Live from Las Vegas, it's theCUBE. Covering Discover 2016 Las Vegas. Brought to you by Hewlett Packard Enterprise. Now, here are your hosts, John Furrier and Dave Vellante. Okay, welcome back everyone. We are here live in Las Vegas for HPE Discover 2016. This is SiliconANGLE Media's theCUBE, our flagship program. We go out to the events and extract the signals from noise. I'm John Furrier, my co-host Dave Vellante, our next guest. Dave Vellante, big data platform marketing at HPE Software, HPE for Enterprise. How's it going, great to see you. It's going great, how are you? Doing good. Big data is all the rage. Obviously this is on stage. We've heard a lot about machine learning. Yeah, machine learning is the new big data. It's AI. Write that down now and repeat it three times. Well, add AI to the list too, because that's coming right around the corner. But this basically highlights not why I should use big data. It's how, right? So everyone's in that conversation. So share your thoughts on what you're seeing for people's approaches, with how they're using the technology these days. What are some of the successes? Just share some color around. What people are doing with it? How they're instrumenting their business? I know it's different by industry, but share some data. Well, there's a couple real big drivers. Now that the big data has really landed and people are trying to figure out to your point, not just how do I store it and manage it, but what am I going to do with it? And at what velocity and to what end? And that's why at this discoverer, we really made a big bet across the company in shining neon lights around what we're referring to as applied machine learning. And it's not an if. It's really a when and a how because there's no other way to tackle the different forms of data that are hitting organizations. And machine learning, here's the interesting thing, is that AI machine learning, in one sense, it's not new. We have some proven technology that we've been proving and using and powering very serious applications like eDiscovery for over seven years. So if somebody just kind of woke up out of a time capsule, they'd go like, what changed? Because we were talking about this before and what has changed is pretty profound in that the technology itself, the computational assets that you can put at it, and the ability to be able to make it accessible. So it's not just for the few, but for the many, where we're really taking machine learning and AI and making it for the developer. That's a great point, a great point. It's not that the data scientist isn't still key, but it's now about going from fine China to everyday wear and having every developer and every application thinking about how you're going to use machine learning. Well, let's just capture that point. So one, access to more compute and or power is now available, that's changed, that's your point. But also the surface area for what people can see, the demand for new machine learning. You got iPhone apps, you got mobile apps, you have much more applications that could be machine learned or have applied machine learning to them, is a driver. I mean, there's more stuff to apply to and you got the horsepower. And you're bringing up what we've seen again and again, isn't it funny that the sophisticated stuff is done on the enterprise, but to actually show people you can think differently it happens on the consumer. So Siri, which people, they don't care it's machine learning or what's underneath it. Siri and the equivalents have just taught, and a grandmother, you know, that you can actually kind of talk to a computer and a computer can understand you and do some smart things for you. And that simple concept of that computers can learn translates all the way back to the enterprise. But as with a lot of things, it took a few consumer apps to kind of wake up that we don't have to lock in and be monolithic with enterprise computing. Well, it's always been hard on the enterprise side with the database, legacy, data structures, different schemas on databases. Consumer apps would just have a database. Now, with the consumerization of IT, you're seeing more complexity. So, is that why the consumers are talking? Is that what you're saying? Well, I think it's a necessity that this data is coming in and fundamentally companies have to be able to learn and act from it. If they don't, their competition will. And it is about speed and scale which has always been the challenge, but now it's speed, scale, and intelligence. And these new forms of data plus the structured forms are where you need the computers to do some of the lifting for you. And it's not to so much replace the human as augment the intelligence that's there. Now, the breakthrough for us with Haven on Demand was that all these technologies I talked about were not for the faint of heart. You needed significant investment, significant expertise. The economics were not there and that's why it's not prevalent. And what we changed by creating a cloud-based accessible through an API that any developer, any developer can now do face detection, now can do speech detects, now can do pattern recognition. That allows you to take this into any app. And that was something before Haven on Demand simply didn't exist. And I think it's gonna reset the bar. So you talked about developers. Robert Young-John talked about the importance of developers. It was one of the three pillars of your strategy.  So obviously you got to get developers writing to that platform. The Nirvana, for many organizations, is you talked about needing data scientists and that's, you know, all of insights for a few. The Nirvana is actually putting it in the hands of the business users. What are you seeing, Jeff, in terms of that evolution, that sort of citizen data analyst, if you will, where are we in terms of your customers being able to get there? Well, I think it's going through a few phases. And phase number one is simply access, okay? Because a lot of this data was effectively dark and locked up and you needed to have a really good formal reason and had to be kind of institutionalized. So what has broken through on the last year or two or three, even this term of citizen analyst, which it's just speaking to the fact of just let the people have the goddamn data. And we put these nice terms around it so it seems like it's very thought through. But you had a pent up, huge level of frustration where people said, I want to be data-driven but I need that data to be accessible. I need it to be trusted and I need to be able to access it and react on and do things with it in a timely manner. Reading yesterday's news or yesterday's or last month's report, sometimes historical trending is useful but in most markets we're in, it's kind of like yesterday's newspaper, not particularly important. So that was the first phase where shadow IT appeared in all its glory and we saw the tableaus and clicks emerge that put tools into the hands of people on the edge that could utilize this. And I think admittedly the data center had to catch up to that. Now what's starting to happen is we're able to put in the infrastructures and the analytics that we can supply that.  So in the value chain of things, you've got the data, you've got ways to store and act on the data which might be some kind of Hadoop distribution or whatever it is, some spark thing. And then you guys are taking the insights from that with Vertica and then feeding, you mentioned Tableau, Click, Pentaho's maybe another example where I've seen you guys participate in various shows that ultimately operationalizes against the GD data in the hands of the users, right? Is that the right way to think about it in terms of that flow of the value flow? Well, you, it's interactive though. That's the one thing that I would add to that. What do you mean by that? Well, when you bring the data out and do data discovery versus search, it's the value of the question. So we think of a lot of analytics as in the context just out of habit as reporting and therefore the answer is there. But when you actually look at companies that are data driven, it's about getting exposed to that data and then that will prompt questions. And you need to be able to ask that question back to the data. You need to be able to test hypotheses. You need to be able to do what's called data wrapping. I don't know if you've heard that term or if your users have. And that is bringing asymmetric parts of data together that may sit in very different locations. Some out on the public internet, some with your partners. We've heard data wrangling. Is that different than data wrapping? Yeah, data wrangling is a little bit, I think it's a funky way to talk about data mining, but the whole idea, get my data and get some sense to it and impose structure on that data so I can start to control it and start to extract out insights. And data wrangling is absolutely essential. Data wrapping says, I guess if I stay with the terms, it's after I've done my wrangling, now I have some core information, but now I want to know what about relationships with weather or economic conditions or geopolitical events or whatever. So I need to bring in other data into the mix and see if I can wrap that data with other insights. Do I start to learn more? Or can I create services that are going to deliver value? And it's all about building out your data but doing it in a fairly ad hoc fashion. And that's hard to do. That's your outcome, right? To validate the insights you're getting and then often to take action that you need to be able to do. And a lot of systems are designed opposite of that. They're about siloed relatively closed systems that will produce some sort of insight and done. And then maybe once a year, I'll move it into some grand warehouse, structured organize it and get some grander things. And now what we need is the ability of standing up at a whim and blowing away at a whim, these kind of computing. And let me explain more about that. The computing or the data sets or both? Well, both. Now it's not that I want to destroy my data, right? Because no data is being destroyed now. The whole idea, defensible disposal. The last time somebody disposed of data was probably 1927. They're data hoarders, it's a new cable show. People hold on to their data, okay? Sorry, General Counsel, it's just the fact. Yeah, it's just, you know, that smoking gun. But what we're getting at here is historically these systems, all of them, have been designed with a basic premmage of compute and storage. And the data goes with it as these interlocked welded together assets. And you designed around it. In fact, we put fancy words like architect. You had a analytics architecture that was presupposed. And you thought hard about what would be your peak usage and your utilization rates. And you had to make choices. Do I over allocate? Can I handle that monthly end report? How distributed is it? How reliable is it? And it was like building the Taj Mahal. You know, you measure twice, cut once.  And then you were probably cutting a hundred times as you were building that thing out. And not much has changed today, even as we move to the cloud. And yes, the cloud will set up that underlying infrastructure, but you still have to specify it. You have to be able to tell your public cloud vendors, what do I need? And think about those resources. And the storyline hasn't changed much. So to preview what I think's coming, and what we're spending a lot of time thinking about is just ripping that whole concept apart of separating compute and storage and the data to allow you in a very agile fashion. You may say at two o'clock today, I want to be able to run this kind of analytic. I need this kind of compute. I need to pull together these data assets and I want to run this analytic. And then through automation, the ability to stand that up for what may be an hour. Get what you need and stand it down. So the ability to share that data, do that without impacting any of your other analytics. That's the big if. Because can organizations stand up that you say? It's like a developer with a sandbox. You want to basically flash the data into some sort of new environment. It sounds like composable infrastructure meets composable data. Well, it has some assets of that because it's all about bring that together. But the word I'm going to throw in there is temporal. That is my word of the day. The idea is can I do this in a temporal fashion so that I get what I need when I need it with very, very little friction or cost up or very little friction and cost down. Either what I'm trying to do or the other things I'm trying to accomplish. And that is the mecca holy grail that we're trying to go after. And I think that's going to be the big breakthrough. The assets are there, the underlying pieces. We can move things to the cloud pretty quickly. We can move data around her of access there, but we're still working. We still got a big foot in the old box of building things like we're building castles, right? You didn't build up a castle for an afternoon. You kind of worked for about 500 years. Now the good news was that castle, if you're lucky, would stand for another 500 years. Now we need things that are as brawny as castles, but we need them to go up in about two hours and we need to rip them down in about an hour. And that is the new castle building that's coming. So let's set up the big data conference come in the end of August, beginning of September. It's one of the events that we've done. We did the inaugural one. We've done it every year since. It's a great event. It's intimate, really a customer event.  It's all about the customer. Set up what's coming at BDC this year. Well BDC is, by definition, our biggest proudest event for our particular part of the business and HP software. And it defies some of the labels, right? Because is it a user conference? Well, yeah, you have a lot of people that are using and touching the technology. Is it a conference where you're gonna see strategic insight and sharing? Yes. The one thing it's not is a marketing conference. And I can say that because I'm a marketing guy. So we actually do not allow marketing to happen there. Every breakout session, everything that is delivered is delivered by one of two human beings. An engineer or a customer that is an engineer that's done it. It's about 1,500 to 2,000 people in Boston, August 29th to September 1st. We used to have in the middle of the summer and people still showed up. So now we've actually shifted a little bit so people can still enjoy that beach time. So the scheduling is pushed out a little later. And what's unique about this is it's focused on all people that are really passionate about pushing the edge around data. So these are the people that are architecting it, using it, driving analytics in their organizations.  I mean, we've had amazing conversations there. Again, they're like the DevOps guys. We met some guys from Facebook there.  Zynga, Philo, all the web, all the web scale guys. Yeah. Well, and the names, and we will not disappoint this year. There may be a few names. There's one kind of ride sharing company. Some people may be familiar with begins with you. Lift. The other one. I always want to use lift in a keynote, not Uber, you know. Look at both there. But you're going to see some companies that are not just doing interesting things with data. Their businesses are defined around data. They are taking it and thinking about how they use it to the next level. And this isn't just about being impressed with somebody that's on a corner case thing. This is about learning and taking back to your organization, what can I do? And that's why people want to hear from Facebook and AT&T. It's over 60 breakout sessions. All of them run by people that are really doing it. The last thing is the busing, the busing aspect of it. And people may go, well, that doesn't sound very high tech. But the reason we hold this thing in Boston, besides being Boston, being a great town, is that that is our center of excellence for a lot of our engineering. So we put on buses, waves of buses, that are going from Cambridge down to the Westin that bring in our engineers. And they are the ones that staff and are part of the engagement zones that we have there. So you can go directly up to the people that are building this stuff using it and get the real baloney about what's going on. And the dates and those events just real quick. August 29th, September 1, three days. Boston, it's at the Western Waterfront. If you go to HPE, Big Data Conference, the early bird promotion ends in one week. And we all know a goodbye, a good promotion, makes us all happy, so you don't want to miss that. So check out HPE, Big Data Conference. It's different, and you will not be disappointed about this event. You will come back wiser. You'll be better looking, two inches taller. Great networking. And you'll be able to make contacts that maybe you haven't had before. You will also get a real sense of how we're setting the next stage for the next couple of years of advanced analytics computing. Awesome, Jeff, thanks so much for sharing the insight on theCUBE here, great data with theCUBE. Word of the day is temporal, and it could be a great CUBE gem. So thanks so much for that sound bite there. Temporal data, the future's coming. New way of doing things with Big Data with HPE platform. Be right back with more Big Data here in theCUBE. I'm John Furrier, Dave Vellante. We'll be right back. You're watching theCUBE.


Good morning friends. I am Pooja and today we will work out the following question. Given that the two numbers appearing on drawing two dice are different, find the probability of the event, the sum of numbers on the dice is 4. Now if E and F are two events associated with the sample of a random experiment, the conditional probability of the event E given that F has occurred, that is probability of E given F is given by probability of E given F is equal to probability of E intersection F upon probability of F and here probability of F is not equal to 0. So this is the key idea behind our question. Let us begin with the solution now. Now let S be the sample space of the experiment of tossing two dice.  Now when we toss a die, any of the numbers from 1 to 6 can appear on the top face. So on tossing one die we can get six outcomes. Now if we toss two die and if we get one on the first die and one on the second die, then we get the outcome as 1, 1. Similarly if we get one on the first die and two on the second die, we get the outcome as 1, 2. So we can get all these outcomes on tossing two dice, that is we can get total of 36 outcomes on tossing two dice. Now we have suppose that S is the sample space of experiment of tossing two dice. So we get S is equal to S is a set consisting of 1, 1, 1, 2, 1, 3, 1, 4 and so on till 6, 6 that is it consists of all these outcomes. Now the sample space has 36 outcomes. Now in the question we are given that the two numbers appearing on throwing two dice are different and we have to find the probability of the event that the sum of numbers on the dice is 4. So let E be the event that sum of numbers on the dice is 4 and let F be the event that two numbers appearing are different. Now here we can clearly see that out of all these 36 outcomes the outcomes 1, 3, 2, 2 and 3, 1 these are the three outcomes that give us the sum of numbers on the dice as 4. For all other outcomes we get the sum of numbers on the dice as either less than 4 or greater than 4. In case of outcome 1, 3 we can clearly see that 1 plus 3 is equal to 4. Here we get 2 plus 2 is equal to 4 and here we get 3 plus 1 is equal to 4. So we get E as the set consisting of these three outcomes that is 1, 3, 2, 2 and 3, 1. Now F is the event that two numbers appearing on throwing of two dice are different. Now leaving aside the outcomes that appear on this diagonal all other outcomes consist of two numbers that on throwing of two dice are different. So we get F to be a set consisting of 1, 2, 1, 3, 1, 4, 1, 5, 1, 6, 2, 1, 2, 3 and so on. That is 36 minus 6 which is equal to 30 outcomes. Now probability of F is equal to 30 upon 36. Because total number of outcomes are 36 and F has 30 outcomes and this is equal to 15 upon 18. E intersection F is equal to all those outcomes which are common to both E and F. Now E consists of only three outcomes 1, 3, 2, 2 and 3, 1 out of which only 1, 3 and 3, 1 consists of two numbers which are different on tossing of two dice. So we get E intersection F is equal to a set which consists of 1, 3 and 3, 1. So we get probability of E intersection F is equal to 2 upon 36 and this is equal to 1 upon 18. Now we have to find the probability of the event that the sum of numbers on the dice is 4 given that the two numbers appearing on throwing two dice are different. So we have to find probability of E given F. Now by key idea we know that probability of E given F is equal to probability of E intersection F upon probability of F. So we have probability of E given F is equal to probability of E intersection F upon probability of F and this is equal to now probability of E intersection F is equal to 1 upon 18 upon probability of F is equal to 15 upon 18. And this is equal to 1 upon 15. So we have got our answer as 1 upon 15. Hope you have understood the solution. Bye and take care.


Welcome back. We're pleased to welcome the new stacks Alex Williams to moderate this panel of upstream project leads and cloud native thought leaders for the upstream this panel. Folks here, Clayton and Craig. Craig McClucky. I'm here. Brandon's here. I'm sure these guys would just be happy just to spend the time talking about, you know, I mean. Are we starting on the 15th site? Yeah. Right. There's Craig. No, it's not Craig. No, sorry. False alarm. Yeah. All right. Here's Clayton. I'll jump off when Craig shows up. Hey everyone. I'm Alex Williams, the new stack. We're a technology news publication. We're going to be right about the container ecosystem just a little bit. Kubernetes just a little bit, quite a bit actually. Our focus on application development and management and scale. We focus on explanation analysis. We're having two pancake breakfasts this week with our pancake robot. So we'll be 3D printing pancakes tomorrow morning and Wednesday morning.  Yeah. The 3D printed pancake from the robot itself. So talking about robots, here we are. We have automated services, open source ecosystems, you know, the Kubernetes world. You know, if there are a lot of people here who are customers who may not be as familiar with things, I would just love you guys to get your take on things. Where are we right now?  What is it that's interesting to you? And talk a little bit about the dynamics of the ecosystem. Just give people a level set. I have to go first. Yeah. Why don't we start down at Brandon's end so I have time to. Oh, Brandon. I want to come up with a good answer. All right. Great. One, two, test, test, test. Test test. All right. That's your answer. Yeah. Got it. So that's what we're doing. We're testing everything. So I think the state of the ecosystem today is we've created a really, really powerful platform that you can really deploy and manage applications well. Now, the next step here is that we've developed a powerful platform that has very, very powerful alternatives. And what we're starting to see out of the ecosystem is kind of out-leveling it, making it easier for people who aren't necessarily the early adopters who initially just fundamentally get it. They're able to more easily map to their existing ways of thinking and leverage the platform underneath by taking some of their existing thinking on how they deploy applications, how they operate those applications, how they monitor those applications. I think that's kind of where we're at right now. I'm going to sort of echo that a little bit, I guess, but take it in a slightly different direction, which is I also think we're starting to see people starting to think about what this means for how they build applications, which is to say it started out people just kind of experimenting and playing around and learning some stuff and in some ways taking what they had and putting it into the space. One of the analogies I've drawn in the past is object-oriented programming mainstreamed, I would say, with C++ sort of in the mid-80s, 85, 86-ish. And then in the early 90s, you see this explosion of patterns, books of people kind of stepping back and doing an analysis of like, okay, we have this new tool. How do we build software using this new tool? And I think we're sort of going to start entering into that phase where it's no longer, oh, what is this tool? Do I understand this tool? What do I do with this tool? It starts being like, what are the best practices for this tool? What are the ways that this, you know, what are the patterns that make sense for this world? And I think that's sort of the phase, I'm looking out into the future. That's sort of the phase where I think we're in, where, yeah. So I think we're in the phase where on the infrastructure size, the patents have expired. You know, the ideas around these things like this idea that I have a strategic advantage because of the way I manage my software or my hardware with my software. So, you know, we would tease out these white papers, kind of give you clues on some of the design principles. But there was no way most people could actually build an implementation from that. So what we're seeing now, though, instead of a white paper, you're getting an open source project. So Kubernetes represents that kind of open source project around these ideas. So now that the patents are wore off, everyone is able to participate and build on top of them without fear of retaliation or so forth. I was actually going to, I totally thought you were going to say we need to explain this to everybody so everybody understands what they have available. So we need to do a lot better job at documenting, describing, explaining, putting patterns in place. Like it has to be communicated, like the potentials there. But it's like you say, like the ideas are out there, but they're unevenly distributed. And the other part I think is really important is figuring out how to tie process to this stuff. Because everybody's process is different and it'll never be the same. But the primitives for process kind of depend on what you're actually doing. If you're dealing with source code and builds, then you deploy it. The mechanism and the place where you deploy, what kind of process you have. Do you test? Do you not test? How easy does the infrastructure make to test? Those sorts of like innovations and finding ways of explaining and building tools that make it easy to put development processes on top of this infrastructure is the other big area that I think is coming up soon. So before I go any further, I probably should introduce our panelists here.  So Brandon Phillips of CoreOS. We have Brandon Burns of Microsoft. We have Kelsey Hightower of Google and Clayton Coleman of Red Hat. But what you bring up to me gets to really the heart of how open source communities actually work with a lot of new kind of involvement in open source. So the way we think about it at the new stack is like softwares at the center of business. There's no doubt about it. And open source is increasingly at the center of software. So if that is the case, then that means a lot of changes for both actually how the software is built and how it's supported and how it's managed and how it's deployed and everything else around it. A lot of companies out there are really not accustomed to this new kind of world. How do you guys balance that? What are some of the things that you're trying to do to help people, to help manage this process with them? Because there's lots of different dynamic factors here such as economic interest that you guys have as vendors. There's the expense requirements that the customers have. There's a lot of different actually dynamics here that I think have to be taken into consideration. But curious on your guys' perspectives on that. I think one thing that I always try and keep in mind is that none of this is new. Everything old is new again and I think this has been alluded to is most of the patterns are things that we instinctively understand. And a lot of the easiest way to bridge that gap is to help people find the metaphors and the patterns that move them from where they are. So how do you help them find the metaphors and the patterns? Well, and I think, you know, as an example, containers as a pattern are really just virtualization taken one step further. And so I've had, I can't even count the number of discussions I've had where someone says, well, what's this whole container thing? I said, well, do you remember what it was like to virtualize your software? And for some sets of people, that was all they needed to hear. It was like, oh, we'll just go do that again. What are the things that are different? And putting it in that frame of context I think has been something that's very common for me from the Red Hat and OpenShift side. So I think when you talk about how open source has influenced software and how software is influencing business, I think it's the same thing that kind of happened to the music industry. I think we are no longer under the control of a few select vendors who can actually get software onto the shelves. So we're in the GitHub era, right? So the GitHub era is very similar to the YouTube era. Even if without a record deal, you can make an album and release the whole thing on YouTube or your website. If you become popular, that's it. You get to go on tour. You may not make very much money on your album sales, very similar to software. You can't really sell package software anymore. But you can actually start to dominate and get whatever you want out into a community and see adoption probably even quicker than the old distribution mechanisms of shrink software. So I think right now as anyone, any single person, I think Docker is a great example. It wasn't one of the big vendors that came out with Docker, right? This was kind of like almost a side project, implementation detail of a much larger system that was put out there on GitHub and it exploded across the world with no major influence really from the vendors. I think the vendors came in and made it work, right? Like the big tours need help. But I think that is an example that now, as new ideas come out, there is no one gating when these new ideas get to be released. You know, someone else is probably working on the next thing and when it ships on GitHub and if it takes off, everyone will have to either react or actually earn credibility in those communities to actually help kind of shift that direction where it needs to go. So when you get into open source, you know, when you get into these open source ecosystems as, you know, Brandon was saying, especially in Kubernetes, you have these, you know, it gets very, there's some real deep complexities here. So Brandon, I'm curious in your perspective and how you take that into consideration as well. Sure. I think actually in many respects, the whole goal was to make it easier. I don't know if we succeeded. Maybe we're continuing to try and make it succeed. And I think that you do have to learn some new ideas, just as if you were going from an, you know, imperative C, you have to learn about this, like, what's this class thing? Like why should I care? What's inheritance? There's extra stuff to learn. But I think at the limit, what you actually realize once you learn those things and once you start building patterns based on those things is it's actually easier, right? It's gotten, it's harder to have your code sprawl if somebody tells you, like, you have to organize your code into this thing that we're going to call an object and it kind of should have a meaning and it's going to have a name that kind of defines what it is. And I think more importantly, and I think this is also about the open source community, by doing that, suddenly we started talking and identifying that we had the same objects.  Well, I have a foo over here. Like as I developed my foo, it turns out that this is a best practice and that's, and so I think there was more learning. I think when we moved to having shared knowledge and shared words that we used for our infrastructure, we started learning more collectively and we started being able to reuse stuff. So I think the first wave of this was sort of the library era where suddenly, like, you could reuse a library, right? Like there was this thing that was out there that had this documentation and these objects that you could pull in and you could treat it independent from the rest of your code base and you could be collaborating with these libraries. And I think now we're just getting to a place where we're collaborating with the way that we build and deploy our infrastructure. And I think the net of that is actually a win for most businesses because you go from a bunch of, like, localized areas of knowledge to a place where we're collaborating on knowledge and best practices around the world. So I feel like we're developing this shared vocabulary that helps us sort of up-level everybody by talking about the same things. So if I may just ask a follow-up question for you, Brandon. So you're with Microsoft now and you work on Azure and Kubernetes and Azure, right? So that shared language that you're discussing here and that knowledge, how is that transpiring into your own development on top of the Azure project? Well, I mean, I guess the other thing I would say that is a truism sort of points to what Kelsey said as well, which is I don't think anybody in infrastructure wants to get locked in again, right? I think that it's very clear this open-source thing has made everybody realize that there is actually a place where their code can go anywhere and for a vendor of data centers, effectively, which is what we are, that means we have to provide a really, really great data center, right? Great performance at a great price and all that sort of stuff. And that means, I mean, at some level, it's harder, you know, as a business, right? Because people can take their business anywhere with Kubernetes, but it also means we produce better products for people. So I think it's a win for everybody in the end. But, Brandon, it's still a market game, right? There's still market forces here. You're venture-funded, right? How do you determine what actually you put into the projects and whether you keep for yourselves? What's that balance you form with the community? Yeah, so when I think about doing open-source work and I think a lot of people think this way is you are looking at how do you enable capability? So if you look at, say, what's the difference between an Android device and the Linux kernel? The Linux kernel enables a lot of different capabilities and when you get an Android device, there's actually a finished product that leads you to an end-to-end experience. And I think that's really the difference when people are thinking about when they contribute to the open-source community or how they engage and balance that between their business interests and the overall open-source community interests. It's how do we create these kind of shared languages and these shared patterns and how do we make that something is that the customer and the ecosystem doesn't get locked into any single vendor? How do we ensure that capability ends up in the open-source project? And then when you're doing that whole process, how does that actual capability end up creating like an end-to-end experience for the user that's like compelling and solves the problem that they have? In general, it's like very niche specialized problems. As the Kubernetes community is sort of this general platform today, a lot of those problems are really integration problems. How do I integrate with my storage? How do I integrate with my identity? How do I integrate with my security and compliance? Over time, it'll be more about how do I integrate with my existing applications, integrate with the middleware investments that I've made and that sort of stuff. So it's really about the capability versus the actual end product experience and the deliverable value. So with that product experience, correct? So hypothetically, we have a customer out there and there's all these companies competing for that same customer and we have open-source projects and the open-source projects are fairly open and those customers can go upstream whatever they want and basically kind of like say, oh, I can work on this, why should I work with you? That seems like, where is that balance there? Yes, for a lot of people, the reason they turn to any vendor for open-source software is just because it's open-source doesn't mean that you have expertise or want to build that expertise or it actually makes business sense for you to build that expertise on that software. And so a very common thing is with our first product, Coralus Linux, people don't want to build expertise on rolling out and testing Linux kernels. So we have that expertise and so we provide that as a service and then people, they subscribe essentially to that service and they get it delivered. I think similarly, you have to make smart business choices. It doesn't make sense always to build a team of 10 engineers that are focusing on making Kubernetes great instead of making your product great. Kelsey, what are your thoughts? So we've seen this shift a bit in some of the larger businesses where given the same scenario, you may say if I'm paying $10 million in licensing, how many developers can I hire?   You really hate your current employer because I can see that all of your commits come at 7 p.m. You guys are awesome. So these are prime hires. I think Facebook was a good example of bringing in some of the Postgres core members, right? I'm not saying that they hated their former companies. But sometimes it's cheaper to hire the core maintainers, have them on site. And when you do that, you have the responsibility of allowing them to continue to contribute to that community. Red Hat is probably the biggest example of something like this, right? Like Red Hat is able to enter new spaces by going in and saying, you know, Red Hat could partner with some of these other projects and have them be standalone. But I've noticed the pattern of Red Hat just independently that they build up that army of expertise and gain, you know, respect with that community whether they're contributors or hiring in the entire team sent to us.  So that strategy, I think, is some other enterprises are also looking at that strategy. Like if you're all in on some technology and it can sink your business if it goes away, sometimes you're in your best interest just to buy the entire... We're seeing that, aren't we? In the startup community, I mean, there's been a lot of... Zamsong acquired joint, right? So you start to negotiate that deal. You're like, that's the invoice you're going to send me? What's your net worth? I'm just going to buy the whole thing and then we're going to charge it back. I would say a really interesting point to that is that there are typically fixed pools of experience in these sorts of areas and I think that's one of the challenges is if you think about acquisitions like that where you hire an entire group of developers and if you aren't responsible as Brandon and Brandon were alluding to to making them available for other companies, you've essentially might have been dependent on. I think that's one of the challenges and risks that we see in open source is there's this growing tension, there's the startup funded open source, maybe more like the classic vendors like Red Hat and there's always a tension between how much are you willing to bet on a particular technology. Kubernetes is a great example of something that's so big now that it's a really easy bet to say I might hire someone who's specialized in Kubernetes whereas on the other extreme that are people used with Kubernetes making sure there's a broad enough pool of people who are willing to commit in the open to support that technology and that's kind of I won't shill for Red Hat here even though that's technically my job but that idea of working and being responsible in the communities is something I think everybody on this panel absolutely believes in every one of these guys has demonstrated being responsible in these communities to ensure that we create a more vibrant ecosystem even though you know there might be specific vendor goals that may run against us I think everybody has kind of demonstrated that level of professionalism. Any questions? Yes? So I think there's like a few lessons to be learned there and one of which is you need people from the beginning you care about ensuring that the governance of the important bits of intellectual property are learned from the beginning and I think that's probably the lesson that was learned here and that like the CNCF and Kubernetes community overall has been really conscious and careful to ensure that not just like the community as a software project is doing well but the community as a marketing and brand are doing well together as kind of a cohesive package of like a single face forward. I think it's also the case that you have to set up and sort of you have to set up this community so that it can resist any one particular interest like it's sort of like setting up the checks and balances and any sort of good governance that you want to understand what the community means and ensure that you can that it will continue to function no matter where any of us goes. And how do you balance that then with the rest of the community and other organizations as well because there's such a crossover between different communities and one may be entirely dependent on the other. So I think Node.js was a good example of fork the whole thing right fork it go do something else and push it harder than what you thought you saw before because that's also the other power of open source. Some of these licenses are tailored around that that we won't always agree and you have the power to hit that fork button and continue off in a different you know a different route. And we have to be okay with that. The good thing about Node.js it was brought back when joint decided that having two communities around the project was not in the best interest of everyone involved. So I think a lot of times that fork button is really what allows that community to actually have some say right. It gives you that real power to fork and move development where you see it. So it kind of evens the playing field so I think it keeps everyone in check. There's the fork and then there's a metaphorical fork. Fork at all man fork fork it fork it. And I think this is really I think this is like to a deeper point as well around like the health of an ecosystem is how diverse it is and how resilient it is to any particular point of failure. And like it's a very conscious decision in the Kubernetes community to try and be as diversive of interest as possible or as diverse in interest as possible as Brandon was saying that the more that we can create an ecosystem where everybody is able to participate and find individual value we're more healthy as a general community because we can resist individual failures. Who's a customer out here? Who are like actually you know If you work at Ray's head raise your hand because then it won't look cool. Okay I just want to get a glimpse of who's out here. Do you have a question at all? No? Okay that's fine. Okay so then the question that I asked then is okay you say just say fork it okay. So what happens when you are you know when there's two kind of there's a dependency between for instance two open source organizations right and then and you're maybe you're you know what you're trying to get what you're trying to get through one community right. I'm going to answer this. So I think the biggest problem is what causes the forks. Usually forks are caused when there is no way to get the change you want to happen. I think I think Kubernetes did a really good job of saying we're going to make all this kind of API driven. You can add what feels like core functionality I think third-party resources is one of the biggest things that Brendan championed. You saw CoreOS just released this thing called operators and CoreOS was able to do that without recompiling all of Kubernetes getting the whole Kubernetes by community to agree that they could even use this term. They were able to put that out in the open because the APIs are there. So APIs to me remove a lot of attention from these projects. Okay so then they remove a lot of attention from those projects and what about what about then the docker in the mix of all this right. I had to ask. I had to ask. I get to follow up the Node.js one because I think the best thing about this industry if you wait a few years it all changes and everyone forgets everything that happened two years ago. I think one of the things that makes this particular area so interesting is the amount of people involved from a whole subset of communities. Docker is fantastic. Docker has done things that have enabled technologies. There's lots of other people who've done that before and there'll be lots of people who do that after and I think one of the things is is that even when there may be disagreements between communities or interests what inevitably happens is that people take the fundamental technologies and they rebuild things that enable them and sometimes that's good and sometimes that's bad and the goal is to try and build these ecosystems that survive even disruptive changes like that. The customers have any questions about this at all about this actual dynamic here. Any other questions from the audience? No one wants to get in the middle of this one. Anyone? I mean the Docker thing is interesting Wait, we got a question over here. I'll pass it to you in a second. I think that's a good point and I think the problem in this so the question is that if Docker is the foundation and Kubernetes and OpenShift on top and if Docker becomes brittle or fragmented then you lose the investment upstream. So sum it up and I think here is that in this particular case and not all of Docker but I think people really weren't clear on what the foundation actually was in the case of Docker the foundation was the Linux kernel and it's still there and it's still open and it still has the API so everything that allowed Docker to exist allowed LXC to exist allows Rocket to exist and you're going to see this even at Microsoft they have their own container implementation that's close to their OS so I think a lot of times I think we all lost track of where the foundation was so it did feel very shaky because you're just standing on the subfloor, right? There's concrete underneath there and the kernel is pretty solid and the good thing about the kernel is that there are a lot of people who understand how to add that value so I think the reason why we're all pretty confident upstream is that there are enough people in the industry to support a very stable foundation and actually what you actually need is a lot less than what people saw in Docker. Docker is great because it gives you that developer workflow and it gives you all these other tools but that work that's going on in the open container initiative to take those parts that are the foundation, the image format things that we rely on, some of the APIs to allow those pieces to work with any OS level thing so I believe truly that your investment is safe because a lot of us and we're out here educating more and more to show people where the actual foundation is so find comfort in that. So Brendan, why? I was going to say the one other thing I think is that of all of the pieces that I think are baked, it's the image format. I don't see because of the investment you're talking about I don't see people moving very much away from that, at least not in incompatible ways and I think that the core because of that I think that investment actually, that shared fate actually makes the community stronger because it means that any particular actor can't twist it to their particular goals because there's so much shared investment that the community will resist and so I think that that's the other part of it which is that the runtime might change the way that you build the images might change but the actual images that you have built and placed out into a repository somewhere, I don't think that's changing much it's going to iterate maybe but it's not going to go away. Last thing I think it's actually really smart because most of the technologies that we're talking about are not very complex technologies in terms of their independent pieces so the registry and the image format is a great example it's just a bunch of tar files and a manifest and we can pretty it up and format it and standardize it and make tools that work with it pretty easily but I have no concerns that there's going to be some massive disruption in either image format or container running that are going to really impact people up the stack because that's the beauty of open source regardless of whether anyone forks you can just keep using the old version that's supported by like a half dozen distros at this point and there's always going to be time to react to these things and that's part of what I think everybody on this panel's job is to do the reason why we get paid is to help create stability in those communities. And last thing let's be sure even though Docker isn't up here they are very much a part of this they are contributing to the OCI spec you see their names I always check to the Docker engineers are participating we may not all agree on everything even between companies that aren't Docker we don't agree on everything so they are participating so it's not that you know it's like everyone against Docker right Docker does a great deal of work across the board so let's be sure of that that the engineering work that's going on to make all the statements we say true Docker is totally participating they're not isolated from this great well thank you guys very much for participating in a very interesting discussion here and look forward to having more discussions and you're going to be following up with the discussion on the container ecosystem aren't you yes so who would like to see a 3D printed pancake made by a robot tomorrow raise your hand alright hope to see you there in the morning then thanks a lot guys bye bye


Hi there and welcome. I'm the Technician Projects and today's tutorial is going to show you how to import audio files into Adobe Audition. Please see my previous video on how to create a multi-track project in Adobe Edition. Once Adobe Edition is loaded you want to create a multi-track? We want to go to File, Import, File and we want to select the file from our desktop. This audio waveform here select your file and click Open. That is the first way of importing a file into Adobe Audition. The second way is to go to your File folder and click Import, select your audio file and press Open. The third way is to do the shortcut Command-I. Press Command-I, select your file and click Open. The fourth way is to go to Multi-track, Insert Files. Select your audio file and click Open and click OK and that will insert your audio file straight into your project. If you enjoyed the video today, please leave a like rating and subscribe for more. Thank you for watching and see you next time.


I'm Deborah Borchardt and this is your Marijuana Money Minute. Despite not officially deciding the presidential election this week, Americans made it clear that they wanted legal cannabis as five states past some form of legalization. Arizona, Mississippi, Montana, New Jersey, and South Dakota have all legalized marijuana for adults 21 and older as voters in each state approve their respective ballot initiatives. Now, New Jersey was closely watched as many see this decision as the tipping point for the big market of New York to legalize adult use cannabis. Psychedelic legislation was also a big winner this week in Washington, D.C. The decriminalization law, Initiative 81, secured enough votes for residents to pass and the plants and fungi covered by Initiative 81 include psilocybin mushrooms, ayahuasca, iboga, and mescaline containing cacti, which can help those suffering from depression, anxiety, and addiction. Oregon became the first state in the country to legalize psilocybin as voters in the state passed Measure 109. Now, that will allow regulated use of psychedelic mushrooms in a therapeutic setting, but they'll have to be stored and administered at licensed facilities. All right, we are just starting to kick off earning season. This week, GW Pharmaceuticals reported total revenue of $137.1 million for the quarter ending in September. That's a big jump over last year's $91 million for the same time period. This beat the Yahoo Finance Average Analyst Estimate for $127 million in revenue. The market was also cheered that they reported a drop in net losses to $12.2 million. Terrison announced preliminary financial results for the third quarter ending in September with net sales of $51 million. That was an 8% increase sequentially and a 90% increase year over year. They didn't say whether they had any net profits or losses. Innovative industrial properties reported total revenues of about $34 million for the third quarter ending in September. This was a 197% increase from the prior year's third quarter. Acquisitions continued to happen this week. AFRIA entered into an agreement to buy SW Brewing Company, which is one of the largest independent craft brewers in the U.S. based on volume. That deals value at $300 million. Air Strategies announced it's buying a vertically integrated operation in Arizona, including cultivation and processing facilities and three dispensaries. That deals value at $81 million. Grow Generation is adding to its stable. Its latest acquisition is the grow biz. And they didn't say how much they were paying for it, but they did say they expect them to deliver $50 million in annual revenues. That feels expected to close before the fiscal year in. Canopy Growth said this week that it is going to transfer from the New York Stock Exchange to the NASDAQ on November 13th after the market closed. And that's it for this week. I'm Deborah Portchart with the Green Market Report.


Ranger Bill, warrior of the woodland, struggling against extreme odds, traveling dangerous trails, showing rare courage in the face of disaster, in the air, on horseback or in a screaming squad car. Ranger Bill, his mind alert, a ready smile, unswerving, loyal to his mission, and all this in exchange for the satisfaction and pride of a job well done. I think the room's already open for you, Henry, but I'd better go along and just check. Thanks, Sam. Sure is nicer the school to let us use this classroom for our club meetings. Yep. I was sort of surprised that they did. They don't do it for everyone, you know. Sure is dark along this corridor at night. Yep. I can't put the lights on for you. Oh, it is. I guess the school board wants to save as much money as possible. It's not hard to figure out why. It must cost a lot to keep a school up. Yep, a good figure. Good figure. You're right, though. It is pretty dark. I hope the fellows will be able to find their way along here, alright? I guess they will, though. Went over pretty thoroughly at our last club meeting.  Well, we were meeting in the homes of the fellows. But the club sort of grew too big to bother anybody with the meeting. Careful! Hurt yourself? Not much. Somebody should have put that chair back all the way. Uh-huh. Maybe I can give you a hand. Where does it go? Oh, just anywhere back all the way there. I wouldn't want one of the other fellows to trip over it. That's fine, it's fine. Good thing we got that night light up ahead there, though. Lottie wouldn't know where it was, but for that... That'll be better once we get the light on in the classroom. Some of the light will spill out here in the hall and help. Right now it's so dark that you... Huh? Oh, uh, here early tonight, huh, Roddy? Aw, how'd you know it was me? Haha, who else? Yeah, kids. Caria? Not a bit. I scared him. Here's a room. Hey, that's better.  Thanks a lot, Sam. That's okay. Now you kids be careful in here and don't leave the place all messed up. I don't want to have to clean it all up before classes start in the morning. Oh, don't worry, Sam. We'll be careful. Yeah, you won't even know we were here. I'd like to see that. You'll clean up any mess you make now. What does he get paid for, anyhow? Shhh. Well, that's no way to talk. Yeah, but he... Well, we aren't paying him anything. We aren't even paying anything to use the room. So anything we do to cause him trouble is extra. Hey, you're coming again. Hey, now we can get started. Right. Hey, you guys! All right, good night, fellas. Remember, next week now be sure to bring your nature study projects. We've got plenty of room in here to set things up. Good night. Yeah, be on time. We'll have a lot to do. Good night, Henry. See you next week. Ask your thing, Ronnie. What kind of a nature study project are you going to bring to the club? I'm going to bring a bear. Good night, Ronnie. Good night. Well, for this week, at least. How do you know you were still around, Sam? I thought I might just well start cleaning this place up right away. Makes less for me due to mom. Huh, you sure I mustn't have done much in here. Why do you say that? The place is still clean. Well, we just had a few games and some woodsmanship lessons and a devotional time. I had the fellas clean up after themselves. They really appreciate the school letting us use this room. Well, I gotta admit I'm surprised. I figured the place would be as shambles. Well, next week it just may be a little more trouble. Huh? Why is that? Well, bring in nature study projects. Some of the fellas have collected birds' nests and things like that. What'll the birds do? Per nests. No, not ones that are being used. They collected them after the birds went south. Anyhow, with all the fellas bringing nature study projects, the room just might be a little more cluttered. No, you'll still have them clean up. Oh, sure. What's funny? I was just thinking that that last kid who left just before I came in. Oh, Ronnie? Yeah, I guess so. Anyway, I'd like to see him clean up after himself next week. What do you mean? I heard him tell you he was gonna bring a bear to your meeting. Boy, this sure is a swell way to mark a trail that Henry showed us last week at the meeting. I can follow right where I went two days ago. Just by looking for the markers. Oh, where's where I turned right? I wonder if I marked my way way into the woods. If I could follow the trail backwards and find my way out. I'll have to ask Henry tomorrow night at club. He knows everything. Probably because he hangs around with the rangers all the time. Boy, they sure know their way around.  Looks like he's sleeping. Wait a minute. That isn't a dog. It's a bear. A little cob bear all alone here in the woods. I didn't think there were any bears this close to town. Say, I wonder if I could catch him. Oh, that'd be great. Then I really would have a bear for tomorrow night's club meeting. So these two fellers went out to hunt for some bear. But they couldn't figure out who was going to do the hunting and who was going to do the skinning. Well, they decided to take turns. One day, one feller would go out from the cabin and hunt for the bear, and the other would stay in the cabin and skin the bears that the other feller brought. And the next day, they'd each do the other... You follow all this? Well, anyhow, comes the daybreak and one feller sets out, gun in hand, to hunt up a couple of bears. While the other feller waits around the cabin for him to bring them back. Well, a mountain hour goes by and all of a sudden, way back in the woods, the feller in the cabin hears his buddy is shouting, opens to the door and opens it just in time to see his friend to tear it out of the woods with a bear not too far behind him. Wow. What happened? Well, then rushes the feller and writes straight on out one of the winders. Then he runs around, and as soon as the bear runs into the cabin, he slams the door, leaving the bear and his buddy inside. And then he shouts out, You got busy skinning this one and I... Oh, that's pretty good, old-timer. I'll say.  Well, now, at last I found one you fellers liked. I knew I'd hit on it if I kept at it. I am feeling Stumpy going to be hard to be with for the next few days. You have a hard time fitting through doors. Say, about your club meeting, Henry. Yes, Bill? I spoke to the principal about leaving a little more light on in the halls for you boys. Oh, I really appreciate that, Bill. What did he say? Well, I'm afraid he wasn't too hopeful, pal. It seems that they've just had that school rewired in such a way that most of the lights work on a master switch. That way, they don't have to worry about the lights being left on. So after the last school function of the day, they just throw the main switch, and that's that. The lights work in the room we're in. Well, he said that a couple of rooms have been left on an independent circuit for just the kind of thing you fellas are doing. The few rooms that are still working separately and the night lights are the only ones that can be turned on after school hours. So that lets out the more light idea, huh? I'm sorry, pal. Oh, that's okay. Most of the boys are pretty well behaved anyhow. I'd just better get there real early each time and be sure that the hallway leading to the room is cleared of chairs and stuff. Yeah, good idea. It was not completely out of the blue. I tripped over one on the way to the room last week. Hey, how'd that new room work out for our club meeting, Henry? Oh, real well, Gray Wolf. It sure was good to have a little room to stretch. It'll be especially good tomorrow night. Oh, why that? The boys are bringing their nature study projects to the meetings. Hey, that ought to be real interesting. Well, I hope so. We sure are glad for all that desk space to spread all the things out. What kind of projects you young fellas working on? Well, I don't know about too many of them. Most of them have been working on their own. The assignment was to collect some samples of something from nature and give a little talk about what you've collected. Uh-huh. That way everyone learns from everyone else, huh? Yeah, about a good idea. Well, the boys seem to go for it. We'll see just how good of an idea it was tomorrow night at the meeting. I'll be especially interested in what of the projects. Which one is that, pal? Well, you know Ronnie Edwards? That little whippersnapper that's always into some sort of trouble? Well, he manages to keep pretty well out of it these days, but he sure has an overworked imagination. Well, what Ronnie Edwards do? I asked him what kind of a project he was working on for club, and he growled. He growled? That's right. He said he was bringing a bear as a project, and he growled. There. That ought to hold you till tomorrow night.  They always think I don't mean what I say when I decide to do things. I always do. Just doesn't always work out. But this time, oh boy, I can hardly wait to see everybody's faces tomorrow night when I show up with this real bear. Ronnie!  You ought to be safe up here in the garage. Dad always locks the garage at night, so no one will bother you. I'll bring some food up to you later, but I'll have to sneak it out. I don't want anyone to know about you before tomorrow night, and I'll come back later with some food. Oh, boy! Oh, club sees you. I can hardly wait. Bill Jefferson speaking. Bill, this is Sam Barnworthy, the school janitor. Oh, sure. Hello, Sam. Isn't it kind of late to be at school? It's three in the morning. I know what time it is, and I ain't at school. I'm home. Well, anyhow, what can I do for you, Sam? You can do something to keep bears out of town. That's what you can do. Bears? That's right, bears. I just saw one walk through my front yard. That's a little hard to believe, Sam. We don't even spot them in the forest closer than about 10 miles from here. I ain't concerned with how hard or how easy it is to believe.  Are you sure it was full-sized? Of course I'm sure. What do you ask? Well, I was just thinking that once in a while we do catch a cub that's wandered a little too far from home, but even that's rare. This was a full-sized black bear, and he was walking. Throw your front yard, I know. I don't know what to make of it, Sam. Maybe one of the bears at the zoo escaped. Ever think of that? I doubt it. Whenever there's an escape over there, I'm one of the first ones they notify, and no one has called me here tonight. Besides, if a bear escaped over there at the zoo, the first place he would head for would be the hills. No, I think we can rule out a zoo escape. I'll call him later to check for sure, but I doubt that that's it. Now, if you really saw a bear... What do you mean, if? I did see a bear. Okay, okay. And the bear you say you saw must have come out of the woods, which is what I can't understand. What's hard to understand about that? They never come out unless there's a very good reason. I'm hungry. No, the woods are full of meals for hungry bears. They don't often prowl this late at night anyhow. Uh, Sam. Yeah? Now, hold on to your temper. I really do want to get to the bottom of this. Well? I just looked outside. There are a lot of fast-moving clouds breezing past the moon. Are you sure what you saw wasn't just a big shadow moving across your lawn and not really a bear at all? Shadder, huh? That's right. Now, think hard. Try and remember exactly what it looked like. Well, it looked like a bear. That's what it looked like, but it might have been a shadder. I said it just might have been. Didn't say it was. Uh-huh. Forest, you know, if it was lost or something, wouldn't its mother follow it and try to get it back? Well, that's why when a cub does wander out, now we return it as quickly as possible.  That's what I thought. Well, what if a cub has wandered out? What if I saw was its mother looking for it? Well, again, Sam, it's possible, but not probable. Not defined isn't a good place for a cub bear to hide. It'd be spotted almost right away and reported. And again, I've had no such reports. Oh, what a shadder, then. I don't know. Sure looked like a bear, though. I know. You probably had bears in your mind and were sleepy enough to... Yeah, I was thinking about bears a little while before going to bed. That was probably it. Sure. I was thinking that tomorrow night was the night that Club of Henry Scots met over at the school and one of them, their kid, said he was gonna bring a bear to the meeting. That was funny how a thing like that can play tricks with your mind, isn't it? Well, sorry I bothered you, Bill, but I feel better. Good. I got a good rest, Sam, and I wouldn't look too hard for tracks in the morning. That's a good one. Good night, Bill. Good night, Sam. Well, I'm much the big hurry this morning, Ronnie, or more excited than I've seen you in a long time. I wish the day would speed by. I can hardly wait for Club tonight. That's all? Yeah. It's all we. Well, there must be some Club to hold your interest this well. I must remember to compliment Henry next time I see him. What do you do with those meetings? You know all sorts of stuff. We have games and tips on good woodsman chef. I even know how to go in the lot woods and not get lost in my thing. Sounds good. But I'd be just as happy if you didn't try that out quite yet. Not by yourself, at least. I mean, after a time we talk about God and pray. Henry says we should never forget whose woods we're walking in. Well, all sounds lovely. I'm glad so many of your friends go. It's a sure thing with that kind of Club.  Huh? That's where your father went, down to the police station. Wow, why? Well, it looks as though somebody tried to break into the garage last night. What? Well, there's nothing for you to worry about, Ronnie. Your father's handling the whole affair. What happened? Tommy, what happened? I don't get so excited. Did someone really break into the garage? Well, they didn't actually get in, but they certainly tried hard enough. The garage door is a mess. Your father says it looks like whoever it was didn't know very much about what they were doing. All they did was to scratch up the doors and walls. Scratch? That's right. Your father says it almost looks like the work of an animal, rather than a person. A bear? As a matter of fact, that's what your father said it looked like.  Your father went over to the police station just before he came down. He's going to bring them back here and see what they can do about it. Excuse me, please. Well, in just a minute, young man, where are you going? I have to go to the garage right away. What on earth for? I've got to move my valuables. I don't think we'll have to worry about anyone else trying to break in after the police look them over. Please, may I go now? Of course. Only don't bring any more junk into the house and don't fool with that garage door. I'm sure the sheriff will want things left exactly as they are so we can determine just who or what was at our garage last night. Ranger station, Bill Deverson speaking. Oh, hello, Cal. What? No, not that I know of. Oh, wait a minute. I did get a call last night from Sam Barnworthy. He thought he saw a bear out in his front yard, but I don't think that... What? You found tracks around that garage. What do you suppose he wanted? Couldn't find a thing, huh? Yes, I'd say it certainly is strange. In this place, they practically never come this far south and never into town. If you couldn't find anything in the Edwards garage that would account for the bear's presence there, well, I just don't know. Any other reports? No, huh? Well, who knows? Maybe he just went back into the woods. We'd better be on the lookout tonight, though, just in case. Right, Cal, thanks for calling. Okay, so long. We have the room down at the end of this hall, Bill. I see what you mean about the lighting situation, Henry. It's quite hard to see along here, all right? I wanted to get a room nearer the entrance, but the one we have was the only one near enough that could be lighted. Uh-huh. Well, it's too bad, but there isn't much that can be done with the way the school is wired. Hey, look, the lights are already on in the room we use. Well, Sam, must have turned them on for you. I guess that's it. Hey, the boys were here this far ahead of time. Don't be too sure, pal. This club of yours is pretty popular. Not that popular. There may be a lot of fellas interested in it, but certainly not interested in up to... You see? Sounds like at least one of your group is already here. That's Roddy Edwards.  We know who it is. I didn't scare either one of you. Hey, wow. It's Ranger Bill. Hello, Ronnie. I've heard a lot about you. Wow. Uh, happy to meet you, Ranger Bill. You gonna join the club? Only as an honorary member, I'm afraid, Roddy. Oh, here's the room. Let's go in. Why are you here so early, Ronnie? I had to get my nature study project here for anybody else to ride. Oh, I see. What is it?  What? He did bring a bear. A live cub bear. See, I told you. Where did you get him? Found him in the woods. And you caught him and kept him for the meeting? Yep. Pretty good, eh? Well, I'll have to say I didn't believe you, but no. The other guys will be surprised, too, won't they? I think you can count on that, Master Edwards. Hey, wait a minute. Edwards. What's the matter, Bill? Ronnie, did something try to get into your garage last night? Why? Did you keep that cub bear in that garage overnight? On the upper floor. Bill, where are you getting at? Last night I got a call saying that a big black bear was seen prowling through Naughty Pine. And also last night, Ronnie's father's garage was pretty badly scratched up. It looked like a bear had tried to break in. And now Ronnie shows up with this cub. Bill, you mean... Yes, Henry, this cub's mother is somewhere in this area looking for her cub. By this time, she may be in a pretty mean mood. Bill! What was that? Mama bear is found where baby bear is being kept. What do we do? What's the matter? That mother bear gets hold of us near her cub. She'll tear us apart. She will? Now maybe you see why I ask you fellas to to read up on the subject you are going to do your project on. If you read a little, you'd have known this. I forgot you said that. Oh, he sounds closer. So she, and she does sound closer. He did this. That little kid did it. There's a great big bear. Look, there's another one. Take it easy, Sam. Bill, I'm glad you're here. What are we going to do? We're surrounded by bears. Just take it easy. We need all the level heads we can find right now. She's closer. Well, I'll be killed. Ronnie, stop talking like that. We'll figure something out. Is there any way to turn the lights on out there, Sam? Where's the switch there on? It's right down that hole. The one where the ghrelin is coming from. Oh, it's some pickle. She can see us, but we can't see her. Let's get out of this room. It's that cub there that's trying to know. You want to step out in the hall? I guess not. Bill? Yes, pal? Maybe we can stay and the cub can go. What are you talking about? That's a good idea, Henry. It's our only chance. What are you going to do? Set the cub free. What? Right in this room here with all of us? That's right. The cub looks like it'll try to get to her. What if it don't? What if it just waits and calls Mama in? Yeah, what if it goes and gets his mother and brings her back? Those are all possibilities we'll have to risk. Now, Sam, when Henry and I open this cage, you get near the door, and as soon as the cub runs out... If that cub runs out... As soon as the cub runs out, you slam the door. That's all we can do. I'm all set, Bill. What do I do? Stay as far out of the way as possible. I hope you guys know what you're doing. You ready, Henry? Right. Now, you pry on that side of the box, and I'll pry on this side. All right. Now, that's it. Look out! Quick, Sam, the door! Oh, boy. I'll say. I've never been through anything like this in my whole life. Yeah? Mother and cub heading back for the forest. Where do they belong? That's for sure. Well, Ronnie, now you don't have a nature study project. Maybe you can work on something for next week. Oh, sure. I already have a good idea. Oh, what's that? A lion. Rawr! Oh, no. Oh, no. Well, there you have it, boys and girls. Maybe your imagination runs away with you once in a while, but be sure you know more about what you're playing with than Ronnie Edwards did. Well, see you next week for more adventure with... Rangers!


I'm not sliding! Never am I? Don't see! Since Dylan's fit up with Rianne, we've been getting on so well. And I can't help but think he wants to be back with me and the children. I think this all karma is right now, don't you? See you on afternoon. I don't even know you'd love to get back with me. So you love me. I wouldn't speak to her about that today anyway, that. What? Speak to me about what? Oh, I've been seeing her again. I stay lost inside my tears. I can't believe he's back with Rianne. He's made a mug of me again. It's too late now. But you need to remember that this is the girl that lived next door to me for a year that I was friends with that you slept with behind my back when we were together. You do not love her and you do not want to be with her. She's convenient for the time. She washes your clothes. She's always got a bed for you to stay in. She's convenient to you for this moment in time. Who else is going to wash your clothes for? I wash my dad. I wash my own clothes at my dad's all the time. That's why your clothes smell of her. She washed them last night, innit? Exactly my point. She washes your clothes for you. I've been bare miserable lately, like, and when I've spent time with her... I know you've been miserable. Yeah, and when I've spent time with her, I've been happy, like.  How do you know she don't? Whatever, I don't care. Me and you are fine when I'm single, like, as soon as I speak about getting her something. I don't care if you're with anyone.  Obviously I care about you. If I didn't care about you, then I wouldn't be here with you now. I know you care. I think I haven't had arguments with my mum because I've been too nice to you.   Not even. I didn't speak to her for, like, three weeks, innit, and it just drove me mad, like.  I swear to God, like, I have tried so hard. It's being short and sweet, but everyone's had fun. And me and Darren haven't argued, which for me is the best bit. The part went really well today. It's just nice for me and you to be in this sort of environment and still be around to me. You know, even though me and you aren't together, I obviously have a lot of respect for you. What's wrong? I've had a lot of feelings for you as well, but at the moment I am, things have happened and I'm just trying to get over it. That's all it is. We're here talking. We're not arguing. We're not fighting. And who knows for the future? I don't know the future. I can't say what's going to happen. So don't get upset. I don't think that because I don't know of you. I've got a lot of feelings for you. Like, I've lost my best friend. Do you know when things go on in my life? Sometimes I just want to pick up the phone and have a conversation with you. Do you want a hug? Do you want a hug? Come on. Vasya, come on now. You can ring me whenever you want. Don't cry. It's just sad the way things have turned out over a misunderstanding. You know, your makeup's all messed up now. See, you're smiling. Alright. See, you're smiling. That's what you should be doing. Get upset. If you need someone to talk to, I'm just saying I'm there for you. You look nice as well. Today has gone really well. I'm so happy Zanaya had such a good time. And maybe I haven't lost my best friend after all.


robbing the global south, then scorning its poverty. Notes from the edge of the narrative matrix. Michael Parenti has said that poor countries are not underdeveloped, they are over-exploited. The West tends to look down on the rest of the world for reasons that either directly or indirectly relate to the poverty in those nations, which is silly because the poverty comes largely from western theft and exploitation.  If you boil it right down and get real about it, most of the pride in western civilization is ultimately pride in being better at killing and stealing than other people. We're still morally at the level of invading and plundering nations while claiming it's justified because we are stronger than them. It's just procedurally a few clicks removed from doing that directly. Here's a good example of how empire managers try to make China's government look like a weird alien invader who must be removed by constantly bleeding Chinese Communist Party and CCP instead of just saying China, Beijing, or the Chinese government like they do with other countries. It's a tweet by Mike Pompeo. The Chinese Communist Party doesn't represent the people of China. Constantly repeating the word communist evokes cold war fears from the past in older people and saying CCP rather than the correct CPC, Communist Party of China, is designed to remind people of CCCP, Russia's abbreviation for the USSR. The goal is to mentally uncouple the nation's government from the nation in the minds of the public so that removing it looks like an intervention to remove a strange outside force which doesn't belong there instead of the obscenely intrusive imperialist agenda that it is. Attempts to address the 2020 Hunter Biden laptop story censorship shenanigans will never gain sufficient traction because the entire liberal political media class believes any and all actions to hurt Trump's re-election odds were justified. They would have supported a lot worse. As far as U.S. liberals are concerned, unethical things were done to hurt Trump's re-election bid is a moot point because they would have supported far more unethical things to hurt Trump's re-election bid. Arguing about its morality will therefore never mean anything to them. After 2016 a consensus was formed among U.S. liberal media that they should have actively worked to manipulate the public into voting for Hillary Clinton rather than reporting on her numerous scandals at the time. Killing the laptop story was the manifestation of that consensus. The Hunter Biden laptop story will therefore never move from a partisan talking point into a non-partisan discussion about political censorship and journalistic ethics. It is firmly locked into the former category. They all universally believe that they did the right thing. Where the moral imperative to defeat Trump is viewed as superseding any other possible concern, nobody who does not share that view will have any in-road to talk about those other concerns. They will always be dismissed by those who viewed helping to defeat Trump as a sacred duty. It is an intractable, quasi-religious belief based on their own certainty of the superiority of their worldview. The censorship of the Hunter Biden laptop story is therefore doomed to remain another Republican partisan issue that never goes anywhere, like Benghazi or Monica Lewinsky, and though its far-reaching implications for media and tech mean it really shouldn't be categorized as such.  Virtual reality is silly when we've barely begun exploring our normal reality. Transhumanism is silly when we've barely begun exploring our normal humanity. Pursuing space colonization is silly when we haven't even learned to live on the planet we're adapted for. What are being presented as means for facilitating greater human experience are actually means for running away from it. If most of us haven't even so much as mastered the ability to sit quietly for an hour and simply be still and content with what is, maybe it's not yet time to start hanging a bunch of fancy bells and whistles on the human adventure as though we may have taken this thing as far as it goes. Most of the futuristic visions people hold for humanity are really just visions of humanity running away from itself. Leaving Earth and colonizing space. Leaving reality and building virtual reality. Leaving humanity and becoming cybernetic. All before we've actually learned to just be here. Baked into all of these visions for our future is the assumption that humanity must always be restless. Must always be discontented. Must always be flailing around, grabbing for more. This will become a self-fulfilling prophecy if believed. So it's important not to believe it. What if, instead of looking outward for directions to take the human exploration, we looked inward? What if we as a species spent a few centuries really getting to know ourselves and what we're made of? Maybe we're like someone leaving a solid gold house to go treasure hunting? Maybe all of our problems as a species can be solved by simply awakening human consciousness to what's really going on? Maybe all of our societal, geopolitical, and economic problems will resolve themselves if we could become conscious of the forces within us that drive them? What if there was a real societal push for practices like meditation and self-inquiry? What if facilities for psychedelic exploration were set up for public use around the world? What if we plunged in that direction, instead of trying to run off into space and virtual reality? Ever known someone who's always moving from relationship to relationship, job to job, city to city, but always running into the same problems because the real source of their discontentment sits between their ears? Maybe that's humanity in general and our visions for the future. This human adventure is going to keep unfolding for as long as it exists, but we do have control over what direction it unfolds in. Seems to me it would be best to start from where we're at and get the hang of basic human experience before getting all fancy about it. You've got to walk before you can run, and as far as the exploration of our inner dimensions is concerned, most of us aren't even crawling yet. The adventure is right here. The journey is in you. You are your own unexplored universe. Take a breath, let the bliss rise in you, and see it for yourself right this second. Do it now because there is only now to do it in. See? It's all here.


Course assignments can be administered and graded online in Connect. When you create an assignment, a column is added automatically to the grade center. You can access assignments that have been submitted by students and needs grading from the Needs Grading page or the grade center. For courses with many enrolled students and gradable items, the Needs Grading page can help you determine which assignments needs grading first. For example, you can sort by the date submitted to provide feedback to the earliest submitters first. Begin in your course environment. On the left toolbar, click on Grade Center in the Control Panel list. This should expand the grade center menu. Click on Needs Grading to enter the grading tool. At the top of the page is the Filter Options bar. This bar allows you to narrow down what you see in the grade center. This can be particularly helpful when there are multiple assignments or tests that are waiting to be graded. You can also show or hide the filter bar by clicking on the Filter button on the top right corner. If you would like to grade everything that's waiting to be graded, you can choose the Grade All button on the top left as well. For this screencast, we will select an assignment to grade instead. Under the User Attempt column, click on the student's name to go to the submitted assignment. In this page, you will see the submission to the left. After reviewing the work, you can mark each attempt or change the final grade at the top. The Feedback box allows you to provide insight and comments on what the student did well or what needs improvement. Providing this feedback allows your students to know why they got that grade and allows them to improve and grow as a learner. When you are done, click the Submit button to finalize the grade or Save as Draft button to continue marking the assignment later. Since Connect handles various assignment types and quizzes, the appearance may not be exactly the same as what you have seen today. This is normal, but the general fields, areas to look at, and the ideas are the same.


Thank you, sir. With your permission, I will speak in English. I understand perfectly well, but the best way, perhaps, of framing the issues to try and put it in the context of the challenges that we face in a fragmenting world. If one heard the discussion that was taking place about the future of the European Union a few hours ago in the plenary hall, where 28 states today, perhaps 27 after Brexit, face the challenge of defining a common purpose based on a collective set of values to order themselves in accordance with one set of norms to achieve a particular outcome in respect to the world at large. Africa faces that challenge. Africa is, as we all know, 54 countries. It is a continent which is three times the size of the United States of America. The distance from the southernmost point to the northernmost point is 8,000 kilometers. It's characterized by linguistic diversity, cultural diversity, ethnic diversity, and of course, as I've said, 54 national states. So in that parameter, one has to decide what it's possible to achieve at national level, at the level of regional economic communities, and at the level of the African Union as the moderator very correctly set out. And I think the reconstitution of the charter of the African Union, the adoption of the new partnership for Africa's development in the late 1990s, the decision to encourage better governance in African spaces through the African peer review mechanism are self-evidently all highly commendable approaches to addressing this challenge. But if we take it forward, I think it's important to get a sense of what makes for success. On a national level, on the level of a country, success broadly can be defined by a reasonable degree of safety and security for one's citizens, appropriate physical infrastructures, water, power, transport and telecommunications, ICT, if you will, to enable economic activity to take place, appropriate investments in the creation of human capital through health services and education, policies that encourage persons to put capital at risk in search of reward, and all of that requires reliable sound and trusted institutions. So that's the challenge that we face at the national level, and as we address the expansion of scope out to the regional organizations within African spaces and to the continental institution, we have to find ways of squaring that circle all the way. If we're honest, we know that Africa has not been well served either by its colonial past or by aspects of the period after independence began in African spaces in 1957. Education has not been fit for purpose. Health services, as we heard in the plenary before lunch, are often lagging in many parts, although splendid efforts are being made, and the quality of African institutions themselves is not always up to standard. We have a population today on the continent at large of 1.316 billion people. 44% roughly are in urban areas, and the median age is 19.4 years. We are by far the youngest population in the world. By 2050, if things proceed roughly according to projections, we'll have 2.5 billion people, of whom 60% will be in urban areas, which means an increase of not only 1.5 billion Africans, but also nearly a billion urbanites, and the median age will only have risen to 24.8 years. So the challenge in respect of education, training, and employment opportunities, or other economic opportunities through entrepreneurship is gigantic. And that, it seems to me, is where our attention ought to be directed as we address this challenge going forward. All of the indicators that we've seen today suggest that good governance, according to the measures that are used to assess that, is very closely correlated with better performance in terms of human development index. So there's very little doubt that getting it right leads to higher standards of opportunity and of welfare for African citizens. But unless we take it seriously collectively, and that can't only be done by governments, governments are to the fore as the democratically elected representatives of people where elections exist, but all other aspects of society, business, civil society at large, faith groups, and others, have a collective responsibility to realize this. If we don't achieve it, if we do not provide good education, decent health services, appropriate accommodation and opportunities for employment and advancement, we will squander a demographic dividend and, frankly, properly be held to account by those who follow us. Thank you, Mr. President.