You should put your legs up. Welcome back to my salon. For the record, I don't even want to cut Julian's hair. He says he needs a haircut. This is my third haircut. First time I did it on your channel, we had face clipper that I just did all one length. Then I gave Julian my very first fade ever, which came out okay. Yeah, she caught that fade. Fade was a little high in the back and it also didn't really know what I was doing. But now I wanted to show my progress in cutting the men's hair. I am appreciative to learn a new life skill, which is to cut other people's hair. Probably wouldn't be able to do any other style than what specifically Julian wants right now, but I'll take it. That's all that matters is me. Yeah, okay.  You need a Spider-Man kiss. Sit up straight. You have to be Spider-Man first.  I'm gonna wet this because it won't stay. Wet me, mommy. How much are you willing to pay for this haircut? I have no money.  Are we done? Yeah. Dang, dude, that looks so sick.  I watched many haircutting videos when I first started to try and fade Julian's hair, but the most helpful one to me is by Tips for Clips Haircutting. It has 11 million views. It's called Perfect Fade in Four Minutes. I'll link it in the description, but it gave me the confidence that I could give you a fade. So, step one is I'm gonna, it's like a half an inch above your ear, right? Where you want the fade. Yeah. And then I bring it down around a little bit so it's not, the mistake that I made last time was that I just did it straight across. Yeah, it's supposed to dip in the back, like dip a little bit down. You're gonna dip in the back. If you could do me a favor and just remember two things. Sit up straight and don't move. That's it. That's all you have to think about this whole time. Okay. Cool.  Stop moving. Oh, sorry. My watch was in air flame mode. I'm surprised it hasn't flown away. Julian, please, you go. That was a good joke, left.  If you did have actual feedback that would be helpful to me, that's nice. Constructive criticism. Construction criticism. Okay, okay, see? A guy who goes to construction sites and criticizes the work.  Construction paper criticism. A guy who pulls out construction paper and criticizes it.  Yeah, it's stool time. I don't have one of those cool brushes that hairdressers have, but I do have a retractable bronzing brush, which might have bronzer on it. Is that working? Is it just bronzing? I think that's like where you're, I don't know. How do you feel so far? It's amazing that you trust me this much. It's not that I trust you this much. It's that I just badly need a haircut. You don't have a choice? No. Haircut critics, how are we looking? Then we go in with a three and do this section and then we start the blending. So in that video, he says to use a three, but Julie, you want a two, right? You like your hair real short. I'm gonna do a short two. So I'm pretty sure I did like no clip all the way up to here last time. Yeah, you did.  But it's a pretty cool skill to understand, you know? So the only problem is I feel like I have an understanding of how to do the fade, but I still don't really know how to cut the top of your hair.  So now to fade, I'm literally just gonna go, I'm gonna put my one back on and then just make it like longer. So it's like a one and a half. How's it looking? So much more like even and pretty than the last time I did this. Yeah. What I did last time is I just started with no clip all the way to there, but I'll see how you like it like this. And if you want me to do it over and go all the way up to here with no clip, you just let me know. I wish I had one of those hair cutting brushes. Yeah. Dust you. You're so dusty. Your hands uneven. Sweet dog, you look the duck. I know that you want me to just, you're gonna have to look out in the mirror.   Well, he uses the little small one for that. Ah. This is a good starting point. If you want like your hair to be this long, I mean like that ain't even that. So you could stop here or you could have not even started here. You could have done what I know Julianne wants is what we did last time. He likes no guard all the way up to the first line and then we fade. Wish me luck. Pray for me. Here we go. I mean, I could have just done this to begin with but I just wanted to make sure. So I'm gonna do the same thing. I'm just gonna try and make a line and don't make fun of me or else I'll cry. Trying my best, really. No, it looks good. Now you just fade that, that looks great. Blending, I don't think it's my forte in anything. But I'm gonna try my very best for you, Julianne, okay? Your form is getting like even better the way you're holding and just like going up and down to the clippers. It's looking more efficient and professional. Thank you. No guard, but long. Sorry it's taking me long. I don't, it's hard cause I don't sometimes know what I'm doing. It's not, Julianne wants all of this shorter. I'm shocked. Cut me sideways. Julianne. Yo, does this mirror that you have a Snapchat filter on it? She be faded. It's a half guard, baby. Just like in Jiu Jitsu, half guard is king.  Do you do that with your hairdresser? Yes. You make fart noises at your hairdresser? Yes, we do all sorts of noises. Oh! What's your favorite kind of fart?   It's still like, I don't know.  I think it's just the way your head be.  What do you think? I think it looks great.   I think it looks really nice. I do, too. I think you did a really good job. You did significantly better than last time, too. Yeah.  Sorry about my analogy. But it looks really good and now I'm going to cut the top. Yeah, yeah. Are you kidding me?   My bad. I said my bad.  You take it into sections and you literally just cut off the top. Yeah, we know that, but like... That's it! No, that's it, babe! All right, I'll do that and then when it dries, it's going to be all like puffy.   That much. Yeah, that's perfect. Yeah, cut me like one of your... French haircut patients. Please don't move. Am I a patient or is that only medical? How do people do this? Or would I be a client?  What time is your favorite time to drink water usually? Mine's 4.41. Is it cool if I shave my chest while you do that? Are you an in-burper or an out-burper? Too late. Do you want to hear the example of an in-burp versus an out-burp? Sure, go ahead. Okay, here's an out-burp. Here's an in-burp. Oh, that was actually an out-burp again. For an in-burp, you kind of just need to, it needs to just hit you. Too late? God made you special, okay? Is that what he told you? Can we hold hands while you do this? Babe, that's a bad idea, stop! I know, I just love you though. There's one hair in my head that's really sensitive, so please don't cut that one. Is this so relaxing? Yeah.  Hello? That's not relaxing. Imagine going to a hair salon and just making the loudest dad noises the whole time. Are you sure that's not what you want? Are you in a bathroom? Ah, yes, the ice cream truck. Essential business, am I right?  Are they still out right now? That is not an essential business.  Rewet! Yeah, it's rewet time. Okay, that one was good. That was my best joke today. Whoa, it looks so good. Which way do you come in? You come in this way, right? Yeah, but like 45 degrees. Okay, well, I'm not done cutting it. Do you know trigonometry? I'm pretty sure we both got a basic level of education Julian, yes. I didn't. What did you get? No, I just played dominoes in class. Did you study the periodic table of elements? Yes. When you dated, did you study the periodic table of elements?  I think they should make movies called Robcoms. It's like robberies in comedy or romcoms. It's romantic corn on the cob stories. If I was a hairdresser, I'd feel like I just wouldn't talk to anyone. Remember there's that barber in Santa Monica that has like all five star ratings? West L.A. West L.A. Because he doesn't talk to you at all. Yeah, that was, that's his thing. That's his thing. He doesn't make any small talk.  You remember how we were sharing that? I think the shortest your hair's been in a while. Why'd you cut it so short? Cause you asked for an inch off. I don't know if you understand measurements, but it's an inch off. I didn't cut my hair, babe, I didn't ask you to. I thought we were just gonna sit here and hang out. You know what would be a good invention?  You even sang anymore. Muerto y jugar. Siempre. Sabo no, fortunado. Thanks babe! Are you having fun? Yeah, I'm having fun. I'm not. You want me to blow dry it? No, I look good. Kiss me. Just once, on the cheek. You got a hair kiss? Give us a 360 tour. Looks like it did like a line there, but I did it.  I think overall it looks dope. It's definitely a huge improvement from the haircut you guys didn't see, the one she gave me with these clippers. Making fun of the other haircut I gave you. No, I'm saying it's a huge improvement. You're getting better. Thank you, I think so. It looks good. Tim, there I am. I think next time to like camouflage this line, I'll use this no guard like up past there so you don't see it. Cause I like tried to blend like use that as the guide but it just made it look a little more pronounced. And I feel like if I did a shorter up past there then you wouldn't see it as much. You did a great job. Thank you.  Yeah, well I'll tip you. What do you tip me? Burp. You tipped me in a burp? Well, that's all I got. But yeah, it's real life.   Happy vacation. Happy vacation. Don't tweet at me. Don't be like, Jen, where's your video? It's not coming. I'm taking a week off, okay? Check her Foursquare account. She'll be checking in where. I hope you enjoyed watching me give only the freshest of lineups that are just very mediocre. But you know, it's what we do when we're getting better. Someday I'm going to be really good at it. Yeah, I know. That's great. Thanks for letting me practice. Thanks for doing it for me. Do you want some bronzer? No, I don't. I hope you guys are proud of your progress. I'm proud of your progress and whatever you're doing just in general. I'm proud of you. I'm a little disappointed in it. Don't listen to him. That was a long time without a hug, huh? Oh, poor bud. All right, I'll see you guys in two weeks. Two weeks.  I swear.  Bye.


Mr. President, Secretary Vance calling. Go ahead, please. Yes, sir. Mr. President, further information on that strike. Many fires sighted in northern area of Dung High Barracks complex smoke obscured much of northern area of Target. Another statement, fires with black and white smoke observed in eight or nine areas in General Target complex. On the pilot that's down, we know he objected from his aircraft as it went down, we know no more than that. There is one other aircraft as yet unaccounted. That's the information up to date. That means you've got two up down and probably two down, sir, I think. Although the other one may not be down. He may have landed down at Denang as some of the other planes did and we may not have picked him up yet. The tougher job will be getting that pilot out of the water who's 50 miles off the shore. Yes, ma'am. That's all, sir.


Brother to late super TV CEO Dr Isi Ataga says the victim, Usifu Ataga, was bound, gagged and tortured before he was murdered. The body of the deceased was found in a hotel room where he had spent the night with a 300-level student of the University of Lagos, Jidhi Maajuku, who confessed to having killed him. Isi expressed the doubt that the murder was carried out by a single person owing to the manner it was done. Hello, hope you enjoyed the news. Please do subscribe to our YouTube channel and don't forget to hit the notification button so you get notified about fresh news updates.


Watch this. Our next caller is Ron from Florida. Ron, what's happening, man? How can we help you? Hey, what's up guys? I'm happy to be here. It's, uh, it's truly an honor. You guys provide amazing content. Thanks, brother. Thanks. Yeah, yeah, yeah. Um, so just a little background. I'll jump right into my questionnaire. Uh, 29 been lifting for about 10 years or so. Uh, I put on a decent amount of muscle what I consider. Um, and now I mean, I've run anabolic twice. I ran, uh, anabolic advanced, which was amazing. Uh, and I'm running inabolic for the second time now. And I'm just curious at what point should, if you're trying to cut, so I'm at about 14% body fat would like to get down to 10%. You know, at what point should you introduce cardio? How much should you do? You know, are you, should you do more hit training or steady state cardio? Um, kind of my question revolves around, I understand y'all's, uh, um, the, I guess I understand the muscle building burning metabolism or burning fat, you know, high metabolism, more muscle you have. I understand that. But at what point do you start to cut and kind of, you know, start to bring your calories down? If you look at never do cardio to cut. Now that doesn't mean don't do cardio, do cardio for the health benefits. But if you want to cut that comes from diet, people who use cardio to cut are, are not using it, uh, are not, it's not effective.  But where's your calorie intake right now? It's about 2,500. Okay. And you're 167. Is that right? Uh, yeah. You have any idea how many steps you take a day? I just, I just got a fitness track or maybe about a couple of weeks ago. It's sitting right around 8,000 steps on average. Okay. So this is how I decide if I'm going to introduce cardio. First of all, I want to do most of my leaning out and cutting through, through diet first, so cutting back on calories. And then for me, like my, my numbers, I never get lower than about 22, 2300 calories. Now I'm a bigger guy. So that's my number. So maybe yours is more like 1,900 or 2,000. I never want to go much lower than that. I just don't want to be eating that low. Plus I needed a certain amount of nutrients to maintain the muscle mass in my body. So I had, that's kind of my, my number. I don't want to go lower than that. Then I look at my steps and I go, okay, if I'm taking 8,000 steps right now, and I want to continue leaning out next week, my goal is that every single day I'm going to hit 10,000 steps. And then the next week after that, I'm like, okay, every day I'm going to hit 12,000 steps through walking, just activity throughout the day. Then it comes to a point when I, and for me, it's around 16,000 or so, where it's really hard for me to just add walks in the day to get 16,000 steps. So now I, I actively pursue, you know, at a half hour or 45 minutes on the treadmill in addition to my activity. And it's low, low, you know, uh, list cardio. So low intensity, not going hard at all. Just really again, paying attention to steps. I'm trying to hit that 16,000 steps. And so that's how I introduce cardio. It's much easier to reverse out of that once I hit my lean point that I want to be at. So I'm not forced with this hour of intense cardio twice a day, like some of these competitors do. So it's a much better strategy because unless you want to do cardio continually, what will happen is if you do it to get down to your 10% and then you're like, cool, I'm at 10% and then you completely cut out, cut it out. You're going to put all the weight right back on. Yeah, but Adam, I want to ask you this because you did cardio when you competed, right? And you've already gotten down to at that point, you know, 4% body fat or 3% body fat. So, you know, Ron, you're at 14% body fat.  I don't think cardio, cardio is not a great way to lean out. It's just a, it's a healthy way to exercise. One of the side effects is sometimes you get leaner, but your best bet is to do this with diet and strength training. That's what's going to get you lean in the most sustainable, most effective way possible. You could also, so you went anabolic, you went anabolic advanced. Now you're back anabolic and I'd put you on performance. You do a pro, a program like that. That's more novel. You also have a phase in there where you have endurance. So you're definitely going to burn more calories. Yeah. You're doing different exercises. You're not, that aren't traditional. So all that stimulus is going to end up utilizing more energy, which is going to result in you leaning out. So that's also a great strategy. So cutting your calories a little bit more, following a different program, focusing on steps. You may never have to even do cardio and easily get down from 14 to 10%. Okay. So all right. Well, that was going to be my next question then. So at what point, so if you want to get into the low single digits or even, even say high single digits at that point, you need to introduce cardio, you know, you don't necessarily ever need to, you could get down.  When I was off, when I was not in prep, I was off season, right? So when I was in my phase of putting size on, I actually maintained around 10% body fat, maybe 11 at the highest when I was competing. And then I would prep for a show. Show prep would only be about six to eight weeks for me because I kept myself in that nine to 10% range. And I could drop about a percent every single week just through reducing calories and increasing my steps throughout my day. And then maybe the final two weeks or so when I'm assessing my body and I'm getting ready to be on stage in two weeks, I would use cardio because I realized like, oh, I need to get a little bit leaner before. I mean, but I mean, I would get all the way down to six, sub six percent, which is, you know, stage physiques for a lot of people without even doing any cardio, just by walking and diet. And then your cardio was, was, was what? Was it just more walking or running or? Yeah, yeah, mostly walking. I never had to do intense cardio. There was no, no point. I would never want to push my body with intense cardio in a calorie deficit because it sends a signal to the body to pare down muscle. If you're doing intensive cardio while also in a calorie deficit, holding on to muscle is almost impossible. Yeah, what happened? And I'm on, and I'm on an anabolic steroids. It's still, your body is going to, your body is getting the signal that, oh, I'm feeding it less and it's asking me to do endurance. We don't need a lot of muscle. So all I would do is walk. You'd be an inclined walk at the highest bit of intensity if I'm doing any sort of like formal cardio. The rest was just done in steps. What happens to a lot of people is they'll do the cardio. They'll see the scale weight go down. Yeah. But their body fat percentage does not go down because they've lost muscle along with body fat. So if you just want to lose, you know, go down in size, then I would say that's fine. But if you're trying to get lean and maintain muscle, I mean, again, I'm going to just go back to what I said earlier. Cardio is a great way to build stamina, endurance. It can be very healthy just to increase activity. I'm not anti-cardio. It's just people who use it for the, for something that it's not great at. Like, oh, I just want to get lean. It's not a great way to get lean. Great way to get lean is strength train and diet. That's the way that you get lean. And the only reason why competitors use cardio is because they exhaust all methods. You're looking at a very extreme situation where every calorie is counted. Every drop of water is counted. Their volume is equated. They're just like at the very end. But I mean, the average person, no. Now I think they should do cardio for health. I think it's good for you, but you're talking about just getting leaner. In which case I'd say no, don't do, don't do any, don't worry about it. Yeah, you just got to, you just got to keep in mind what the signal you're sending the body by doing cardio while also cutting calories.  That's the fastest is that's, that's the recipe right there. High intensity cardio for a long duration in addition to low calories is the fastest way to reduce muscle mass. And so I'm trying my best to manipulate my program, reduce calories and, uh, create more movement, like walking throughout the day as much as I can before ever having to use cardio. And if I can do it without ever doing that, I won't. And now the only reason why it, when you get down to like four or five percent, that's what it gets great.  So that extra push on cardio kind of makes sense. But unless you're getting on stage, you could get down to six percent body fat and never do formal cardio at all. Okay. All right. Yeah. Yeah. Cause I, I've, I've ran, like I said, that program. I've seen tremendous results from it.  And then I started doing your, your programs, phenomenal programs, by the way. Um, so then I just decided, all right, well, two days a week for anabolic, you know, maybe I'll incorporate some running. Just to kind of, I guess amplify the, the, the burn, but that makes sense. I mean, I understand what y'all are saying. I just, I was curious if you could incorporate it into a cut, but, you know, well, could and most optimal are two different things. Could you, yes, is it most optimal? No, not if your goal is to hang on to as much muscle as possible. And let me tell you what the, the people that will try and counter this argument with me that are the science nerds, the biggest benefit to this, this aspect of shredding out or building muscle that cardio makes sense is when you, it hinders your workouts. So if you can't do, you know, say sets of 15 and squats and you're gassed cardiovascularly and your muscles aren't fatigued, then there's huge value in building endurance, building endurance in order to push your body and the weights like that. But if you've got pretty good endurance like that, and you can say, do 20 reps of squats with good weight and stuff like that.    And so, and that's a much better strategy to leaning out while also maintaining muscle is doing 20 sets of 20 reps of squats. You're going to get those benefits, the cardiovascular benefits while also hanging on to more muscle that way versus you taking that same period of time and getting on a treadmill and going for runs. Does that make sense? Yeah, of course. Okay. All right. I just want to say two things. Number one, uh, I listen to other podcasts and this is a shout out to Doug, the, the, uh, the vocals and the, the acoustics in your studio are phenomenal. I, it's hard to listen to another podcast. Second thing, um, there was like an Aussie guy on this show like two weeks ago and he mentioned something about how you guys provide like tremendous content about being fathers and stuff like that. And I just want to second that he, uh, he provided a really nice comment to you guys and yeah, you guys do a really good job.  So yeah, man, you guys are doing great. Thank you. That's actually one of our favorite comments to hear that. I appreciate that. Yeah. Yeah. Thanks guys. Hey, wait, wait. Did you, do you not have maps performance? Uh, no, I've, no, I'm going to have Doug send that to you because that's, I think that's, that would be a great program for you also. So let's, let's, let's add that to you. All right. Thanks guys. You got it. Appreciate it. That this is where we get the, the, you know, this, this labeling that 100% in the comments, uh, you'll have some, some morons, right? Listen, cardio is good for you. You should do some cardio. It's healthy activities. Good for you. You should do that kind of activity. It's good for you. Yeah. It's, it's a terrible way to get lean. It is not a great strategy to get lean.  What, looking at your diet and doing strength training is a much more effective way of, of losing just pure body fat. That's it. So if you're doing cardio for the sake of trying to lose body fat, that's, I mean, can it, can you use it that way? You can, but it's not a very effective approach. It doesn't work very well and it often results in muscle loss because people of the way they abuse it or utilize it. So that's just it. That's just the bottom line. So the question was, should I do, do I need to do cardio to get lean? No. And it's probably not even the, it's, and it's also not the most effective way.


Welcome to the BizOps Manifesto power panel talking about embracing agility across the business. I'm Lisa Martin and three guests here with me today to break down this topic. Pierre Filion, CTO and Global Head of Enterprise Technology and Governance at HCL Enterprise Studio. Hey Pierre, welcome. Dave West is also here, the CEO of Scrum.org. Hey Dave, good to have you with us. Hi Lisa, hi everybody. And Serge Lucio is here as well, the general manager of Broadcom's Enterprise Software Division. Hey Serge, good to have you on the program. Thank you, good to be here. So we're going to be talking about the people and the process and technology requirements that businesses need to adopt to be able to embrace agility across the business. We're going to also be talking a lot about this inaugural BizOps industry research survey on the state of digital business. A lot of very interesting findings that we're going to go through the next 20 minutes or so. So the first question guys is the BizOps survey found is over 519 individuals over five countries, business and technology executives. This survey found most of these organizations still expect this year to be as challenging as last year. I want you to kind of walk us through why that is and how is that going to impact digital transformation initiatives. Pierre, we'll start with you, then Dave, then Serge. Sure, no, thank you Lisa. So I think these days disruption is no longer an exception. It's kind of become the norm or the rule in terms of how we operate. And as executives and companies have learned, you know, over the last year with everything that's happened is that you can only modernize to a point and then you need to do a little bit more. And what really is needed is for us to understand going forward how we're actually going to remodel our business by harnessing the resources that we have in a much more agile way in a more fluent way from organizational perspective. And I think our current, you know, midterm goals probably is that we're capable of remodeling how we can remove roadblocks, these kind of roadblocks in the future and get us in a better position where we are. I don't expect things to change dramatically over the next year, more in line with us making sure that we're more future proof in the way in which we're working. We still have remote workers, global uncertainty, the vaccine. Dave, what are your thoughts on the impact of this year on trans digital transformation initiatives? Yeah, it's funny when I think of sort of uncertainty and chaos, I think that that COVID really started it rolling down a hill. But unfortunately, it's literally like rolling down a hill this chaos and complexity, it's getting faster and faster and harder and harder. You know, we're talking about the new norm, right? What is the new normal? We just don't know. And I think the reality is that most organizations were surprised by the impact of COVID-19. And because of that, they responded very quickly. Many of them, you know, people were working at home, changing that looking at their supply chain, looking at localization, you know, all sorts of really important things happen, but very quickly, not very strategically. I think the next few years, we're going to see hopefully some of that realizing into strategy and being, you know, and actually starting to fundamentally change how the businesses look at the world. We've sort of entered the digital age, Lisa, you know, this next age of innovation, we're moved out of mass production and the age of oil into something very, very different. And I think those organizations, every organization out there is going to have to get a handle on that. And COVID was the wake-up, right? And I think the next five years are going to be very interesting. I agree with you that that accelerant was, I didn't think of it before as a big ball rolling downhill. Now I don't think I'm going to be able to get that out of my head. But Serge, talk to us about your thoughts, the impacts to digital transformation initiatives. Yeah, I think back to what Davis was describing, right? The big challenge is the uncertainty. Many, many organizations are faced with a lot of unknowns about even when things will go back to what's in kind of normality. And with that kind of uncertainty, there's a lot of challenges in terms of planning from an investment point of importance. So Dave was talking about short term versus long term, like a lot of these organizations are basically focused on just getting by over the next 12 months and trying to figure out what needs to happen over the next 12 months. At the same time, there's a lot of challenges in respect to revenue and certainty. And so in that context, you have kind of this tension between how much do I invest short term on basic and tactical initiatives?  How do I enable these teams to deliver in weeks as opposed to months? And then at the same time, how do I continue to invest to fundamentally change my operating model? And that tension is very real within many of the organizations we serve. One of the things that the survey found was that most of the respondents were very willing to embrace being more agile in order to be able to better respond to rapidly changing market conditions. But I want to get your opinion on what that actually really means, that willingness to embrace being agile. What does it really mean? And what do organizations have to do differently? Pierre, we'll start with you. Yeah, sure. So I think we had a discussion a while back and Dave actually coined something interesting where he said, you know, people without quoting a famous sneaker brand, just go out and do it. I think that's probably the most important part of this. I mean, most organizations are struggling to figure out how should we embrace agile? Should we jump in at full scale? Should we be looking scrum? Should we be doing scrum fall? Should we be falling over our own feet? Nobody knows exactly what might be the right fit. And I think the most important part is to pick a pair of solid principles that you're going to embrace, start executing on them, start learning as you go and basically improve as you move forward. I mean, over the last year, we've embraced digital product management quite a lot on our side and it's had tremendous benefits without us, per se, aiming for those benefits at the end of the day. And these are things that you learn as you go. And if you're going to wait around, you know, analysis paralysis is going to be the killer of agile at the end of the day. Just do it. I like that good advice. Dave, what are your thoughts? Yeah, so I think that what's really interesting is agile has been around for 20 years. The manifesto was signed 20 years ago. Scrum came into the world 25 years ago. All of these sort of agile approaches, but they were predominantly focused on technology. And I think that one thing that I've noticed over and over again is that the realization by C level executives, level sevens or whatever they're called, they've realized that it's not about technology. I mean, it's great that the technologists, I guess the technologists always worked in this complex world because customers never knew what they wanted. We didn't know how we're going to do it. We never worked together before. We didn't know how much it was going to cost. So because of that, we had to work in an agile way in technology. But ultimately, I think one of the big differences going forward is going to be that, though I say that intersection of business and technology, that biz ops kind of model that we talked about in the manifesto and what the survey was really trying to tease out. I think that's really, really going to be interesting. And I don't know what that actually means in terms of the execution. I hope it means that we're going to see teams better aligned to business outcomes. I hope it means that we're going to actually allow those teams that actually know what they're approaching to make decisions. I hope it means that planning is going to be more directional rather than task level. I hope it means that we're going to start measuring the success in terms of business outcomes, not in terms of the work that we do. I hope it means all of these things, but we will wait and see because experience would indicate that after a big disaster, lots of people tend to go back to exactly how they worked before with that sort of emu kind of mentality or ostrich or whatever thing sticks its head in the ground. I don't know. Sometimes we just want to go back to when things were safe and normal. But in terms of kind of following on, Dave, you said 94% in the survey, 94% of respondents said we should adopt bizops to increase competitiveness. So that willingness is there in a vast majority of the respondents. But so I'd like to get your thoughts on what that willingness actually means and what they need to do differently. Yes, the problem is that I think everybody understands that you have to be agile. You need to be able to respond quickly to your customer needs. You need to put the customer at the center of everything you do. So conceptually, I think everybody understands that. The problem is really the operating model that many of these lower organizations are dealing with to this day. So you have these vertically organized organization with functional roles, specialized roles. And when you think about agility, one of the big challenges is that you need to start to think horizontally. You need to start to think about value streams and what are the cross-functional teams that need to be organized and integrated to deliver on specific business outcomes. You need to start shifting from the traditional contract-based model that this seems out historically to a model which is much more based on trust. And you need to move away from vanity metrics and KPIs that many of the organizations typically lead by to really focus on one thing and one thing only, which is business value that's being delivered. So fundamentally, I think it requires a bit of a redesign of the operating model within these organizations. And one where especially when you have risk adverse organizations, you need to start to be more accepting of risk fundamentally. More accepting of risk. You brought something up there, Sir. So I want to tackle in the next question with respect to culture. But one of the things that the survey uncovered was an interesting kind of seeming contradiction. The majority of respondents said, we agree, digital transformation is about business outcomes more than it is about technology. But 62% said we're still adopting technology for technology's sake. What does that actually mean and what's the kind of cultural impact there for organizations to really get that more aligned on the digital transformation and the technology and the business outcomes? Pierre, we'll start with you. Sure. So I think there were a number of reports this year, you know, talking about what's happened, what's not happened. And the majority of them focus on the fact that, you know, as tech leaders, for years, we've been, you know, praying to the gods to get budget approval to do all kinds of modernization activities to our infrastructure, our IT, you know, tools, etc.  So we run around and we buy a whole bunch of stuff to modernize and to, you know, embrace this ability to do things differently. And in that whole process, what we basically did was buy more tools and buy more technology. And in that whole process, we didn't really embrace what it is that we were trying to achieve. So basically aligning the technology to the actual business requirements, getting closer to the customer, being able to understand where our market's moving, how we're capable of, you know, reducing the the churn, if I can put it that way and make sure that we're more aligned to where we need to be.  But in the same instance, I didn't really get anything that changed the organizational dynamic, which is a challenge, we still have the fundamental problems we have, because the business leaders are not yet embracing the deep knowledge of the processes that are supported by the technology and then driving that in such a way that we can gain more business value, which is important, you know, to Serge's previous point, you know, we're doing all these great things, but we're not focusing on the incremental value that we're supposed to be, you know, getting. Dave, did it surprise you that there was this seemingly contradictory response? Yes, it's more about biz outcomes and technology, but we're still adopting technology for technology's sake. What are your thoughts on that, and how can organizations actually start to move the needle on that? You can't buy cultural change, right?  I mean, you know, I'm a sort of now an American, so that's kind of my mantra in life, right, when in doubt go shopping, and which is fantastic just for the record. But so you've got to be seen to be doing something, whether it's replacing a VPN, which is always a fun thing to do, or whether it's getting on slack, everybody's going to be on slack, that's going to help. But actually the core is that exactly what Serge and Pierre have been saying all along, it's that, okay, so what is our business all about? Where is our, what are our customers? What do they actually need? What do our employees need? How do we build a better value stream from customer to the organization? How do we align our teams to that? How do we incentivize correctly? The both the employees that are working and our partners that are providing things in this supply chain. How do we do all of those things? I mean, ultimately, though, that means that we have to take a step back, which is a very frustrating thing at the moment, and actually look at what is our business all about? What is the mission of it? Who are the customers? Take a moment to find what those are. And then soon as we have that, and we don't have to do it, as Pierre said, we don't have to do it completely. We can do it incrementally. Organizations are very inward looking. That is the industrial mindset. That is that paradigm. It's looking, as Serge talked about, silos, optimizing my department, optimizing my budget, optimizing my kingdom. And what we're talking about is something that cross cuts all of that. So the decision making is going to change around where the investments go. And that's going to be really, really challenging. So I'm not surprised. I'm not at all surprised that everybody says we should be doing this. And it's like classic. I mean, everybody says we need to be fitter, but we're still all not fit. That's just the reality of the world that we live in, right? But we have to start making a stand. And the place we begin is customers. That's the place. And as soon as we start doing that, then everything else just becomes quite easy, actually. I like that. Focus on customers and it becomes easy. Serge, I'm kidding. What are your thoughts on this? Yeah, I think they have summarized it well. It's very easy to just buy a tool or buy something. Fundamentally changing, kind of an operating model is very difficult. You need to fundamentally rethink, for instance, all your funding initiatives. So something as mundane as a leader, in my organization, I have a budget, which is my incentive of collaborating with my peers in terms of delivering kind of an outcome. And so that, to me, is kind of a fundamental shift that we need to operate. And that's probably one of the reasons why many of our largest organizations that we're serving are starting to introduce new roles, like a chief digital officer. That's kind of a way to kind of bring kind of a slightly different organization design. The challenge, though, is that, well, all of these teams are still kind of integrated with the fabric of these large systems, which exist. So when we look at these value streams, in fact, they're not independent from one other.  You're looking at kind of networks of these value streams. But the fundamental shift that we need to see is really for these organizations to think about, ultimately, what products or services that need to be focused on, all these become kind of the primary things that we measure from a key point of view. And how do we align teams and projects and funding along these kind of outcomes? So being customer focused, also being more broadly focused, you mentioned the chief digital officer role, which is an interesting role, one that looks is supposed to look more holistically internally and externally. And we know that these organizations know we need to be better at this, like Dave's joke about, we know we need to be more fit. But what's it going to take to actually create that collaboration so that IT and business leaders are really working in locked stuff and doing so in a timely fashion so that they're able to stay competitive? And I do want to know from each of you, are you seeing examples of this already in progress? Here, let's start with you. Yeah. So I mean, I can only give you an example and say one of the interesting things that we did was we tried to embrace the delivery of services at HL in kind of a different frame this year and kind of productize the services that we deliver. Now, if you're most people, you're trying to think about how do I set up things like communities of practice and collaboration between people so that they can work together on developing new services, new features, new products, et cetera. And we set out with creating this agile way of working. What we didn't anticipate, which was a very nice side effect is that because of Covid, because of the catalyst that it provided us, the remote working people, sense of ownership is inherently there, meaning that self-organization of themes started happening. Nobody needed to crack a whip to get a bunch of guys to talk together with one another to figure out how to get stuff done. It's not like you can walk over to the water cooler and have a chat to Bob. Bob is a thousand miles away or Bob is sitting in another state. So all of a sudden the whole dynamic changed. And I have to say, people are a lot more resilient than what they're being given credit for. And if as organizations we embrace the culture in such a way and harness it in a positive way, we can actually get this movement to happen. And we actually can make some of the parts to be more than a whole. And this year we've seen that happen. And by no means are we done. We still have a lot of work to do, like Serge said, we have budgets. And budgets give you a finite amount of movement left or right. Then you have to do what's best and possible within the frame that you're given. But I think embracing the cultural change and helping people to really excel at that and empowering them makes a huge difference in the way that you can get stuff done. Absolutely. Dave, what are your thoughts on this? I'm going to say something a little bit controversial, I think. I'm not a big fan of chief digital officers. It just seems like we've got a problem. It's like, and some would argue that, well, if you've got a problem with something, you should get a coach and all this stuff and you get it sorted. And that's probably a good thing. But most digital officers, they're going to build a long-term career in that and create another stove pipe. And that stove pipe is responsible for bringing all the other stove pipes together. Sounds a bit odd. If a digital officer is really there to, as a short-term enabler, because you asked me, you asked IT and business leaders, trying to get them to work together better. The best business leaders know about IT, right? The best business leaders are IT-centric. Elon Musk isn't, you know, or Jeff Bezos are great business leaders, but they know about technology, right? That's what brings them together. Technology is an asset and they may not be the most biggest expert in it, but they care deeply about learning about that stuff. So I think the next few years, we're going to see a lot of C-level and leaders in organizations become a lot more tech savvy and maybe hire coaches to help them navigate. And the chief digital officer will become more of a coach rather than a person that rolls out slack or something, you know? So I think that is going to be the next big jump, really, when we realize that it's not, you don't get an additional thing.  Serge, agree? Disagree? No, I agree. I mean, the reality is that it is happening, right? I mean, don't get me wrong. We see that every day that some initiatives are highly integrated. Organizations and teams are measuring business value, business outcomes. The problem is that it's oftentimes a very small subset of what these organizations are doing. And so it's almost like the CDO is coming as kind of these new kind of, as they described, as kind of these new silent organization, which is really there to kind of scale what has been working within these organizations. But we're kind of creating this kind of almost shadow organization as opposed to fundamentally rethinking and redesigning the organization and redesigning kind of the operating model. And so we're kind of layering new stuff as opposed to fundamentally transforming. So as long as it is just kind of a step towards kind of the true transformation, I think that's fine. The challenge is to, again, create kind of a new set of silos, which are now called value streams as opposed to young functional silos that we have today. So a lot of opportunities identified in this survey, but there are still a lot of challenges there. So I'd love to get you guys and our final question here in this panel to help us understand from the BizOps Coalition's perspective, how are you helping organizations to navigate these challenges so that they can become successful, transform, and actually become agile to respond to rapidly changing market conditions here? Kick us off. Sure. So I mean, from a coalition perspective, we're just trying to make sure that there's a set of sensible principles that people can look at, can adopt. I think Dave mentioned in another discussion that give you that clarity of thought and mind in terms of what should you be thinking? How should you be thinking about it? What are the various aspects you need to consider? And then from that perspective, how do you implement these things in a sensible way for your organization? By no means is this like, here are the 10 steps you do them, and you're done. You'll be rich beyond your wildest dreams. It's not how it works. You're still going to have to work at it. You're still going to have to figure some stuff out. You're going to have to deepen yourself in your organizational policies, procedures, understand how the organization is actually working. I mean, you can't strap a VA to Mini Cooper and expect to break the land speed record without the wheels falling off, or something going wrong. So you really need to harness that in a more sensible manner to move forward. I think the coalition is on the right path to help organizations realize what is a sensible way to go? What are principles we can adopt that we can abide by that will help us drive business in a different way and close the scasm of disparity between business and IT? And Dave, your perspective on the BizOps Coalition helping organizations to sort through these challenges? Yeah, I'm going to share a little bit of a personal story. So I must admit that I wasn't keen on the whole idea. And Serge sent me some stuff and he's like, could you just provide some feedback? And I did. And then there was a press release with my name on it. And so I was like, oh my god, I better get involved because I don't want to have my name associated with something that doesn't make sense. But I've actually been surprisingly, I've actually found it a lot more positive than I thought, because of exactly what Pierre's saying. So basically, the coalition is a group of vendors, a big group of consultants, some pseudo thought leaders that think they are very thoughtful. And maybe they're not people like me. And what we're doing, though, is actually trying to get some clarity of terminology, get some clarity of what are the principles, what are those key principles, how do they relate to each other, get some some synergy to allow because there's so much noise out there. And hopefully this is going to say, okay, this is what BizOps is, this is why it's important. These are some simple things. And then hopefully because of the breadth that Serge and others have managed to get in terms of membership, we're going to get all of those organizations to be consistently talking about these things, which will then create pressure on the market to actually start adopting these things in the way that we're proposing or challenge those ideas and then make them better. So I'm kind of excited about it surprisingly, because the last thing we need is yet another manifesto and group of people that spend their whole time talking about things and never getting anything done. But actually, I think there might be some valuable stuff that comes out here. And we're going to inspect and adapt to make sure it is valuable. And if it isn't, we will stop. And Serge, wrap us up with your thoughts on and extending that value. Yeah, I mean, look, we started the BizOps manifesto really, we've got a very simple observation. Everybody's talking about the same stuff, right? But you have a value stream management church, the digital product management church, the DevOps church, the scrum church, the safe church, right? But we're all saying the same thing. But we create so much confusion with our large enterprise customers by just not agreeing on a set of principles and just saying, like, look, fundamentally, we're all talking about the same thing. And there are process aspects, there are cultural aspects, there is what do you measure? But fundamentally, we agree on the same core set of principles. And so for me, the BizOps manifesto first and foremost is to get the stakeholders from these different communities together and recognize that at the end of it, they will share the same values and create some clarity to the market as to how these pieces fit to one another. The second aspect, which is more from our point of view as one of the vendors of tools, right? There's tons of tools out there. We talked a lot about kind of measuring business outcomes as a primary way to actually align everybody in our organization. Well, today, if you look at any of these organizations, on average, they use about 40 different tools on one of these value streams. None of that stuff integrates with one another. It's extremely difficult for an organization to be able to trace from an investment all the way to stuff that delivers value in production to a customer. And so one of my hopes through the coalition is that we start to actually provide a platform, data models, ontologies, to start to integrate those different tools to facilitate that kind of integration. So those are kind of the two things which I think we can really help develop and improve. Well, we know that there's a tremendous amount of folks out there that are wanting to embrace agility across the business, identifying areas where they need to do work. So great advice from the three of you. Thank you so much for joining me on this power panel today and sharing what organizations can do to really embrace that agility across the organization. Thank you. Thank you. For Pierre Filion, Dave West, and Serge Lucio, I'm Lisa Martin. Thanks for watching.


Hey, folks. So today we're going to talk about keeping an eye on your JavaScript bundle size. Very, very important. We've already been hit under there by a number of projects. Number of projects. There are a few different ways that you can do this.  You can drop in. It's also a CLI, so you can use it locally as well. Also CLI. Now, the idea behind Bundle Size is that once you've got it configured, you can say, well, I've got these bundles. I've got a vendor bundle. I've got my main application logic once. And I don't want those bundles to exceed a certain size. And so if people are filing PRs against your project, it's very easy to see where they're falling off. Tell them, hey, this is crossing our budget for JavaScript bundle size. Please make your code smaller. The nice thing as well, I think it actually reports what the PR size would be in terms of a particular like, this file is this size. This file is this size. Even if you're not reaching your threshold, maybe you could say, actually, this is a huge jump compared to why I saw the last PR. So yeah. The other side, it doesn't have to be a bundle, right? That you could just say, this JavaScript file, what size is it? Yeah. Just checking. Oh, that's all good. It's pretty nice. And it works off of Jesus sizes as well. So you get a picture into what the final size might look like. Nice. So that bundle size took me only 10 minutes to set up on one of my apps. Fairly low friction. Mostly works off your package.json file. Folks, check it out. You've been looking at some of this stuff too. Yeah. So with Workbox, we kind of have a file size kind of concern. And we've been trying to figure out how we can actually stay on top of it. Because we kind of did all this work. We released this thing. And now we're like, cool. What is the actual file size of this? And it's not where we'd like it to be. So we're working on a rewrite. And part of that is, let's get it into RCI. So that way we can just, whenever we do a PR, what is the current size? What is it now? And it's super nice to the idea. I think we took from Mohsen at Lyft, where he's actually written a little bot that would say, this is the change for this PR. Has it gone down? Has it gone up? And started flagging thresholds around the percentage of increase or decrease. So I've been making my own little bot thing so we can do the same thing and maybe some additional stuff as well with little plugins. The idea is just to help with tracking, what is master? What is this pull request doing? And then adding those similar sort of thresholds. Great. And one of the nice things about that is it's able to show you the before and after cost for every single file. Yeah, like, I don't know. Like, I think Mohsen's one was the first one where I'd actually seen it was like, ah, that actually totally makes sense. You should definitely have that. And everyone should just have it in their CI. Yeah, I would love to see more people, like more teams integrating this into their workflow. I think it's really tight. And another thing Lyft have been doing is, so we talked about Lighthouse and CI in one of our last episodes. They're combining sort of bundle size impact measurement with Lighthouse measurements as well. So keep an eye on all their fronts, which is kind of nice to see. It's almost as if there was a tool that would take plugins and run it on GitHub would just be super useful right now. I would. So another thing you can do if you're locally developing is we worked on this feature with Webpack called Performance Budgets. And the idea is that you're able to set the budgets that you want, you and your teams, follow for your different bundles. So by default, Webpack uses a bundle size of about 250 kilobytes. Your team might have something a little bit more specific, a little bit smaller, a little larger. But this feature is just great for every time you're working on a change, you're trying to do a local build, just being able to make sure that you're not exceeding your team's budgets quite as much as you could be. So this would do this at build time, and presumably does it throw an error or does it still let you build and deploy, but it's just like flagging it as an issue? So it can do a warning, it can also throw it as an error is my understanding. So you've got your bases covered there. So that's Webpack's Performance Budget Features. Something we saw this week that was kind of neat was another tool called, it's a plugin for Visual Studio Code, called the VS Code Import Cost Extension. And one of the really nice things about this is that it can display inline in your editor as you're working on your code, like the cost of imports as you're working on them. So it shows you like a little bit of a comment at the very end of the line. It says, you know, like low dash is 70 kilobytes. I was gonna say, this is like highlighting the issue that we flagged up a couple of episodes. So you've got to go around using particular plugins to help you get around sort of fire size things. And this is a really nice example where it actually flags it like right in your editor, which is awesome. And this is running like the Billy Webpack plugin behind the scenes. So it's for ES module style packages, it's going to at least be giving you an approximate for what the minified size is gonna look like. We've also been talking to them about maybe highlighting the GZIP size, but it's still a good gut check for now. Yeah, I don't know. Anything where it immediately makes you think, okay, I'm about to require this third party module. It's instantly like, well, this is the hit you're incurring from that, which is really nice, really useful. Yeah. So we talked about continuous integration. We talked about what you can do locally. Another thing folks might benefit from is being able to measure like in production what the impact of their bundle sizes are over time. Two good services for this are SpeedCurve and Caliber. So Caliber.  Pretty much, yeah. So one of the nice things about Caliber is that you're able to specify like your target devices. You can say, well, yeah, I'm targeting desktop and targeting these mobile devices. And it'll be able to show you your bundle size like over time like your JavaScript that you're sending down to people. So that's super handy if you're like basically sending down different assets based on like media queries or user agents or what have you. Exactly. Nice. So remember your team accidentally pushes out like a feature that's got a lot of JavaScript in there that's gonna decrease time to interactive, have an impact on your page performance. Or if they push out a pull request that means that everything is like way faster because the bundle size is smaller. Let's be positive. Yeah, yeah, that as well. Good way to see both, both wins and places where you should probably cry. But Caliber is really great for checking that stuff out. So hopefully folks have got their bases covered. You know, if they wanna check this stuff out locally, they've got it. They got the CLI, they got the pull request and then they've got actual production, regular testing. Yeah. And it's worth saying like, it's worth doing this stuff upfront because a little bit of effort now should help you in the long term because it's just regularly tracking. You don't, there's no babysitting. It's just letting you know of these things. So you should definitely check these tools out. Yeah. These tools are awesome for helping you, you know just make sure you're shipping the minimal amount of JavaScript to your users, you know defer the rest that work until a later point in time. But yeah, try them out, let us know what you think. Thanks.


Let's go! It's time! Another Jachuriki beatdown! Ha ha ha ha ha! Hey! Whole gang back together again! Dude, the shots are still super clean. Ha ha ha ha! And instead of the tailed Beastbomb, why not just go ahead and hit these guys with a tail attack? Uuugh! Ha ha ha ha! How's it going everybody? Dodson, we're back with some more Naruto Ultimate Ninja Storm 4 online rank matches. It's been a little while now, but the last time we were trying to climb the rank ladder, we were using the suggested team of T. Makotski, so we were going through all of the members, and then it just so happened in that comment section, a lot of people suggested the idea of playing a full team of Jachurikis and going through some of those characters. I thought that sounded like a really great idea, so that's exactly what we're going to be doing today. If you end up enjoying the video, definitely let me know either by hitting the like button, or by going down into the comment section below. You can also recommend other characters slash teams that you'd like to see in these rank match videos for Naruto, but with that said, let's go ahead and hop into some online rank matches and see if this team can actually get me some wins. Hey, I didn't even know we were ranking up with our next win. This is sick. Already making moves? Unfortunately, we got to spend a sub. I'm going to spend two subs. I might as well. Oh, nice read. No! Oh, another one. Okay, we got him down to one sub, and he used a bit of Chakra there. If we land this hit right now, nice. All right, this is a big damaged Naruto. Get out here. Shadow Clones? I love just landing that Shadow Clone combo and then leaving it, because you really just pummel them and then just leave. Another one. No, I didn't get to Chakra cancel that. That was my bad. All right, already looking good, though. All right, no, we just interrupt that. I was going to say, do we block? Gara, hold him down. That guard looking not so healthy. Let's go. Oh, I could have done so much more, but I'll take this. No, that was close. All right, bit of damage here. Throw myself.  Let's go. Gara, you want to go ahead and chime in on this? All right, I can't. I can't get the Chakra necessary, but we're about to take round one. Oh, no. Oh, no. Please come here. I got a sub guard. Oh, I tried to read him. I tried to read him. All right, that's how we're just blocking. We are just blocking that. I'm just going to go ahead, run up, get a few more jabs in, and that is exactly what we need to finish off the round. Oh, all right. Wait, that doesn't count my rank up. No. All right, that was a warm up. Oh, we got another chance. Oh, they're also playing all the Jinchuriki. All right, well, this is a great matchup to see if we can't get a rank up on then. I'm really hoping because that last one was definitely looking like, oh, no, I started playing with the D-pad again. All right, let's see. Gara, I think, yeah, this is the San Tsunami one. I don't know if the character matters, like what kind of character they are. So I hope we can still get the finisher with this Gara. I went with the base form one. Oh, let's go. That was sick. I'll take a bit of damage. I don't want to spend too much Chakra. That's exactly why. There we go. All right, just take a bit more. I'm light on subs though. I could use a little more San Tsunami. All right, we're just going to block. I'll hold that. I'll hold that. What? The trades not going my way. All right, hold on. Got to get a bit more then. Wow, that was cheap. Oh, that is so good. All right, we are getting sniped. All right, we're running up now. Let me go ahead and get some of that. No subs. Oh, guard cut. I mean, not guard cut, but guard type. Got me there. Look at the damage. This is an opposite. This is the opposite of the first match. I'm waking up, Jutsu. Let's go. Oh, God, we need the tag. Wait, wait, hold on. I still have a chance to hit the super. This will be the greatest comeback. I just have to start the comeback. Once I start the comeback, the comeback is going to come so easy. Oh, guard types are so good. Oh, man, please don't. Oh, that was so lucky.  Oh, no, the guard. How healthy is that? No, we're not seeing it. Imagine if that. Oh, no, getting so lucky. We're barely avoiding this team, Jutsu. So that's how we're going to play it up. Come here. I'm sweating, dude. I got to get a bit more health. Oh, no, dude. No, look at that. Fishing for I'm back here now. I would if they read that. Dude, I've never seen someone attempt to get it more than this. You would have thought, no. Oh, OK, fair play. I didn't think that dash up would not stop it.  Let me know down below in the comments what your favorite Janchuriki is. I think that one, I can't even remember the name. I guess the, no, there's no subtitles until they win. I can't even remember the name, but I know that character is pretty popular or at least was in the game. Are they not here? Hold on, let me back up. They might not be here. All right, they are here. They are here. No, not a Jutsu. Oh, I've gotten hit by more fireballs in this game than I have in my entire career in this game. This game as a whole. Oh, that's the tilt move, right? I need to start switching out more. We win that trade. I'll take that. Nice. I'm going to get hit by the assist, but overall, not too bad if we're having no subs. I didn't expect a tag. Oh, I risked it there. No chakra, though. Word. I'll take that then. Oh, that was sick. I think that's the tilt move as well, right? If I'm not wrong, I remember these characters. Honestly, the Jinshergi were pretty popular in that. Oh, no. Damn it, even that didn't even work. No, no, no, okay. This is really bad. Didn't even go for the team super. Just wants me to experience all of them in their full glory. Well, come here, lock this then. Yeah, you, why you got a sub? Cheap. Oh, beastbomb white and the fireball. Oh, three fireballs. Speaking of fireballs, Jesus, why? Got him. I get it. Let's go. You're about to meet the team. No, you can't do it with this guy. There was people, there was people watching like, no, you can't do it with that. Yeah, no, I, yeah, I learned that the hard way. I was so hyped.   I'm about to get this win. But what they didn't know is this actually going to be my comeback story. Hold on. Comeback story of the year. Please switch out. Oh goodness. That was, that dodge was clean. No, we're blocking that. I go for a grab here, right? Every day of the week. Recovery was a bit longer than anticipated. I don't go for a grab there. The horse. I think this one was the, uh, this game is like so sick that they, I'm alive. What? I thought I was dead for sure. Did you already know this comeback is going to be sick? Did you see the kunai hit me? I don't know if it would have killed me. I think we would have won obviously. So it wouldn't have killed after the fact, but oh no. They say it's not fun. It is fun, but this is, oh, if we trade, I'm dead. If we trade, I'm dead. Trading is not an option for us anymore. I should have been matching sub, but that was sick. All right. That was crazy. I knew it too. When I picked Garra, I knew I was like, why am I doing this? I, the super is probably not going to work. Okay. We are back this time with a team that for sure can get to find a super. That was really dumb when I did. Oh, but I'm going to, no, I'm not going to get a hit. Also, this character is my favorite tilt move. That tilt move is so funny to me, man. It's just an impenetrable wall in a 3d game. I don't know. Something about having the entire map to go around, but staying behind there. Oh, let's go. That was sick. Just putting up the wall. I'm going to be using that a lot. And I think it actually, like it's, it has like some skilled uses too. I don't know. Overall, there's the tilt moves in this game can vary. I'm pretty spectacular. I'm dodging that. Oh no. Didn't have enough room to dodge. All right. Okay. He faked it. Why did he fake it? Yo, he's out of subs. He's got one more. Oh, let me go ahead and hit you with this. This is one of my favorites in Cherokee, by the way. I'd say bubble guy. I see the thing is I can't, it's been so long. I can't remember. But bubble guy is definitely up there. Roshi, I remember that, of course. Got, if you could just bet. Oh my goodness. I need space to get back here. Guard types. Guard types I really need. No, I don't know why I ran up over here. All right. We got a tag. It's time. Let's see what Roshi got. Tag just to see if I can make something happen there. Let's go. That will work for me. Oh no. All right. He has his team ultimate. We only have two subs.  Wow, that is fast. That is fast. Why didn't it give me the switch? Oh, I didn't even notice. It is lagging a little bit. Let's go. That's it. It's Cherokee time. Let's go. That was so clean. Hey, the entire gang's back together.  The shots of all the Cherokee, just using their tail. I do think it's funny. Why did we just hit this man with just the tails? I do think it's funny we didn't fire. I don't know, a tailed beast bomb. We're just, yeah, let's do tail attack, bro. That seems a little more my style. Yeah, this team's definitely working out a little better than before. We got, let me see what this tommy is. Oh, the fire pit. Oh, that was smooth. That was so smooth. Let me go ahead and tag. Coral. Water wall. No, the water wall. Let's go. I broke through it. The water wall is too sick, dude. You're telling me this water wall isn't sick? What does the ultimate do? Okay. It's like a big splash. All right. Well, we got a little more water wall. I can't tell if I'm not getting up or Jutsu's break. I don't think Jutsu's break it. At least the physical ones don't. Water wall. Look at that. We just get trades off of it too. I think it also stops me. That was it. Let's go. He's moving around it though. He's starting to, he's making those changes. He's adapting, which is really scary for us. But you know what? What use is playing tailed beast if I'm not going to evolve and evolve? If I'm not going to use one. Let's go. Where you going? Shell spear? Dude, it's been so long since I played these characters. I actually forgot what their awakenings do. What's that? Do I still got a tail? You know I got tailed beast bomb. Don't run. Oh, he's dodging everything. Let me hit you with another one though. Another one. All right. Well, it was probably for the best I ran out. Block it. Oh no. No, that was smooth. We might get one sub. Oh, I didn't dodge. I wasn't expecting it. Very sick for him to go into that jutsu. Minato, Minato. I always called him Minato. My bad. Minato has just had the moves right there. Do I start off with another water wall? Why not treat myself? So sick. It just makes the opponent play this game so differently. I think that's why I like it. Oh, a bit of lag again, but we are still moving. Online has never held me down. Why? Mouse hairball is such a weird move for a jutsu. Okay, that's fine. I can deal with it. Don't know. The awakening is here. The yellow flash dodged that. Okay, we're not playing around though. It's the 90 phrases back. We still dodge. That's fine. Is that enough damage to win? You know what? I'm glad it wasn't enough. I'm going, no. That's okay. Well, it's not corrosive style, but a couple of keyblasts. Yo, keyblast, can you help? Wow, we dodged that? Mouse hairball. Oh, you're not.  Oh, never mind. We'll take a hit. A normal hit will do. We get another win. Well, not another win, but we get a win this time. Finally. Wasn't the rank up we were hoping it would be, but teams in Cherokee takes its first win, and now we can head into the final match of this video and see if we can't do that again. Okay, now to finish it off, we actually have my favorite Cherokee here. Not, oh, that actually worked. Okay. Not my favorite in terms of the game though, mostly because I've never really been a fan of the characters that use the X button for their combos instead of the, you know, the standard circle or, mind that, not X. On a PlayStation, it would be square, but yeah, the Cherokee combo characters have never really been my type, but he is, in terms of design, super sick. The bubbles especially are sick. What does it tell me about? Let's go. Traveling in a bubble. Wow, this character is slow. Let's go.  I got hit with a full deliriant for it though, but I guess I deserved it. All right, special. Why not go ahead and throw it out, fan slash. Let me go. Let's go. We are, wow, this character is the polar opposite. Let's go. The speed. I'm still moving. Give me that sub. I could have gotten so much more damage off of it. I keep getting hit by that Larry too. I need more damage, dude. Give me the damage. All right, I'll block that. Jump blocks, we get a better trade. Your subs are not going anywhere. Let's go. Oh, okay. At least we got a sub off that, but I'm gonna have to spend one myself. So, you know, it wasn't the, wasn't the best decision. Do I sub here? No, we don't got Chakra. It's not worth it. I'm sorry you had to take that beating, but it was worth it. It's time. Another Jachuriki beat down. Hey, whole gang back together again. Dude, the shots are still super clean. And instead of the tailpiece bomb, why not just go ahead and hit these guys with a tail attack? That was sick. I'm still alive. All right, time to switch out. I'm gonna get that chip damage, dude. Chip damage. Look at the chip damage. It's insane. Dodge that. No, it couldn't even sidestep it. I shouldn't have been using that. Maybe the bubble boy can help us out. Utaka. I keep, ah, dude. I feel like obviously it wasn't the plot of Naruto to really go through all of the tailpiece, but, you know, some of them had more screen time than others. Oh, no, don't. I can't believe we lost that round. Hopefully we can get our opponent really quickly in the second one and go even into the third, but that is tough. And that character's sick, too. There's so many sick characters in this game. That's why I really want to Naruto Fighters, man. The DLC would be legend. Chip damage. That wasn't even chip. That may got kicked. All right. I remember this character being good, too, like in terms of being strong in the game. Oh, dodge that. Nope, can't dodge that. Tracking is insane on those.  My man just threw me. Bubble, help me out. Okay, I thought I had a little more time. Go away, Mercy, Mercy. Oh, Suplex. Oh, never mind. We're good. Oh, Power Bob. Well, that is just about as bad. All right. You know what? I think we all know what it's going to take to get out of the situation. Bubble's helping me out. I really wanted to grab right there. Oh, I couldn't get to grab. Couldn't get the grab I wanted. Oh, I can't believe that didn't work. All right. Jump actually worked out really well. I will say the guard is right where I want to see it in the red. Bubble wall, help me out. Yes, bubble wall. Sick. Oh, beautiful spot. You love to see it happen. Why did I sub? Eruption kick almost got the double hit there. Oh, no. The guard is almost beautiful. Bubble way, help me out. Grab this man.  I can't believe he was that patient. All right. We're good to go. Come on, baby. Right through the defense. Okay. He's going to get a sub. No, we take it. Doesn't get the sub. We're going to walk away with another win. Was that wasn't a rank up though? Was it? I don't think it was. Let's see. I need to wait and see. Do we get the rank up off teams at Cherokee? Do we get the rank up? Well, hopefully you enjoyed this video anyway. If there's any other teams you'd like to see me play in Naruto Storm 4, definitely let me know down below in the comments because I love this game a ton. Other than that, while you're down there, if you enjoy these videos and want to see more of them, make sure to like button and subscribe to the channel and check out some of the other videos that should be on your screen right now. Other than that, I've been Datsudoya and I will see you in the next one.


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