Anti-Kremlin Coalition already made up of 54 countries. Olexiy Reznikov, Ukrainian Defence Minister, has said that the Anti-Kremlin Coalition already consists of 54 countries. Reznikov told it in an interview with TV channel Freedom. In fact, the Anti-Kremlin Coalition already consists of 54 countries. There were so many delegations during the meeting, first the Ramstein meeting and since it took place in Brussels in addition to the meeting within Ramstein, there was also a meeting of the Defence Ministers of NATO countries. It was also a big meeting. Ukraine was invited as a guest of honour and we continued our work. If someone thinks that there is a syndrome of fatigue regarding Ukraine, regarding the war, it is not. Our partners are very, very, I emphasise, very determined. They are determined for our victory. This is a completely different mood than a year ago when we were given three days for the capital to fall and three weeks at most for the whole country to fall and that there would probably be some isolated fighting somewhere. Today, everyone believes in the victory of Ukraine. Everyone wants this victory. Now, everyone understands, they see very clearly that it is very realistic to restrain and defeat this Russian so-called second army of the world. And we proved it to the whole world and that is why the whole world is inspired by the heroism of our defenders, civilians and all Ukrainians. And they want to be co-authors of our and your victory. Resnikov gave assurances that no political issues, including negotiations with Russia, are discussed during Ramstein meetings. We discuss aid to Ukraine with weapons, getting the military industrial sector up and running so that they produce shells, weapons, replenish their warehouses to improve our capabilities. And everyone understands that we need to go on a counteroffensive. Everyone understands that we need to stop the Russians, that it is necessary to liberate the temporarily occupied territories, said the minister. He added that Russia's goal is the destruction of Ukraine, the restoration of the Soviet Russian Empire, the absorption of Ukraine, Belarus, Lithuania, Latvia, Estonia, Poland and the restoration of the Berlin Wall. As Resnikov thinks, this goal is unattainable for Russians. We will not let them do it. And the civilized world will support us in this.


I'm working with a team in Ethiopia, in Addis Ababa, for a tablet-based AI teacher. So many children in Africa don't go to school now, and if they do go to school, the teachers often are not that well-educated. If you can supply these children with an AI, which is a sort of interactive, intelligent tutor, to step them through mathematics, reading, English, biology, health, I mean, this can help a whole generation of children in the developing world to fully engage with all the amazing technology development we take for granted in tech hubs like Hong Kong or Austin or Silicon Valley. So I think AI has the most transformative potential in the long term of any technology out there, because ultimately it will invent things faster than even the smartest humans can invent things. AI has amazing potential to enrich and improve everyone's lives from, you know, young techno geeks to African children with no electricity in their home to old people throughout the world. And this, I think, is what's going to help the transition from a human-dominated realm to a realm where AI is a major factor to go more smoothly, because it's not going to be terminated robots like marching down the street. The AI is going to be your kid's tutor. The AI is going to be taking care of grandma at home while you go to work. And the AI is going to be designing the gene therapies that make you live longer. And through these beneficial applications, we're going to see a transition to a singularity where humans and machines are evolving together.


From around the globe, it's theCUBE with digital coverage of BizOps Manifesto Unveiled brought to you by BizOps Coalition. Hey, welcome back everybody. Jeff Frick here with theCUBE. Come to you from our Palo Alto studios today for a big, big reveal. We're excited to be here. It's the BizOps Manifesto Unveiling. As things been in the works for a while and we're excited to have our next guest. One of the, really the powers behind this whole effort and he's joining us from Boston. It's Serge Lucio, the Vice President and General Manager, Enterprise Software Division at Broadcom. Serge, great to see you. Good to see you, Jeff. Glad to be here. Absolutely. So you've been in this business for a very long time. You've seen a lot of changes in technology. What is the BizOps Manifesto? What is this coalition all about? Why do we need this today in 2020? Yeah, so I've been in this business for close to 25 years, right? About 20 years ago, the Agile Manifesto was created and the goal of the Agile Manifesto was really to address the uncertainty around software development and the inability to predict the effort to build software. And if you roll back kind of 20 years later and if you look at the current state of the industry, the Project Management Institute estimates that we're wasting about a million dollars every 20 seconds in digital transformation initiatives that do not deliver on business results. In fact, we recently surveyed the number of executives in partnership with Harvard Business Review and 77% of those executives think that one of the key challenges that they have is really at the collaboration between business and IT. And that's been kind of a case for almost 20 years now. So the key challenge we're faced with is really that we need a new approach and many of the players in the industry, including ourselves, have been using different terms, right? Some are talking about value stream management. Some are talking about software delivery management. If you look at the site reliability engineering movement, in many ways it embodies a lot of these kind of concepts and principles. So we believe that it became really imperative for us to crystallize around kind of one concept. And so in many ways, the BizOps concept and the BizOps manifesto are out breaking together a number of ideas which have been emerging in the last five years or so. And defining the key values and principles to finally help these organizations truly transform and become digital businesses. And so the hope is that by joining our forces and defining kind of the key principles and values, we can help kind of the industry, not just by providing them with support, but also tools and consulting that is required for them to truly achieve the kind of transformation that everybody's seeking. Right, right. So COVID now we're six months into it, approximately seven months into it. A lot of pain, a lot of bad stuff still happening. We've got a ways to go. But one of the things that on the positive side, right, and you've seen all the memes in social media is the driver of digital transformation and a driver of change. Cause we had this light switch moment in the middle of March and there was no more planning. There was no more conversation. You've suddenly got remote workforces. Everybody's working from home and you got to go, right? So your reliance on these tools increases dramatically. But I'm curious, you know, kind of short of the beginnings of this effort and short of kind of COVID, which, you know, came along unexpectedly. I mean, what were those inhibitors? Cause we've been making software for a very long time, right? The software development community has adopted kind of rapid change and iterative delivery and sprints. What was holding back the connection with the business side to make sure that those investments were properly aligned with outcomes? Well, so you have to understand that IT is kind of its own silos and traditionally IT has been treated as a cost center within larger organizations and not as a value center. And so as a result, kind of the traditional dynamic between IT and the business is basically one of kind of supplier to kind of a business. And, you know, if you go back to, I think Elon Musk a few years ago, basically at these concepts of the machines to build the machines. And you went as far as saying that the machines or the production line is actually the product. So meaning that the core of the innovation is really about building kind of the engine to deliver on the value. And so in many ways, you know, we have missed on this shift from kind of IT becoming this kind of value center within the enterprises. And it's all about culture. Now, culture is a sum total of behaviors. And the reality is that if you look at IT, especially in the last decade with agile, with DevOps, with hybrid infrastructures, it's way more volatile today than it was 10 years ago. And so when you start to look at the velocity of the data, the volume of data, the variety of data to analyze kind of this system, it's very challenging for IT to actually even understand and optimize its own processes, let alone to actually include business as kind of an integral part of kind of a delivery chain. And so it's both kind of a combination of culture, which is required, as well as tools, right, to be able to start to bring together all these data together. And then given the volume, variety, velocity of the data, we have to apply some core technologies which have only really truly emerging in the last five to 10 years around machine learning and analytics. And so it's really kind of a combination of those freaks which are coming together today, drilling out organizations to get to the next level. Right, right. So let's talk about the manifesto. Let's talk about the coalition, the BizOps coalition. I just like that you put down these really simple, kind of straightforward core values.  Business outcomes over individual projects and outputs, trust and collaboration over side load teams and organizations, data-driven decisions, what you just talked about over opinions and judgment and learned, respond and pivot. I mean, surgery sounds like pretty basic stuff, right? I mean, isn't everyone working to these values already? And I think you touched on it on culture, right? Trust and collaboration, data-driven decisions. I mean, these are fundamental ways that people must run their business today or the person that's across the street that's doing it is going to knock them right off their block. Yeah, so that's very true. But so I'll mention another survey we did, I think about six months ago, it was in partnership with an industry analyst. And we surveyed, again, a number of IT executives to understand how many were tracking business outcomes, how many of these software executives, IT executives were tracking business outcomes. And they were less than 15% of these executives were actually tracking the outcomes of a software delivery. And you see that every day, right? So in my own teams, for instance, we've been adopting a lot of these core principles in the last year or so. And we've uncovered that 16% of our resources were basically aligned around initiatives which are not strategic for us. I take another example, for instance, one of our customers in the airline industry uncovered, for instance, that a number of, that they had software issues that led to people searching for flights and not returning any kind of availability. And yet, the IT teams, whether it's operations, software development, were completely oblivious to that because they were completely blindsided to it. And so the connectivity between kind of the inwards metrics that IT is using, whether it's database lifetime, cycle time, or whatever metric we use in IT are typically completely divorced from the business metrics. And so at its core, it's really about starting to align the business metrics with the software delivery chain, right? This system, which is really a core differentiator for these organizations. It's about connecting those two things and starting to infuse some of the agile culture and principles that emerge from the software side into a business side. Of course, the lean movement and other movements have started to change some of these dynamic on the business side. And so I think this is the moment where we are starting to see kind of the imperative to transform now, you know, COVID obviously has been a key driver for that. The technology is right to start to be able to weave data together and really kind of a, also the cultural shifts through agile, through DevOps, through the SRE movement, through lean business transformation. All of these things are coming together and that are really creating kind of the conditions for the BizOps manifesto to exist. So Clayton Christensen, great Harvard professor, innovators dilemma might still my all-time favorite business books, you know, talks about how difficult it is for incumbents to react to disruptive change, right? Because they're always working on incremental change because that's what their customers are asking for. And there's a good ROI. When you talk about, you know, companies not measuring the right thing, I mean, clearly IT has some portion of their budget that has to go to keeping the lights on, right? That that's always the case, but hopefully that's an ever decreasing percentage of their total activity. So, you know, what should people be measuring? I mean, what are kind of the new metrics in BizOps that drive people to be looking at the right things, measuring the right things and subsequently making the right decisions, the investment decisions on whether they should do, you know, move project A along or project B? So there are really two things, right? So I think what you were talking about is portfolio management, investment management, right? And which is a key challenge, right? In my own experience, right? Driving strategy or a large scale kind of software organization for years, it's very difficult to even get kind of a base data as to who is doing what, I mean, some of our largest customers we're engaged with right now are simply trying to get a very simple answer, which is, how many people do I have in that specific initiative at any point in time? And just tracking that information is extremely difficult. So, and again, back to a project management institute, they have estimated that on average IT organizations have anywhere between 10 to 20% of their resources focused on initiatives which are not strategically aligned. So that's one dimension on portfolio management. I think the key aspect though that we are really keen on is really around kind of the alignment of a business metrics to the IT metrics. So I'll use kind of two simple examples, right? And my background is around quality. And I've always believed that fitness for purpose is really kind of a key kind of philosophy, if you will. And so if you start to think about quality as fitness for purpose, you start to look at it from a customer point of view, right? And fitness for purpose or coordinating application or mobile application are different, right? So the definition of a business value that you're trying to achieve is different. And so the, and yet, if you look at how IT operations are operating, they are using kind of a same type of kind of inward metrics like a database uptime or cycle time or what is my point velocity, right? And so the challenge really is this inward facing metrics that the IT is using, which are divorced from ultimately the outcome. And so if I'm trying to build a core banking application, my core metric is likely going to be uptime, right? If I'm trying to build a mobile application or maybe a social mobile app, it's probably going to be engagement. And so what you want is for everybody across IT to look at this metric and what are the metrics within the software delivery chain which ultimately contribute to that business metric. And in some cases, cycle time may be completely relevant, right? Again, my core banking app, maybe I don't care about cycle time. And so it's really about aligning those metrics and be able to start to differentiate. The key challenge you mentioned around the disruption that we see is, or the investors dilemma now, is really around the fact that many IT organizations are essentially applying the same approaches for innovation, right? For basically scrap work, then they would apply to kind of over more traditional projects. And so, there's been a lot of talk about to speed IT and yes, it exists, but in reality, are really organizations truly differentiating how they operate their projects and products based on the outcomes that they're trying to achieve. And this is really where BizOps is trying to affect. I love that. Again, it doesn't seem like brain surgery, but focus on the outcomes, right? And it's horses for courses. As you said, this project, what you're measuring and how you define success isn't necessarily the same as on this other project. So let's talk about some of the principles. We talked about the values, but I think it's interesting that the BizOps coalition just basically took the time to write these things down and they don't seem all that super insightful, but I guess you just got to get them down and have them on paper and have them in front of your face. But I want to talk about one of the key ones, which you just talked about, which is changing requirements, right? And working in a dynamic situation, which is really what's driven this software to change in software development, because if you're in a game app and your competitor comes out with a new blue sword, you got to come out with a new blue sword. So whether you had that on your Kanban wall, we're not. So it's really this embracing of the speed of change and making that the rule, not the exception. I think that's a phenomenal one. And the other one you talked about is data, right? And that today's organizations generate more data than humans can process. So informed decisions must be generated by machine learning and AI. And the big data thing with Hadoop started years ago, but we are seeing more and more that people are finally figuring it out that it's not just big data and it's not even generic machine learning or artificial intelligence, but it's applying those particular data sets and that particular types of algorithms to a specific problem to your point to try to actually reach an objective, whether that's increasing your average ticket or increasing your checkout rate with shopping carts that don't get left behind and these types of things. So it's a really different way to think about the world in the good old days, probably when you got started, when we had big giant MRDs and PRDs and sat down and coded for two years and came out with a product release and hopefully not too many patches, subsequently to that. It's interesting, right? Again, back to one of these surveys that we did with about 600 ITA executives and we purposely designed those questions to be pretty open and one of them was really wrong requirements and it was really around kind of what is the best approach? What is your preferred approach towards requirements? And if I remember correctly, over 80% of the ITA executives said that the best approach, their preferred approach is for requirements to be completely defined before software development starts. Let me pause there. We're 20 years after the agile manifesto, right? And for 80% of these IDA executives to basically claim that the best approach is for requirements to be fully baked before software development starts basically shows that we still have a very major issue. And again, our hypothesis in working with many organizations is that the key challenge is really the boundary between business and IT, which is still very much contract-based. If you look at the business side, they basically are expecting for IT deliver on time on budget, right? But what is being sensitive for IT to actually deliver on the business outcomes, right? How often is IT measured on the business outcomes and not on an SLA or on a budget-type criteria? And so that's really the fundamental shift that we really need to drive as an industry. And we talk about kind of this imperative for organizations to operate as one. And back to the innovators dilemma, the key difference between these larger organizations is really kind of a... If you look at the amount of capital investment that they can put into pretty much anything, why are they losing compared to startups? Why is it that more than 40% of personal loans today are issued not by your traditional brick and mortar banks, but by startups? Well, the reason, yes, it's the traditional culture of doing incremental changes and not disrupting ourselves, which like Christensen covered at length. But it's also the inability to really fundamentally change kind of a dynamic between business and IT and partner, right? To deliver on a specific business outcome. Right. I love that. That's a great summary. And in fact, getting ready for this interview, I saw you mentioning another thing where the problem with the agile development is that you're actually now getting more silos because you have all these autonomous people working kind of independently. So it's even a harder challenge for the business leaders to, as you said, to know what's actually going on. But Serge, I want to close and talk about the coalition. So clearly, these are all great concepts.  Why the coalition? Why take these concepts out to a broader audience, including your competition and the broader industry to say, hey, we as a group need to put a stamp of approval on these concepts, these values, these principles? So first, I think we want everybody to realize that we are all talking about the same things, the same concepts. I think we're all from our own different vantage point realizing that things have to change. And again, back to whether it's value stream management or site reliability engineering or VisOps, we're all using slightly different languages. And so I think one of the important aspects of VisOps is for us, all of us, whether we're talking about consulting, agile transformation experts, whether we're talking about vendors to provide tools and technologies or these large enterprises to transform for all of us to basically have kind of a reference that lets us speak around in a much more consistent way. The second aspect is for, to me, is for these concepts to start to be embraced not just by us who are trying or vendors, system integrators, consulting firms, educators, thought leaders, but also for some of our own customers to start to become evangelists of their own in the industry. So our objective with the coalition is to be pretty broad. And our hope is by starting to basically educate our joint customers or partners that we can start to only foster these behaviors and start to really change some of the dynamics. So we're very pleased that if you look at some of the companies which have joined the manifesto, so we have vendors such as Desktop or AdVance or Page of Duty, for instance, or even PlanView, one of my direct competitors, but also thought leaders like Tom Davenport or Capgemini or smaller firms like Business Agility Institute or Agility Health. And so our goal really is to start to bring together thought leaders, people who have been helping large organizations do digital transformation, vendors who are providing the technologies that many of these organizations use to deliver on this digital transformation and for all of us to start to provide the kind of education, support, and tools that the industry needs. Yeah, that's great, Serge. And congratulations to you and the team. I know this has been going on for a while, putting all this together, getting people to sign onto the manifesto, putting the coalition together. And finally today, getting to unveil it to the world in a little bit more of a public opportunity.  So thank you for sharing the story. And again, congrats to you and the team. Thank you, thanks, Jeff. Appreciate it. My pleasure. All right, he's Serge. If you want to learn more about the BizOps Manifesto, go to bizopsmanifesto.org, read it, and you can sign it and you can stay here for more coverage on the Cube of the BizOps Manifesto Unveiled. Thanks for watching. See you next time.


many estimates, many of which are not accepted so that you can distinguish the ones that have not been accepted and the ones that have been accepted, right? So that's an added basically step. Now, you could just open up the sales order and then type in the new customer, but most likely you might be going into the customer center over here, and I'd open up the estimate double clicking on it. And then you've got your sales order up top so I can create a sales order directly from the estimate, which is probably the best way to go or a good way to go because then the sales order will be the exact same as the estimate. So I'm going to create a sales order. The estimate has been copied to a sales order. If you if you wish, you can edit the sales order as you would any other QuickBooks sales order. You can add line items, modify any of the quantities or amounts. So if from the estimate, the guy's like, well, I want like da da da on it or something, then you could still use the estimate. I mean, you might adjust the estimate and then pull it over, but you could or make another estimate, right? But you could then pull it over and then adjust it over here when you have the more formalized document. Over here, it's saying you don't have sufficient quantity available to sell. We don't have any of these items on that's okay, because we're also going to use it to purchase with the purchase order. We have not yet done that. So we're going to have to track the inventory. So I'm also going to use this to make a purchase order request. But before I did that, if I was and then it says want to avoid negative quantities, okay, I'm going to say, okay. Before I did that, I might want to finalize the sales order to make sure it's finalized and use that then to make the purchase order, which we'll do, which we'll do next here. So now we have the sales order. It's once again for the normal process. That's our customer. I'm going to make the date as of 010127. So I'm saying it's half. Let's make it 010227. So they accepted it the next day. Tab, tab, tab, tab. And then if there was a purchase order number from it, meaning if I was selling to a company and not an end user, they might have a request that came to me with a purchase order, right? Because they're requesting inventory from me. So if that was the case, I put the purchase order number in here and that can help me to kind of tie out my forms. The item pulled in like normal. The rate is pulling in. So once again, everything looks normal here. You could see the active estimate on the right. I'm going to close this out. Still though, nothing is being recorded yet at this point in time. We're still just kind of saying this has been finalized. We're going to act on it now by actually doing what we need to do to get the job done. In this case, we're imagining going to the vendor and ordering this custom surfboard. Now, I'm not going to print it in this case. In practice, you would probably email it to the client. I can save it. I'm going to go up top and save the sales order. So now it's been recorded. But again, nothing has happened with it. So if I close this, for example, and take a look at it, we're going to say now in normal process customer number one, we've got the transactions, and we're looking at all the trans, all date ranges, and we've got the sales order. You can run another report from it. You could look at it this way. Let's drop down chart of accounts. Going to the bottom of the chart of accounts, we see the sales orders, another non posting transaction. In other words, that didn't record anything to the financial statements. But if I double click on that, you get a report this way, closing that out. If you go to the reports up top, and we go down to the sales. So here we have the open sales order by customer, which could be a useful report to be running, right? So now these are the ones that have been processed to the sales order side of things. And there's our sales order. But oftentimes we might be using this report then to go back to our customer center here and say, once I have the sales order, let's go to my homepage. The next process, this would be where I might collect the prepayment. If I was going to do that either by selecting receive payment here, and then making a negative receivable or turning on the prepayments and collecting the deposit. But I'm going to imagine we don't get a prepayment this time so that we can see the normal process without the prepayment. So the next thing that's going to happen to us is we're going to order the surfboard, the psychedelic surfboard, we're going to get it. And so we're going to make a purchase order so that we can then order it from our vendor and then receive it. And once that happens, then we'll turn back around and create the invoice. So let's do that. The way we probably would do that is to go into here and say, now we have a sales order. The next process would be from the sales order, I'm going to make a purchase order. So I'm going to make a purchase order now. And it's going to say specify what to include in the purchase order. I'm going to create the purchase order for all allowed items, meaning everything down here. If there were multiple items, I'm putting them all on there. You could create a purchase order for selected items if you had multiple items and you wanted to distinguish them. But I'm just going to say all items, make in the purchase order. And now this is going to go to my vendor. So once again, I'm going to call the vendor normal process, one normal process vendor, because I want to have all of them tied out to this scenario so we can compare it with the next scenario, right? So I'm going to say tab, I'm going to quick add the vendor. And then I'm going to put this in as well as 010, let's say 327, tab, tab, tab, tab. I'm going to close this on the right. Item is pulling in properly. And it's $100. Notice here, we only have the cost. We don't have our markup here because we're purchasing it. So it's not $175 and we don't have the sales tax because we're imagining the sales, the taxes only being applied in this case when we sell the item, not when we purchase the item. So this is just the cost to us. But once again, it's just a request, internal document. We're requesting and we're imagining that we have the ability to request something without paying for it yet at that point in time. If that were the situation, that's what a sales order does. Now we're requesting from our vendor to send us the psychedelic surfboard with a bill in it possibly, and then we will pay it. So I'm going to say save and close. And once again, nothing has been recorded. These are all non-recorded. So I'm going to close this back out. And if I go to my vendor center now, drop down vendor, vendor center, I can see here if I change the dates again to see all of the dates, all dates, there's my purchase order. So now I have my purchase order. You can also see that if I went to the lists drop down chart of accounts bottom of the lists, there's our purchase order, another non-posting transaction. So if I go into it, the purchase order, there's a report this way. You can also see reports in the reports drop down and go down to the purchases. And we're looking at the open purchase orders, for example, or open purchase order detail, if you wanted, or open purchase order by job, depending on the circumstances. Let's look at the detail. So there it is. There is our purchase order. But once again, nothing being reported or recorded to the profit and loss or to the balance sheet. You can't see it. It's clearly on the balance sheet because it already had data in it, but nothing has been recorded to either of these. Now that's the starting point. We're going to continue on with this and collect the inventory and enter a bill. And then we'll continue on with it next time. However, I'm going to open up Quickboot, I mean, Excel. And I want to take a look at this from an Excel standpoint as well. I'm going to bring this down to like 125. And then so I can see it a little bit better. And then I'm just going to set up an Excel worksheet so we can see the debits and credits in Excel, because that's going to be more transparent. So we can see each step. So I'm going to say this one, the starting one is going to be the normal process process. That's going to be my tab. I'm going to do this fairly fast because because it's not an Excel course, but you so you don't have to actually do it. But I think it's useful to kind of do it if you want to, I'm going to right click on this, we're going to format the cells. I'm going to make this currency negative numbers bracketed. I'm going to get rid of the decimals and no dollar sign. Okay, that's my


This paper explores the potential of unmanned aerial vehicle, UAV, laser scanning, ULS, technology in detecting ancient micro topography over wooded areas for archaeological prospect ion. The study compares ULS with manned ALS technology and outlines existing mainstream survey grade UAV-based laser scanners, data processing and visualization approaches. Case studies were conducted at three cultural heritage sites in Xijiang province, China using two representative ULS systems, which were verified by on-site investigation. The paper suggests that ULS technology can be a cost-effective and flexible solution for micro topography detection in wooded areas and has promising prospects in archaeological applications. This article was authored by Wei Jiu, Fulongchen, Huodonghua, and others.


First question is from Cole Pepper Eric. Are there any benefits to following a squat every day program? So do you guys remember when this that became popular the squat every day program? We actually addressed this exact question. Well, it's been a while now. It's been a long time Do you guys remember when it became a thing on the internet? I do it was a while ago And I remember when I first saw this so here's the thing I've changed my stance on it. Well, so so here's the thing back in the day We were told in order to build muscle build strike.  That's terrible. It's gonna cause you your body to eat away at muscle Well, I remember at this point in my career started realizing that frequency was an amazing thing if I adjusted intensity If I could train body parts quite frequently and although intense workouts send a louder muscle building signal low intense workouts also send a muscle building signal not as loud, but it still sends one and If I do it right, I'll get a great central nervous system Response meaning my CNS gets my muscles to fire and to get strong especially if it's the same movement and It can actually facilitate recovery.  This is gonna be phenomenal for And then I think there's a big percentage of people. This is a terrible idea for If you don't know how to modify your intensity very well This is a very dangerous idea It's and you'll get little to no benefits from it if you Approach every workout and with the idea that you're just gonna you know squat and try and get as strong as you can Every single workout lift as much as you can every single workout I think it's a it's a terrible idea and a recipe for potentially getting injured Now if you understand that the idea is that you're just supposed to be practicing squatting And that you're not supposed to be loading it like you're towards your max rep at all Um, I think it could be phenomenal. I mean, when was the last time so when was the last time somebody Squatted 30 times in a year, right? I would challenge. There's very few people that have squatted 30 times in an entire year You got to be pretty consistent with your training and and lifting and squatting to do that So doing 30 squat 30 days of squatting in a row You're going to see some some gains if you back off the intensity. Well, and yeah and to to that point of of Not paying attention to your overall mechanics and sort of like squatting in spite of what your body signals are kind of telling you Like there's going to be people out there that are just going to see a message like that In programming squats every day, and they're just going to be like it's just going to work its way out like like things are just going to start working their way out and You know, I have a problem with that. I I also too like to You know to change up instead of always being like the back loaded squat Like I've seen people like so they'll do different variations of the squat So they'll do like the Bulgarian squat or they'll do like, you know, goblet squats So they'll do like multiple versions of squats and not just keep it always You know the same type of a squat and so I I prefer You know if you're going to do it to do something like that where you get a different stimulus Yeah, the the first uh people to really talk about frequency in this way in in structured studies were the soviets, right the soviets Train their olympic athletes who were so dominant in in olympic sports. It was incredible. They they won everything and they trained Frequently throughout the day let alone every day, but it was throughout the day But what they did is exactly what adam said is they practiced you're practicing the lift you're practicing the lift And when it comes to strength because strength is a skill as much as it's your muscles Growing and contracting harder. It's also a skill. So if you practice the same skill over and over again You'll get better and better and better at it now on the flip side of that Let's say when you squat let's say normally you squat once a week And every once in a while when you squat you feel it a little bit in your hip, right? But it's not a big deal.  You also see this with gymnast Gymnasts don't lift any weights typically. They have incredibly muscular bodies They're they're training their bodies every single day. It's not like they're doing Oh pummel horse once a week I can't practice more than that because my muscles are sore or whatever.  This is how they work out. They get tremendous bodies So it's this is this is something that you can utilize But if you're not smart about it, you're gonna hurt yourself Well, it's definitely, you know, it's a recipe for for gaining strength and getting stronger is is, you know Practicing and adding that in consistently So that way your body recognizes you get better at as an overall skill But but you still have to be conscious of the fact of repetitive stress Like if we've been doing this for a really long period of time, uh, you know, inevitably your bodies can start forming into these positions You're not expressing rotation. You're not expressing side to side movement This is all going to add up as pain and, you know, potential injury down the road Yeah, in fact, uh, I'm even thinking about experimenting with the routine myself where I train my whole body five days a week But I literally am going to do one exercise per body part Anywhere between one to three sets per exercise And I'm gonna obviously listen to my body And train heavier on some days lighter on some days Just to see what what's going to happen every time i've experienced i've experimented with frequency in that way I get the fastest Gains in the short period of time I think you'll crush the only thing that you'll have is the same challenge that the people have that do this Which is the ability to back off. Yep Because you will there's going to be I guarantee when you do that You're going to have a day when the music hits, right? You're feeling refreshed and good and you're going to want to stack another plate on there Or oh, let's do a little more. Let's do one more set I think that's when you do when you increase the frequency this high where you're doing it every single day Or like what you're talking about five days in a week The hardest part is the the the psychological piece You're right because to give you an example of how much I would scale back It would be like, uh, let's say for me an intense set of squats is 10 reps with 315 so 315 pounds 10 reps Well, if i'm going to squat every day, I'm going to be around probably 225 uh for 10 reps. So much much lighter Uh still doing 10 reps and then I may have a day in there where I put 315 on and do like Four reps, right? So I'm never really going to that high level of intensity. You're undulating it. Oh, oh, right And I'm missing it, but I'm always keeping the intensity very moderate And fighting the urge, you're right because because what will happen is you'll be like, oh my gosh Feel so good. Oh my god. I mean we're strong. I feel like I'm getting strong You want to push it and then if you do so you got to take some time off now. You can't train every day doing that


We're glad to know you're still there and watching the Breakfast on Plus TV Africa. And time now for our first very hot topic. And to join me in discussing the pronouncement of the president that he has said. You join me to discuss this is Mr. Joe Femi Dagoon-Roo, founder, Lagos Forum. Good morning and welcome to the program, sir. What we're talking about is that the president, Tinobu, has set three years' timeline for economic revival and has also set 50 million jobs target. Let's get your comments on this. 50 million jobs and three years' timeline for economic revival. Let's hear your comments. Well, you see, the most interesting part of it is everything that the president has said sounds good, you know, and he's very ambitious with most of his money. And when you look at it back and forth, the things we have to see is how to run the economy without making a big, big copy of him, looking for where to go normally and putting ourselves in a mess. So if we can do that, like the minister said, that we're not going to continue to borrow money. If we don't borrow money regularly, and we're able to manage what we have, and increase on our foreign jobs, increase on most of this area, and close the new polls.  You know, it is something that is possible within the next three years. The figure of 50 million may just be an ambitious thing, like I said. How to achieve 50 million jobs is something that we have to, not be pessimistic, but then, especially optimistic about it. But it is not even the figure that matters. It means that the economy is moving in the right direction. Jobs are being generated. Those are the things, so gradually, even if you are able to achieve 10 million, even if you have to achieve 5 million, it doesn't really matter. But let this be a continuous flow. Let there be hope that they can get a job after school. Those are the things that the people want, and if the country is not borrowing before, and we are able to achieve, listen, we are not only making our produce production, so we cannot sell what we don't have. So if we are able to do that, and we are saying we are making our produce, we are improving our jobs, we are exporting jobs, we have a lot of things that are export to make money. So if that is Mr. President's idea, and his new plans are following that, then we are ready to move in the right direction. So there is nothing impossible if we are able to follow the right thing, and do it not just because it's an idea. The problem is not lack of ideas in this area. The problem is the education. Education and monitoring these whole process. And like you said, if the minister, even one of them doesn't perform well, he's ready to boot them out. Let this be an action. I believe these are good intentions. These are good ideas. He has a manifesto. He told us he wants to revive. He's a tsunami. And I think he knows what he's doing, because it's a lifelong ambition to be the president. So he is actually the man to do it, because that is his own way of looking at it. He has told him about the other presidents who are before him. So he knows, and he should know better. So if all his people are there to work with him, to succeed in this game, then this journey, because he's the driver, like you said, and they are conductive. If they are not going to misuse the opportunity, look at what we are looking at in the mineral sector. The mineral sector is the solid mineral. Look at what has been done to it. They have been classified. People are just killing this thing. And if you can portray those, we are going to be very rich in this country. We are going to make more money. There's no doubt about that.  If the ministers would go out to really work the way they have promised to do this job, yes, it's possible. There's nothing else to put in this agenda in the manifesto. But then it depends on how transparent we are, how we fight this corruption that is endangering our lives. So these are the things we have to do. If we have to stop a lot of importation, look at the kind of tax and trucks we are bringing in. We have to curtail that. We have to begin to look at how to produce enough food for our country first of all. Look at the marine sector. If you are able to improve on that, I don't know how many fish controllers we have in Nigeria or how many investors are really putting their money into the fishing business. So these are the kind of things that we have to improve. If we are able to convince people, look at in those days you have the Ibu families. They have this fish controller. A lot of people are having controllers in Nigeria. But right now I don't know if we still have those people. So now we have to look at those areas where we are importing fish. And we have islands, we have poster, we have the sea, we have the lagoon, we have the lakes, we have everything that we can use to get what we have, what we need rather. Look at the sector and industry. We are still importing, even the Ankara. And then in those days we used to say in those days, we can revive this thing so that we will not put pressure on our foreign investors. And people can actually be happy. These are the areas whereby you will provide jobs opportunity for the people. So let us begin to look at it. That's what I'm saying is audacious. And it's important that we have to be audacious. It's important as well that these programs, these projects have to be monitored and it has to be transparent. So that whatever we are spending into this, then we have to tell ourselves that this is what and what we are getting. It is the joy of the citizens that we bring more into this. Because when the people are already engaged, there will be less criminal activities. Because what we delay, what we make the farmers not to go to farm, it is why should anybody go to farm until the whole day, only to plant and not be able to have it. Because we have, you know, these people who are headers or who are headmen or who are the people destroying the farm, they are human beings. And if they are Nigerians, if they are Africans, we can find a way to, you know, to disrupt that activity so that the farmers can go to farm and do their job. And if we have the fraud that we come and ravage the farm, let's begin to protect it right now. So these are things that are possible. They are not something that is not possible. So that is what I'm saying is audacious is something that can be achieved and it depends on the people. And if we are concerned with that, if we are serious like this, the president has said, we should be able to achieve this in three years. And, you know, the fact that he said three years, gives us a good insight of what he thinks. Because, you know, the fourth year will be a year for campaigning and for political, you know, move around. So within the next three years, and, you know, I keep saying 100 days is not enough, but we can study the structure of the government within 100 days. We can study the programs of the government within 100 days. But to say we want to analyze or to see what the government is doing, how it's going to perform yet. 100 days will not be enough. So we actually need the next three years or three years to see the effect. But people want to begin to see from now how this is going on, how it's going to affect them. And that is the major thing right now. They are seeing the toxicity. Gradually they are coping with it and the toxicity is being removed. But they are still looking at it. If the government says we have realized a certain amount of money in billions or trillions, and this is what we are spending the money on, then the people will be happy and they see the effect of that. And that is what is important. Transparency and the fight against corruption. Because the system that, you know, people are still going to be feeling that is the fear of the people. So if they can see the effect of these, then I think the joy of the people will contribute to the increase in our economic values as well. When you were talking, I know you have tried to explain a lot of these things, but when you were talking you said, whatever it is to achieve this, it will depend on the people. I'd like you to just re-emphasize for people's of emphasis. Explain to me what people you are talking about, that will depend on them for the government to succeed. Yes, it is you. The people are the people in government and the people that are in government. You know, if the government gives you a good real system and some popular people will go and call it to be real. So it takes the people, but then the price is the people in government to put things right and begin to educate the government that this is what we are doing and this is what you should do to contribute to the well-being of the society. And so it takes the two to tangle. The government might be doing a lot of good things and people will go there to destroy it overnight. So who do you blame? True. Okay, well, now, you have said a lot of things really, but there are three school of thoughts that three years. The first one is that is saying that three years is too long because Nigerians want to just begin to see the results that the president should have given us timelines. Like in the first six months, this is what I intend to do in one year, in two years and all that, just giving a blanket of three years is too long. Nigerians cannot wait three years to begin to see that the economy is turning around and they need to feed, they need to leave, they need to continue to enjoy themselves as citizens of Nigeria. The second school of thought is saying that three years is not long enough, so the president is just talking and they have written off all these things that he has said that he is going to turn around the economy that has been bastardized for so many years within three years without just giving a roadmap and all that. They have written it off. And the last people, the last school of thought is saying that he should have been specific. He should have said, okay, I will reform this and that, X, Y, Z. To reform the entire economy of Nigeria may be a cumbersome task that he might never be able to fulfill. So he should have been specific on places or things that he needs to do. Maybe the power sector, maybe agriculture, maybe one or two things and all that and be specific and drive that. And again, you're going to go there. What was that about for? But did you get my point? You want me to repeat? First school of thought. First school of thought. The third one that he should have been specific, you know, have specific goals, things that he needs to revamp because three years to revamp the entire economy might be a task that he might never be able to achieve. So he should have had specifics so that he can see them through. Maybe power, agriculture, security, a few of those things that are very, very pressing to Nigerians. But he's saying the entire economy that's the third school of thought. You see, in this kind of situation, I believe no one will want to have these tabs or timelines, like I said, because the economy is so bad that most economies are confused to even get an idea how to structure it. So now, like I said earlier, now the people, excuse me, they are grappling with the issue of stuff and gradually, they are coping with it gradually. So now, if the government begins to come out regularly, maybe monthly or quarterly, you know, to tell us that this month, this is what we have, and this is how we are spending it. Then they will continue to follow that trend. But he cannot project for instance that in the next month, this is what we are likely to have. Because in the first place, the prices may not be constant. So now, if we are talking about the economy that we're going to revamp the entire economic sphere, the ministers will be coming out to bring us a monthly business, depending on how they have planned their programs. And then that is why I'm saying people have to be carried along. The nationalities have to be carried along. It is no longer a time for propaganda. It is time now for reality. So and people are more conscious of that now. They want to hold their government responsible. So now, we should begin to see if what they are going to say, listen, we are not going to borrow. And he has to come and tell us, we are expecting these in the area of gas, in the area of solid mineral gas, in the area of the ones we have done. Refinery is working. They said it's going to work in December. So once this thing starts working in December, you know, I think this will be questions as well, to give this timeline. Because you know, people are conscious of it. If you say that, look at the last six months, this will work and it doesn't work, that's fine. Anything can happen. Then the government has to come to explain again. And the people will just trust. There is no trust at the moment. So building trust, you have to go and make compromises. That is why I said these 50 million, you know, to say we are going to have 50 million people happen. That is very, very difficult to say. Because we don't even know how these 50 million employment opportunities will be created. So we have to be cautious about trying to give time. But I know it's very good. I know it's very good. People will be holding responsibility by the next six months to see if it will happen. That is what I'm saying. Let's give them a chance. We have seen what has happened with the policies now. The government says this is the amount of money the state government can have. This will be free. This will be between single digits. So if the government say, look, I'm not going to check it. It is the government's prerogative that I'm not going to check it again because I have so much. But he has given that money. How it should be distributed. It is between the government and the local government's prerogative. So let's begin to see that we make mistakes. I've said it before somewhere. They might make mistakes. And they should make mistakes if it's possible. But we do have enough time to make previous mistakes that cannot be quickly corrected. You know, look at what we said it has only been given to everybody. That was something that we said, looking at it maybe it will happen. But quickly the corrective is that, no, this is not work. We are now in place. We have the ministers responsible for various ministries. The thing they might do is just the MDA. We have over 1000 MDAs. So let's bring down the number of the MDAs. And when we bring down the number of MDAs, we begin to scrutinize which one we work which one is not working. We still have a lot to do in that area of this bloated ministries and MDAs. Well, we thought that this administration would cut down on the ministries. Instead it grew more. But the final question here and we would like to have it very briefly is the eight-point agenda of the president. How you think this will help him in achieving what we are talking about. He said food security is there. Ending poverty, economic growth and job creation. Access to capital. Improving security. Improving playing field for everybody. Rule of law and fighting corruption. Nigerians are very interested in the last two. Rule of law and fighting corruption. So in totality how do you see this if you put them side by side with the promises. Do you think this is a thorough roadmap that can take us to where the president is projecting that in three years we will be? Fantastic idea with the roadmap. Fantastic idea with the eight-point agenda. But I can tell you we may not be able to achieve all the eight-point agenda into what we can say it is 100% 100% of this eight-point agenda. And the area of rule of law and fighting corruption. It is a tough one and Mr. Latif, I think he has a lot to do in that area. The minister of justice and attorney general. If he can bring all the reforms his promise that will be made and if we can see that there's no corruption and the judiciary is well thoroughly managed and the structures are put in place and to make it more independent I think that can be what we can take the ball rolling. In some of these areas we would just take the ball rolling and then we may not achieve 100%. That is my own opinion. In the area of corruption it is a global phenomenon and we can fight it as much as we can but then it is now for us to have a consistent policy that others will continue. Corruption is not only at the federal level it is at the state level and it's even in homes and in churches and mosques. So it is something that has to be taken beyond the federal level. We always look at the federal level. Yes, because a lot have been stolen out there. But then let us begin to see how the agencies will work. It is not a situation like in Kano where somebody an agency is persecuting investigating and another agency is investigating that agency. There's a lot of confusion. So we have to bring in some of these things. That's why I said that I think we have a lot of people and if these reforms are put in place I think we will set the ball rolling but we may not get to the goal. Okay. Well, Mr Fermi Dagon Rowe, we'd like to thank you for your thoughts this morning on the show. It's always a pleasure having you. Thank you so much for coming. I appreciate it. Have a great day. Okay, you too. That was Mr Joe Fermi Dagon Rowe the founder of Lagos Forum talking with us on what the president has promised 50 million jobs and also taking a reviving economy in three years. We'll take a short break. When we return we'll go to the next topic.


Thank you very much. Ladies and gentlemen, thank you very much and thank you for inviting us here and We have the most enjoyable evening and enjoyed being here. I realized that the original plan was that I would in a sense sing for my supper and In fact, I was prepared not really to sing but to do what you expected Nancy and I had another sad journey that we had to make before coming here tonight and As I say, we appreciate being here, but I hope you'll understand if I say that I just don't feel that Coming as we did from Andrews Air Force Base and the ceremony there that I could then stand up here and besides I shouldn't try to match mark anyway and Nor could I if I wanted to But if you'll forgive us I'll keep my script and I hope you'll give us a rain check and it'll still be appropriate next year


Thank you everyone for coming to our taping of Music at Main episode 4 featuring Slow Roads. Thank you for coming to the library. We've got Pauline, Chris, Tom and Paul. And they're going to do a couple sets for us in an interview in between so stick around and stay tuned for Slow Roads. On a day with so much music and you guys have a really cool name, Slow Roads. So if it is a rose, what color is that rose? It's really dark and as young. Pauline is going to ask me a question. 14 was my first position as a public librarian. Thank you. Different systems, so here it's been since October 5th, 2015. What works in a library? Today, yeah, this morning, work in the morning shift of the old county library. That's right. LA County. We're all sitting down. Here's one we can share. I like the color of your guitar here. Thank you. What color would you call that? Like colors? Like a seafoam green. The other green. Seafoam green. Smells like salt. Yeah. Like the fish. Like the beach, right? Like the long beach. Longest beach, yeah. Yeah, the music, by definition, on the band Camp Sound Club, experimental. So these questions are also experimental to match because they're done only yet. Pauline here is from Long Beach. Went to high school together. Long Beach, Paulie High. That's where we both played violin. See you again. No. All college is better. And she still plays, so congratulations. Cal State Long Beach Steel Drum Orchestra. Original intent was for me to play steel drum only. See you another member. Yeah. Maybe anyone. Well, we decided that black rose, as somebody mentioned, I don't know. It was to God. We're not a God band. We're God in our day-to-day struggle. But we didn't want to bring that so much to the music. Old American girl. It's a salmon. No, it's not live. I'm also not from California. Yeah, Paul's from Illinois. Illinois, sorry. What city? Wilma. It's like right next to Lake Michigan. And my high school was loosely, or being girls was loosely based off my high school. Oh my God. I did not know that. I didn't know that either. Also be like slow, like half tense of rise. And I thought that's kind of what it was to. Tense of rise. Oh. Oh, that's, but that's not. It's not grammatical. It's not grammatical. So I don't know, I don't think so. If we're going to abide by the laws of grammar, which we usually do. Very strict about that in this band. Yeah. Yeah. We stick to experimenting with music, right? Grammar, I think, is pretty much the one thing that you can't mess with. Right? Pauline? Is that your number? Yeah. It's Eva. Pauline. Hi. So how'd you get this idea to have music at the library? And of course in a quiet place. Well, I had a college radio show on KCI 88.9 FM in Irvine for 10 years where I invited bands down to perform an interview on the radio. So now that we have a public access digital network here in Long Beach, they are bringing radio to television and doing the same thing. So I'm hoping this is a good thing, our fourth episode, attached on. Do you think that it's just another part of the media that you're archiving as a library? Yeah, and we have CDs, upstairs music CDs. So in a way we're creating our own recording that is on our YouTube. It's on our public access digital network. We have a website, Padment.TV. And I think it's interesting, Pauline graduated with a physics degree, and you're using, I feel, physics to experiment with music. Are other upset people in the library right now that this is happening? Oh no. No? No. Big library. So I think this is going to be our last question of the interview portion and then we'll get to our second set. Where do you see yourself in five years? That goes to everybody. Maybe I'll try to be right here in five years. It's exact place on this stage. Anyone know what's happening? The space is gone. I don't know. It'll make it harder, I guess. Hey, a lot can happen in five years. That's your answer? It's the answer. I honestly can't see myself anywhere. That's my honest answer. Probably doing my best somewhere. Yeah, I'm still rocking. Hopefully still rocking libraries. Maybe YMCA's too. Yeah, thanks. Thanks again. Thank you and thank you to our library patrons for sticking around and set two of Flow Road.


So let's face it I've always been a nerd which means that as a kid I liked reading books a lot now as I got older One of the things was that I wanted to change my life And so it was easy for me to pivot from reading, you know books on meditation and spirituality Into reading books on personal development because I was already a pretty big reader But the problem is when you read books because you want to improve your life There's a big difference between reading a book and then actually implementing and executing something you've learned from the book Now in this video I want to share the strategy I use now to this day for every book I read exactly how I go from reading the book to turning it into useful daily habits that can change my life Hey guys, I'm Alex Hein author of the book master of the day now Let's quickly introduce you to one of my partners and then we will jump in right to the content Now the bio mat is a pad you can put on your bed or on the floor Which uses technology that was actually discovered by NASA to help you reduce stress and fatigue now Produces negative ions which are considered nature's energizer and these negative ions you can find in abundance in places like forests and mountains Waterfalls and oceans now the bio mat in particular is comprised of three parts that helps you have that stress relief and that fatigue relief Now the bio mat can also help with pain relief and circulation It is FDA cleared and one of the cool things is that it profoundly affects both the nervous system While also promoting deep relaxation, so it kind of has this dual energizing and relaxing effect Also, the people at the bio mat store Recommend and encourage you to call for personalized customer service and advice It's kind of unique among companies now that basically don't want to deal with you so that is worth investigating as well and Like some customers have said it's really restorative. So a direct quote from one person was that it's the world's greatest power nap All right, so how do you go from taking a piece of content? Whether it's a video or a podcast or a book and then turning into something that you actually see change your life Now you and I both know that information means almost nothing if you don't do something with it So the very first step for me here is you grab your book or your podcast or your audio book Whatever it is and as you're listening to it or as you're reading it make little notes in the margin now for me I'm a perfectionist. I'm a weirdo. I like my books to stay looking perfect even after I've read them eight times So I just use a pencil and I draw a line in the margin or I just put one single black dot Which means that there's something in that paragraph that I liked and it impacted me and I want to revisit now Step two is to compile all of these notes when the book is done into Evernote for example So I use Evernote because I like being able to search all my previous books that I've gone through For little insights and things that I've been thinking about when that book pops in my head So what I do is in Evernote I'm literally such a dork that I make color coded columns Try saying that three times fast and in the left I put like what is the main point and in the right? Elaboration meaning what does this mean like hey this book says don't date messed up people Well, what does that really mean messed up people have these key traits and they're gonna mess up your life in this way and make You hate yourself. So basically you have the two columns on the left is what was the big idea and the right is? Explain the big idea and how it can help your life So eventually I have all these things put down into this document in this one page summary So you could either do it in Evernote You could do it on one white piece of paper But the point is the top you put one page summary and then you put down the key ideas that you've learned from that book Now the fourth step is where it turns a lot more practical Basically once you've done all the ideas you have them written down That's not enough because now you still have more information which doesn't help you change your life The bottom right I want you to make a little box and I want you to write down the three habits I can implement right away So let's say you're reading a book on personal finance and the habits are you need to save 10% of your income? You need to take 1% of your income and reinvest it and the third one is to get a side hustle or something You can add to your income or let's say you read my book and you realize hey in master of the day Alex talks about forget your goals focus on daily habits and rituals instead Set up a personal system for tracking your daily habits and rituals and coming up with a personal scorecard And then let's just say you decide to do the weekly review what worked what didn't work What personality traits do I have to improve? So basically you've taken this book, which is a lot of content It's also not necessarily actionable because in my opinion most books are not actionable Unless we make them that way And then you've broken it down into the key big ideas and the three daily rituals remember habits not ideas The three habits you can begin implementing in your life and then getting those actually on your schedule So if you said hey, I need to save more money And this personal development book said I need to save 10% of my income then tomorrow at 3 p.m You better put that reminder on your calendar. Hey open up that ing direct account to automatically withdraw 10% of my income to save Or make a note Sunday morning. I'm going to go through the key points in Alex's book I decided that I need to come up with a personal goal tracking system And then you decide if you're going to use a journal or ever note or your calendar or your phone Whatever it is But it has to be turned into an actual habit and then you set a time and a place when you're actually going to execute that habit So I hope this ritual helps. This is really what I do every single day I'm going through another pretty corny book right now called ask and it is given I'm trying out a new kind of mindset experiment And you can see right here my notes my little single black dot And those I'm putting into a little hand journal and also into a little ever note document where I'm going to review And I've already broken it down into the three Key daily habits or key daily rituals So that's how you go from consuming content to actually seeing it change your life Now before you go, I want you to leave a comment right there below. Let me know for you. What's the trouble What's the hard part about consuming content like this and then actually implementing it? What's up guys? I hope that video helped you a lot Now the best way to stay in touch is to grab the free seven day personal development and weight loss challenge at modern health Monk.com forward slash youtube You can also go in the description box there below Because I also have the link to the seven day challenge as well as the emails You will get through there And otherwise the best way to stay in touch is to watch this video or that video And that's going to redirect you to basically all the videos I've made. So otherwise, I'll catch you in the next video


It was weird. Obviously, you know, it was nice to get into you know, I've saved situation But yeah, definitely weird You know facing the guys who I've been playing with for so long What did you think of the little video tribute that they gave you during the game? That was neat You know, I got traded late in the day. So I think a Lot of people didn't kind of get to say they're goodbye So that was kind of their way and that was that was pretty cool. I appreciate it It seemed like you were a little hesitant at first to tip your cap to the crowd and Chad Green kind of urged you along there. Yeah, I didn't I didn't know what to do I didn't know what they wanted me to do So yeah, it's kind of awkward when you get put on the spot as far as your stuff tonight Aaron Boone just said he felt like it was maybe a tick up. Did you feel better out there on the mound? Yeah, I felt better the last couple still kind of it seems like I make the one bad pitch and it gets hit right now whereas You know the movements getting back to where it was obviously I felt pretty good I made pitches, you know, I get a double-play ball and things like that.  It was actually it was actually down But just down middle and he's got you know the loop swing I've watched for a long time That's that's where he's gonna do damage right there if you don't get it low enough Yeah, Jonesy did a good job going away with the ball that was off the plate. So You know, just make better pitches, but you know, I was happy to get out there and get a win for the team after the offense club back Yeah, absolutely got a good vandals point of that, you know, he did a good job same with Neil.


Hey, everyone. Welcome back to the State of the Web. You've already met my guests, Jess Lee and Ben Halpern. They were here on an episode about Dev2, their developer community. In that episode, they kicked off the developer survey. And today, they're here to share the results about the state of web development. Let's get started. [?]. [?]. [?]. [?]. [?]. ?] [?]. [?]. [?]. [?]. [?]. [?]. [?]. .]. Jess and Ben, thanks for coming back. Thanks for having us. Yeah, awesome to be here. So tell me about this developer survey. What makes it different from other surveys? Well, one of the things that really make it special is, as you know about Dev2, it's a community of developers. So some of the questions were actually able to crowdsource from the community. And that way, we got to ask some questions that the community itself is more interested in. Yeah, and I think we have a good sort of cross-domain community where people are involved with different layers of the stack. And I felt like the overall sort of people who took the survey were a pretty good reflection of developers and users of the web. And you mentioned that the community helped make the questions. And they also did some of the analysis too, right? Yeah, we shared the raw data with the community so that they could dig through it and find some insights along with us. So how many people responded to the survey? We ran the survey for about a month and had just over 1,900 responses. And what are some of the things that you found in the data set? We saw that only 10% of respondents have utilized AMP before, but that twice as many people actually use browser notifications. And we were just wondering why that was and speculated that perhaps marketing people might see more value in browser notifications versus really understanding the value of using accelerated mobile pages. I can imagine that push notifications is a more tangible thing that people can start implementing than AMP, which takes a lot of work. So 40% of our respondents believe that users should not be able to disable JavaScript on the browser, which I think is a very contentious issue, so I think the people on the other side will be pretty peeve that almost half of our members don't really think you should be able to disable JavaScript. Why is that so contentious? I think the way people want the web to be, I think there's a lot of people who are really proponents of a flatter, simpler web as opposed to some of these richer web applications, or at least that we should really start there. And if you can't even disable JavaScript, it really sort of takes away at least some of that control and some of the tradition of the web. Seems like Chrome on Android is about to do something about that. It's true. Yeah, there was some blog post recently about how Chrome on Android, if they detect that the user's on a slow enough connection and there are enough guarantees about the web page working, then they might disable JavaScript to prioritize the page rendering. Yeah, and that's kind of the other direction. So it's definitely really sort of debated to this topic in our community, absolutely. Definitely. Anything else that you found in the data set? We saw that 25% of people still support IE10, which we just thought was pretty surprising considering IE10 isn't used that much across the world. So back end tests are a lot more prevalent than front end tests. About 75% of people test on the back end and closer to 40% on the front end. So front end automated testing really still has a lot of catching up to do. Going back to the IE10 thing, I'm curious to hear your impressions about why people are still supporting it. And 25% is a lot. I would imagine maybe that's due to institutional support. Maybe schools are all on older browsers for security reasons or something. What do you think? I think we would agree with that, just institutionally. It's just trickle down still. And people, it's a habit situation. I mean, I don't really know. Yeah, in order to stop supporting a browser, you have to make a lot of choices throughout the organization, perhaps.  And sometimes it's easier just to keep doing what you've always been doing. Yeah, I mean, people, I remember a GitHub issue came into our repo a little while ago. And they're like, what's your browser support? And we're like, oh, we didn't fully have that conversation. And we're like, OK, we're not going to support this. And I think it's time for some folks to consider making some of those decisions. There was another question in the survey about package managers. And I was surprised to see that 88% say that they use a package manager. Because one of the stats that I've learned is that two-thirds of the web is on a CMS. And those developers are not directly managing their builds. Does this suggest that most of your community is not building with CMSs? Yeah, I think that is pretty representative of the community.  Yeah, I think there's a lot of communities specifically around CMSs themselves. And I think a lot of it sort of demonstrates in the respondents that I think they're a little bit sort of loop in at a different layer of the stack within our community. So that's just kind of something about this data set. Yeah, and I'd say that we probably have more developers on the platform who have contributed to WordPress open source versus being like a WordPress developer. Were there any interesting outliers in the data set? Like maybe a question that people answered much less frequently than others? Yeah, so for some reason, we had very little people share with us what their primary mobile device is. And of course, a few people chose not to answer the gender question, but not really sure why no one wanted to pick Android or iOS. Interesting. Something I'm really glad that we did was limit the number of fill-in-the-blank questions because on the three that we did, one was, how many years have you been working on software? And somebody put in 500, of course. So those were some outliers that we definitely scrubbed out. I saw somebody for their gender put Batman. So I would imagine also, by asking demographic questions and also more of the technology questions, you can intersect them in interesting ways. Like maybe you find out things about people of a certain age group and what their education is like. Did you find anything interesting there? Yeah, so one of the questions we asked was, what was your pathway to software development? Believe the answers were computer science degree, boot camp, self-taught, or more of an online program. And we found that the youngest and the oldest respondents did not use any of those. Like they chose other. But for the oldest, there were also the most number of people to say that they've done all of the above, which also sort of makes sense. Like if you started coding many, many years ago, you could have seen it all and done all these different programs because you've had time to. Or back then, it was a little more niche. And you just didn't go through any of these programs because they weren't there. Were there any other interesting correlational analysis that you did? Yeah, so speaking of the ages of some of the respondents, young people were generally more satisfied with their libraries that they used. So the JavaScript libraries they've been using and stuff, young people trended much more satisfied. And there was a pretty strong correlation there. Young people were also more satisfied with the general performance of desktop. So that's an interesting kind of angle. Mobile development was kind of flat across the different correlations. But young people definitely seemed to be more sort of satisfied and OK with the performance on desktop. Interesting. People who had higher internet speeds were also generally more satisfied with the web for end users. And actually, Ryan Paolo is a community member. And he did some analysis and pointed out that 10% of people didn't know what their internet speed was. And those 10% were also less satisfied with the web, which is interesting. And just like a quick PSA that you can, that everyone should know what their internet speed is. And you can find that out online really quickly. I think if you Google speed test, it'll actually run a speed test. Exactly. And just make sure you get what you're paying for it. And obviously, it leads to higher satisfaction. Yeah, exactly. If you become more educated, you understand and appreciate your web experience a little bit more. And there was a question about GDPR. How did people respond to that? Yeah, so that one actually had our highest standard of deviation. People were all over the map in terms of their confidence level with understanding GDPR. I wonder what could cause that? Are people unsure because it's such a new thing? Or people just don't care about GDPR? Like, oh, that's a Europe thing? Like, what could be causing that? I mean, I think it could definitely be a mixture of that. But I think one of our takeaways is that we probably should all be a little bit more informed with GDPR because it might not be exclusive to Europe in the future. Yeah, and it's not like people were universally unsure. This was actually the highest deviation. So some people genuinely thought they did know. And then a lot of people really didn't. So speaking of things where there wasn't much standard deviation, universally respondents hated ads. So we asked about ads, and people were borderline consensus towards the one end of the spectrum versus GDPR was all over the place. So you can get a sense of developer optimism with some of the sentiment-type questions, right? What were you able to find there? Yeah, so Paul Calvano from the HTTP Archive community actually did an analysis. And he created this heat map that indicated that developers generally agree that the web is improving and that it's getting easier to build for the web. Ben, anything else that you found? Yeah, I mean, we looked at some of the data. It was pretty clear that Flexbox has really taken off in terms of technology and CSS side. Pretty conclusively now, you can pretty much use Flexbox. I think there's other studies that have sort of correlated this as well. People use Flexbox a lot more than they use other sort of preprocessors, which kind of predated it. So interestingly, Flexbox has really kind of taken off as a universal technology. And then the other sort of the newer CSS stuff really hasn't at all. So Flexbox is really, you know, you're golden. You're gonna get a lot of adoption there. Some of the other stuff hasn't really taken off. Like Grid? Yeah, Grid wasn't quite there. Like Flexbox really was among the different kind of specific CSS newer technologies. Flexbox really has much stronger adoption. Yeah, and just going back to optimism question again, we asked everyone if they're a dog person or a cat person, and it was pretty clear that dog people were generally more optimistic about it. That's really surprising. I wasn't just even surprised by the optimism. Dog people tended to be more disciplined testers. They cared more about accessibility. They felt like they had better communication with their team. It genuinely seemed like you kind of want to be working with dog people. And it's the possible that we bias a survey because we are dog people, I think a little.   But you're not a cat person either. That's true. But what do you mean by bias the survey? Well, so, you know, I don't think we really did, but we had the biggest hand in creating the survey. Obviously, we got a lot of help, and I think things are pretty good. But if I'm a dog person, I may have influenced sort of how we ask the question to my fellow dog people, make it a little easier for them. Maybe dog people just are more optimistic. Jess, are you optimistic? Sometimes. Was there anything else that surprised you or maybe in terms of responses that need more improvement? For example, like GDPR, it would be great if people were all understanding and moving the needle in that direction. But anything else that you can think of that we'll need to work on as a community? I felt like I was confirmed in thinking that testing on the front end isn't quite there and hasn't really been adopted very well. Obviously UI testing isn't the easiest thing to do compared to some of the unit tests on the back end, but we definitely have a lot in way to go with that, but the tools are really improving, so I'm pretty hopeful about that. But clearly, that is an area of our industry that really is lagging a little bit. And I think just a general reminder that not everyone has access to fast internet. People in our survey mostly did, but there are still some respondents with less than half a meg that's probably more prevalent than we realize people who have that privilege. Do you also plan to run this survey regularly and kind of like track the responses over time and see how things are trending? That'd be kind of cool. Yeah, I think we're gonna do this again. I think at any point, if you go to dev2 slash survey, we're gonna be doing something either sort of keeping on with this analysis or sort of the next thing, and definitely think we're gonna do a lot more of this in the future. Especially since we're open source now. Doing these surveys really help us have more of a pulse on what our community feels stronger in, for example, like you were talking about Flexbox, just what we know folks are more capable of and are comfortable into. Yeah, and obviously for us, this was a survey of developers, both as users and as sort of creators. And we always have to be aware that this is not necessarily the community we want all the answers for in terms of the usage and stuff like that. Our community is not really gonna be representative of everyone's needs, and it's definitely important to get data from a lot of places, although this is really useful data. I think you can bring to your boss if you need to really settle anything. Yes, that's a good closing thought. And with that, Jess and Ben, thank you so much for being here and sharing the results. You can check it out at dev2 slash survey. There's a link in the description. Thanks for watching, we'll see you next time.