And now for your strong Europe spotlight. During a recent visit to U.S. Army Europe, Command Sergeant Major David S. Davenport from the U.S. Army Training and Doctrine Command discusses how the U.S. Army is reshaping the NCO Corps. NCO 2020 is a holistic look at how we develop our non-commissioned officers, how we talent-manage them and reinforce their roles as stewards of our profession. One change that was prompted by the NCO 2020 survey was the new path to promotion for NCOs as part of the Army Select, Train, Educate and Promote Program or STEP. So what STEP does is now it says that you have to be selected on your performance, your potential and character. The organization trains you in your core competencies and the Institution Army, when we give you the formal education, we certify that and that leads to promotion. So soldiers have to understand that process. For more on the Army in Europe, visit eur.army.mil.


Hello, everyone, and welcome back to the State of the Web. My guest is Jen Simmons. She's a member of the CSS Working Group and a designer advocate at Mozilla. In today's episode, we're talking about CSS standardization and how it shapes the way we style the web. Let's get started. [?]. So Jen, great to have you here. Can you tell us about the CSS Working Group and what it does? Yeah, so CSS and much of the rest of the technology that runs the web is all created by a standardization process run by the W3C. And so the CSS Working Group is the body of people who get together and decide, what is CSS going to do in the future? And oh, is there anything we need to clean up about the past and make better about the CSS that folks are already familiar with? And it's a group of people who most of whom work for browser makers.  So all of those are kind of different rendering engines. But of course, also folks who are invited experts, they're web designers or web developers who just have a vested interest in making sure that CSS becomes what we need to become. It's a fascinating group. It's highly technical and very calm and chill and professional, and people are really lovely to work with, and it's fun to be part of that group. I think it was 1996 when CSS 1.0 came out. Can you describe what the developer experience was like then? The developer experience, of course, we didn't even call ourselves developers back then. We called ourselves webmasters. So the webmaster experience was like, no, didn't use CSS. You didn't use CSS. It wasn't ready. It took many, many years. I think in some ways a lot of us started first using CSS in like 2002, 2003, 2004, 2005. And when we first started using CSS, you really could only use it for things like changing the font or the color of the font or maybe some colors of the backgrounds and such. Some of the rest of it, the ideas that were in the original CSS 1 specification, just weren't implemented properly enough in browsers to be able to use the number of bugs.  It was just like missing features, complete incompatibility, not at all. Browsers didn't do the same thing at all. And so you didn't use, we just didn't use CSS for a long time. Yeah, I remember there was like a center tag in HTML. So there was a lot of confusion about what do you do in HTML versus what do you do in CSS. Yeah, because for a long time, the only styling that you had for the web was HTML like attributes, the font tag or the, you know, you write these attributes on the font tag, right? In some ways, you know, sometimes people are getting excited about the possibility of using JavaScript inline all their CSS. And I know a lot of folks are like, we've done that already. Well, I remember that from 1998. That's so painful. I mean, it's very, very different now, but there is a way in which there was a whole world of styling websites before CSS came along. And it was a big fight in the early 2000s.  But yeah, like it was rough. It was really rough. And sometimes when people who are newer to the industry today complain about I-11 or how browsers aren't completely identical to each other, that's true, and that can be painful, but also it's like 2% of how painful it used to be. So things have definitely gotten much, much better. You've described 1.0 as being under-specified. Can you explain what you mean by that? So one of the things that people get frustrated with these days, they're worried that if they start using a new CSS property that it's not gonna actually work. And this came up a lot when CSS Grid was new and people are talking about it, I've been talking about it. And sometimes people are like, I don't wanna try it. I don't wanna use it because I don't trust that it's ready. Like I think I'll wait a year or two until it's ready. And a lot of people feel that way because of the experience that we had when Flexbox was brand new. And people started using Flexbox by using vendor prefixes and then the spec changed and then they had to learn the new syntax and the spec changed again and they had to learn the new syntax again and then all these browsers had the wrong bugs and it just was like this weird, painful process. The CSS working group saw that process and said, oh gosh, we shouldn't do that anymore. We're not gonna ship new things with vendor prefixes. Let's instead ship the experiments and ship the work in progress behind a flag and we're not going to let developers have access to these things until they're completely ready and completely done. And that gave the working group a chance to really get every single detail about CSS Grid decided. Like we had every once in a while a new issue comes up but for the most part everything is already all perfect and picked and just like it's ready. And when it shipped, it was completely ready. The way the working group works and the way that CSS gets shipped in browsers today is so different than it used to be that we can actually really trust that it's working. Things are very well specified. The specs today have every little detail about how every little new thing is gonna interact with every little old thing and how the old things, so that if there's actually a bug, the bug and how the bug is supposed to work is specified so that every browser can have the exact same buggy behavior and that's not how CSS originally was figured out. Like that's not how it was originally written. The CSS one, even a lot of the CSS two specification, the two point specification, the philosophy was very different in those days and the philosophy was more like, well we don't wanna tell browsers what to do. We wanna like have an idea and then each browser can kind of come up with their own details about how they wanna implement this grand idea. So we have this grand idea for multi-column.  Well it turns out that really didn't work so well because anybody who's tried to use multi-column in the last five years or something might realize that you start to use it and it's just, it works in one browser one way and it works in a different browser a different way and you're like, what's the deal? That's not how new specs are written anymore and in fact, like Rachel right now, Rachel Andrew is going back and recovering the multi-column specification. She's grabbing it out of the ancient past and dusting it off and going back in and specifying every little tiny detail about exactly how it needs to work and on the working group the browser makers are all there and they agree, yes, we do agree that we will make this change and then they're going into the browsers and they're making all of these changes. So a lot of the multi-column bugs are rapidly disappearing and even more of them will be disappearing over the next year or so. So that was a big change between like, oh, let's just have an idea and y'all can work it out on your own to like, no, we need to specify every single tiny little which is sometimes why it takes so long for new things to come out but every little detail specified every little and if you ever, as a developer, if you ever do use a piece of CSS and it's working differently in different browsers it's implemented in both browsers but there's something different about the way it's implemented then please file a bug, raise the issue, let someone know because we want to know about that example so that we can go fix that. You've described the web as a universal platform. So what role does CSS play in that? One of the things I've seen developers get sort of frustrated with and I think especially people who maybe are coming over from Java or Flash Action Script or they're coming out of school with a PhD in computer science and they really understand computer science theory really well. One of the things about developing for Android or developing for iOS or Mac or Windows is that you can, you know, you go to a store, an app store and it will tell you right there you must have this operating system or greater. You must have this version of macOS or this version of iOS or this version of Android or whatever or later. So as an engineer, you're able to say, okay, we're only supporting this operating system and we're only supporting this operating system from this moment forward and the web doesn't work that way and I see people try to make the web that work that way and to say, oh, we only support Internet Explorer 11 and up and it's like, well, you don't really have control over whether anybody uses Internet Explorer 10 and comes to your website or whether, like they're still gonna show up. The question is what kind of experience are they getting get and also the web works on all those operating systems I mentioned and plus a whole bunch of others and ones that you may not even realize exist. Some refrigerator browser or some, you know, next thing you know, there's gonna be a talking browser that works with voice control and you've never heard of that browser before. Like there's all sorts of new things that are gonna show up. The amazing, beautiful thing about the web is that we're creating work, whether it's content or application, whether it's buttons people click or stuff can people consume, whatever it is that we're creating, it can go on every one of the operating systems, every one of the devices, every input kind of device, every output device, every screen, every mouse, a keyboard or whatever. So it's harder and I can understand people's frustration and that they want to write one simple code base and have it just automatically work. But the reality is that you wanna think through well what's gonna happen on the older machines? What's gonna happen when someone doesn't have a screen? What's gonna happen when someone can't use a mouse? What's gonna happen when, you know, this code that I wrote lives on for eight years and like new stuff comes out that I never knew existed. It's not actually that hard. We CSS use techniques from progressive enhancements and or what Jeremy Keith calls resilient web design and thinking through what it means to make an application or to engineer some kind of JavaScript heavy platform in order to make it work across multiple platforms and multiple operating systems, multiple devices. And it's sort of the bane of the web but also the beautiful, beautiful thing about the web and the reason the web is so popular. The reason that the web is kind of like eating more and more and more of our computing lives is because it works everywhere. You had made the point that some of the native app developers are now becoming web developers. Does that affect how the standards are made knowing that the audience itself is actually changing? Kind of the crux of the pain and the debate that's happening right now is there is a lot of pressure coming from certain circles to sort of fix the web and turn it into a proper runtime application environment and that argument actually kind of breaks my heart because I feel like if we let that argument win the day too much, we're gonna lose the web that we know and we're gonna lose the beautiful thing about the web. It's not just for $100 million websites to build these massive walled gardens that consume a lot of people's time and attention. It's a space for anyone to publish. It's a space for any little team, little group to come up with a new idea and wanna launch a new company or come out with something new to be able to do that. And so we really don't wanna over engineer it and we really don't wanna like force it into this bucket to be more like an operating system. And so I don't know. I think the standardization groups, it's one of the tensions that I sort of smell inside some of the standardization groups and I'm really familiar with the CSA's working group and not so much with the others, but there is this kind of pressure. And in part two, because there are multiple corporations being represented and each of those corporations is representing their own personal business, not personal, but their own corporate business interests and some of those corporations, like this one is very, very powerful. There's a lot, a lot of money, hundreds and thousands of people behind what is happening. And so that pressure is pretty intense. But I think part of the job and really the responsibility of the working groups is to not let one mass of corporation dominate so much, but to really balance out the interests of lots of different kinds of people and especially the people who aren't at that table at all, the people who are building $10,000 websites, $1,000 websites, $100 websites because what those folks need is just as important and we need to make sure that that is in the web in 10 years and 50 years and 100 years that the web still remains something for everyone. So how have the browser's evolution into evergreen updates affected the developer and user experience? Yeah, that has been genius. Having evergreen updates is amazing because rather than having like a big pile of things come at all at once and then oops, we kind of got it half wrong and then you have to wait a year until another pile or two years or six years or whatever it was with Internet Explorer six. Yeah, having just every six weeks or whatever it is depending on the browser having a new copy of the browser come out this has just really been amazing. It does mean that there aren't as many super exciting announcements, you know, like, oh, like it's sometimes I think people don't know that things have shipped because it was like, oh, we shipped this one thing or we shipped these three things, one was sort of exciting, the other two were not at all they were sort of totally boring and you missed that announcement. You didn't see that blog post. There was no big tech news, there's not tech blog news posts every six weeks. So it's easy to miss something. Like CSUS Grid, I think everybody kind of knew about it but there've been other things that are super exciting that totally shipped. Mozilla just shipped AV1 support, like that wasn't like, it's just sort of, so I encourage developers and designers to kind of find ways to learn that what's new because maybe they missed it because it wasn't a one giant product announcement so like in all these little product announcements. So what is this CSS working group up to now? What's in the pipeline? Oh, there's so many things in the pipeline. Subgrid is one of them, I think the spec is basically done but we're implementing it now at Mozilla and I'm hoping that Agalia will implement it for Chrome and for Blink soon. Subgrid is a way to be able to, because CSUS Grid, you can apply it to a single formatting context so you have maybe let's say an article element and you apply a display grid to that article element and then there's a whole bunch of other elements that are direct children of that element or maybe you have an unordered list and then you have list items and Grid will apply to those list items but it doesn't apply to the content inside the list items and Subgrid gives you a way to like pull the grid further into the DOM structure and have it work on the content inside the list items and then kind of like work its way back up and such. So it makes Grid even that much more powerful but there are other things, I mean like I said the improvements to multicolumn or shipping constantly there's a lot of things around overflow and fragmentation, really understanding some of these fundamental building blocks of layout is what designers and developers need to learn in order to really understand the new layout system that we have and there's some things that are happening around min content and max content and options for specifying what you want overflow to do that are new that by themselves don't seem super exciting but they are the building blocks of modern layout and they are super exciting so there's kind of this non stop I've been working on personally I've been working on with Ellica aspect ratio spec trying to figure out a way so that we can just quickly apply an aspect ratio to an element that doesn't intrinsically come with one some things like the image elements or the video element intrinsically have an aspect ratio but we need a mechanism to explicitly specify an aspect ratio and an element that doesn't have one that would be so handy so I'm hoping that we can do that and you know there's so many ideas time is tight engineering there's only so much engineering capability among browsers to actually implement things there's not really any point in specifying a hundred thousand things if we can only implement, you know, 50,000 things so- The to-do list is long Yeah the to-do list is long I didn't know that until I started working for a browser maker I started working for Mozilla and I said, oh right, making Firefox is a software project and there's a giant backlog and there's a limited number of people that work on it and you have to prioritize and I just as a web developer I just sort of thought, well browsers are magic they should just be able to do what I want them to do it's like, no, there's a so it's part of my job is to like absorb what it is that is the best priority what do people want, what are they saying what do they need and then pass that information along to the folks who make Firefox and the folks who make CSS specifications and other folks that Chrome or Edge we all communicate with each other and let each other know what we think the trends are and where we think things need to go So what are the ways that people can get involved with the creation of new CSS? Yeah so all of the CSS specifications for years all of the conversation would happen on an email list and then these face-to-face meetings and there would be very rigorous minutes taken and the minutes would be on that email list too so if you want to see the history or what happened way in the past that's all on this email list but modern communication doesn't really happen by listserv anymore in IRC so now all the CSS specs are on GitHub there's a single GitHub repo I think it's called like CSS desks drafts or something at the W3C and there's issues so each thing that we're discussing is an issue and if anybody wants to be all listserv-y they can like subscribe by listserv because all the GitHub issues are duplicated into listserv email because someday probably GitHub will go away but people can jump in they can read the issues they can comment they can open their own issue it's all an open discussion it's open source you don't have to be a member in order to participate in the conversation I would ask that people realize that it is really complicated and it's probably far more complicated than you as a web developer realize and just showing up and being like you should do what I want isn't super helpful sometimes people do that and it's like you just put yourself out of the conversation but it's fascinating to actually also I've just learned so much about CSS by watching this conversation and being part of the weekly phone calls and such because it's so complicated but yeah and also people I think can get involved by pinging someone like me or by Rachel Andrew or Leah Varue or Ellica Entomad or Tab Ackins or Greg Whitworth there's like this group of people who you can just talk to us we're all available you know we're all out there on social media marketing channels and stuff like people can find us and say hey you know I I had this example at work it's really not working and it would be super helpful if we could have something like this that's one of the most helpful ways to have an impact or write a blog post and say here's what I think could be helpful here's why what we've had so far it doesn't work this is how it might be able to work maybe not so much working out the details of the syntax but working out why it's needed what the use cases are why web developers would use it why web designers would use it why there's a business need out for people who make websites to have such a tool those blog posts are so powerful and they have such a big impact I imagine people who think about writing them don't realize that the kind of impact they would have that they maybe they just feel like they're talking into the void but those blog posts actually make the biggest difference of all MDN has been a great resource for people wanting to learn more about CSS are there any other resources you would recommend yeah there are a lot of them I mean I'll start by recommending my own I have a channel on YouTube called Layoutland where I'm teaching people about the new CSS that you can use to do layout and really trying to inspire people to open up the imagination and the possibilities of graphic design because most of what we've been doing is so based on the limitations of like 2008 and we have a whole new set of possibilities and I don't see them being used yet so I'm trying to inspire people and explain and teach through that channel Layoutland YouTube because people like videos also of course CSS tricks is super popular especially magazine is really high quality content really well curated really well written Rachel Andrew will highly recommend her work she's been writing about layout and grid and she really gets into the details especially around how the CSS works exactly what you need to be doing she's a bit more of a developer and I'm a bit more of a designer and the two of us kind of wander the earth together teaching a lot of the same stuff but there's so many of course so many resources out there well Jen this has been great thank you for being here yeah thanks for having me you can check out everything we talked about in the links in the description below thanks for watching and we'll see you next time


The National Broadcasting Company and its affiliated stations present the Pacific Story. In the mounting fury of world conflict, events in the Pacific are taking on ever greater importance. Here is the story of the Pacific and the millions of people who live around this greatest sea. The drama of the people whose destiny is at stake in the Pacific War. Here, as another public service, is the tale of the war in the Pacific and its meaning to us and to the generations to come. Nan King. 37. I'm riding this atop North Star Hill. This may be the last time I shall ever see this beautiful city. I look down upon it, stretched below me there, a city that has known such splendor and terror as few cities have ever known. Now it is to be destroyed. Nan King is condemned. This is a warning to all foreigners to leave it once before the final phase of the bombing. Admiral Hasegawa made the announcement yesterday. From where I sit, I can see the destruction left by the 16 bombings of the past week. The heavy bombings are to start at noon today. It is incredible. Nan King was 600 years old at the time of Christ. In my years here as a missionary, I had come to love it and all of its lore. See, the hills around the city are shaped like the back of a dragon. Chu Hongwo, the one who started as a beggar and rose to be the first of the Ming dynasty in 1368. Chu Hongwo said that when he saw the grandeur of these hills over there. I will build my capital on the back of the dragon and it will last forever. The Ming's built the city on the back of the dragon, and they built the walls around the city, those walls that are still down there. They made Nan King the finest city in China. There were 7,000 tapestry weaving machines in the city. Emperor Yong Lo built the glorious porcelain pagoda. Today I beheld with my own eyes the wondrous porcelain pagoda. Chinese made pilgrimages to see it. It reaches to heaven. It was more than 200 feet high and octagonal in form. It is a tower of beauty encased in glazed tiles of a hundred colors. Its graceful overhanging eaves are sparkling green, and from its delicate cornices hang 150 bells. With this porcelain pagoda, Emperor Yong Lo has commemorated the virtues of his mother. Those who came up the broad Yangtzee 200 miles from Shanghai marveled at it from their boats. Travelers and adventurers who came overland paused in wonder before it. And through the hundreds of years, even after the capital of China was moved to Peking, the porcelain pagoda was guarded and protected like a fine jewel. The people of Nan King never tried talking of it, but by the middle 1800s, they were speaking of something else. He is a fanatic, this one who calls himself the heavenly king. But he is strong and ruthless. He must be stopped. Even the imperial troops could not stop his forces at Yong Gan Chao. They cut their way out. Yes, and now they are sailing down the Xiang to the Yangtzee. They are heading here for Nan King. We must prepare to fight him and all of his followers.  We must stand before them and fight or we are lost. Yes, we must fight. Chinese who called himself the heavenly king named the territory he conquered, the heavenly kingdom of great peace. But he left no peace in his wake, only desolation and misery. With his rebels, he sailed down the Yangtzee, plundering the river cities one by one. At last, they came to Nan King. Down with my dollars, please. No, no, you shall not touch the porcelain pagoda. No care to oppose the heavenly king. I shall defend this priceless treasure with my life. Tear out his infamous tongue. Let it fell here. No, no, no, no, no. You see, the pagoda has brought him ill-foreseen as it will all men. Blow it up. The means of the porcelain pagoda is the great bronze dome that once was its crown. Turned upside down and mounted on the base of marble. Not another vestige of the pagoda is left. The Taiping rebels left Nan King in ruins and slaughtered its people, particularly the Manchus. But 50 years more with the past before the Manchus were toppled from the throne of China. Dr. Sun Yat-sin made Nan King the capital of the new provisional government. But there were still problems. What will happen to the capital in Nan King? Now that Dr. Sun is withdrawn from the presidency in favor of Yuan Chi-kai. This question will own everyone's lips. Will Yuan Chi-kai, the new president, come here to Nan King? Yuan Chi-kai's strength was in the north, and he established a capital at Peking. It remained there for the next 15 years while we, and Nan King, saw the storm brewing. It was in 1926 that Chiang Kai-shek started his march north, and by 1927 the fighting reached Nan King. Within our compound we'd listen to the shooting outside. Excitement ran high. China cannot survive such chaos. Who is fighting? Who? There is even dissension within the warming dawn. It is a fight to death between the left and the right. But if something is not done in the name of unity, Anarchy will sweep all of China. Chiang Kai-shek established the Nationalist government here by Dr. Sun had wished it would be. For now Dr. Sun was dead, and his remains enshrined in the beautiful white marble mausoleum on Purple Mountain overlook in the city. The Nationalists continued their drive northward, and in June 1928 word came of their victory. Dr. Townsend, the king has been captured. The northern capital captured? Yes, and now once more Nan King is to be the capital of China. Nan King was the capital once more. Now the reconstruction began. You see what we are doing Dr. Townsend is cutting Chong Shan Road here from the Yangtze Waterfront straight through to Chong Shan Gate. The modern road for Nan King. It will go through the old city wall near the drum tower, then on through the banking circle in the business section of the new city. Working coolers were swarming over the road. Thousands of Chinese houses must come down to make way for the highway. The property owners are complaining, but they are being compensated. Not already many of them are seeing the increased value to the property along the road. I can see Chong Shan Road below me now. I can see it's many magnificent buildings. The Ministry of Foreign Affairs. The Metropolitan Hotel. Moving picture theaters. Hospitals. Some of them have already been hit by bombs. I remember those earlier reconstruction days we relaxed and talked down in those tea houses. I've never seen such animated chatting as you have here in your Nan King tea rooms. Nan King is famous for them. Hey, who's that interesting Chinese over there, huh? Oh, probably a politician. They come here to laugh and chat. I mean, they're political fences. Just as Americans do, to be seen in the right places for the right people. Well, yes. Look at those three at that table over there. Yes? What could they be talking about that would be that important? Oh, everything is important to these people. They not only come here to express their own opinions, but also to learn what they can from others. Is all this part of the new spirit of Nan King? Well, no, but Nan King has changed a great deal. Oh, indeed it has. But the last time I was here, there wasn't even running water. Now you can draw water out of a faucet anywhere. Where did you get the water then? It used to be paddled in the streets by water carriers. Yes, Nan King has only had a waterworks for a short time. In the buildings? In a matter of a few years, Nan King's become China's most important metropolis. Well, look at those neon lights out there. The thing I know this is that Nan King is different from the other Chinese cities I visited. In what way? Well, I don't know. Is it because Nan King isn't a seaport? Well, Nan King's on the Yangtzee. But there are no foreign concessions here. Nan King is a Chinese city. That is what the Chinese are determined to keep it. Nan King grew and prospered. The warehouses on the waterfront and the three railways hummed with trade. I used to stroll along and see the great quantities of silk and sheepskin, drugs and peas and beans and turnips being shipped out. I used to watch imports of cotton and wood, of cigars, sugar and kerosene. Nan King has grown so much that we have taken the trade of Wu Hu and Qing Qiang. Traders were proud. But as the middle 30s came, we sensed that all this prosperity was in danger. And so it was. Last night, by the Japanese at the Marco Polo Bridge just out of Beiping, the Japanese are today moving in force against strategic points, and Chinese troops are hurriedly being mobilized. While foreign capitals are taking measures to bring about... It started outside Beiping, but it was almost as if we could hear the echoes in Nan King. Is this to be a real war against us, Dr. Townsend? Everyone was apprehensive in our town town. Has the war really spread to Shanghai? Yes, it has spread to Shanghai, while the Japanese will come here after they have taken Shanghai. For Nan King is the capital. And besides, the Japanese know it's strategic importance. The old Chinese was right. Obama's king more quickly than we expected. Run! Run for shelter! Run! Mr. Townsend, you must go. You must find shelter. I couldn't go and leave the Chinese who had worked with me for so many years. Go, Mr. Townsend, you will be killed. Yes, Mr. Townsend, most of the other foreigners have gone to their shelters. Go quickly. Some of the far-seeing foreigners had built deep, strong shelters of country. In them, the Chinese said, the foreigners had all their equipment to live in safety for days. When the raid was over, we started to build dugouts. Our dugouts will not be comfortable, nor have stoves or ice boxes, but they will give us some shelter. We shall never have enough if the Japanese send over very many planes. We must never stop digging until we have enough. Pray heaven that we have enough time. We all worked making dugouts. Arrows were put up everywhere pointing to the nearest shelters. But we did not have enough time. In bombings last week, what these defenseless people have suffered. I look down now at the cruel destruction below me. Sparks of brutal ruinations scattered throughout the city. I see Chongshan Road and Taiping Road and the beautiful buildings lining them. Now, in another hour, Admiral Hasegawa's heavy bombings are to start. It is time to walk down the path that has been worn smooth by the passing generations. It is time to join my people in our compound. Down there in Nanjing. Are you frightened, Dr. Townsend? Yes. A little chowl. Are you? It is the waiting. The bomber should have been here ten minutes ago. When will they come, Dr. Townsend? It is an hour past noon. I don't know, Juan. The skies are overcast. There is thunder beyond the horizon. We have watched the skies all this afternoon. Now dusk is falling. The word has come that ministers of the United States and Britain have made appeals in Tokyo. We respectfully protest the propel bombing of Nanjing. Yes. Not only will it be contrary to international law, but it will mean the slaughter of thousands of defenseless civilians. Gentlemen, Admiral Hasegawa has given the enemy warning of our determination to wipe Nanjing from the face of the earth. But it is impossible to clear out more than a million people. Every good can come from sparing Nanjing, but nothing good can come from ruthlessly destroying it. It is our humane objective to end the war as quickly as possible. And this cannot effectively be achieved by the destruction of Nanjing. We have waited all night.  Now, the first light is beginning to show in the east. There is not a sound. Wang, Chao, string the young years for ever sound. We have had our rights. Now it is 10.30 in the morning. Listen. Listen, the siren. There's Chao who discovered it. That's the air raid warning. Everyone down on the shelters. Down into the shelters. I, the old one, went down into the shelter with the others. Wang and Chao and I watched for the coming bombers. Look. Look over there, planes. Those are our Chinese interceptors. There are 13 of them. There come the Japanese back there to the southeast. Yes, look at them. How many are there? There are more than 40 Japanese bombers. They headed for the heart of the city. Our anti-aircraft guns are firing on them. Japanese bombers kept coming. There go our reserve fighters up after them. They are going straight for the bombers. Japanese bombers kept coming as if there was no hostility to them. Then they dived on the city. Because the bombs thundered down. Then, just an instant after the bombs had fallen, there was chaos in the sky. Look, the Japanese planes, they are running into each other. There are two of them falling. They're on fire. No, there are three. Four of them. Four of them. All at once, plummeted like flaming meteors for their... That one. That one is coming down here. It's going forward, Dr. Townsend. Look out, look out. The compound were destroyed. We fought the flames to try to save those in the shelter. But Tsai, the old one, and the others in his care, all died. Dr. Townsend, they're coming back. They're coming back. There's more of them. Look at them. The second raid came a little more than 30 minutes after the first. We had no protection against them. Burn, Dr. Townsend. Look at it burn. The flames licked high up into the sky. More and more Japanese bombers kept coming back. When night came, the blackness of the sky was pierced with the light of the blazing fires. It was taken off from Shanghai with bombs dropped on Nanking. Intelligence, a force of 50 times. This was the intelligence that came from Shanghai. What Chinese fighting planes we had left took off to meet them. Nor from the formation, dived almost straight for the city.  He has singled out something to hit. The anti-aircraft guns are concentrating on him. He's going to dive straight into the earth, straight through the fire. No, no, he is pulling out.  He's dropped his bombs. Electric power plant. The others at the squadron dropped their bombs on hospitals and the waterworks. Dr. Townsend, Dr. Townsend. Yes, Tsai? Japanese soldiers. Japanese soldiers, I saw them. You saw Japanese soldiers, Tsai? Where did you see them? Small party. They are at the Sun Yatsen Memorial on Purple Mountain, looking down on the city. We had known for days the ground forces were closing in on us. Now the advance units were here. They could not dream of what was before us. December 12, 1937. The Japanese entered Nanking today. Thousands of Chinese civilians and soldiers tried to cross the Yang seat to the North Bank. That is all this boat will hold. Get out there.  There is no room. The boat will go down in the rushing waters.  No one will take us across.  Make room for him and his boy. Oh, thank you. Thank you. Squeeze in there. There, quick. We are all right now. All right. Push off. Out into the stream. Out. They pushed out into the raging Yang sea. The river was filled with boats fighting the current. Fighting to keep afloat. Fighting to get across. The waves almost swamping them. Look. Japanese planes. Japanese planes. They are dying to scrape the boats. Look out. The boats have seized them. The boat has just gone out to under the father and his little boy. They are machine gunning them. Tens of thousands have died. The city is drenched with blood. Today, the Japanese troops stormed through the city. They looted stores and houses. Wagons and rickshaws and all automobiles and trucks loaded with the personal property of those slaughtered are passing our compound now. The Japanese are taking the loot away from this doomed city. The Japanese swarmed through the city. There was no place for us to go, but to the international safety zone. I've never seen such a mass of seething humanity. Such misery. They say there are more than 200,000 of us refugees in here. Foreigners, as well as Chinese, were crowded into the international safety zone. Do you think the Japanese will respect this zone? They should, if they have any regard for foreign opinion. If what we have seen in this city is any measure, then... By the way. By the way, get back here. By the way. By the way. Those we select will be taken now to serve as laborers to clean up the debris of the city. They cannot force us far enough to work. They'll force anyone to work. Take those two. Those three over there. That one. That one. That one. Those three. Fall there. That one. That one. They are picking old Chinese. They know the Chinese can't help themselves. All right. All of you are selected. Right up here. One was one of the Chinese taken. He looked at me without a trace of emotion as they lined him up. As they started to march them away, he threw back the last glance. Doctor, do not drag. Up. Up. Keep them in line, doctor. Never turned around again. The Japanese marched the helpless Chinese out of the international zone. Quiet settled over all of us. The 200,000 seemed to be holding their breath. Then we heard it. Some were burned alive. None of the Chinese came back. Thousands of girls and women were outraged. All this, the Japanese are calling the celebration of their heaven sent victory. It's Chaoyong time. The foregoing is from the diary of Dr. Townsend. Gradually the killing and the torturing and the looting seized. Then famine came. The farmers had been killed and the transportation systems into Nanking Rect. So there was no food. Dr. Townsend and I, who were the only ones left from our compound, started out to search for some. We rolled through the wreckage. Everywhere, splashed with blood and blackened by fire. The beautiful Nanking we knew was gone. Miles of desolate empty houses and smashed government buildings. The thousands of refugees that fled for their lives have met with the gentle soothing of the Japanese Army. We heard a radio in a wrecked store. We went closer. It was a message from the radio station in Tokyo. The bandits responsible for so many deaths and so much destruction in Nanking Rect have been captured and executed. They were mal-contented Chinese troops. When the Japanese Army entered Nanking, I looked at Dr. Townsend as we listened. He just stood there looking at the ruination around us. Our soldiers are giving food to the suffering poor people and they are pleased and grateful. They politely receive it. Dr. Townsend started walking slowly away. I followed. We are fortunate, Chow. At least we can walk. We made our way through the wreckage toward one of the camps that had been set up by the Relief Committee. Perhaps we can get some rice here. All Dr. Townsend had was the diary he had kept so faithfully. He asked me to carry it. I helped him walk. He was very quiet and it seemed that he had become old within a few days. Line up down there.  Give this young man some rice, please. He thought of me first. We sat down and ate our rice together. When we had eaten, he got up and started a wing. No, no, Chow. I have work to do. Where I am going would not be safe for you.  He would say no more. I stood there and watched him limping away alone. He became a silhouette and then he disappeared into the shadows. Chow, you will have to leave. The Japanese are rounding up every Chinese in Nanking. Come with me. I could not go. In time the Japanese did come and wound us up. They put me into a labor battalion cleaning up the wreckage. Japanese soldiers were everywhere with fixed bayonets. Are they going to shoot us down in cold blood? As they did those first Chinese they took out of the international safety zone? I do not know. Have you seen a missionary, an elderly man with deep lines in his face and who walks with a limp? The same one you have been looking for all these months? Mr. Townsend. All I know of him is what you have told me. The Ministry of Foreign Affairs over there. How beautiful it is. Standing there almost untouched. It is one of the few buildings not destroyed. Stop talking. There is work to do. The Japanese soldiers stood over us and watched every move. When the guard had moved away we could ease up for a moment. It is said that the Japanese and the Minister of Foreign Affairs were the head of their puppet government in the Ministry of Foreign Affairs over there. We had known a long time that the Japanese were organizing the Chinese puppet government and there was talk that the Japanese would make the man king the capital of occupied China. Perhaps they are working so hard because they want to get the Ministry of Foreign Affairs ready for the inauguration of Wang Qingwei in March. Quiet. Here comes the guard again. What way are you talking about? Tell me. Is the new government of Wang Qingwei to be set up over there in the beautiful Ministry of Foreign Affairs? No. That is to be the headquarters of General Nishio, the commander of a Japanese army of occupation. Where will be the headquarters of the new government? Stop talking and work. In March 1940 the Japanese inaugurated their puppet government here and set it up in a shoddy, unpretentious building. So man king is a capital once more. But the beautiful old man king is gone. And so is Dr. Townsend. I think of the two together and I remember my last impression of him as he walked away until he became shadow and then disappeared. A reprint of this Pacific Story program is available at the cost of ten cents. Send ten cents in stamps or coin to University of California Press Berkeley, California. The Pacific Story is written and directed by Arnold Marquess. The original musical score was composed and conducted by Thomas Paluso. The principal voice was that of Jack Edward Sr. This program came to you from Hollywood This is the National Broadcasting Company.


Informed consent. To be honest with you, you should have watched this before you watched any of our other videos. Why? In fact, I think I'm going to make you. Why? Because then you'll be informed and you'll be able to give you your consent to continue to watch these videos. You'll understand what these videos are about. You'll understand what you'll see. You'll understand what you'll hear. You'll understand that we're quite irreverent. We get naughty and we are hopefully, huh, funny and maybe smart. Hopefully we just help you. That's really all we're after. But anyway, informed consent is about giving you an understanding about what you're ready to experience, either an experiment or something else, so you can make an informed decision about whether or not you want to continue. We can look at the Tuskegee experiments. We can to show an example of not informed consent. You can look at all sorts of things throughout history about not having informed consent. How about the HeLa cells? H low E capital L small a. Take a look at that book. Great stuff. Henrietta Lacks, right? So informed consent is about making sure that the people that are participating that you're working with understand what's about to happen to them and can make a decision accordingly about whether or not they choose to continue with the experiment or the treatment.


are you ready? Yeah, I am red team. This is orange light. Oh, it's an orange light? Yeah. Okay, let's go back a little bit. Okay, so this is the thing. Daddy and Aiden went to the winery and we're having a... No, girl party. Oh, girl party together, ready? Raya watches me do my hair and makeup every day. And then one day she was like, Mommy, can you do mine? And I said, only if we do pretty little girl princess makeup, right? Yeah. Oh, yes. So she wanted her little aerial doll in the shop.   Makeup. Makeup first. First things first. You want to know what's first? You see those little crumbs? We have to get that off first, okay? Yeah, see? So that's first step. First and first is we wash the face. Wait, wait, wait. We wash the face now we have to put paraben free lotion. And your natural beauty is already just gorgeous, right? So we don't really need makeup to change that. We want to enhance it, right? That's what my mom will tell me. Enhance your natural beauty. Okay. Okay, so I'll let you guys know. Raya has chosen. Raya has chosen. Hold on, Mama. See that? Oh, thank you, thank you, thank you. Okay. So you have chosen pink blush, right? Okay. And then she has chosen this part, eye shadow palette. Hold on, hold on, hold on. We got to do it right. You want me to do it right? Right? Yeah. Okay. Then some, oh, this is some dark lipstick. Yeah. Yeah, you want to try it still? So where we have how many blushes we have? We have 41 blushes. That's a lot of blushes. We have this blush. We have a little highlighter here.  Show me. I want to do. Which eye shadow do you want? Pink. I knew it. Close one eye. We gotta see the pink. Look at that. I see the pink. Okay, let's see. Oh, too much on. Too much on it. Perfect. It is? Yeah. You're so sweet. Okay. Here, look. You're only supposed to put it on.  I didn't. There we go. There we go. See? Much better. We see a little Miss Mermaid in the back watching. Hello, little Miss Mermaid. Oh my goodness. Where's your eyes? There's just so much blood on this one. You see? Oh my goodness. Okay. Let's add just a little bit of brown in there because it's really pink. Yeah, we got that. Oh, let's see. Open those eyes. Open those eyes. Oh, I have an idea. Let's put a pink in this headband, this. So here, look. Watch, watch, watch, watch. I don't like that style. No, it's not a style. It's so your hair doesn't get in the way when mommy's doing your makeup. Okay. Can you hold your hair up? Can you hold your hair up for me? What? Can you hold your hair up? Watch. I'm going to show you. Watch, watch, watch, watch, watch.  Oh my God. Never mind. This is okay. We're just going to blend this out. Mommy's taking this way too seriously. Look, a little mermaid saying, hurry up, girl. All right. Okay. So now we just have to get your, gosh, your eyebrows. Oh, Raya, they're like perfect. Look at that. Okay. There's one eyebrow. Oh my God. She's already moving too. Okay. There's the second one.  Okay. We're just going to put a little bit of foundation on just a little bit. What's foundation? It's like foundation, foundation just evens out your skin a little bit, but I feel like yours is already good. But here, we're going to do dab, dab, dab. We just have, we're just going to do a little bit here, here, here and here. So you've been in the sun a little bit and the sun, the sun girl adds a little bit of redness to the skin. So what we're doing is we're just, we're just evening out. Feel like a makeup lady at the moment. Okay. All right. We got to finish this. Okay, ready? Let's hurry up. Ready? Does that tickle? Oh, that makes you wait it up. Fenty. Look. Oh, look at that. More Fenty, Fenty, Fenty. The Fenty, Fenty. Oh, you got to look here. Look there. Oh, it's so pretty. You want to take a look today? Oh, that's a little, okay. Ready? Ready? Okay. Hey, hey, hey, hey. Okay. Ready? Now you go like this. Here, watch mommy. Watch, watch, watch, watch. Like this and you go like this. Watch. Yeah. So we're going to put the highlight here. There. Let's see. There's some bronzer. This makes you look like you've been kissed by the sun. This is mascara. Okay. Ready? Watch mommy. Look, watch this. Just make it like this.  I won't let you blink. Okay. Ready? I'll just put it here. Lift up. Oh, great. Oh my goodness. Great job. You have gorgeous lashes. This is like very light. Are you mommas out there? Very light, fun makeup. Okay. Now stand back. How would you like your hair? You want your hair down? Yeah, I want to keep it down like this. You want to keep it down? Okay. So what we're going to do is we're just going to put a little bit of leaving conditioner in it and comb it out and maybe a little braid. No, no braid. Just a little bit.  So you want it. What do you mean? I want it. So you want it behind.  Oh, that's pretty. Okay. I like this look. It does it. So you just want it kind of like off to the side like this. Yeah, I do. I like this. We don't want to cover your face. So we'll just put up one side. Okay. Can you hold this? I'm going to come back. Okay. You hold that just right there. You like my hair? Okay. You get to choose whichever one. Do you want the princess crown or do you want these flamingo's? I'm wearing these ones today. You want to wear those today? Yeah, I'm wearing these ones. Here's the final These are the hazy lights. Bye. Guess I have to go to go to.


This is Sonali. Thank you all for carving out some time for attending today's webinar on the episode 8 of the Business Text Learning Series in West Scale and Value. To all the attendees out there, please type in any questions you might have in the Q&A section and we'll try to answer as many as possible at the end of the session. I request you to keep the questions within the scope of today's discussion and not to your personal business queries. I would now like to welcome our speaker, Mr. Warath Maria, Chairman and Founder of the French Eyes India Group. A very warm welcome to you, sir. Thank you. Thank you, Sonali. And welcome friends and welcome to another edition of our series with Business X, which is on different subjects. We every time take a new subject around investing, scaling and how you value your business. So today is a scale, a scale we're doing the third edition. We've talked about how do you really start thinking about scaling your business? How do you really then create tools of your business to be ready for scale and then, you know, other situations. So today in next half an hour, what I will do is I will first refresh in terms of a quickly, maybe a five minute note for a lot of people who have not attended the earlier two webinars. And any kind of webinar, I mean, you've not missed because this is the eighth edition, you can go on a Facebook of Business X and see all the editions available there. So today, we're going to talk about scale and, and I'll put up a very big differentiation which I'm going to take in today's session. And because the audience of Business X in India has a lot of startups, a lot of early stage companies, even a lot of conventional businesses, which are now looking to change and look at their businesses differently. And especially I think on one side, whatever is going on in the world, you know, there's a lot of economical crisis which is going on but also we see there are many, many opportunities which are ahead of us in different sectors. And we see a very different mindset today to address these opportunities. And, and I feel that there is a very sharp line coming in now, what I call the traditional kind of businesses and, and the new age businesses. And we'll talk something on that today. And while, you know, I have seen many, many businesses have consulted over 2000 or different businesses. And I feel that if I have to go back to whatever we did for these companies over the last 15, 20 years, my strategy would be significantly different today. And, you know, something which we have told and done for these companies, I might not be advising them again because those strategies have no meaning left at this hour. So which means that the world has to really look at business models very, very differently. We don't have to look at business models in the same way. But let's go back and revisit quickly what, what we have really covered. So scale, as I define is by definition is, is S stands for the broad strategy strategy, which is evolving is fresh every time. Then C stands for three things. One is culture, competitive advantage, and core competence. These are three things which I would say C stands for unless and until your company has a strong culture, competitive advantage, and you are having understanding very clearly where is your core competence. Don't go here and there. A stands for actionable plan and accountability. How do you really create a very strong actionable plan and also set what I call internal and external accountability. A stands for liquidity. Always, you need to keep eye six months or one year in advance, how your liquidity is really flowing in or what kind of liquidity requirements would you have and E stands for execution which has to be seamless and perfect. So again, I will define when you start thinking about scale, put this definition in front of you strategy C stands for culture, competitive advantage and core competence. A stands for actionable plan and accountability and E stands for execution which has to be seamless. And once you have this in mind, then you have to work on three piece, which is what I call the people alignment process alignment and performance alignment. So if you are able to align these three things you people alignment is very important people have to be aligned with your, with your idea to scale. If they are not thinking in the sink as you are thinking, you will never be able to scale that business process alignment is very important your internal processes have to be aligned with the, with the scale which you're looking at. And I feel that the, if I have to rate, I would say 70% of very scalable ideas not able to scale purely from a process viewpoint, because they start scaling the people are aligned. Even performance is aligned, but the process is not like 70% of failures I would give, because of the lack of processes and this is where one of the areas which I like a lot of these, you know, tech based businesses, which are able to scale themselves because the process by nature is more aligned in their businesses. Then we also talked in the last edition of their only three ideas when it comes to scale and these three ideas I do not sound a corporate idea. It's always about how do you get new markets, how do you get new products, and how do you get new channel. If you are able to find these three, then only you will be able to do that. And today, I think, some of the answers are very, very certain if you really want to do some, some answers are very clearly straight forward technology is no more an option. Technology has to be part of your, your, so to say, company design. Now, from a design viewpoint, there would be no company I would say, which would not embrace technology for for every aspect of their business almost every aspect of their business has to be technology and that's where only way you can scale that. So now this was and this we did for two long episodes and we went into different strategies and so on. So we also talked about, you know, what are the strategies available for companies to really when they're looking at developing these three, how do you develop your people mindset, how do you develop your processes and how do you set accountability in the system by performance management and so on. Today I will talk about a very different thing. You know, I'll talk about, you know, sometimes when we talk on on business growth, we confuse between growth and scaling. This is one of the areas which we will talk today. So, a lot of people really think that the growth and scale is same. While I mean in the communication in the, in the way we represent, we actually take these two things very, very simple. Similar. And most of the times, a lot of entrepreneurs would think that growing the business is same to scaling the business and, and we all want to talk about a big differentiation in both of them. And this differentiation, I would say is something which is changing in the, in the business environment. And for many years, I was astonished by seeing some companies who were able to scale so fast, so fast, and the rather, you know, multi markets, multi structures and and some conventional companies were not able to do that. While I come from a very old school with an iron company called French as India, and French as India historically had businesses which are retail businesses, brick and mortar businesses and so on and so forth. And every time, you know, for us also, I mean we were confused between scale and growth and businesses meant very clearly how do you really take this and how do you multiply, you know, your customer base and so on and so forth. So, so what is the difference? Let's go into the clear difference of this. But before we can go further, there is a timing, you know, there is a timing which is very clearly and a lot of people ask what is the time to scale and what is the time one should really look at it. And a very interesting Richard Branson has said, scale up is when you are ready. It's not when the opportunity knocks. So fundamentally is that there is no specific timing, you know what to say. Which should be really taken and scale up. It's more when you really find that you are as an organization as a mindset, ready to do it. And that's where it needs to be done. And so even if this crisis, I know a lot of companies, we are looking to this as an opportunity time to rather scale and take bigger market share. So you need to really see another thing which is very important is that you need to really catch the wave. And there is a final timeline on that also. So there is a while when you see yourself ready, then you also have to see that which side is a wave. If it is a positive wave, then you need to really not waste the time you need to go out and catch that. Now let's understand growth. The conventional companies and most of the companies really mean growth for them growth means that if you want to grow their revenue and their market share, they would grow their resources, or they would grow their costs so it's very clearly revenue is proportionate to the resources deployed, which technically means that if I was McDonald's growth would mean how can I add more stores. So every time you want to grow, you want to grow your top line, you would not have to multiply and invest into more stores to be deployed more people to be hired, more infrastructure to be deployed and so So fundamentally it is very directly proportionate. And so companies continue to do quarter on quarter growth quarter to quarter investment. So they keep balancing and keep managing their small profitability and and what are the business in that this is growth. This is very clearly a very conventional way to do that even my organization there was a time where in 10 years back we thought that we really want to grow we were in six cities and we went into 70 plus cities in India we went to six other countries. So idea was very clearly every month my only objective was to tell my HR how do we hire more people, because every time I hired more people proportionately gave me a little more growth on my top line. And I can tell you, all goes well in this structure, they continue to do that by the time the market has demand side you will continue to deploy more resources, come to apply more, you know, and structure, and you will be proportionate to your revenues would continue to grow and if you don't miss your line you will still be a profitable organization. And the problem happens when this equality of revenue resource changes and and your revenues don't come because the market has either shrunk, or you're not able to capture more market, or you're not able to convert and get the kind of optimization. The deployed resources are not able to create, and this imbalance really starts, because it is a very small market most of the times, they won on very neck to neck from your resources deployed to entire thing and that's why these conventional companies walk on a 1012, 15% the kind of a bottom line, and if there are reasons for either inflation, or you're not able to capture the next revenue cycles, or there is slow down like what we are passing through this balance would change. So I have seen companies which were relatively doing well like say we're running a restaurant chain, and suddenly my question changed my revenues dropped because a lot of people started doing delivery, like what happened in through delivery is a matter and Swiggy. A lot of these restaurant chains are not profitable, and they would start closing down or are coming down and so forth. Now that's where conventional businesses think growth, very clearly if you ask any of conventional businesses, what is your way of growth, you know, so they would say, oh, if I was a manufacturer I would say let me put more of additional facility. I'll produce more and so forth so every time it would deploy more resources and scale is on the other side very different. Scale is all about how do you really able to, you know, take the key difference between the scale is that is achieved by increasing revenue without increasing significant costs. So how can you increase significant revenue change in your business model, and without having a similar kind of a cost structure rather a minimalistic cost can increase significant value in the business that's only way I think scale would come. So a lot of new age businesses, really speaking, I to me are our companies which are designed to scale. So one of the areas which is very important that when you really have to think about scale over growth, you need to really go and revisit your business model itself and say, is the business model ready for it, because the business model sometime is not like I mean for example if I want to really say that how McDonald would do this. McDonald would be able to still continue to scale and not have to deploy the same amount of investments if they do in the conventional structure, what different they will do. So sometimes a very conventional businesses are not able to find that answer. But when you have to really look at the companies which have become the top 10 companies of the world, which are able to multiply their revenues without significantly deploying in the equal ratio. Their resources are the companies like a Facebook or a Google, even people are multiplying by without doing that. You continue to put a lot of data on Facebook, they are becoming enriched in them. So actually they've got free copywriters, free this people, more anybody and everybody using these platforms are actually contributing to the platforms and the platforms are growing. So these platforms are designed to scale, the organizations are designed to scale. So a lot of companies, especially in India, I really see that they're not ready for it. Some tech platforms and tech companies, yes, but a lot of other companies really have to ask that how can we scale, how can we grow substantially and acquire a substantial amount of consumers without putting same amount of resources. Because this old style of businesses are no more interesting in the business. So the two things which becomes a very important when you have to reconsider your organization, there are two things which needs to come in. One is innovation, how do you innovate now, how you look at the base, the overall business model. And second, what is the kind of foresight capabilities you bring in within the organization. So if you are able to do innovation and foresight within your organization and relook your business model and ask yourself how you will do that. How do you be able to reach much more customers without putting the same kind of development. You know the old school of doing things have significantly changed and that's something which one has to really see that how you are able to do that. You don't have any company which comes down to a point where there is a critical path have to be chosen. When I say critical path would mean that if what should I do next. And you're clearly seeing that I'm as an organization ready to really scale up. Second side is that you are also seeing a positive wave of your industry or your business model. Then you need to really take a call what is a conventional way of growth is right. Or I want to find a new way of scaling up without putting in time. So before you scale up and this is one of the areas which really comes in when you really start up to a really time where you can be ready of a scale up. So it's a very different timing. Start up has a multiple other issues. Start up is not even commercially proven the product and so on so forth. So I'd never say that you should even look at scaling up.  But for companies which are so to say reached that point where they are actually have what I call the product is being tested in the market. They have also seen a commercialization and early success of the business model. They feel that there is an exponential growth available for their product or service. And they also can attract a large amount of funding through CDJB and C and so on spot wherever they are. Then only I think the scale up idea can really come. So this is where you need to really ask yourself.  How do you really bring in a checklist offer? Is it is it time for you to really do that? So what I call there is a thing called MVP MVP is a minimum viable product. So have you a viability of your product or a service which you are trying to do that has been achieved. Have your process development and management in place, which I told in the first edition also how do you really build your process management and your tool. And this is another thing which is third point is the whole culture has to be very differently organized when you scaling up. You know, it's really the organizational designs are what I call very clearly the freedom of decision making. So to say rest with that senior guys or senior management and they actually design a product and then give it to the last month and the last mile person has very little freedom. It's actually much more controlled and the freedom lies at the top and not at the bottom. So you have to turn around at this structure. How can you turn around the structure that you give a little bit of freestyle at the front so that a lot of customers even to extend that it has the customization in the hands of the customer also. The customer can take a lot of otherwise it will slow down in slow down. If everything has to go back to the top and top has to take a decision is just joke. That's why these technology companies are great because they give actually a freedom to a customer to really design the product. They don't even want this to be done. So they give a lot of freestyle at the front, more freestyle at the front and the control at the back from a perspective that you are able to just control that in terms of what is going on from a flow viewpoint, but you give a lot of freedom at the front. Otherwise, I think there is a lot of control at the front. They don't allow things to change. Everything has to do that. And like older conventional style of businesses, like we are in consulting business. So our consulting business works that a gentleman or senior guy, a relative junior guy would go in the market, meet the client and client tells you this. And if there is a change in the product needs to be done, he will come back, reach out to his senior, the senior will go to the senior. Depending on where the control really lies, this whole cycle can take to generate even one single proposal which is customized to a client can take two to three, four weeks. And then the decision making so the cycles of acquisition becomes one month, two months, three months kind of a cycles. It's all foolishness. How do you really change that and how do you really build a structure where even a customer can design his own product. And this is how I'm seeing a lot of design tools, learning tools, other things available where you can go in, you can choose what you want, how much duration you want, whatever you want. So all the content companies are giving a lot of freedom to people. So earlier days, this was not available for people. This decision was very, very slow. So scaling kind of never happened. So how do you really create a balance between a freestyle operations and bringing in controls. And also another area of a checklist is that diversification sometimes becomes an idea of scaling, you know, which means that I can go to multiple things within the business, right? Like say Oyo, when they started scaling up, they are a hotel management company and they were going in multi-markets globally and suddenly they started diversifying also. They wanted to be in co-working space. They wanted to be also in the banquet management space and things of that nature. Now, all those businesses to my knowledge have not done well. So they have to really understand where is the scalability, right? I mean, today there's a great company where I'm bigger to my, it's called Lenscard. It's an eyewear company, great scale. They've brought into business because they're very O2O platform, which is online and offline kind of capabilities integrated, low inventory at the store level, very, very scalable idea. But now they can tomorrow say, if what we have done in eyewear we can do in watches, we can do in something else, we can do in something else and that's where they can go wrong. I feel that they have found the answer in the current category. Stay committed to your core competence. Don't overly diversify. Diversification cannot be an answer to scalability. It can be in some sense you have to at a certain level when you hit what I call the three cycles of your scalability. One is what I call the growth, penetration and saturation. As you start hitting saturation life cycle, then you probably have to look at some kind of diversification on your body. But not at the growth level, not even at the penetration level. And when you hit the saturation that almost everybody who really wanted to acquire in this marketplace or a global marketplace, you've already done that and then you need to now get into that, which is very clearly what Titan did. If you see Titan was in watches for 10, 12, 15 years, stick closely, very clearly in watches, then they start waiting into eyewear, then they're now into getting started in personal care, which is perfumes and things of that nature. So they every time give a full cycle to offer one category to completely mature and then they open up another diversification on the business model. So similarly, I think they've been from watches to jewelry to jewelry to eyewear and eyewear to perfume now. So that's a cycle they've done and almost every cycle has taken eight, nine, 10 years of a full maturity and saturation before they have really opened up another category to do that. And then also they really put all the systems and that's why this company is so great. That's why Titan is a phenomenal organization. Another big difference in scaling up is that in the three to five year plan, if you don't see that there is going to be a growth in the, so to say, in your revenues and your cost. Say you are starting today, your cost is at X, but your revenues is X plus.  So fundamentally, if this substantially not growing year on year, then you will not build a huge value in the business model and that's where it would scale essentially means that on a year on year basis, the difference between your cost and your revenues would substantially increase and that's where the value would be. If you are able to design these, so to say five different checklist, then you are ready for scaling the business model. Now let's talk about seven odd strategies, which I feel would work if you're looking for scaling your business. And the first strategy is how do you really bring repeat value in the same product or service? If customers are renewing regularly with you, how does the structure of renewal work in your business model? I mean, is the same effort required to get the same customer to spend the same dollar with you or it is going to change and how it can be changed? And I feel a lot of companies, especially service-based businesses have to do the same efforts, same cost of acquisition to acquire the same customer. And that I don't think really is a good idea. First, you need to really shift the whole cycle is that how do it becomes a repeat purchase value in the business model. Second strategy is what I call put a functional depth into business model. How do you really put a functional depth? And the functional depth comes from very clearly defining all the functions of your operations and try to make it automated. Almost every system of your business becomes extremely automated. One of the companies I'm getting very impressed. Again, I'm saying the lens cut because if you really use the user experience and you go there and the company, they have really automated almost every smallest principle of the entire user experience from a user coming and telling that, look, I need a frame to have numbers of SKUs available to on the shelves, almost everything. Otherwise, there was a lot of challenges in the businesses and conventional businesses were so challenging. They don't have control over inventory. They don't know what is available in the real time stocks. They don't have real time inventories. They don't have the whole experience of acquisition to delivery to post delivery relationship and all that was processes are missing. So how do you really automate the processes and how do you bring in strong functional depth in your business model? Strategy number three, which is very, very important. How do you do, you know, been intuition to your business model and, you know, how do you do advanced intuition to your business model that you really know what is customer going to do six months from now, one year from now and so on. And so I clearly see that if you really want to understand the market need, then you need to build business intelligence. If you build a business intelligence on business lending, you can do your product development. And so your product change cycles could continue to run like that. So five, six months of building business intelligence and five, six months of a product to market kind of an opportunity. So when the product development also runs from a very clearly forward function, which is classic functions, define the product, develop the product, operationalize and launch. This is a very conventional structure of from from actually defining what people need and how they need it to get a development to get operationalize and then launch the product. But before this was the only cycle which people used to do, but it was not based on critical data. Now the data has to have another cycle that has to be layer of business intelligence and now there are a lot of companies actually coming globally who are business intelligence companies. They'll actually take all your data and give you all the data points you wanted because sometimes you are not able to turn your own data. You don't understand it. Look at companies which have large databases, telecom companies, insurance companies, they have been normal data. They don't have no understanding how they can turn their data understand learnings from them. So they need to have a lot of good technology business intelligence companies, which would really turn these data. These companies are reaching out to them and say, take our data and data was possessiveness. They never used to share the data, but now banks are sharing the data. Everybody is sharing the data because they need to understand a lot of answers they don't know where they can create future products on that. So how do you really bring strategy on that? Now strategy number four is what I call the triple E. The triple E stands for how do you build consumer reach? You're a customer reach through best of the efficiency, best of the effectiveness and best of the engagement. So how do you really get your consumer reach with best efficiency? You don't have to push so much. It's so efficient to reach out and that's why technology does it. Technology like Amazon, it has a best efficiency. You have everything. It has a strong effectively and it has a phenomenal engagement from when you bought the product or even when you saw the product and wanted to make a decision. To really when you bought the decision and though the whole supply chain delivery cycle, when it reached you and post delivery, everything is so very well managed. So how do you really create this triple E in your consumer reach from building efficiencies, building effectiveness and engagement? I think that's strategy number four. Strategy number five to me is the whole sale cycle. How do you really do what I call the triple S? This is triple S from selection. Why should somebody choose you over anything? What is your selection process? Where are you being presented? How it has been selected? So selection to sale cycle to subscription cycle. How do you shift that? And this is where I am getting impressed by companies. I mean, we are using Zoom. When I started using Zoom about a year and a half back, it was free to everybody. It's still free. You can use about 14 minutes, but my reviews I used to use it. When I used to use a review, most of the times reviews would go into one hour and so on. They critically know that good meeting would go beyond 14 minutes.  So I upgraded myself to a certain level and started using their pro line. And then this was unlimited. You can go into that. But still, now with the platforms now coming in, you need to do a lot of webinars. You have a large audience to bring in. Now some of our platforms, we have many subscriptions of Zoom. Some of our platforms are a thousand plus people. There is one platform we use in our real set network, which has 10,000 people. So depending on the need, which was continue to evolve and new things I wanted to do that, I'm continue to upgrade myself in that structure. So what they did was they gave me something to try on. So I attempted on selecting them. Then they shifted me to a sales function that I started paying with them. And I started recognizing the service was good. And now they're making me subscription.  And if this is a new normal, and this is going to be 20 years, and next 20 years, me and my company would continue to pay Zoom multiple dollars. And continue to upgrade the services and so on. And they would continue to understand what are the next level of requirements we need to have. Like these guys, we use a lot of Paul in this entire structure. There are multiple other things would come in, depending on what is the ask now. What are what do we want to do? And these ask would be their continuous development structure. Like there are many tools now, people use a lot of learning, a lot of training. So you need whiteboards, you need this entire structure. So all that pieces would start coming in, in so and so on. And each piece, you will start subscribing more and more and more. So fundamentally, you will, you will start using the entire. So what they've done is that they move this triple S structure from selection to sales to making a subscriber. How do you really create that? And that thing and also how do you really continue to build more value addition on the on the structure. Six strategy, which is a strategy I always believe in scale, you need to really do. How do you do multi-channel? How do you reach multi-channel? How do you reach multi-market, multi-product? So if you do all three together, then also apply these three things. Don't think about one. If you really want to scale, you need to really three multi-channel, multi-market, multi-product. And then only scale would come. A seventh strategy is where I come from. And one of the industries which we have really popularized in India for the last 23 years is franchising. We feel that franchising is also a great scale strategy. Why? Because again, you don't put your own capital and you have a product or service and you use your, the most structured channel, which is franchise and use franchising for scaling up. That is a great strategy. It's been a classic strategy for many, many years. Companies have used and that's why franchising becomes such a more powerful tool to really scale your business or scale your product or service. So this is what the difference was that today's session was all about really about how do you really differentiate between a growth and a scale? And how do you really create strategies around it so that you are able to take your business ahead? It's a good time. It's a good time to reinvent your business model and go back and really see how do you really would like to scale your business without putting substantial cost on books? And that's where the value is coming in. That's where I think a new age businesses are doing extremely well. And while old school businesses are struggling and they would continue to struggle more in next two years unless and until they revisit their entire business model again. So this was the today's series. We will obviously take up the next week. There is a session on value. We keep it 30 minutes. I think I've taken five, seven minutes more. So it's normally a 30 minute capsule and all the earlier seven capsules is the eighth edition, but all the seven capsules are available on our Facebooks at Business X. You can go and visit. So every week we take one edition either on investing, scaling or how to value your businesses.  So if you want to raise capital, you obviously can come to us and we can help you. Or if you want to really sell your business, a lot of businesses which want to take an exit. And both if you are profitable and if you're not so profitable businesses, you can come to Business X and we can help you get the right buyer. First we help you to value your business. We have a separate vehicle called biz equity, which is a fintech product. How do we quickly value your business? And then we actually help you to sell your business. So over to you. So Nali, if you have any question for me, then I can be happy to take that. Thank you so much for another wonderful session, Gaurab sir. It was a pleasure having you as always and we do not have any major questions with us for today. So I would just like to thank you for your session and I would also like to thank all the attendees for your time. We will see you next time, next Saturday at 3 o'clock for another session as Gaurab sir said on creating value in your business. And if you have to have any question for me and if you want to reach out to me, I will write my email ID. It's gm at Gaurabmariya.com. So please reach me if you have any thing which I can help you in your business or if you feel that your business needs capital or needs franchising, licensing, any of our categories which franchising the group really works on. Thank you very much for your time and thanks for joining us next Saturday at 3 o'clock another session with BusinessX platform. Thank you.