Hello, I'm Jamie Lemke, I'm a senior research fellow and associate director of academic and student programs here at the Mercatus Center at George Mason University. I'm here with Don Boudreau. Don is a professor of economics at George Mason University. He's also a senior fellow with the F.A. Hayek program for advanced study in philosophy, politics and economics. And the Martha and Nelson Getchell chair for the study of free market capitalism at the Mercatus Center. His most recent book is The Essential Hayek. And Don is here to talk with me today about public choice economics. So thanks so much for coming in, Don. Oh, it's my pleasure. So can you just start by telling us what is public choice economics? It's the use of the economic way of thinking applied to politics. It looks at politics realistically and not romantically. So what makes public choice unique relative to other ways of trying to think about political questions? It gets rid of the romance that infects so much political science and thinking about politics. It looks at people as they are, as flesh and blood human beings with the same flaws, the same self-interest that human beings are rightly assumed to have when they act in the private sector. And amazingly, that connection between the use of the realistic assumptions that are used when we analyze the private sector wasn't made for the public sector until just after World War II when Jim Buchanan and Gordon Tullock and Kenneth Arrow and a few other people launched the public choice revolution. Now, where does this idea come from in the first place that we should think about the political actor differently instead of applying these same rules? Jim Buchanan often gave credit to the America's founding generation, particularly James Madison. Madison was one of his great heroes. And Buchanan and Tullock often said, they said in the print, I heard him say it privately quite often, they said that somewhere along the way from 1787 until the mid-20th century, people forgot that government is not manned by angels to use Madison's term. It came to be viewed as something that's above humanity, it's something that transcends ordinary human normalcy. And Buchanan and Tullock simply sought to return political science to the state that it was in when James Madison was writing, but in doing so using the tools of modern economics which have proved so successful in improving our understanding of private markets. What makes this particular approach to politics, studying political questions that was developed by Buchanan and Tullock and some of these others, what makes it different from the way economists have traditionally thought about public or maybe even still think about political questions today? Still too often think about political questions in this unfortunately mistaken way, do most economists today. The difference is the way economists, not so much Adam Smith, and there were exceptions along the way, but by the time the mid-20th century rolled around, the Western powers had just defeated the totalitarian Nazis and now the Western powers were involved in this Cold War with a non-democratic Soviet bloc. So democracy is riding high and people, including economists, very prominent economists, insensibly slipped into the assumption that politics somehow elevates human beings into something superhuman. If not voters, at least politicians to the extent that they respond to the democratic will, they act in the interest not of themselves, they act in the interest not of special interest groups, they act in the interest of the general good. And Buchanan and Tullock quite simply looked around and said, well, on this assumption we can't explain much of what we see. We can't explain the predominance and persistence of tariffs. We can't explain the manner in which regulations by government bureaucracies are actually carried out as opposed to what's written in the statute to describe how they'll be carried out. And so Buchanan and Tullock, I say Buchanan and Tullock, by the way, because they are the two most prominent founders of public choice. There were many other people along the way who helped to found it and contributed to its development. Buchanan and Tullock in essence said, look, in order to better understand reality, we have to look more realistically at the political process, at voters, at politicians, at government administrators, and at judges. We have to look more realistically at them. These are people who have self-interest, just like private sector business people and consumers do. These people do not have perfect knowledge, just as people in the private sector are rightly understood to not have perfect knowledge. Economists, until that time, and again still too many today do, economists had this bizarre duality where they were very good at pointing out market failures and market imperfections, bad incentives, imperfect knowledge, greed. And then the economists said, well, let's turn it over to the government and they'll solve it. Not thinking to ask, well, wait a minute, we're turning it over to the same human beings who we identify in the private sector as having all these imperfections. And never was the connection made, or too rarely was the connection made, between the flaws that people have in the private sector and the way that the public sector should operate. To this day, Jamie, as you know, you can pick up a newspaper and you can read many prominent economists, identify a problem, be it real or imaginary, and they'll just slip into the conclusion. Therefore, we need government to solve it. Well, maybe we need government to solve it, but they never bother asking the critical question. How will government solve it? Will government, with its imperfect people who man it and who go into the voting booths to vote for the people who man it, will government do a better job in all of its imperfection than the market will do in all of its imperfection? And Buchanan was very clear to always point out, he said, look, because the ultimate question really that economics always boils down to is what is the proper rule of the state versus the proper rule of the private sector? When we want to compare the performance of the state to the performance of the private sector, we have to compare like to like. We cannot compare an idealized, unrealizable public sector to the actual real-world private sector. The actual real-world private sector will always be inferior to the public sector. And so if you do that comparison as it was done almost exclusively prior to the public choice revolution, then there's this great demand for government services, a great demand for the expansion of government, because people say, oh, look, the government always works better than the market. And Buchanan says, no, no, no, the market is indeed not perfect, but nor is the government. And when we look at the government sector using public choice analysis, we see that it fails in a lot of the similar ways, in a lot of ways similar to how the market fails. Indeed, in some ways it fails even worse, because in many ways the incentives they face in the public sector are worse than the incentives that they face in the private sector. So you get worse outcomes. But either way, it's not a conclusion-driven science. It's a science that simply says, when we want to understand the proper respective roles of the state versus the market, we have to compare the two in a way that uses the same assumptions about human motivations in one as is used in another.


Welcome. This is Melissa Armo with the Stock Swoosh and I'm reviewing the Google. This had earnings last night and gapped down. And it's interesting because I really, my read on this was spot on as usual. I'm very good at reading gaps. I'm sure a lot of traders got hurt in this today. Going long, going short, going long, going short, flip-flopping it. Didn't call any trades in this today at all. Not for the options letter and not for the day trade room either, because there was nothing to do with this gap, which you can see. Actually, right now it's trading neutral. It doesn't even have any color to the body. It's not red. It's not green. It's not going down. It's not getting bought. So again, you can't trade every gap. Every gap isn't tradable. And I think a lot of people, there's a misconception of that. And also, something like this, you can't deny the fact that the previous close in Google was 128758, and the exact open today was 1185. So you say, wow, that took a dive.  So you say, well, OK, that had a lot of weakness that came in last night and the earnings true. But it doesn't mean the weakness is going to follow through today. And as you can see, it's not. But at the same turn, it's not getting bought either. So do you see what I'm saying? So there are some gaps that you don't do anything with. So I didn't even like this enough to rate it today. But I know it wouldn't have rated well to short. And you're obviously not going long this either. So Google is a strong chart. This would have been in play and would have been a much better play if it had a different type of gap, whether up or down, if the price area had been different. And it doesn't really even matter at this point for me to point out what that would have been in the direction because it did what it did and it's there and it's done. So I'm sure a lot of people got hurt in this today. And I'm sure this trade has went both long and short in this stock on the same day, which is a big no-no. A big boo-boo. And you're asking for trouble. You can't have convictions something's lower and have convictions something's higher in the same stock in the same day. You cannot. That's called no conviction. And when you're looking here at Google, again, it had a massive sell-off into the gap down last night, which you can't deny. But again, not everything that shows weakness like that, even institutional weakness is shortable. So Google today was not a short. And Google today was not a long. Google was nothing.  It's rare, rare, but I'm not really surprised, not really surprised at all. And what, well, I guess I'm not surprising this either. I was going to talk about the market next, but I'll do a video on the market. The market's holding up fairly well today and did even in the gap down this morning considering even Google gap down as much as it did. So the sector is holding on pretty good and so is the market. So interesting read here, but I'm pointing this out. Because again, I need to reiterate, not every gap that occurs is playable, whether up or down, and also even something that showed an extreme amount of weakness in the gap down, which you cannot deny.  This got hammered last night. This is all happening in the half an hour or 45 minutes after the close. It doesn't mean that you shorted on the day. And that's why the rating system, which is what I apply each day in the stocks that I look to trade or call options in or the day trades or any of the trades that we do, whether over nights or day trades for quick trades, I apply my method, which is the golden gap rating system to longs or shorts to look at the gap. That's how you know what to do. That's how you know if there's anything to play. And in the case of Google, there was no play, no play. And sometimes if you're going to become an active trader, and even if you're an investor, sometimes that is the case. And I think that is something that people miss, miss. They think that there's something to do every day, and in every earnings and in every gap, particularly a stock like this, particularly the move that it had, which was big down, but it doesn't mean it's going to keep dropping. And again, it doesn't mean you buy it either. I mean, I'm not even remotely surprised that this is neutral. This is going to close probably very similar to this area. I mean, it's pretty much been in this area all day. So again, this is another reason to learn from you and take my course. Very important to understand what gaps are rateable to do, what gaps are tradable, what gaps are predictable in the gap, and how you can see it ahead of time again in the pre-market. It doesn't have anything to do with this drop off here in the weakness.  It fell off big time. Again, that doesn't mean the weakness is going to continue to have a short play in the day, and it also doesn't mean you flip around and buy it. Anyways, the next golden gap class isn't until the end of May, May 18th and 19th. However, if you're interested in signing up and want more information, you can email me at melissa at thestockswish.com. Have a great day, everyone.


Welcome everybody. Hello and thank you for among all other interesting talks that we are having on DrupalCon in Barcelona. You choose to dwell into a topic of accessibility with me and how to make the internet and the world a bit better for everyone. Two cents about me. My background is more in translation and technical writing but I'm a big open source and technology enthusiast at the moment and working at the University of Barcelona. Web and data visualization directory statistical office and for the last year I've been collaborating with foundation for learning equality making KLite which is the lightweight server for Khan Academy video content offline server for that content and I was working I'm still working in making it more accessible. So I'm trying for being an expert most probably a lot of you have more in-depth technical knowledge than me and how to make accessibility work. I'm really passionate about it and I'm just following the full steps of like-minded folks. What are we going to cover today? For whom points for whom are we actually doing the accessibility for? Why do we bother? What are the benefits and what are the misconceptions of accessibility? How do we make it possible? More in a sense of strategy and best practices and some punish tips for accessible content. I will present resources that will be included into the presentation but I will not go too deep into into the code itself. So who do we do actually accessibility for? Now the latest World Health Organization fact sheet report from 2014 says that it's more than over the billion fee people about 15% of the world's population have some form of disability that means that between 110 and 190 million adults have a significant difficulties in functioning 15% of the world population. That's like another stats from EU statistics on income and living conditions. We have 8.5% have severe limitations and 17.5 have moderate limitations in everyday activities. These are for European adults over 16. If we do row numbers that's almost 1 in 4 over 100 million people in European Union 27 countries. There is a strong correlation between age and disability so further we go change demographics the numbers increase. When we go into nitty gritty we are normally presented with different types of disabilities. First you can have temporary disability. You can break an arm have a problem with your eye with hearing so you're basically just for the time being. Then you can have by design by decision actually as this blogger who to test herself tried to wear an eye patch for a week and learned that empathy is crucial. You can have it also situational for example I have a sensitivity so it's a sunlight and making me read on the beach is a mission impossible. You were asked why did I on earth decided to live in Barcelona but and must be a masochist. Anybody here taller than 10 to 6 feet you probably feel pretty disabled every time you go into a low-cost flight so I feel for you.  John is one of the few people in this world who's born without limbs and for her and her words technology is the limb that she never had.  So we all regardless of age language physical ability mentally or delivery literacy can have specific needs and some point of our lives. We further have presented with this order or types of disabilities so you have visual disability auditory mobility and cognitive disability. If we go and talk about visual disability that includes blind people with low vision reduced field of vision sensitivity to flashes glares cataracts. There was several assistive technology devices that can be screen readers braille displays generally between three or four people's according to acoustics for US UK Canada cannot see well enough to read and here also the incidence increases with age but even more than visual the people with difficulty in seeing we have people with difficulty hearing. Numbers also where I from four to five people a percent of people and here also the incidence increases sharply over 60 and we have over 20 percent affected when they when they're over 75 years old. When we talk about mobility we have the study difficulty seven to ten percent of working-age adults have a severe difficulty. This includes people who suffered from stroke, traumatic brain, spinal cord injuries, cerebral palsy, various various types of this muscle dystrophies, sclerosis, even arthritis. Those people have severe difficulty using mouse so they will probably be using some kind of assistive technology even just navigated by keyboard or using a mouse stick some kind of head on or an eye tracker instead. Even more people suffer from cognitive disabilities so just thinking about reading difficulties we have numbers up to 20 percent people have reading difficulties including dyslexia and another 20 or 30 have limited literacy skills so this doesn't even include various types of cognitive disabilities like dementia come more with age. So for me the most important argument in whole accessibility story is it is for everyone because we all age. This is one of the last pictures I have my father a couple of months before he left us after struggling with Parkinson's so at some point of our lives sooner or later we will all need accessibility. Coming back to numbers another report from the health of organization 2011 shows exactly this increase in numbers there's a strong correlation with those disability and aging. By 2020 that's five years from now a half of European adults will be age 50 or over. Another interesting data there's there are more preferences higher for females from the women than for men. Changes slightly when you calculate it between countries because government compiled these statistics by questionnaires so they are not standardized but you have to take into account when you have a project what kind of audience do you have. In some countries you will have much bigger percentage of people older who are visiting your websites or content you are generating. If you go back to that European statistics from 2014 when we count population over 65 we have 50 million people 18 percent of our elders in Europe have severe disabilities and another 30 have moderate disability. So it is for everybody. Designing for extremes make leads to better design for everybody. Anybody here doesn't have a mobile? Okay so let's know. So one thing that I found out I was researching for this presentation is that Bell actually arrived patenting telephone because his parents his father and grandfather worked in a location speech technologies in 18th 19th century. His wife and mother were both deaf. So he was trying to improve the life of deaf community and that's how he arrived to patent the telephone. Then from Bell Labs we have transistor and transistor radius so basically we all have marvelous mobile technology today because somebody 150 years ago wanted to improve the life of deaf person. Another example for example curb cuts those transitions between sidewalk and street are introduced for people with wheelchairs. Anybody has kids? Okay so I guess you're very thankful for curb cuts because you have your strollers easier to walk. I'm thankful because every time I walk with a trolley I use curb cuts. Another time another thing that I wanted to mention is example of why designing for edge case for extreme is better is also seen in social level. When paid parental leave for women it was recognized as right. It eventually led for men fathers right to ask for and expect for the same. Every time we design for an edge case it ends up benefiting. Anybody still asking why? It's good for business. You have a bigger PI impact. Corporate social you can claim corporate social responsibility. It increases market share. One example from the UK is the Stasco supermarket implemented a fully accessible website of their online grocery store. It costed 35,000 pound to develop and ended up generating and generates estimated annual revenue at 1.1 million 1.6 million pounds. It's also another famous example of CNET in US. They had 30% increase in traffic after they provided transport. So increased market share especially because the spending power of older people often have they often have larger disposable income and leisure time. So this is a number that I actually had to look how much it is in euros. It says 1 trillion would be the aggregate annual income of people with disabilities in US. 1 trillion dollars. I have no idea how much money is that. Ended up being 90 900 billion euros. For UK it is calculated that they impaired and elderly have combined spending power 300 billion euros. Benefits, search engines, optimization. Did you ever try to Google Altag or Altatribute? You will get results for CEO not for accessibility. So that's one of the things that you can do to improve accessibility which will actually benefit more your CEO efforts. You can improve mobile access and overall usability. I have heard over and over from the people with vision problems and blind people that they use mobile version of Facebook. They don't use the full one because the mobile one is more accessible. Basically accessibility is good customer service. There's another very important benefit for business is because it reduces legal risk. So the same as gravity. It's the law. In Europe if you have any kind of services that you want to offer presented European Union for ICT products and services you have to observe a specific standard. Every country has their own standards and laws so regarding when you think about project that you have to do check the standards and laws for your own country because that's where the legal risk comes. In US they have section 58 which is right scheduled for refresh in 2015 and in Spain we have a norm called UNE. There's actually one thing that I another thing that I discovered. The Spanish Rural Decree from 2013 defends this disability not as an isolated property of the person but it's something that surges once the person interacts with the situation with limits and that represent barriers that limit her own life. So that's actually really advanced. That's how it is included. It can represent everybody of us. We can all at some point of our lives have encountered barriers and limits to our everyday activities. And of course web content taxability guidelines have been accepted as an ESO standard. These are just a couple of very famous legal sentences mostly in US. Netflix after this court case was obligated to present captured captions for their video production. So they actually have the was it a daredevil or the famous superhero the blind superhero? Is it a daredevil? Okay so they will produce closed caption for this video production. And the last thing that I included one of the accessibility consultants Karl Groves started in 2011 a list of various legal cases related to accessibility. In 2012 when he stopped updated he had more than 50 mostly US but they are they're extending. So how do we actually do it? The most important thing is for you to remember is that it's cheaper to build accessibility feature from the get go from the beginning the beginning from the beginning than to retrofit any kind of digital content later. Some estimate says that if you build accessibility from the beginning it will represent one to three percent of your global budget. If you set up to do it once it's done it flies to ten percent. When they tell you that that's more cost that you don't have at the moment it will be thought included later just think about how many of us still try to cater to users of Internet Explorer 8 or 9? Anybody? Okay so that's much less. Exactly because three percent of users still browse Internet Explorer 9 another three or four use 8. So the combined numbers for users of Internet Explorer 8 9 and 10 is less than 10 percent. We have 15 percent people with disabilities so that's one strong argument to rebut somebody's example why there is no budget for accessibility. Let's talk a bit of strategy and some best practices. So I hope that this part is inspired by really good research that you should explore it's John Carter's eight-step process for leading change. How do you make the case for accessibility in your agencies in your projects? I hope that the first point which is a sense of urgency you already get that from the first part of this presentation. Accessibility is shared responsibility so you will have more easier path if you divide it divided between content managers, designers front-end, back-end. Each one, each group, each team will have one part of accessibility. The initiative has really good resources regarding how to divide responsibilities. You should prepare business case. In this atmosphere you have allies in coalitions. Your goals, roles and policies should be as broad as possible inside of organization. If you have to disguise accessibility as search engine optimization with the points that we mentioned before, the most important thing is to include users any way you can. Even if you are experienced you've tried screen readers. It is always important to try to use somebody who is actually using screen reader for everyday work, not just to test something. They will have different perspective. Don't try to fix everything else. They probably tell you that each time there is some kind of change management. Don't try to fix everything at once. Start with small steps and make that process a part of the culture. I know there were a couple of interesting style guide talks yesterday. I'm sorry I missed that one. That's one of the options that you should explore. Make accessibility style guide for your team. Include snippets of code which could be recycled the same way you use style guide and cascading style shades.  That way you can ensure maintainability and the whole QA process and testing. When we talk about guidelines there are a lot of acronyms. Once you dive into accessibility you will find guidelines, recommendations, requirements, success criteria, acronyms like WKAG, section this one, section that one. Somebody once referred to all these new terms as being forced to learn a new language for somebody who is actually trying to confuse you on purpose. Those are really, really long and complex documents. Understanding web content, accessibility guidance, second version, it's 220 pages long. How to meet the requirements is like 385. That's a lot. Another name I got for it was like, it reads like constitution. But all we who do web offering, we didn't really learn HTML from specification. Anybody did that? We learned it from tutorials and various other resources. So don't get intimidated by the complex document especially that happens the first time you dive into. It's like this is unreadable. Specifications do need to be complex but you can find other resources. It has never been more easier to learn how to make websites and digital content more accessible than it is today. One of the most important things is to remember, I would like this to be one of the first takeaways, just remember this. Always remember that when you make yourself a question, is this accessible? So the people have to be able to proceed it, to understand it, to do something with that content or action that you present it. And Robust refers to being available for all different devices and being able to sustain future. Another takeaway is that you have to think about how to offer alternatives. Never offer content in one and only one way. Just read, just sound, just see. Okay? Think that when you make a content available in high contrast version, okay? It will not only be benefit for those who have low vision problems. It will have benefit for people whom, like me, they can't read in highly illuminated settings on the beach or wherever. Whenever you offer time caption and transcripts that benefits people with auditory difficulties, but also serves those who, for example, prefer to... Sorry, this was audio versus... Those who prefer to read, those who prefer to listen. For example, think about long commutes. You would prefer to have something listen and not only read. Caption and transcripts are the big search end in benefit because that content is searchable. Okay? And another thing to keep in mind, consistent terminology, structure and navigation and the language, plain language that you use for your content that will lower your localization cost. Okay? So it will benefit all the people who have cognitive disabilities, but it will be a big plus for your effort to make your content localizable. So let's try and think about tennis tips. Okay? First of all, I would like to just... Are people here? Where? How does the screen reader work, for example? Okay, more or less. Think about the version of your content stripped from all the style. So you just get this one leaner long document. That's how screen reader sees. So it's really, really important to have the appropriate structure. Headings must be sequential. You should have unique in the scripted title possibly with the tag H1. Don't use headings to style your content. Okay? Style goes to CSS. Headings should be the structure of the content itself. So don't jump just for the style sake. Okay, I like this H1, but then I'm going to put H4. No. Because screen readers are marvelous pieces of software, and they present a lot of opportunities for the user. They let them, if you as the content manager, designers, and developers make it proper, user can jump and just make read headings, or can just jump from link to link, or can jump from this section to different sections. So you have to structure your content accordingly. So the screen reader can actually read in the order that you would like to. Okay? So title, headings, page landmarks, you can use either HTML5 or you can use semantic HTML gives you a lot of accessibility features for really, really little development effort. So use section, header, footer, main, that is all perceived by the screen reader and presented to the user. Okay? You try to think a bit like a machine. Okay? It's not just enough when you think about making content accessible.  You also have to think a bit like a machine, meaning that you have to know what information from your content is accessible to the computer and will be presented in which way it will be presented to the user. I just have included these links with there are a lot of really, really interesting free and open source tools, more than ever. So the slides will be available. You can use that. I'm not going to spend more time on it. Another important point is keyboard navigation. That's mostly thought I mean, I love to navigate by keyboard and it's usually do programmers don't like to use the mouse lot prefer to navigate by keyboard. What to test? You should use tab and shift up to go through links. See if the order you can navigate through links is the correct one. When you are inside the menu, use error keys to test if you can access all the options inside the menus. Okay. Think about including what they call skip two links. Okay. So this is one menu that you include. It could be visible or invisible. You choose that. People who use free new areas or are navigating by keyboard. If you don't want, you have a lot of links on your on your content, you would rather present them option to skip something and choose as you would do with the mouse. So that's one element should be on top, right? First element after the body tag. Access keys are debatable, use debatable, so you'd rather avoid those. And please, please, please, please define visible focus state. I hate when I can see and I can use my hands and I hate when I cannot see where where is my where am I with with the mouse at the point because or at least don't mess with the default browser outline for focus. Okay. Sometimes people have this really bad habit of stripping it and not styling accordingly. The best way would be to define focus at the same time you define a whole state. Okay. For a really good example about skip to links, try web aim.org page. It's a really, really good full resources website about accessibility. Let's talk about images. So we have this elusive alt attribute, which is technically the most easier to implement. But it's the most frequent accessibility fail you find when you do testing. So I know there is a real long nod about discussion about this. And I know there are things in place which would remind you each time you include the image to include some kind of alternative text. Think about describing the image conveying both functionality and content. The good tip is try to describe the image the way you would describe it when you talk over the phone. All right. So not to extend, but enough information so that whenever you are relaying that information has a good idea. Of course, localization demands you not to put text inside images, not to put the image inside the image. The image is localizable. And you have image with purely decorative intention. Put an empty, at least empty tag. There are other options, but put empty to out tag. I can't stress enough the importance of that for search engine optimization. Remember that Google search out tag, you won't find results about the disability. You will find that your CDM could be down. So that's one of the reasons why you should always include alternative content for images. That's also another thing where working group or HTML working group has like 45 pages long document about how to properly describe images. So there are a lot of tools that can help you. Okay. But just for a start, don't leave any not described. Okay. So since we touched the images, let's touch color and contrast. Anybody noticed this sidebar on the light? Did you notice that it was changing colors? Okay. I'm glad. So that was my intention to show you what happens. People who have color blindness or more formally color vision deficiencies. They affect roughly 10% of population, mostly men. And it is also highly dependent from country to country to race to race. And another interesting piece of information, links originally and that history of a blue and underlined that ended up being a great accessibility resources because color blindness for the blue hues is the most rarest of all others. So and the reason they put the underline is because even those people who cannot perceive the blue color of the links can perceive it by seeing the underlying types. So there are a couple of types. The most important thing here is never to convey anything just by color. Always find other way to convey the meaning. Why? Anybody from London? Okay. Do you see something special in this underground map? Yeah. Lines have something specific. So this is the map which took into account that people might not be able to see differences in colors. So apart from color, they put other graphic elements which would aid people who cannot distinguish colors. Do stuff like that. Offer alternatives. When we talk about color and contrast, the best advice I can give you, choose good contrast, sorry, good contrast from the beginning. It is not clear the discussion between what is better, dark on white, white on dark. People prefer different things. So as the next step, make alternative CSS color schemes and let people, users choose. Okay. Somebody would prefer. I've heard both sides. So there is one on some accessibility resources, you will find phrases like accessibility option of a SIS. Meaning like if you offer different stuff, you cannot decide on one good contrast scheme. I not really agree with that. I would say, yeah, choose one good color contrast scheme. But then as the next step, offer different to users. Somebody may prefer something that you haven't chosen as the more general option. Color and contrast have a lot of tools. Your designers. Designers as your team will have, in Italian, they say, embarrassment of options, number of options. So choose what you need, what you would prefer from all that available, but choose something and use it. Since we are here, talk about the Jupal community. I guess nobody's using the tables for layout. But yeah, tables are for data. Don't use them for layout. Program your project, including headings, caption summary, if you use tables for data. Links and forms. Links similar. They have to be concise, but have to be descriptive. Don't put links just text inside the link, like click or more or here. Because at the point when the screen reader user chooses just to navigate through all the links on the page, he or she will get just more, more, more, more, more, more red from the screen reader. So they have to be descriptive. Forms have to have clear labels, grouped, well, field sets. Don't mess with the tab in order, unless you know what you're doing. I remember once I used the tab navigated through and it jumped on a form which was on the bottom of the page because the designer or programmer of that website choose to put a tab set attribute as like one or two or three and they were at the bottom of real long page. So basically skipped all the content just to get to that form and that's not what the user was looking. Avoid captures or at least choose the version which doesn't have participatory issues. Think about the writing, okay? Sentences, paragraphs, use active voice and consistent vocabulary, format and navigation. That will help a lot. People with cognitive issues, everyone, and your localization costs. That's like the understandable from poor principles. I occasionally use this font that may not be something that you will use often, okay? But there are fonts designed specifically for dyslexia. Try to follow the tips from the previous page. Columns not wide, up to nine words. Divide text into paragraphs. Decide adequate line spacing if you have images. Leave enough space around that will all help. Always line on the left, of course, that will all help people who have dyslexia to understand. As I said, there is a lot of tools and resources. I just included a few of them. Really nice add-ons, plug-ins for both, for browsers. Just remember one thing. Technical compliance does not necessarily mean functional compliance. So even if when you use and you test something and you have like all greens, just like couple of manual checkups because a lot of those tools will present you and options, okay, I didn't find anything which warrants an error or warning, but you should check manually stuff, okay? Even if you have all green, that does not necessarily mean that it's functionally compliant, okay? So always test in person you and even more important whenever you have an option test with users. When we have, when we talk about multimedia, always think about alternatives. So if you have only audio, have the test transcript ready. It will benefit, the disability will benefit such engine optimization. If you have video without audio, put the test description on the side. And when you have video with audio, offer closed captions and interactive transcript. Don't auto-play another of please, please, please, please don't do that. It takes me a moment just to wake up from the video which is played aloud. Think about the person who cannot see or who cannot move, the head one or eye tracker fast enough to stop the video which started played automatically, okay? That's big usability issue. I always get mad when I found it. There are accessible video players, quite a lot of them. This is one openly available Google Doc matrix with media player disability comparison where you can check all the options which are included, choose the one which is good for your project. There is also an accessible YouTube video player. Just plug in the link inside and it will have this nice and accessible multimedia control. You have the, you can see in the first image, how does the transcript look like. So this is not only for people who cannot hear. This only helps, this also helps those who would benefit from being able to read and follow. For example, think about if you don't have enough budget to cover localization cost, okay? That's a huge burden on the budget. But if you present transcript, even better, some kind of interactive transcript which will follow and sign the phrase which is actually spoken, that will help a lot of your foreign users. Maybe they don't understand the spoken, but they can read another benefit. Just a quick mention in case you use accessible PDFs. Always go to the source. If you need to present some kind of content in PDF format, you have to make it accessible in Word, in writer, in whichever application you export it from. And then export is pretty, do not do printing because at that point the accessibility feature of those altering tools are not conserved. They're actually getting pretty good. Both office and labor office have good accessibility features. Make use of that. For professionally accessible PDF tools you will have to use Acrobat Pro because it has the best checkers. And of course make use of all accessibility JUPAL resources. There are quite a lot lately. I've seen, this is the webinar from my briefing, maintainer of the accessibility module. Check it out. They will present you all the options that have the people from the accessibility group have been working on for the last few years for the development of JUPAL 8. And that will be all. Thank you very much. I hope you enjoyed the presentation. Please leave feedback on the website. And of course we are, I'm open for questions. Andrew has just one quick announcement to make. Hello everyone. Yes, so tomorrow if we want to carry on this kind of conversation, learn more about accessibility. We do have a BoF session booked. It's going to be in room 130 and it's going to be at one o'clock. So just after lunch. That's the time slot just after lunch. The Radina said about making allies and forming coalitions and changing the culture in organizations. So what we want to do with a BoF is really just get us all in the same room. People are working with accessibility. So we can just connect with each other.  We might be developers and designers. We might be project managers, content writers. So we could, yeah, everyone. So we might look at how we're moving accessibility in our own organizations and clients. Or we might look at what Drupal's capabilities are. The topic is up to you. But tomorrow at one p.m. I'm open for questions. Go. Yeah. He was asking are there organizations that can be contacted in case you don't have a person with disability to help you test the website? Of course, all the countries as far as I know, at least in Europe, have their own organization. For example, here in Spain the big one is called ONCE, or Graduación Nacional de Ciego de España, Spanish National Organization for the Blind. And in case you need both professional advice or somebody who will put you into contact with possible testers, I'm sure you can find something in your own country. Just look for your local. I mean, I even know them in Serbia. So if Serbia has, I guess, every other country has it in Europe. I will include in the presentation right now. I remember that there are a couple of resources of how to contact which, where to go, to knock on doors to try to find somebody who will help you test possibly your content. Yeah. Put the mobile designer on board.   So your project will have more likelihood of success if you first have allies among the designers, developers, and then go to the upper management. So first you have to win somebody from the design team. I don't have, you know, recipe. This is the best advice I can give you. Yeah, sure. Go. Is this working? Anyone who's a web developer or at least a front-end designer developer will be aware of the fragmentation of browsers, Internet Explorer, you know, Chrome, etc. Sure. What does something similar exist with screen readers and people's preferences? Is there one that's dominant is or, you know, there are several. It's kind of like operating system story. There used to be one big Microsoft like screen reader. It's called JAWS. I think it's acronym for jobs for job access, something like that, which used to have like absolute dominance in the market. But it has been declining because more options are there, for example, or everything on Macintosh platform, iPhone, iPod, Macs, they have their own screen reader and it's really, really built deep into. So voiceover. Okay. So everybody who uses Mac probably uses and they have really, really good opinion of it, according to what I'm told, they use all voiceover. On the PC side, you have JAWS, which have been declining. I think right now it has a market share around 40% not really one with my life already, but something like that. Because in the last four or five years, one have been rising because it's open source and it's free. It's called NVDA, non visual desktop access. So when people test accessibility, they usually if they have access to JAWS, they use JAWS with Firefox, Interness Polar, Chrony, whatever, or you just download NVDA and test with that. There is also, I would, as a first step, I would recommend you, there is one Firefox simple plug-in called thanks. It doesn't really read, but it will present you, okay, in a sidebar, the text of what would eventually be read. It's not 100% equal what you will get read at output from NVDA jobs, but as a first step, it gives you really, for example, it helped me a lot to fix some errors of dynamically generated content in my last project. It was a Django project with a lot of libraries behind, a lot of calculations. So basically what screenreader it was like evaluation for users in this video 50% or this video, this exercise gained 50%. So basically screenreader before I put my hands on accessibility, we're reading just the numbers, okay. So I first actually saw that in JAWS. I haven't even got to the testing with a screenreader. I would just like 50%, 30%, 100%. I was like, what is this? So it can be a first step. Okay. And then of course you have the free NVDA screenreader, which you can download use free. Thank you. Somebody else was over there. Yeah, sure. Okay. Okay. They're my best advice would be instead of looking for accessibility consultant, get a good technical writer, expert in plain language, because they have a lot of experience in how to make content more simple, but yet still usable, even if it's okay. Yeah, you have like a lot of content, complex menus. That's still even more question of information architecture, and even somebody who is experiencing technical communication. Think, think about technical communicators deal with a lot of that stuff. Somebody who has to present a technical manual for a Boeing. Okay. So that person probably has a lot of experience on how to structure well, structure information, especially if you have different kind of stakeholders and readers. Okay. So you present one content to engineer another content to see a third content for, I don't know, somebody who wants to find out how to use recline seats. Okay. Okay. Anybody else? More questions? Oh, sorry. Go. Um, I just wondered, um, have you come across any issues with sites that rely on advertising being less inclined to invest in this sort of technology because yes, and that's like a big fail. And whether you have any ideas about how best to just present the information to people are when our older have more hearing problems, seeing problems, cognitive problems.  So those people are more inclined to actually use your site, just, you know, make them possible. I'm just thinking the fact that screen readers, screen readers, et cetera, won't actually show them any adverts. So project managers, et cetera, are likely to not value them as much as users who see the adverts. Okay, I see your dilemma. And they're not thinking this consciously, they're not evil project managers, they just, it's just as business, it doesn't get the focus. Yeah, yeah, I understand. Just make them think that I, for example, haven't seen a Google ad in ages. Yeah. Okay. And I'm not the only one. People have a lot of blockers, ad blockers. So think about even normal users will find a way to eventually block your blocker content, you know. Okay. So I would not take that as like, in-face argument of not to invest in another possible. There are options in accessibility, guidelines, how to present content that changes, okay, which is dynamic. So technically it is. I would not advise that you use it necessarily in more assertive way to present the ads, but you should investigate area, dynamic content, okay, and dynamic roles. You could have some options to present to your business stakeholders. Anybody else? Okay. Thank you very much for your attention. Yeah, do come to the app session tomorrow. We'll be there.


Live from Boston, Massachusetts, it's theCUBE. Covering HPE Big Data Conference 2016. Now, here are your hosts, Dave Vellante and Paul Gillin. Welcome back to Boston, everybody. This is theCUBE, the worldwide leader in live tech coverage. We're here with Robert Young-Johns, who's the executive vice president of the software division for Hewlett Packard Enterprise, longtime CUBE alum. Good to see you again, Robert. Yeah, fantastic, thanks for having me. You're welcome. So, enjoyed your keynote. Building on the themes that you talked about at HPE Discover, you talked about software eating the world, and now analytics is sort of eating software embedded everywhere. Talk a little bit about that. Well, I think if you look at the evolution, I think the thing I talked about this morning is the way we used to devise applications as we go and study a business process, you know, walk around with that clipboard, who's doing what, we then turn that into a process with a nice diagram, we then try to automate that process, and then we decide what data we needed to support it. And I think what's happening today is the world's almost turned upside down. People are starting with the data, they're using analytics on the data to expose patterns and potential new business processes, and then they're building new business processes on top of that, and then they're transforming and disrupting industries. And I think that's a huge change and it's accelerating right now. I think that's pretty insightful. I want to make an observation that's related to that and get your feedback. So, in the 80s and 90s, the technology was mysterious. It was unknown. The processes, however, were known, and today the technology's sort of been demystified and the process is unknown. And your premise is that data is the starting point and then you're going to move down, maybe serially, maybe not, and ultimately you're going to design processes that fit the market and the data. Yeah, and can completely transform industries as a result. And that's what you're saying today. Because you're actually attacking known paradigms and most other people in the industries have worked on that 80s and 90s model and you're coming in and saying, hey, maybe that doesn't work anymore. Maybe the data is showing me there's a different process. The taxi driver versus Uber is a great, very stark example of that, of how that's happened. But it continues to be an exception, a rare example. And I wonder, do you see other industries, many other industries, primed for disruption the way the taxi industry was? A lot of things were sort of set to be disrupted in that business. Or is Uber more the exception? I don't think it's the exception at all. I mean, I think you look almost every industry segment, you'll see some major disruption going on. I had a fascinating conversation with some people in the airline industry last night about what's happening there. Not so much with the basic provisioning of transportation, that's much the same as it ever used to be. You fill planes with gas, you put passengers in them, you fly them from A to B. But the way in which you attract passengers, the way in which you expose fair structures to them, that's being disrupted very heavily by a number of players. And what was a strength, I think, for many aircraft companies, a few years ago, common reservation platform, all that sort of thing, is actually morphing into a weakness because they're getting abstracted. Unless they respond, there's a danger they do get abstracted to be the commodity provider. So it's one big example. I think you go through almost every industry, you'll find some example like that. It's an interesting example because in that case you have, there's mystery in the data. And the data is it was actually a competitive secret. And once that data was exposed, others were able to take it and co-opt it and use it against the airlines. Totally.  I mean, my favorite sort of app of the moment, I'm not suggesting this is actually necessarily a big data app, is one that it may not even be anywhere, other than Silicon Valley, it's called Fill D. And basically I leave my car in the parking structure, I get to the app, I say, fill me with gas.  Amazing. It's $5 or $3 if you don't mind when it is. I pay that every day, not to have to go to a gas station. I'm not sure what that's transforming, but if you read the traditional gas outlet. You talked about the fear of machines. So let's get into that topic a little bit. You know, machines have always replaced humans. That just seems like now they're doing it with cognitive functions. Why are you an optimist? Why are you not concerned about that? Well, I am concerned about it in the long term. But I think right now, as you think forward in the next 10, 20 years, actually it's quite the reverse. I think machines can unleash human intelligence in a way that's never been possible before. Which is why I talk a lot about this concept of augmented human intelligence. It's we as people don't have the capability to absorb the vast datasets being thrown at us, the amount of information that's available to us right now. But if you can have filters and preprocessing essentially, it can allow you to make better decisions. It can allow you to do what we do best, which is apply judgment. And look at situations and go deep into what root causes are, analysis, and so on. I was driving in this morning and I heard a story on NPR that Marvell Comics is putting out a comic book with Trudeau, the Prime Minister of Canada, is one of the, you know, he's a protagonist. And the idea is they're using machine learning and artificial intelligence to predict crimes. And they're trying to determine should we arrest people? You sort of- Yeah, that was a minority of course. A minority of course. Should we, right, okay, so of course, should we arrest people beforehand? And that's the, they're making a comic book about it, and they go to Trudeau for his advice as to whether or not he's the, you know, scion. Well, what ethical challenges are gonna be brought forth due to machine learning and privacy, ethical? How are we dealing with those? I think they're all tough. I mean, and I think, unfortunately, for an industry point of view, they're very hard for the industry to actually come to conclusions on, because the technology tends to leap ahead. Just when you think you've got it solved, you probably solved for a five-year-old problem. You haven't solved for today's problem. So I'm honestly not sure. It's not, it's really not, it's your point that it's not the technology industry's role to sort of determine that, it's public policy and let the politicians deal with that. Exactly, exactly. I mean, the only problem is that they tend to deal with what happened five years ago by the time they fixed it, life's moved on. It's outdated, okay. So I also want to ask you, you made a statement. You basically threw down the gauntlet and said, you know, IBM Watson made a lot of noise, great marketing, I'm sure, you know, great product. You said, I think we have a better solution. Unpack that a little bit, why? Tell us about your solution, why do you think it's better? I think it's partly a point of view. And it's not necessarily right or wrong, it's just very different. My perception of the IBM point of view is that they want to be content vertical specialists. They want to be specialists in the weather industry or they want to be specialists in healthcare. And they've acquired companies and so on to do that. They want to own all the data sets associated with those. And that's fine, that's a legitimate business. But to me, that's a business that's led by specialization, it's led by consulting, and then there's tooling that sits behind it. I think our view is very different. It's almost completely, not the opposite, it's sort of orthogonal, in the sense we want to be the toolset that anyone who wants to expose the value in data can use. So I don't want to be the weather provider. I don't want to be the healthcare service provider or the transportation industry provider. I'd rather people who are specialists in those domains and those sectors were the face to the customer. What I want to be is the arms provider, the tool provider if you like, that provides the analytic capabilities to those industries. That's a great point and it's a very clear distinction between yours and IBM's strategy clearly. You had the video this morning that you showed of Haven on Demand was really compelling. It made it look like all these 70 services that you're exposing, how are you planning to position them? IBM had the free Watson analytics, come and test drive it yourself. How are you planning to position the Haven on Demand so that really it spreads virally that a lot of people are able to tap in and use it? That's exactly been our approach. I mean, what we've taken the view of is that we need to expose it as a web service to make it freely available to any developer. We've done that since its origin. We have over 18,000 developers signed up. And I've said repeatedly, I'm willing to go head to head API to API with Watson because I think we can beat them in that area. But you're absolutely right. It's got to be easy to consume, easy to use and orientated towards the developer. Now, as people move through and move into commercial exploitation, then we'll start to think about what the right business model is, how we get paid for it. And we're beginning to see some breakthroughs in that area too. But it's got to start with getting developer traction. So you said you had the strongest platform, you said the strongest platform in the industry. And that is the point of view. You talked about that, arms dealer versus vertical. There's the API comment that you just made. Can we peel the onion on that? Is it what, easier to use? More of them, more robust? What makes them more appealing? Well, I think firstly there's more of them, but that's not necessarily a differentiator. What I do think is- There's more things you can do. What I do think is that they're all pretty deep because what we did is take 15, 20 years of idle experience with our product and we exposed functionality. We were originally built in idle through these APIs. So these weren't things we created from fresh. These are things we were already working on. So our image analysis APIs were based on image analysis we built into idle, which was used by security services worldwide to detect bad guys. So we have significant experience in that. Voice detection, similarly, we had some call center software that we were using to do real time voice analysis. We've taken that capability we've exposed as an API. And there's some new ones as well. We've been working with labs on some really interesting graph search capabilities to connect entities within datasets. That's a new capability. But there's deep science behind this. I constantly get asked, why do I have dev labs here in Cambridge Mass and Cambridge UK? And I just go, that's where the really smart people are. And there's a sort of consequence of that, which is I sort of have to pay a little bit more for them. But I think it's the right thing to do. So if software is eating the world, the developers are feeding the software beast. You talk about 18,000 developers and you and I and John Furrier have talked a lot about the importance of developers. Give us an update. Starting to gain traction. What are you doing for the developer world? Where do you want to see that go? What's the strategy? Well, I take two places because part of what we're doing as well is trying to use the analytics platform to turbocharge if you like. Some of our more traditional applications in application, life cycle management, quality management, performance testing, and so on. As well as trying to appeal to the raw analytics developer. So I think I talked about the, we do a lot of hackathons and so on and so forth. I think we're seeing a sort of continuing sort of, I'm not sure it's exactly exponential because I try to be mathematically precise on that term, but we're certainly seeing very fast growth in the raw developers using the raw tools. But what I think is even more exciting is we're starting to embed that tooling in other things that we do in HPE software. Because what are my view is that everything we do where we have domain expertise, which is like IT operations, application development, security, and governance and compliance for data are all going to get changed fundamentally by analytics. So in the world of the application developer, for example, we have a great product application life cycle manager, which is going to try to embed predictive analytics to collect all the data that an application spins out as it moves through a DevOps cycle, test results, dependencies, prior performance of that particular development team, number of bugs, et cetera, and then synthesizes that to produce a prediction as to whether that code is likely to be successful in production. And that's a completely new way of thinking. No one thought of applying analytics to DevOps in that way. So we've got the tooling to do that. This is embedding analytics at the core. You talk about that. So I wrote down security, ITSM, DevOps, but just beyond just core DevOps workflow whether the product code is working or not. And then you gave some other examples as well. That's what you mean. So that's happening inside of HPE, an ecosystem. So my thesis is that we should use our own analytics platform in areas where we have deep domain expertise, which are those four areas. And outside of that, I'm looking to other people and to be their tool provider, rather than try to end myself in 50 different industries with all these vertical experiences. That's the point of view we've taken. I think it's the right one, particularly where we're coming from. As I say, others are going to take a different approach. We've seen Facebook, Microsoft, and Google all open source their machine learning libraries. Is this a threat to you when the markets that you're strong in are you susceptible to competitors open sourcing their products? Or is that actually an advantage to you? I think it's an advantage, but I don't think it's specifically about open source. I do think that some APIs are going to become very consumer orientated. And at that point, the ability to compete is actually going to be somewhat limited. For example, I've been thinking about voice. And we've got some really good voice technology that when I look at the amount of resource that Apple or Microsoft is throwing at the voice problem with Siri and Katana and so on, I sort of have to take a pause and say, maybe those consumer technologies will eventually migrate into the enterprise world. And that's the case. Good for them, we'll use them. And we'll go and focus on stuff that's really specific to deep enterprise business problems. But open source in itself doesn't sort of concern me. In fact, internally within HPE software, we're engaged in a project right now to change the whole way we do development to be intrinsically open source, to use open source techniques and tooling inside. Not necessarily to make our products open source, but to use the whole concept of an enterprise GitHub, upstream requirements gathering and so on for the way we develop our own products. And that makes it easier if we then choose to make them actual open source when we take them to customers. Is HPE as active in the open source and the broader open source ecosystem as you need to be? I think we could be more active, but I think it starts with getting our own house in order because one of the things I'm trying to do inside HPE software is encourage much more sharing of code between the various divisions. And like many large companies, we have what I call the reverse of the not invented here syndrome, which is that if they can find a piece of code that we wrote ourselves, it must be useless. Therefore, they want to buy it from outside. It's a congenital problem in the development industry. So what we're doing is to say, okay, every project we do is an open source project internally. It's all up on enterprise GitHub. If you have requirements, put them in the upstream. If you want to contribute code, put it into the repository and we'll put it on to mainstream. And I think it's a completely different way of thinking about code generation. Now we're part of the way there. We haven't completed it yet, but I think he's getting a lot more excitement inside about how we share code and how we move this thing forward. And HPE and now HPE has done a better job. A decade ago, HPE was completely inactive in open source and you participated in many, many open source projects now. So I mean- Yeah, we do, but I think we're also clear-eyed about it. I mean, at the end of the day, enterprise customers look for support for open source and you get a lot of real open source and you get what I call faux open source where the open source really is the attractor to sell a big support contract, which over time becomes really no different to buying license. So you just got to be careful and you navigate through those in a wide open. Right, you're selective and where you see an opportunity to take OpenStack, for example, HPE has provided some support there, obviously. It makes sense, right? We have, but I was talking to a customer this morning, in fact, here who was bemoaning the fact that one of the challenges of something like OpenStack is that there's a release train going through and they're not necessarily ready to upgrade to every latest release. And therefore, if they're not careful, they end up with multiple releases to support with very complex interdependencies. And so they look for someone at an enterprise level to solve that problem for you. You're actually seeing some open source companies now begin to back off on their release schedules because they were pummeling customers with updates. No, exactly. In OpenStack's classic, I mean, they come out with a new kernel, Mintaka, Liberty, et cetera, every six months. And often, code that works on the prior one doesn't work to the future one. And so it's not just the open stack environment you have to upgrade, it's often a lot of the apps and functions that use OpenStack. So it's something I think we have to think about as an industry, we'll care for. Well, an HPE strategy, HPE now HPE strategy, Visa V, public cloud has shifted and now you're sort of embracing certainly Azure and the Vertica Group anyway, Amazon, AWS. You're listening to the customers we're saying, we're doing this, you're either going to come with us. But our fundamental thesis is the world's going to emerge to be multi-cloud. Sure. And I think maybe three or four years ago, we felt they'd be a, quote, a cloud winner. And that's why we put so much money into OpenStack. But right now, I think people are going to make dynamic choices between AWS, Azure, Google, as they move into the enterprise space, their own private clouds, be they on OpenStack or VMware, et cetera, et cetera. And I think what we need to do is be really the abstraction there if we can above that. Is that battle over, the IAAS battle? Well, it's no clear winner. I mean, there's lots of winners. Right, everybody sort of got their piece of the pie, but is it just the pie's going to get bigger and their shares will expand more? I think so, and what we focused on, and I don't know whether it's going to get proven out in the market, but I think it's conceptually the right approach, which is that people are going to want or enterprises are going to want a single orchestration set of tooling that can then go and deploy workloads into whatever cloud they choose. Now, a lot of customers say, I love that idea, not convinced you can pull it off. Yeah, sure. Actually, I think we pretty much close to pulling it off. That other customers just say, you know, at the end of the day, if I'm going to deploy an AWS, I'll use their tools. I want to do an Azure, I'll use their tools. So to close that loop doing what the airline fairsites are doing to the airlines, essentially disintermediating the cloud provider. And a lot of people are trying to do it right now. And I think obviously, AWS, Azure are pushing back because they've got their own tooling and they want to actually get you to use their tooling. It's going to be very interesting to see that. Is it going to be add business value to do it that way or is it going to be convenient to do inter-clouding? So I want to get your point of view on the software industry. We've seen a slow motion collapse in infrastructure software pricing for the last decade, open source cloud, where you sort of know the reasons why. And there's this sort of flight to SaaS. What does all that mean? You're seeing some public companies try to pivot to a SaaS model and go from on-prem to a ratable model. You guys are facing that yourselves. It's a big challenge. You're seeing mega acquisitions. You're seeing the Hadoop business and maybe not pan out the way a lot of people thought. What's your perspective on the software industry? So how long do you have? We have all day. I know, I know. I think there's a lot of stuff going on. I'm not quite sure where to start. I think there will be some consolidation, particularly on the infrastructure side. I have no doubt about that. But I think that we've actually used a really nice slide that I use internally with my leadership team and actually slides you to the customers just to go, here what's our point of view of what's happening? And it starts by developers are increasingly important. Developers are driving infrastructure decisions at a level that never, ever happened before. And then from that, there's some implications. I mean, one is that SaaS as a delivery mechanism is becoming very, very powerful. Secondly, the line of businesses are typically making choices in a way that they never did in the past. In the past, it was an IT department that made the decision very often now, some new groups being set up and they go and do their own thing. And they probably will, in any cases, not choose their IT department. They'll go to AWS, they've got to respond to that. You've got to respond to the fact that open source is becoming very credible. And you can't just dismiss it, you've got to cooperate with it, you've got to see it as a good thing. And actually the Vertica team did a great job on this because I think two years ago, they'd have said Hadoop's a competitor. Now they go, delighted you have Hadoop, we can turbocharge the performance of Hadoop with things like Vertica SQL on Hadoop. So we've got to acknowledge that. I think there's a lot of new technologies emerging like microservices, containers and so on. You've got to be at the forefront of doing that. But you know, at the bottom of this chart goes, this one thing goes right across, but whatever happens, analytics is eating everything. So which is why we're making this big play on if you think about HPE software, what do we do? We bring machine learning and deep analytics to those worlds that we have deep domain expertise, security, IT operations management, the application developer, and IT management and compliance. That's what we do. So that big on analytics, make that your secret sauce, your core IP, work with the rest of all these trends that you lucidated very nicely. And software's still a great business. No, it's a great business. But the thing about the software business, which makes it both terrifying and exciting, is there's no barrier to entry. I mean, 10 years ago you had to buy a server, at least. So you had to go and spend 10 grand to get yourself going. Now you don't even have to do that. And so why?  And so people, but companies now raise still, Looker raised almost 100 million, why? Because they have to compete in the marketplace and it's branding, it's marketing. It's distribution. But once you get going. But it's not the technology anymore, right? But there's no standing still here. I mean, there's no looker. There's no going, hey, we got a nice franchise here. Let's exploit it. I hear this word sometimes analysts use, your software is really sticky. And I go, I wish I had an index of stickiness. Because software is not sticky. I mean, maybe some application software. I mean, once people put SAP in, they're sort of done for the rest of their no knives. But once you get into our world, software is always displacable. There's always someone out there with a new open source tool or a new product or some new idea. And often it's plain fashion. I joke that I tried to join an industry where everybody wore white coats and walked around with clipboards. And really I've joined the fashion industry. And being on the front end of that fashion curve for software is really hard. Quite what do you speak about? Big data, clearly you're wearing bell-bottom trousers from 10 years ago. People's worlds moved on, it's now cognitive. Trying to keep ahead of that is really interesting. It's just fascinating. Customers, of course, are driving this too because they're afraid of lock-in and they don't want to be tied to a vendor anymore. And through using APIs and open source and industry standards, industry is giving them exactly what they want. But that's shooting yourself in the foot too. It has, but lock-in always reappears somewhere else. I mean, I can get to the endless quest. Data, to me, is now the big concern. It's what the cloud companies are using against each other. As you're locked into Amazon, now you're locked into Azure. And if you put all your data into one environment, it's actually, people talk glibly about petabytes of data as though it's like a diskette. You can carry it from one place to another. It's sort of not. And once you've got a petabyte of data loaded in a repository somewhere, that's actually likely where you're going to put your apps in the future. Well, we haven't talked about combinations, right? And your CTO was up talking today about how we're leaving the data in place. The epiphany of a dupe, right? Was bringing five megabytes of code to petabyte of data. So that's clear, data has gravity. It really does. I mean, and what we try to do with our APIs is make them sort of encapsulated in the sense that they don't need to access necessarily the full data set. You basically, you create the JSON as it were to go in with all the data that the API needs. The API executes gives you a result. It's really quite a simplistic approach, but I think it gives you that isolation. Because once you start putting your fingers into the data, you've got a slight danger that someone, hey, this is an interesting API, why don't I try it? Oh, I just hit 50 petabytes sequentially. HP has had a, pre-HPE, had a long legacy of excellence with systems management. We haven't really talked about what you're doing with predictive analytics in that area, but is that a ripe area for you to help organizations manage? It is, I mean, we're working on a couple of things in that area. We're working on a thing called operations analytics, which really takes the analytics framework and applies it to all the log files that get produced in a data center to help people define problems more quickly and then resolve them more quickly. And I think it's actually showing some success. And then our product service anywhere, I think is a great product for trying to transform the service management business by using analytics. In other words, let's stop creating service management tickets and let's use the technology to help people solve their own problems and get solutions to what they need to do without any intervention. And there's a third thing we're working on right now, which I think is a lot of fun. I know it's becoming quite fashionable, but I think we're again, quite a way ahead of it, which is intelligent chatbots. So that actually, as you're working through, we were looking at the way in which IT operations professionals do their actual job. And we create these beautiful screens and we put huge amounts of energy into the GUIs and the charts. And we find most of the time they work through chat channels. They've got Slack, a Slack chat channel going and they're ignoring the screen. So we're trying to now put intelligent agents within the Slack chat channels that can actually interface to the backend software. So that if you have an IT problem, you set up a Slack channel, the Slack channel is talking to real people, but also to automated bots that are creating the incident, collecting the log files, providing data on it and so on. It's really quite exciting. I know a lot of people are talking about it. All the things that can be automated so you can focus on things that humans can do. No, exactly. That's great. But also using a mechanism they like, which is chat channels. Yeah, of course. Yeah. Robert, always a pleasure to have you on. Thanks so much for coming by. Thank you for your time. Our community loves hearing from you. You're a clear thinker and really appreciate your insights. I really appreciate it. Thank you. All right, keep right there. We'll be back with our next guest right after this short break. This is The Cube.


Hi all, I am Suraj Benkeya, I secured all India rank 1 in 2020 Indian for a service examination. I am currently Indian Ordnance Factory Service Officer. I joined the service in 2019 after the 2018 service examination. I am here to share my experiences with about the Shankarayas Academy in this journey. To be honest, I started associating with Shankarayas Academy from my first interview and at that time I was only associated with Shankar during my interviews, they helped me out during my interview phase. But later on after getting selected into this service, Shankar kind of became my go-to place, especially the Trivandrum Center, became my go-to place to just go and sit down and study whenever I want to. And this year when I decided to skip civil services exam and focus on my forest service exam, I think Shankar was the first place I contacted, Linnaman was the first person I contacted and told her that I wanted to come to Trivandrum and prepare. And I sat in Shankar library for around 2 months continuously to prepare for forest. And later on for the interview also, I went to Shankar for a few days to prepare again. Also for forest services, since the two optionals were alien to me, forestry and geology were my optionals, I had to take coaching Shankarayas and the classes were really good and really helped me gain a perspective about how the forest is really being carried out in the field. Also Karthik Ensar went out of his way during my interview preparation to give me back to back 100 mocks, which really helped me improve my answers and improve my overall interview experience a lot. And most importantly, I think that even during my interview phase, the only mock interview I attended this year was by Shankar and the one mock interview I attended and that was by Shankar and Linnaman arranged a few one-on-ones with a few senior bureaucrats, senior IFS officers as well, which really helped me gain more perspective as well. So all in all, I just want to thank each and everyone from the Trivandrum branch as well as the entire Shankar Academy, especially the Trivandrum branch who made me very comfortable.  So I'd like to thank each and everyone at the Shankars for that. And I hope that getting a good rank was doing justice to this kind of support I got from not just from Shankars, but from everyone else. But yeah, that's it. So thank you so much.


When do we say that a body is at rest and when do we say it is in motion? We can say that if a body does not change its position, that is where the object of the body is at any particular time, if a body does not change its position as time passes, it is at rest. And if a body does change its position with time, we can say that it is moving. So for example, a fruit on a table remains on the table and we say that it is at rest. But if someone is watching this setup from let's say from the moon, then the whole earth is changing its position. And so the fruit and the table, everything is changing its position. The fruit is at rest if it is viewed from the room itself, from the very room that the table and the fruit is kept in. But it is moving if it is viewed from the moon. It entirely depends on where the viewer is, where are you watching the fruit from. So there is no meaning to the word rest or motion without the viewer. And with the fruit on the table example, we saw that nothing is in an absolute state of rest or in an absolute state of motion. The moon moves with respect to the earth and so with respect to the fruit on the table. And the fruit on the table moves with respect to the moon. But both the fruit and the table are at a state of rest with respect to someone standing in the very room that the table is kept in. So nothing is absolutely moving or absolutely at a state of rest. It all depends on where the viewer is. According to the viewer's position, things can seem to be in a state of rest or things can seem to be in a state of motion. Let's take another example. So here we have two passengers in a tray which is moving to the right and the passengers are at rest with respect to each other.  They are looking at the person in front of them. According to their reference, the other person is at a state of rest. They are not moving. But they are moving with respect to someone on the platform. They are moving with respect to someone standing on the platform. And they are moving with a speed of whatever their speed of the train is. Let's say this is 80 km per hour. So both the passengers are moving. They are in a state of motion with a speed of 80 km per hour with respect to the person standing on the platform. So any measurement of position, distance or speed, it must be made with respect to a reference frame. In this case, the fruit and the table, they are moving with some speed with respect to the reference frame, some reference frame on the moon. But they are in a state of rest with respect to a reference frame that is in the room, in the very room that the table is kept in or on earth. So a frame of reference really is a set of axis from which the position and motion of an object are described. And we can set mutually perpendicular. We can set perpendicular axis at a perpendicular to each other that are mutually perpendicular and name them x, y and z axis like this. This could be a y axis, x axis and a z axis. And the coordinates x1, y1, z1 of the particle then specify the position of the particle with respect to this frame. We can add a clock to measure the time into this frame of reference. So if these three coordinates, if they remain unchanged as time passes, as this time keeps on passing, if these coordinates do not change, then we can say that the particle is at rest with respect to this frame. But if anyone or all of them or two of them, if any coordinate change with time, somewhat like this, if any coordinate change with time, then we say that the body is moving with respect to this frame. And there is no rule or restriction really on the choice of a frame. You might be thinking which frame do we choose? Do we choose the frame that we are in from our frame or do we choose some frame that is attached to some any other object? There is no rule really. As long as one mentions a velocity with which something is moving with respect to a particular frame, things are clear. So for example, if let's come back to this train example, we can choose a frame of reference according to our convenience to describe the situation. So let's say there is this passenger in the train who is walking in this direction. Let's say with a speed of, with some speed of, we could call it five kilometers per hour. Then this passenger speed with respect to a frame of reference in the train, somewhat like this, let's say there are a set of axes which is attached to this train's compartment, then this person's speed would be five kilometers per hour with respect to the train frame, the frame of reference of the train. Or we can say that these two passengers, they will say that this person is moving with a speed of five kilometers per hour with respect to their own frame of reference, which is the train's frame of reference. But what will this person on the platform say about the person's motion? Well, this person could say that the person is moving, this person is moving with a speed of 85, this train speed 80 and the person's own speed five kilometers per hour. So moving with a speed of 85 kilometers per hour with respect to my own frame of reference, which is maybe the platform's frame of reference. So these two passengers, they will say that we are at a state of rest. But this one is moving with a speed of five kilometers per hour and the person on the platform is moving with a speed of 80 away from us for the speed of 80 kilometers per hour away from us. That is how these two passengers would describe the situation around them. Because their frame of reference are these red set of axes, the train's frame of reference. But this person, this person will say that all three of them are actually moving because I am looking at the things from my own frame of reference, from the platform's frame of reference, which according to me is at rest and you all are moving and you are moving at a speed of 85 and you both are moving at a speed of 80. In almost all the cases, at least in this unit in this chapter and in the coming chapters, we will assume that the frame of reference is already chosen and we are describing the object's motion from that frame of reference. So for example, if a train is moving and a car is not moving, then both of their motions are described from the frame of reference of the road on which we are standing and looking at these two objects. And we will mostly talk about alternate frames of reference, that is frame of reference of the train or the car later, later down in the course. Now in physics, in physics we can categorize, we can categorize motion into three types. There is, there is translational motion. There is rotational motion and there is vibrational. A train moving in a straight line is an example of a translational motion. And Earth spinning on its axis is a case of rotational motion. For vibrational motion, we can think about pendulums. Pendulums can swing from one position to a different position. This is a case of vibrational motion. The back and forth movement of a pendulum is vibrational. In this chapter and in the coming few chapters, we will only focus on translational motion. So even if, even if an object, such as this cricket ball, even if it can rotate like this, we will still sort of ignore, we will ignore the rotational part of it. We will only focus on its translational motion, its motion along a straight line. And as we learn about, as we learn to describe these translational motions, we will assume that the object is a point object. We will assume that the object is a point, a point object. A point object is an object with negligible, almost infinitely small dimensions. Or we can say with almost no dimensions, it's just assumed as a point. For example, if you want to describe the motion of the moon around the Earth, then we can consider both of them as point, as point objects. And can get a good amount of data to be able to describe their motion without much error. And this approximation makes sense because the distance between the moon and the Earth is so large compared to the radius of the moon that we can assume the moon as a point object. Even the radius of the Earth is nothing compared to the distance between the Earth and the moon. Similarly, if this train, let's say this train is moving from New Delhi to Mumbai, then we can assume the train to be as a point object. Because the distance between those two cities, which is around 1250 kilometers, 1, 2, 5, 0 kilometers, that distance is so large compared to the length of the train. We can assume the train to be as a point object. And we can get a good amount of reasonable amount of accurate data without any sort of error when we are describing the train's motion. So in a good number of situations in real life, the size of the objects can be neglected and they can be represented as point objects.