boards if that was possible. But it's not an option yet. But they do say that they're working on it. So we'll hope that they do that soon. But anyway, it just works better to have one display case board. We add the newest pictures to this board each month. And I want to show you our peek into the library board, our current events. Yeah, it just contains photos from various events at the library. And we also have some testimonials from students. Our interlibrary loan specialist had a workshop on interlibrary loan. And we used an orientation and some library staff was involved. So we have photos from that. And then a lot of these photos will link back to different blog posts or other resources to the library. Let's just get a lunch and learn on Tolkien. And then a faculty member presented. So there's some pictures from that. So that's our peek into it. And 2013 is over. We'll just call this board year in review of 2013. And we'll create any one for 2014. Right now we do have a year in review for 2012. But these pins out of order, so I can't arrange them. But we had a food drive at the end of the year. Some lunch and learns from the fall and so forth. So it's just kind of a good way to archive what we've done on Pinterest. And we're figuring this out now how to do this. And then something new that just came out this week is like a web analytics of Pinterest. You can verify your website and get analytics and statistics on what has been pinned and repinned. And if you have a pin going to a link, it will tell you how many people clicked on it. So that would be useful for us, especially because we link to so many things. But I have not switched over to the new, I haven't verified our account yet. So there was working out some kinks in that last week. So I didn't want to mess it up before the presentation today. So anyway, that's about it. I just wanted to show you the image I used on the front of my presentation. It's actually a push pin lamp. I thought that was interesting. So I included it there. But that's our Pinterest page address or a blog if you're interested in viewing our blog. Does anyone have any questions? I have a question. If anyone does have any questions, please type them into the questions section or raise your handle and you can use your microphone. I know you have a question from here actually. Okay. Okay. So this is Janet with the Library Commission. And I saw that you deleted the President's Board. Yes. I saw that you deleted the President's Board. So next year, you have to start over again when you have President's Day again. We're going to start over and look at new things, new recipes, new crafts, whatever. But in our secret boards here are reusable resources. A lot of the books that we own have to do with presidents. We already have so we can easily re-pin them here. So you will use some things from a previous year? Yes. Can you repeat that question, Crystal? So everyone can hear it? Oh, sorry. Yes. Janet and Lincoln was wondering about... No, I meant the one from some there. Oh, sorry. We will reuse some of the previous years. Pins is what the question was. So they're in our secret board right now. So we can hide them. But that's what we'll do. I have a question about the display boards. When you clicked on the display, your display board showed pictures of what did not look like it displayed to me. Okay. Cynthia had a question here with our display case board. She said there were some images that weren't displayed. They didn't look like a display. These are the book covers of the books that are in the display for March. So if I click on our display case for March, those are just close-up images of the books that we have in there right now. And we own all those books. So you're welcome. Okay. I also have a question. Okay. There's another question here. How do you rearrange the boards to put them in alphabetical order? Oh. The question was how do we rearrange the boards to put them in alphabetical order? At the top of your page, there's a rearrange boards button. This way, there's another set. And you can go ahead and you just drag it. However, if you were to get out of it right now, it would not save it. When you're done, you do have to click on the check mark at the top. We've done that a couple of times and we've gone back to our page and it wasn't arranged, but you do have to click the check mark. So make sure you do that. I am going to move this back before I go crazy, but we'll save our arrangement. I was looking at the library, some of the library pages to see how many were in alphabetical order. And there weren't really that many. I kind of thought everyone's boards would be in alphabetical order, but they weren't. Another question. Okay. How long has it been since you started your Pinterest board? In July. We started making it in May and then July. So you've done a lot in a short amount of time? Yeah. She wondered when we started our page. It was in July. But like I said, we have seven committee members. So we're able to make many boards and delete them and keep it new and fresh. Are we devoting to the Pinterest? The question was about how many hours a week do we devote to the Pinterest page? It's kind of as much as you make. However much you think you want to spend on it. There's some weeks where I may not have time at all to go into Pinterest that I know that I might have committee members who are going on and pinning because some of the goals for some of the staff are to pin so many items per month. As long as I know that the boards are out there when we want them to be, I'm not too concerned with how long people go on and pin. So we just make sure we all kind of do our parts. I am probably on maybe like one to two hours a week. I mean, we could be on a lot longer. It's addicting. Kind of how much time you want to put into it. Do we have another question? Yes. Who are most of your followers? Are they other libraries? Are they library patrons? The question here was who are primarily our followers? You can just simply click on your followers if you want to see. We have a lot of individuals who are followers as well as libraries and publishers. As you can see, 334 I believe it was. These are the people who are following us. So if we wanted to follow any of these people back, we could just click on the follow button.  Could you talk a little bit about the motivation for the University Library creating an interest board and what the goals are? Yeah. The question was are the University and our motivation on creating a board for the library and what some of our goals are? Well, we already have a Facebook page and the blog and Pinterest just kind of evolved over the last year, well two years or so. We just thought it was time for the library to have a Pinterest page as well. There's so much more you can do at contests and you can take pictures around the library of different odd angles to things. You can have people answer what that item is. You could do so much but we just kind of want to keep it simple. We want to keep it fun. That's kind of what we're using it for and then also linking to our resources such as the blog. As far as our goals, my goal is to pin 20 items per month. I can do that. That's pretty easy but we also want to add new boards every month. We don't have a certain amount or anything that we need to add. It's just what we want to make it. Like I said, we want to keep it fun. Sometimes when you add in statistics and needing to do this and that, it loses the fun. Right now, you can see our boards here. That's kind of our goal, just to make our presence be known really. Do you have signage in your library that promotes your Pinterest page? We do. What all we have? Signage in our library. She wondered if we had signage and how do we promote our Pinterest page? We have, at our circulation desk, we have cards that we hand out to the students and patrons. That lists the Facebook, our blog, and the Pinterest page addresses. We also have it on all of our email signatures, overview notices that go out. We have the addresses on the overview notices at the bottom. It's out there, I guess. You just have to look for us, I guess. It's also on the library webpage. On our library website, we have our blog, Facebook, and the Pinterest button on our site, too. Any other questions? Yes, Crystal, we do have some questions from some of the other locations. Okay. Dr. Johnson wants to know, can you briefly tell how to start a Pinterest page or search for your library to see if there is already one there? Okay. Some people that just have never done Pinterest before are wondering how you get started. Okay. To get started, you do have to create an account. When we started, we had to be, or when I started my personal page, I had to be invited, but they changed that. So now you just have to create an account on Pinterest. So if you go to Pinterest.com, create an account. And then if you want to do a search, or you can do a search without creating an account first if you want. I'll search for the North Platte Public Library, Terry. And we'll see if there's one out there. And pins, it'll automatically default to pins. So it looks like you do have a board because it looks like these things were pinned by North Platte Public Library. But if you go to pinners, that will show us. Yeah, North Platte, Nebraska. Yeah, that's how you do a search to see if there is a library that has a Pinterest page. And then just to start... No, go ahead. Yes? Go ahead. And then just start pinning to it. You just click on the Pinterest icon once you're logged into your account. And you can just start searching. You can search by categories if you want to go to education. There is not a library category, but you could type in libraries and see what pins come up. So this one, for example, you could just click on Repin. And it would be... You would choose a board that you wanted to be pinned on, or you could create a new board from here. And you could go ahead and start pinning to your board. It's that simple. Does that answer your question? Yeah. Actually, I miss Fred Terry's part of Terry's question. She's actually trying to get to your board, trying to figure out how to search and find Bellevue University Library. And I guess you're having trouble with just doing a search to find you guys. Oh, okay. Well, hopefully I'll find us. We'll see. Because Bellevue University also has a Pinterest page. And then if you go to Pinterest... Yeah, that's what was happening to us. It's not coming up. Interesting. Oh. Well, I'm wondering if it has to do with the new verify thing that they have going because... I cannot get our page verified. And I'm wondering if it was because Bellevue University verified their account. And so since our address is similar, I don't know if the webpage... I don't know if that has to do with it. So instead, people would just have to go to look at... They can just type in the URL for you guys, which is in your Pinterest. Yeah. Yes. The Bellevue University Library, I believe, is what you've got it as. Yes. Otherwise, I mean, you could go to our website and click on the Pinterest page from there. But I don't know why that happened. That didn't happen the other day. So I'm wondering if it has to do with that. Okay. We have a few other questions that did also come in. Okay. How do you do the book pins? Are you taking pictures of the books and doing that? Or actually finding the book covers on the web somewhere? Okay. Let me go back to the Bellevue University page or library page. Yep. The book page, the book pins that we have, such as on our new arrivals board, we actually go... We look up who the publisher is. We go to the publisher site and find that book or resource, and we pin it from their page. And then we include all of the information such as the title and call number. So we pin directly from the publisher's page. We don't take a picture of the book or anything like that. When you start Pinterest, you can go to settings and you can add a pin it button. Well, maybe not that. Something. I think it's on about help and the pin it button. And you can get that and solve on your computer. It makes it easier for pinning items. You can just click on this little button that says pin it, and it makes it a lot easier. Is there a way to link the picture stat to your catalog? You can. I didn't want to mess with going through our sursee catalog. The question was, can you link the book covers to your catalog? And you can. And I haven't looked to see if that's how other libraries do it. We just decided to go to the publisher because I know that was an issue when this first came out, when libraries started pinning book covers and so forth and the whole copyright issue. So that's why we just go to the publisher's site rather than the catalog site. I don't think it would matter, but you can, if you want to. I'm not as familiar with Pinterest. But I was just wondering if you could actually like this? Yes. As far as pinning the book cover to the catalog, you could go ahead and instead of going to the publisher, you could put the link in there. Now when you click on the image of the book cover or the video, it would go straight to the catalog rather than the publisher. But you would do it right there with the link. Okay. We have a question from one of our other locations. Gail, I'm going to unmute you so you or Connie can ask your question. You should be unmuted, Gail. Can you guys? Can you hear us? Yes, we can. Okay. Connie was actually asking how you set up, and we all wondered how you set up your secret board section. Actually, you just create a secret board. They give you three secret boards at a time. So you would just click on create a secret board. And you could go ahead and put the name in, select whatever category you want, if you want to select a category. Okay. So they've actually given you those boards already? Yes, they give them to you. They can only have three at a time.  So once it's out there and published, you can't make it secret again. That's another thing I wish you could do. I know that was my other question. Yeah, not yet. I'll keep bugging them. Well, thank you. You're welcome. And we do have another question related to partner boards too. Someone wants to know, when you put a board from secret to live, do the pins in that board pop to the top of your followers' streams since all personal streams are chronological? Is that how they then would appear to everyone suddenly? Oh, I believe so. If you look at your pins after, how do people know that you've actually pinned those new items to the secret, up from the secret board? How do they appear? What was the question? If the pins are secret, will people see them? No, when you move a board from secret to live, do the pins pop up to the top of your followers' streams since all personal streams are chronological? What were the pins after? You know, I don't, maybe not. I don't know. I haven't looked to see if there, I think it's just your most recent pins. So if you pin to your secret board maybe a month ago and you make that board live, I think it's still going to show your most recent pins that if you've pinned something that day, I think those will still be at the top. So to kind of give you attention, it might be a good idea to make your secret board live and to bring attention to it? Sure, sure. Yeah, I haven't really looked at that. What was that question? Okay, we have a question here. Do you want a committee of seven? Yes. Yes. The question was she asked about our committee. We have a committee of seven members and she asked if we have a group email or how do we get together to do that. Five of us are full-time, so we're usually there during the day so we can kind of converse and talk that way. There are two part-timers who work evenings and weekends, so we don't always see them. So a lot of times I'm kind of the leader of the committee right now. I'll just send out an email saying, you know, what boards do we want in April, May, and June? We need to start thinking about them. And I'll just send it. I created an Outlook group to just the Pinterest committee members that way, the whole library staff isn't getting all these emails.  Yeah, I'll just email them separately and ask them what they want to maybe create for boards. And then once we have a few ideas of what upcoming boards we want to do, I'll list them all out and say, okay, who wants to do this board, who wants to do that board? And it's all kind of a joint effort. One person is the one who pretty much creates it, but we all might come up with a title of what we want to call it. Or we all will pin to all the boards anyway. If we happen to run across something for St. Patrick's Day or something like that, we'll all pin to it. We all have access. We have a library account on Pinterest that we log into. Oh, that's what you're asking. Yep, we all log in as our special email address. So we all pin to this. So it works good. There's no way one person could really do this. It takes a lot of work. Any more questions? No one's coming to the other slides. I think Jana did you say you had a question? Jana here has a question. How do you decide what kind of boards or they all have to be library related? No. So do they all have to be associated with books you have in your catalog? We do. We have new arrivals and there is someone who will pin 10 new books to this every month. And we decided just to keep the last current three months. Otherwise they're really not that new anymore. So we have about 30 books on new arrivals at a time. And staff picks, those are all the books that we own in our collection. So, yeah, we do own those. We don't, we haven't really pinned to other books that we don't own, I guess. And as far as creating the boards, we've all just kind of thought of things that we should do, I guess, as a team. You know, such as amazing libraries, area attractions, these are things kind of in the metro area, certain events going on and, you know, book art, there's so much for book art and edible books. So we've all kind of, we don't have any rules really, we just, whatever we want to do, because we're the committee. So that's what we do here. Can you open up the book art? Because that flower looks gorgeous. Do you send us to how to make that? Yeah, you can start following us, Janet. Yeah, hopefully this link will work. Let's see here. Sometimes you, there we go. Just scroll down a little bit. It came from this blog, I guess, it may not show you how to make them. With a closer picture like you just did, you could kind of, I'm sure that it gives you an idea how to do it. Yeah. And you could, there's some book art books out there that you could probably use to kind of make it close. It looks like you just use a map and maybe cut out the pages. And that map provides colors to it. It does, yeah. Love that picture. Okay. Which is why it was our cover photo. It was interesting that week, so. Now, again with our area attractions board, I believe this event, Three Dog Bakery, it's an upcoming event in March 30th. So once that's over, we'll go ahead and remove that from our cover and we'll make something else our cover photo. Catherine just asked here, can you show how to make one of your pictures a cover photo? One of your pins to cover. Oh, sure. I was having a little bit of difficulty last week. There were some glitches, but hopefully it'll work. You would just hover over your board and click on edit board cover. And then you could decide what you want to create as your board cover here. Sometimes it doesn't always look that way. Okay, that one worked. Good. Sometimes you can go into your board. It might be easier to look at all your pictures. And then you could go from here and click on set board cover. See, it may not work. There was a little glitch there, but you could at least look at your pictures and decide what you want and then scroll through and find it. But I'll just make this our board cover, I guess. And you can move it around so it fits in the page there. Click on set cover. There you go. That's changed. Okay, anything else? Any more questions? It doesn't look like we have anything that came in from the other locations. Just one person would like to say if you could show that last slide of your PowerPoint again with the URLs on it, they wanted to see that again. Oh, sure. Yeah, and then I think we're good because that's the end of your 50 minutes here. So, Cynthia, if you want to take over. Thank you. Crystal, thank you. That was a wonderful presentation. It's given me some ideas to take back to Omaha Public Library.


Okay, welcome back everybody. We are going to talk about our first type of organic molecule. I said there are zillions of different organic molecules in the world. You can put them into categories and we are going to talk about the first category or the first type of organic molecule. This type of organic molecule is called an alkane molecule. There are many different alkane molecules. They are the simplest organic molecules. They have only carbons and hydrogens, nothing else. They have all single bonds between the carbons and hydrogens, so CH4, this one that I showed you on a previous video, that is an alkane molecule. This one here, C2H4, that's not an alkane molecule because it has a double bond between the carbons. Alkane molecules are often used as fuels, some of them you've heard of, maybe. The names of alkane molecules end in the letters A and E. You may have heard of propane, that is an alkane molecule, you may have heard of octane in your gasoline, that is also an alkane molecule. The ten simplest alkane molecules, their names are listed here. The simplest one is called methane, second simplest one is called ethane, and on and on and on. If you notice, the parts that are highlighted in red are related to the words or the things that I wanted you to write down at the very beginning of the first video in this collection of slides. So it's probably a good time to break out that thing that you wrote down at the beginning of the first video. Here is the structure of methane. Methane we've already seen, we just called it CH4 in the previous video. Methane has one carbon, and that is why on that sheet that I wanted you to write on is the word meth, and it has the number one, because methane is the alkane molecule with one carbon. If you look, all single bonds here, and if you look none of the rules are being broken that we talked about in the previous video. Ethane is the next simplest molecule, the next simplest alkane molecule. This is its formula, and ethane has two carbon atoms, there they are. Everything else is a hydrogen. If you look, I'm not breaking any of the rules, and if you look they are all single bonded to each other. And it continues on like that. Propane is the next simplest alkane molecule, three carbon atoms, butane four carbon atoms, pentane five, hexane six. After that I got a little bit lazy and I didn't want to draw the other ones, but heptane has seven carbon atoms, octane eight, nonane nine, and decane ten. You should either memorize those or have them written on a sheet of paper because we are going to need those words for the rest of the videos. There's a problem though, there's always got to be a problem, otherwise I wouldn't have a job. The problem is this, suppose that you went up to me and you told me I am working with an organic molecule, and the formula is C4H10, and I said, ah, C4H10, you're working with butane, here's butane, that's what you're working with, and you look at me and you say no dumbass, I am not working with butane. The molecule that I am working with looks like this, and I say you see there's one, two, three, four carbons, so it's C4, and take my word for it, or you can count one, two, three, four, five, six, seven, eight, nine, ten hydrogens, C4H10. But this thing is not butane, because if you look at butane, four carbons are all in a row. If you look at whatever this C4H10 is, the four carbons are not in a row. There's three in a row, but then this carbon here kind of shoots off from the middle one. This is, in chemistry this is called a branch. In my speak I'm going to call it a side street, you'll see that later on. You can think of this as basically like a main road, and this is like a side road. In chemistry the formal way of calling that is a branch. But this is the problem, C4H10 is not good enough, this simple formula is not good enough to tell you whether you are working with butane or whether you're working with this molecule over here, because neither molecule breaks the rules. Every carbon in this ugly thing over here has four covalent bonds, every hydrogen in this molecule over here only has one covalent bond, so I'm not breaking any of the rules that I talked about previously, I'm not breaking any of the rules over here. So if someone came up to me and said I'm working with C4H10, I don't know which molecule they're working with. Are they working with butane, or are they working with this molecule over here? Because they're not the same because the atoms are attached in different ways. The problem that I'm trying to set up for you, the problem that I'm trying to introduce to you is that eventually the organic molecules get big enough that writing a simple formula is not good enough to tell you how the atoms are attached to each other. Once the molecules get big enough, formula isn't good enough to tell you the structure of your molecule. There's another word that I want to introduce to you here, and that is the word isomer. Isomers are two molecules with the same simple formula, but the atoms are attached in different ways. This molecule over here, which I drew a few minutes ago, it has the formula C4H10. Butane also has the formula C4H10, but the atoms are attached in different ways between the two of them, so we would say that butane and whatever this molecule is, they are isomers of each other, and that is going to come up throughout the rest of the course. This molecule has a name, we have not covered what its name is, but we will eventually, or eventually you will learn how to give it its proper name, but right now suffice it to say that butane and whatever this molecule is, they are isomers of each other, and the simple formula is not good enough to tell you which isomer you are talking about. Here, I'm just trying to emphasize it again, this is the same molecule that I drew on the previous slide, but I flipped it around so that the branch is pointing to the north. Pentane is an even bigger molecule, that's the alkane with five carbons in a row. Pentane has three isomers, there are three molecules that have this formula that are not the same as each other. So the bigger your organic molecule gets, usually the more isomers you can have. Pentane is an alkane with six carbons in a row, has this formula C6H14, C6H14 there are five molecules that have the same formula but different attachments, so it just gets worse from there. The bigger, in general the bigger your organic molecule, the more isomers you can have that have the same formula. So the punchline here is that the simple formulas that you and I are accustomed to, they aren't good enough descriptions to tell you what type of organic molecule you have all of the time.  So I will see you in the next video.


This study examined the association between sugar intake and dietary patterns among Finnish adults. It found that young age was associated with higher added sugar intake and lower naturally occurring sugar intake, which was accompanied by lower fiber intake and higher wheat consumption. In contrast, older individuals had the opposite pattern, with higher naturally occurring sugar intake and lower added sugar intake, which was accompanied by higher fruit and vegetable consumption, and lower butter consumption. These findings suggest that different patterns of sugar intake may exist depending on age, with younger individuals having higher added sugar intake and lower naturally occurring sugar intake, while older individuals have the opposite pattern. This article was authored by Nina E. Kartanen, Nina E. Simula, Nora Kanerva, and others.


Stevenson falls 11 in Valley 45-38 and the game is shortened by weather. Glenn Clark with head coach Ed Hoddle, coach I guess let's start there before we get to the game itself. I know there are rules that's the way that it works but I can only imagine the disappointment of not being able to finish this off. For sure you know we six minutes to go you know anything can happen in a one score game. I think I'm most disappointed for the kids. I understand that there's a two-hour rule in our conference but I also think that it isn't one one size fits all as far as rules go. That's kind of a blanket rule for all the sports.  I don't doubt that. Coach that thing said the game that was played I imagine the word that's gonna be brought up a lot this week is probably discipline between the penalties and the turnovers. A game that statistically you know you did a lot of really good things but just feels like those are the things that were the kind of turn this. For sure you know I don't know how a team gets penalized 17 times for 173 yards. To me again you know it is what it is right you got to take your medicine a little bit on that. You know in the turnovers and missed assignments and I think when we look at the film tomorrow morning you know that's what we're gonna see and that's what I told the guys you know you can't put yourself in a position to lose you know in a shortened type scenario and I think we did a really good job of pinning ourselves behind the eight ball a little bit today and you know really beyond the first quarter you know lost our composure at times we're on discipline at times and you know not just on discipline of our behavior but you know on discipline you know in our scheme and how we were playing and you know that certainly falls on me and we'll have some long conversations with that Monday. Okay there was as I mentioned you move the ball really well for long stretches of this game and you know the first half it was methodical the way that you move in the ball. Can you separate from some of those things and say we know we have this foundation that we can take this with us the rest of conference play and have a good chance of winning this league. For sure you know I think like you said you know we've done some really really good things today and last week and you know there's lots and lots of positives to pull away from this and you know we've got to put one foot forward and move past this you know I was told a long time ago you can't let somebody beat you twice so you know we've got to learn from it and move on and get ready for after you. Coach best of luck next week on the road we'll see you back here in a couple weeks. Appreciate it. Thank you. That's Ed Hoddle I'm Glenn Clark go Mustang Sports.TV


Welcome to Toffey TV it is the starting 11 show Everton versus Tottenham Hotspair, goodness and park. Two o'clock let's get into it in goal. Jordan Pickford made a couple of great saves last week at Walls nothing really could do about the goals he got and for a period kept it respectable. Lots of talk about his in-gun place at the moment with the Ramsdale making one save so well well done well done Ramsdale for making one save but hopefully Jordan Pickford once again in this game shows everybody that he's England's best goalkeeper and continues with that fine form that he showed in 2021. At right back Seamus Coleman I don't think he particularly covered himself in glory at Walls I thought he was a bit better than the game against Wafford but yeah seems to be a little bit of friction at the moment between him and some supporters over his reactions to to fan reactions simply after after a couple of really bad defeats. He has been called up for the Ireland squad so this might be the last game we've seen for a while knowing his his look playing for Ireland and injuries so yeah so he's going to start at right back let's hope he has a good game on the other side. Luca Deane will be back he's back fit and again the other night you know it just didn't work when we put Ben Godfrey there just down to Ben Godfrey just not being in any particular kind of form. Confidence is really really suffering so hopefully Luca Deane after a week out can come back and as I said he's not played well at all this season and hasn't really for a while so I'm just hoping the real Luca Deane comes back at some point because we we could really really do with him. Center back Michael Keane and Ben Godfrey there's no yet he mean it wouldn't touch me some polgate with the with the barge pole at center back. Keane again I think has been the better of the two Godfrey's been god awful but when you look at what we've got that's the problem you know Mason all day came in and I just thought he was awful but again maybe I'm being harsh he was back for one game so maybe I'm being harsh there but I did think he was poor. Ben Godfrey has got the power he's got the pace I don't think as I said I've said lots of times only he's a particularly natural defender it's something he's going to have to lean as he goes along but he has got that power and pace and I think that's why you know he's been that's why he's looked upon as a as a long-term center back well after waiting to see but until yet he mean his back until we've got an organizer at the back it is what it is and these plays you're just going to have to get through it of course zone of marking has been just an it's just been a a mess but I you know whether you like that system or not that's up to plays to be aggressive and go on a try and attack the ball and I just don't see that from any of them they need to all look at themselves really and and decide you know whether they're going to start putting a shift in for the team so but that's that is what it is at the moment. Intercenter midfield Allen again don't think he was particularly good against wall sitting in that first half but you know I don't think he particularly helped um Sean Fleeb, Gabbaman out even though Gabbaman because Gabbaman was going missing but then Allen was going playing a game like he had the Corey next time and he wasn't so he did settle down in the second half and I hope it's similar in this game. I'm bringing Tom Davis back because I just think I was very surprised he was left out for the walls game to be honest um so I'm going to bring him back and and in there with them is Delphi was really good in the second half and again that three is not going to do anything attacking wise but what it's going to do is hopefully is it's going to stop space attacks it's going to win the ball and then give it to the plays in front of them and I think certainly for the first hour it's about being solid it's about getting confident it's about not letting teams run through you know on Wednesday night that's what we did and you know I felt sorry for Gabbaman the other night um because he was his first game back playing in a two I just thought it was really poor from Rafa Benitez to do that. Delph came on second half and got all of it um and I think he could do something similar listen I just we need something something at the weekend we need something to stop the rot and that started being solid that started knocking seeding goals and I think three in the midfield you know they've got to do the jobs and listen there's a lack of height in there that's I know that is a worry certainly not it's not going to help us on set pieces but there's other plays you've got the height so that's the thing I'm going to go for um I'm going to see what happens on the right hand side on just town's end um again don't think he played particularly well the other night but uh he's in there on the other side Greg you probably had his worst ever game on Wednesday night as well um but again he can hate he can hate the opposition and you know Anthony Gordon for me would be the first sub he's someone who'd be the first one to come on and that's how we change it and I don't think he's quite I don't think he's quite ready for a start if you're going to play three attackers I don't think he's quite there yet maybe we were playing four and we asked you know any played maybe century or gray played century but I think gray's better on the left hand side maybe then he'd be ready but for this game I just think we need to be more solid so Gordon would be the the um the first sub for me um because I just think we have to be solid in this game and up front with Charleston he was you know he was not really involved the other night still coming back from fitness but you know minutes under the belt minutes in training hopefully be back he's not going away with Brazil so that's important and hopefully has a good game and scores against space so um that's my team let me know what you think the fireworks are going off outside it's all mad um let me know your thoughts in the in the comments who would you have who would you bring in who would you leave out don't forget to give this video a like make sure to check out our match preview our opposition match preview which is over on patreon uh yeah check patreon out as well links in the description give this video a like and if you haven't subscribed to toffee tv please do see you later