Hey, this is Brett, and this 2021 Ford F-250 SuperCab Shortbox XLT is stock number 13510Z. I am here at Summit Automotive in Fond du Lac, Wisconsin, your new and used heavy-duty truck headquarters. This 2021 Ford F-250 has the 6.2 liter V8 gas engine. It's paired up with the six-speed automatic transmission. This truck has been fully-safetyed and inspected by our service shop as a fresh oil and filter change. All the fluids have been checked and topped off, and this truck is 100% ready to go. I'm going to go all the way around in this video, inside, underneath, start it up, and take a look under the hood to give you the most accurate representation of the truck possible. Carbonized gray metallic is the color, new color for 2021, and I shoot all my videos in 4K. So if you have HD capabilities, turn them on now because it is your best way to check out the quality, condition, options, and cleanliness of the truck before seeing it in person. As you go down this side of the truck, take note of how clean that box is. Doors and cab are absolutely perfect, as is the front fender. And if you like the video, you can subscribe to my YouTube channel, which is youtube.com slash Summit Auto. Click the bell notifications. You'll get updates on the videos I do each and every day here at Summit Automotive. This one comes with the 18-inch chromed alloy rims. Has continental contact track tires. These are LT27565R8 teams, and they have just about all the tread left on them. And you can see just how nice and clean that frame and underbody is. Very low miles on this truck. I think it's less than 6,000. Once again, the front fender, excellent condition. Headlight lenses are nice and clear, factory fog lights, and the front bumper and lower valance are in great condition as well. Didn't see any dents or dings, scuffs or scrapes on that lower valance. You get the chrome tow hooks, the chrome trimmed grille, as well as the chrome trimmed mirrors. The hood is absolutely perfect. No dents or dings on there, and it does come with the cab lights up top. Passenger side front fender, no dents or dings in there. And the passenger side rim, no major scuffs or scrapes. Looks really good. Carbonized gray metallic, like I said, new color for 2021's. It's a little bit lighter than the old magnetic gray that they had on the Superduties. Still has a lot of metal flake. Pink coat, I believe, is M7. And as you go down this side of this 2000 and 21 Ford F-250, take note of how clean that body is, how reflective and mirror-like that paint is. I take these HD videos, so if you are far away or even if you're close by and you just cannot make the trip down, but you're still interested in purchasing the vehicle, you can see the truck, hear the truck, and have confidence in the vehicle that you're looking at before you even get here. So when you do get here, there's absolutely no surprises, and you can make a smart and informed buying decision from wherever you're at. If this video helps you make that buying decision, let your salesmen know that you saw the video that it was helpful and that Brett sent you. Back tires have just as much tread as the front tires and the frame and underbody is in excellent condition on this truck. Like new, just like that all the way underneath. And you get the nice factory chrome step bars that go wheel-to-wheel so you can get up into that bed. Has the chrome tipped exhaust, rear bumper parking sensors, no dents or dings back here, and you do get the full towing package, which includes a receiver hitch for Pin-N's 7-pin wiring. Tailgate is absolutely perfect. Comes with a Truxedo low-rider or low-pro roll-up tonneau cover, didn't see the rips or tears on there. Comes with the spray and bed liner, also has a bed mat in it, and it does not have the goose neck or fifth wheel prep package, but very nice and clean back here. And that bed liner goes on to the tailgate, that is a Ford factory spray and bed liner tough bed, is what they call it. And for full disclosure, this back wheel is in excellent condition as well. No scuffs or scrapes. This one does have the driver's side door code entry, we do have the code for this truck. And if you ever want to figure out what your code is for your 17-22 Super Duty in the upper right hand part of the screen, I've got a video showing you how to do that. Blind spot monitoring, built-in directional signals, these mirrors power telescope out, they power fold in, and I'll show you that in just a second. Inside the XLT package gives you the gray cloth interior, you get the 40-20-40 split bench seating in the front. No rips, no tears, seats are in fantastic condition. Power driver's seat, factory, all-weather floor mats. You get auto headlamps, tilt, telescopic steering wheel. Power windows locks and mirrors, and like I said, these mirrors do power fold in. I always like showing both sides, so you know that both sides are working properly. Then they also power telescope in and out, and once again in and out. Here is your VIN sticker, as well as your tire and loading information sticker. Side curtain airbags, these back doors, they open up like so to give you easy access to those back seats. No rips or tears back here, it does have a latch child safety system for any child car seats you may have. Fixed glass rear window with the built-in rear defrost, these seats are absolutely perfect. The smell is very clean inside this truck, I don't think it's ever been smoked in.  Get these seats down, pull that tab, you do get power windows on the back, and those doors close just like that. We'll hop inside here, check out the miles, the radio, and everything that this truck has to offer on the interior.  Steering wheel has cruise controls and information center controls on the left, and Bluetooth and audio controls on the right. There is your six-speed automatic transmission with the optional tap shift, and this one comes with the SYNC 8-inch radio, you get AM, FM, and Sirius XM radio capabilities as well as Bluetooth capabilities on there, and then you have all your different settings. For mobile apps, you have Ford Pass Connect, Apple CarPlay, Android Auto, and you can project your cell phone to the screen. So while this one doesn't have the nav system, project your cell phone to the screen, it's like you have nav on your screen with Waze or Google Maps.  Once again, this truck smells very clean inside, I don't think it's ever been smoked in, and you do get map lights up there. Alright, we'll start it up, take a look under the hood, starts right up, no check engine lights or anything like that, there is your backup camera, that is working nicely, also stability control right there, like I said, no check engine lights or anything like that. This one does have LED side lights as well, and I would personally like to thank you for checking out the video today, and hopefully from this HD video you've been able to verify the quality condition options, and of course, cleanliness of this truck all the way around inside. Now you can see all those lights are working nicely. Under the hood we have the 6.2 liter V8 gas engine, 385 horsepower engine bays, very clean, runs very smooth. Once again, this truck has been fully-safetyed and inspected by our service shop, has a fresh oil and filter change, all the fluids have been checked and topped off, and this truck is 100% ready to go. Shocks are doing a nice job holding that hood up, there's the emissions sticker, and I would highly recommend this truck from a quality and condition standpoint. I would ship this one to California, Texas, Florida, New York, wherever, whoever is going to get it, it's going to be very happy with it, and to see more pictures of this truck, or one of our other 550 new and used cars, trucks, SUVs, minivans, wranglers, halftons, sweet quarter tons, one tons, you name it, we got to go to that website right there, summitauto.com. Full pictures and descriptions of every single vehicle from two locations, all at summitauto.com. If you'd like to check out more HD videos, you can go to youtube.com slash summitauto. Remember to like, subscribe, and share on this video, and all the videos that you see there. In fact, in a second you will see a link to subscribe to my YouTube channel on the upper left. Link to more F-250 videos like this one, the upper right, a link to this vehicle on our website, lower left and a link to one of our latest YouTube videos in the lower right. Click those, check us out. We're super excited to help you with this Ultra Clean 2021 Ford F-250 SuperCab Short Box XLT with the chrome appearance package in carbonized gray matte out. Thanks again for checking out the video. Remember to like, subscribe, and share on the YouTube channel. I really appreciate it. Thanks again.


Most of you have been asking about a question about gratitude. When you look at gratitude, gratitude is just a small compensation that is given to all workers in Qatar that have successfully completed a given period of service with their employer. It is under the constitution, under what you call article 54 of Qatar Libaro and it is under law number 14 of 2024, which means that all employers, all employees will be eligible to a compensation, a given amount of compensation after completing a given service or completing a given period of work with their employer meaning that when you complete a given amount of time with your employer let's say for example you sign a contract of two years with your employer then you complete it, you will be entitled to a given compensation or a given what you call a given token for you as you are terminating or being terminated away from that contract and usually that has to be a basis of what you call your basic salary for people who know what you call the basic salary remember the basic salary right now according to the Gazette of March 2021 the basic salary in Qatar is 1000 so that has to be 21 days of what you call your basic salary which will be entitled or you will be entitled to as what you call gratitude in one way or the other but however something still you also need to understand or something you need to know is that how do they calculate that gratitude that gratitude will be calculated depending on how many months or how many years that you spent in that company or you spent with that employer


Alright, so before we dive too deep into the details of physical chemistry, maybe you're curious to know what it is that we're going to learn. What is physical chemistry? What are the topics in this field and what delineates physical chemistry as apart from some other type of chemistry? So one way to answer that question is to list the various sub-disciplines of chemistry. Physical chemistry, of course, is a sub-discipline of chemistry as a whole. There's a number of different sub-disciplines of chemistry. We can list a few of those, analytical chemistry, biochemistry, inorganic and organic chemistry in addition to physical chemistry. So that's a fairly common way of breaking up the topics in chemistry. That's not unique, that's not the only way to break things up. You might want to talk about materials chemistry, there's other sub-disciplines of chemistry that you can consider as well. But that's a fairly common way of breaking up the topics in chemistry. Many of these you probably already have a reasonable understanding of what topics fall in these different areas of chemistry. Maybe you've had an organic chemistry course or you know something about organic chemistry. Organic chemistry is everything to do with carbon, right? So carbon-containing molecules, the synthesis and properties of carbon-containing molecules as opposed to inorganic chemistry, which is everything else, synthesis and properties of non-carbon-containing molecules. So that feels like it's already divided up all of chemistry into the carbon-containing stuff and the non-carbon-containing stuff, but that's just the molecules themselves. A field like analytical chemistry, for example, again, maybe you know because you've had some coursework or maybe you can just tell from this word or from the name, analytical chemistry is not composed, not interested so much in the properties of the molecules themselves, but in the analysis, the actual act of doing the measurements and the analysis of those molecules. So that's composed, interested in doing the measurements themselves and therefore since we often use instruments to do those measurements, the construction and the principles behind those instruments that we use to do the measurements. Biochemistry of course is interested in reactions and molecules that are biomolecules, molecules in living organisms. So not biology, not the living organisms themselves, but the chemistry that takes place in those living organisms. So again, those are reasonably clear from your prior coursework or from the words themselves. If you're like many students, you're a little more fuzzy about the boundaries of physical chemistry. What makes something a topic in physical chemistry? So that's the question we have to answer. The name, if we look at the name, physical chemistry makes it sound like it's got something to do with physics, right, or something to do with physical processes of some sort and that's in the right direction. We can get some insight into the thing that makes physical chemistry, physical chemistry by considering the various topics that are typically studied in a physical chemistry course. So in a typical PKM course, it's divided into several different sub topics, gas laws, thermodynamics, kinetics, quantum mechanics, and statistical mechanics. Again, that's not an exclusive list. Many people might want to add some more topics to that list or subdivide them further, but that's a reasonable list of the topics, the fairly broad topics that we'll cover within a physical chemistry course. Some of those are familiar to you already, most likely. Some of them are less so. I'll give you just an equation for each one of these to remind you or to give you a hint about, I should use a lowercase n for moles of gas, PV equals nRT, you're most likely used to seeing that equation with a lowercase n for moles. So gas laws like the ideal gas law, PV equals nRT, thermodynamics involves relationships between different thermodynamic variables. One that you're likely familiar with is delta G is delta H minus T delta S, kinetics is equations that describe, for example, how quickly some molecule or some concentration of molecules is appearing or disappearing. So the rate of appearance or disappearance of some species is described as the kinetics of that species. Quantum mechanics you're likely less familiar with at this point if you're taking a physical chemistry course for the first time, but you've probably at least heard of Schrodinger's equation, which is a quantum mechanical equation. We'll talk a lot more about that equation. We'll talk a lot more about all these topics as this course goes on. Quantum mechanics, again, you're likely not as familiar with as some of the others, but here's an example of a very important statistical mechanics equation that we'll spend a lot of time talking about. And again, don't worry about these equations right now, my purpose is not to introduce or teach these equations to you, I'm just giving you examples of the types of things that you'd run across in the thermodynamics section of a course or in the kinetics section of a course and so on. And so having listed those topics, that actually gives us a pretty good idea of how to describe the field of physical chemistry in general. What is it that gas laws and thermo and kinetics and quantum mechanics all have to do with one another that make them PKEM topics as opposed to biochemistry topics or analytical chemistry topics? And the key is really the best illustration of each of these topics I could have given you was an equation to tell you this is the type of thing we're talking about. Any topic in physical chemistry there's going to be a collection of equations that represent those particular topics. That's not true about organic chemistry, it's not true about all the areas of analytical chemistry. Analytical chemistry certainly uses equations but not necessarily for all the pieces of analytical chemistry. You won't go very far in PKEM without bumping into an equation of some sort. So the key is what physical chemists do is they like to understand and predict how systems behave by using some sort of model. That model might be a mathematical equation, it might be a physical model of some sort, it might be a graphical model, a cartoon that I'll sketch on the board, but we use models to try to understand physical systems and chemical systems. So what I just said is we like to understand and predict how chemical systems behave using models. So the key word here is models. Over and over in physical chemistry we'll introduce some model for how the system behaves often in the form of an equation and then we'll see what that model tells us about how a system behaves. Physical chemists are agnostic, we don't care about whether we're making predictions about how a carbon-containing molecule behaves or a non-carbon-containing molecule or a biomolecule, we're happy if we can understand and predict how things work using our models. So that's one way of saying if you run into a new area of chemistry and you wonder is that a physical chemistry topic or a biochemistry topic or whatever, if it involves a model and predicting what's going on, chances are physical chemists lay at least some claim to that topic. And again, this is not necessarily a super sharp division between different fields, certainly many other fields of chemistry like to understand and predict what's happening. Many of them use equations or use models, equations show up in biochemistry and analytical chemistry and so on. So the boundaries between these fields are not always as sharp as I might be pretending they are. One last comment about this name physical chemistry, again, physical chemistry sounds a little bit like it has something to do with physics. So if we, if I say all of these topics that I've just described, those are all sub-disciplines of chemistry. There's other scientific fields as well. There's physics, there's chemistry, there's biology. We've subdivided chemistry into different sub-fields and then physical chemistry into sub-topics beneath that. I can, in a tongue-in-cheek sort of way, describe the difference between physics and chemistry and biology relatively simply by saying that physics, if I want to know what topics are part of physics as opposed to chemistry as opposed to biology, physics, again somewhat tongue-in-cheek, is concerned primarily with rules, equations, rules. And in physics, none of those rules have any exceptions. There's the theory of gravity, equations that describe gravity and everything obeys those equations with no exceptions. Chemistry on the other hand loves to use rules but only rules of thumb, right? You might know periodic trends in the periodic table but some of the elements act a little bit weird or you might be familiar with named reactions that work fine for most of certain class of molecules but there's a few exceptions, right? So chemists love rules that have exceptions to them. So rules of thumb, all of which have some sort of exceptions. And then again, somewhat tongue-in-cheek, biology could be described as a whole bunch of exceptions, a whole bunch of one-off observations with relatively few rules that define them. So that's not a terribly rigorous way of defining the content of these fields but it's a reasonably useful way of understanding the psychology maybe of how physicists and chemists and biologists think about things. And in that sense, this name physical chemistry tells us that chemistry has something to do with physics in addition to chemistry. So another way of describing what physical chemistry is is physical chemists like equations, they like rules, they like them especially when they don't have terribly many exceptions to them. So it's as if physical chemists are studying the topics of chemistry, the content of chemistry chemicals, chemical reactions but using the principles or the models of physics to do so. So it's taking sort of a physics approach to chemistry problems. So that's yet another way of understanding what physical chemistry is. So hopefully that gives you a reasonable overview of where we're going and the next thing we'll do is talk a little bit in more detail about these topics that we're going to cover in the physical chemistry course.


Okay. So let's try to do this one. So you can see here, hopefully, what kind of molecule do we have here, like functionality-wise? An ether. And what are we making here? What is this? Alcohol or phenol? And alkyl halide. Okay. So how do we take an ether and make an alcohol and an alkyl halide? Okay. So we're going to draw the mechanism. So what do we want to do when we draw the mechanism? Erase everything that's not important, right? So we've got to remember where we're going. So don't forget that. What does this little triangle mean here? Yeah, it's going to, we've got to keep this stuff up. Okay. And I'm actually going to erase the HBR so I can really emphasize that bond in between the H and the L. I also like to write my lone pairs like I always say, you know, so I can remember where the reactive portions of these molecules are. So I'm going to also draw my lone pair over here. Okay. So this, of course, is a strong acid, right? So this is going to act as the what? The base. Very good. Okay. So the base deprotens the acid. Make sure your arrows are going the right way. If I know, I hope that you can get your arrows there. Okay. So we'll do that. So draw what you think the product is. Don't make for me to draw it. You draw it and see if you get it right. Hopefully you drew something that looks like that. Did everybody get to that? Okay. Good. Did you get that, Apple? You didn't have time? Okay. Okay. So what's going to happen next? Can anybody tell me? So this is, if we look here, if we cross, kind of cover that, what compound does that look like? Femal, right? Is that a stable compound on the top? Yeah. So it's a, it would be a good leading group that. So what do you think's going to happen? What reaction? Not SN1, because if it was an SN1, you'd be making a primary carbocation, right? And you can't do that. So it's going to be a what? It's an SN2 reaction. Everybody should be saying so that. So we're going to have the nucleophile attack, that carbon right there. Those electrons are going to go to that oxygen there. Remember, this is a good leading group here. Whenever you can see that good leading group and it's got a positive charge on it, you know, that's going to leave as like an SN1 or an SN2. Okay? So the reason this has to be an SN2 is because it's on the primary carbocation. So when we do that, of course, we're going to make phenol like we've been saying. And the other thing we're going to make is, that's the product mixture there, and none of the steps. Any questions on this one?


Assalamu alaikum warahmatullahi wabarakatuh Bismillahirrahmanirrahim Wa's-salatu wa's-salamu ala ashrafil mursaleen Sayyidina wa nabiyina Muhammadin wa ala ali wa sahbihi wa salim Ya Rabbana lakal hamdu kama yambaghili Jalal wa jihika wa azeem Sultanic, Allahumma ftahaleena Ftuh al-arifin Allahumma alimna ma yanfa'una wa anfa'na bima al namtana ya Allah We mentioned earlier that in this series we will talk about the ten outer actions that would draw us closer to Allah Subhanahu wa Ta'ala and these outer actions would also get us more prepared for the day when we will leave this dunya to meet Allah Subhanahu wa Ta'ala So the outer action that we are going to talk about today is fasting Fasting is an older way of worshiping Allah Subhanahu wa Ta'ala All previous messages talked about fasting and Allah Subhanahu wa Ta'ala mentioned that in Surat al-Baqarah in ayah 183 he said Oh you who have believed its decreed upon you is fasting as it was decreed upon those before you that you may become righteous so fasting was decreed before Sayyid al-Muhammad sallallahu alayhi wa sallam and Allah Subhanahu wa Ta'ala is giving us the result of fasting at the end of the aria he says so that you may become righteous Taqwa you will have taqwa and Allah Subhanahu wa Ta'ala has talked about taqwa in so many ayas and Sayyid al-Muhammad sallallahu alayhi wa sallam emphasized taqwa in so many narrations so Sayyid al-Muhammad sallallahu alayhi wa sallam pointed one day at his heart and he said he repeated that three times taqwa is here and he was pointing to his heart so if you want to know what is taqwa and you want to get into taqwa you want to become righteous you have to connect your heart to the heart of Sayyid al-Muhammad sallallahu alayhi wa sallam so that there will be a download from his heart to your heart so the taqwa would be downloaded to your heart so the outcome of fasting is to achieve taqwa so what is fasting fasting is a known worship and it is to abstain from something for a certain period of time and that thing is eating drinking having relation with this spouse and that would be from fajr adhan until maghrib adhan so you stop a little bit before the adhan of fajr the calling for the adhan of maghrib starts with Allahu Akbar you make your dua and you start your food there are certain rules for fasting there is a lot of fiqh issues there are a lot of jurisprudence about it we're not going to talk about that here we're talking about fasting spiritually what does fasting do to us so fasting is one of the five pillars of Islam and Sayyid al-Muhammad sallallahu alayhi wa sallam said so Sayyid al-Muhammad sallallahu alayhi wa sallam said the superstructure of Islam is raised on five pillars and he's counting now the five pillars witnessing that there is no god but Allah and that Muhammad is his slave and his messenger establishing the prayer paying zakah performing pilgrim to the house of Allah s.w.t and fasting the month of Ramadan so fasting is one of the five main pillars in Islam in fact it's a way it's a form of worship that involves mainly the heart shaitan runs in man the same way blood does so we have to tighten the passages of shaitan and Sayyid al-Muhammad sallallahu alayhi wa sallam says so shaitan runs in man as i mentioned the same way blood does so tighten it from tighten it for him make it hard for him to do what he is doing to do whatever he wants to do by being hungry which means by fasting all that deeds that a person accumulates are mainly because of shaitan he whispers he adorns the haram he makes a person's lip the first lip is very hard for the believer he would say how can i do this this thing i cannot i cannot watch something that Allah s.w.t has forbidden me from watching i cannot hear something that Allah has forbidden me of reading it i cannot steal something that Allah because Allah s.w.t has forbidden stealing so shaitan would whisper and whisper and adorns haram until he makes a person's lip and the first slip is very hard for the believer but once this first slip happens the next slip will be easier it won't be hard for that that believer and so on the the the next slip will be easier until a person would not think that he is disobeying Allah do you know what's the reason for that it's simple Allah s.w.t has explained this in ayah 14 of surah al muqaffifin when he said no rather the satan has covered this sorry the stain has covered their hearts of that which they were earning so each bad deed leaves a black dot on the heart if a person does not clean it with istaghfar and toba trying to erase this dot then with the there will be another black dot with the next sin and until the heart becomes all black because there was nothing done against this black dot there was no istaghfar there was no toba there was no asking Allah s.w.t for repentance nothing so the whole heart now is black and the person when he gets this black heart he will not be able to differentiate between what's right and what's wrong so when a person fasts and especially in Ramadan he cares a lot about his banners why because he doesn't want to say anything that would humiliate his fasting or make him lose the reward of his fasting so he keeps away from lying he keeps away from backbiting he keeps away from breaking the hearts of people he keeps away from all similar deeds he cares about his fasting he stays alert to his words he stays alert to his actions so that he will not be classified with the group of people who's fasting is nothing but being hungry and being thirsty and he by doing this he always remembers the hadith of Sayyidina Muhammad s.w.t so by being alert he always remembers the hadith of Sayyidina Muhammad s.w.t when he said Abu Huraira narrated on Abu Huraira s.w.t he said so Abu Huraira s.w.t narrated that Sayyidina Muhammad s.w.t said fasting is a protection so how does it protect someone so when when when you are fasting do not behave tactlessly do not behave thoughtlessly do not behave foolishly and if someone argues with you or abuses you just say so ignore people Sayyidina Muhammad s.w.t also said so Prophet Muhammad s.w.t said if one does not avoid lies he does not avoid false conduct then Allah s.w.t has no need that he should abstain from his food or his drink so we have to be very careful in Ramadan so what happens in Ramadan what are the levels of those who fast in Ramadan so what are the levels of fasting in Ramadan there are three categories for fasting the first one is called Saumul Awam Saumul Awam is the basic the basic way of fasting and it happens just someone is hungry and is thirsty and he doesn't have a reward for that so Sayyidina Muhammad s.w.t says some some people who fast they get nothing except being being hungry and thirsty why because they don't care about any other thing they don't care about their eyesight they don't care about their hearing they don't care about their tongue they don't care about what they say they don't care about anything the only thing that they are doing is they are not eating, not drinking and not having a sexual relation with their spouse the other category the other level of fasting is Saumul Hawas the fasting of the elite so what is this type of fasting it is to abstain from anything that breaks the fast but it also it also takes care of the eye the ear the tongue the hand and the the the the feed so what the eyes are hearing what the the the sorry what the eyes are looking at what the ears are listening to what the tongue is saying what the hands are doing where the feet are going so that person stops from anything that is prohibited now the third way the third level of fasting is called Saumul Hawasil Hawas it's called the fasting of the elite of the elite so what is it what is this level this is where all of us should be it's the fasting of the heart for anything other than Allah subhanahu wa ta'ala so not only abstaining from eating drinking or having a relation with this past no nothing nothing doing nothing except what pleases Allah subhanahu wa ta'ala so the heart abstains from anything except Allah subhanahu wa ta'ala so the heart would always be busy mentioning Allah subhanahu wa ta'ala worshipping Allah subhanahu wa ta'ala and the reward for this type of fasting the reward for this level is very high once one of the companions said I heard the messenger of Allah sallallahu alayhi wa sallam saying so the Ramadan the gates of paradise are opened and the gates of fire are closed the devils are chained up a caller calls out every night oh doer of good proceed oh doer of evil desists so we want to we want to be of the group of the doers of good not only in Ramadan and out of Ramadan also we want all our days to be like the days of Ramadan we want to be alert to worshiping Allah subhanahu wa ta'ala all the time say that Muhammad sallallahu alayhi wa sallam we know that he was the most generous of people and he he was the most generous even during Ramadan he used to give alms to poo and to the needy and he would say to his companions the best charity is charity in Ramadan he was the most generous so people always try to imitate Sayyidina Muhammad sallallahu alayhi wa sallam and for this reason you find that most people like to pay there is a gaj during Ramadan knowing that the reward will be multiple it will be multiplied and so Sayyidina Muhammad sallallahu alayhi wa sallam so the Prophet sallallahu alayhi wa sallam was once asked which fast was most virtuous after Ramadan so people wanted to know so he said Sayyidina Muhammad sallallahu alayhi wa sallam said Shaaban in honor of Ramadan and you know that the Siyam of the six days in Shaaban sorry so in Shaaban we have to to fast in Shaaban but do not fast after the middle of Shaaban just to get your body to be stronger for Ramadan of course except for the for the ladies who have makeup of course they can make it up of course so so when he was asked which charity is best he said charity in Ramadan when he said charity in Ramadan he did not mean only giving money in Ramadan he sallallahu alayhi wa sallam urged the companions to to break the fast of other people who were fasting and he emphasized a big reward for doing so so the Prophet sallallahu alayhi wa sallam uh he said he who provides a fasting person something with which to break his fast will earn the same reward as the one who was observing the fast without diminishing any anyway the reward of the letter so how generous that is from Allah swt so this is what Sayyidina Muhammad sallallahu alayhi wa sallam says to be generous in Ramadan now ibn Atta Allah secondary we all know that he has the book of wisdoms and one of the wisdoms that he talked about in that wisdom he said maybe he gives you and it ends up to be a withhold and maybe he withholds and it ends up to be a giving to you how can this be applied to Ramadan how can this be applied to fasting um one fasting it's apparent that food drink and in addition to some permissible things they are prohibited so you are being withhold without from doing some stuff so Allah swt withholds you but he gives in return many rewards so outwardly it's abstaining it's prohibition of something but in return in fact it's it ends up to be a giving how so let's let's correct this every good deed is for me every good deed is for me so every good action is rewarded by 10 falls up to 700 times except fasting which is for me and this is Allah swt fasting is for me and i rewarded it i rewarded it so angels know that if you do this type of good deed you will get this reward if you do this you will get this reward except for fasting Allah is saying fasting is for me and i reward for it so for all these reasons and for many other reasons people like to fast and they know that Ramadan is the month of being in a school how Ramadan is a school itself by itself as we mentioned it's it makes a person alert of what to say what not to say what to do what not to do where to go where not to go so a person would be alert that Allah swt is over watching him so he tries his best to be the most obedient person so this is how as if someone is in a school and the principle is always present the principle is always present so he behaves that person behaves and Ramadan is also a school that would make a person behave so what happens Ramadan is a school that would make a person behave he would be alert so people loved the month of Ramadan they know that they are challenging themselves and they are winners they know that shaitan is chained so the effect of shaitan is not there on them and they know that with with giving a little bit more effort they will overcome other things that would whisper the nafs the howa they so they can they can control themselves so Ramadan by itself is a month of being patient that you don't want to do anything that would break your fast you don't want to do anything that would lessen the reward of your fasting and they know that when they do this then they will be highly rewarded why because they will attain the status of taqwa and they know that Allah swt said that in surat al-zumar al-zumar ayah number 10 so those who practice patience they would get their reward without without any reckoning without so so so their reward will be high they will enjoy that reward so fasting would make a person victorious over his nafs so he knows that he is doing his best to please Allah swt so fasting is nothing but a school to teach a person to be on the right track so what happens now people went to want to do more fasting outside of Ramadan so the messenger of Allah was asked one so some one of the companions came to him and he said to him he said i want to fast and he said okay fast one day during the month and you will get observe fast for a day and there would be the reward for you for the rest for the rest of the days he said i am capable of doing more than this Ya Rasulullah so Sayyidina Muhammad sallallahu alayhi wa sallam said observe fast for two days and there will be reward for you for the rest and he said Ya Rasulullah i am healthy i am capable of doing more than this so Sayyidina Muhammad sallallahu alayhi wa sallam said observe fast for three days so observe fast for three days and there will be the reward for you for the rest of the days and the man insisted and he said to Sayyidina Muhammad sallallahu alayhi wa sallam Ya Rasulullah i am capable of doing more than this so Sayyidina Muhammad sallallahu alayhi wa sallam said to him thereupon after after hearing this Sayyidina Muhammad sallallahu alayhi wa sallam said then observe fast which is the best that Allah's consider it's the fastest of Dawood alayhi sallam Prophet David and he said he used to observe fast one day and break on the other day so that companion loved this and he he kept on doing this all his life but when he became older he fasting became a little harder man and the older he got fasting becomes more harder on him until one day he said i wish i took the advice of Sayyidina Muhammad sallallahu alayhi wa sallam it is good to do your best in worshiping Allah s.w.t but don't overburden yourself don't overburden yourself always think that if you want to do something you need to maintain it so where is your limit where is your limit and do not go over your limits do not because one day you will regret doing that and you don't want to do something a type of worship and then you stop that worship you want to go on and for this reason Sayyidina Muhammad sallallahu alayhi wa sallam once said if you do something even if it's just a virility but it continues it's way more much better than doing one thing very in in you at most and you cannot keep it you cannot maintain doing it you stop it after a while you cannot keep up doing it so when you do your worship you need to know what what to choose and how much of you time you can give to this type of worship and how much time you can keep maintaining this how long can you maintain it an important thing that while fasting a person feels closer to Allah s.w.t do you know why no shaitan no spirit one feels hungry what does this mean the nafs or the spirit becomes closer to Allah s.w.t when it has less when the person eats less so you feel that you want to make more to ha you want to make more worship you want to pray to many rakats of terawi and after that you want to wake up before pleasure you want to pray more you want to read Quran you will do things during Ramadan while you are fasting what you don't normally do out of Ramadan this spirit gets closer to Allah s.w.t and worshiping Allah s.w.t becomes easier when this happens always remember to make dua and Allah s.w.t says so Allah s.w.t is reminding us in this ayah this is surat al-baqarah ayah 186 Allah s.w.t is saying when my servants ask you o Muhammad about me concerning me indeed I am near them so I'm close to them I respond to the invocation of the supplicant when he calls upon me I answer someone's call so make sure to wake up before pleasure and make your dua this is the closest time to you between you and Allah s.w.t Allah descends down to the lower sky and he says so is there someone who is repenting I would accept the repentance is there someone who is asking for forgiveness I will forgive him is there someone who is asking for anything I will answer him so just know when to ask and what to ask Sayyidina Muhammad s.w.t told us that we have to ask Allah s.w.t for things that would benefit us for the day after so the best if you don't know what to ask then ask Allah for the best that Sayyidna Muhammad s.w.t used to ask him and the dua is known and I will I would say it now let me finish the ayah so so let them respond to me by obedience and believe in me that they may be rightly guided so make dua Allah will answer your calls so what is the dua and I will end up with this so if we want to talk more and more and more about fasting it's not enough to cover it with just this short period of time so I will end up with this dua that Sayyidina Muhammad s.w.t told us so we will say I'm asking you of the goods that Sayyidina Muhammad s.w.t has asked you for and I seek refuge in you from the things that Sayyidina Muhammad s.w.t has so refuge in you from Allah s.w.t and asking you from the goods from the khair all of it close or away from I ask you from the whole thing and I seek refuge in you from the evil that's close or far away with which I know or I don't know so this is what Sayyidina Muhammad s.w.t used to ask Allah s.w.t we are asking Allah for the goods that Sayyidina Muhammad s.w.t used to ask him we are asking Allah to keep us away from the bad from the evil that Sayyidina Muhammad s.w.t asked you to be away from so this is what they say Sayyidina Bilal came to Sayyidina Muhammad s.w.t and to see there was Sayyidina Omar and Sayyidina Abu Bakr and they were making lots of duas and duas and he looked at them and he said to Sayyidina Muhammad s.w.t I don't know how to make same similar duas I just say so and he said around it we make our duas so this is the core ask Allah s.w.t to fix your heart to give you the sound heart because Allah s.w.t says on the day of judgment nothing will benefit you except if you have a sound heart so on the day of judgment if you are on a good relation with Sayyidina Muhammad s.w.t in this dunya so on the day of judgment you go to Allah s.w.t and you say to him yeah Allah I came with a good heart it's the heart of Sayyidina Muhammad s.w.t this is the sound heart so yeah Allah we ask you to give us the blessings of fast to grant us the blessings of taqwa we ask you of the khair that Sayyidina Muhammad s.w.t has asked you from and we ask you to keep us on the right path we ask you to guide us to guide our children to whatever pleases you to always provide us with the good sohbah for us and for our children we want you to help us raise good children who who follow the five pillars about around which the whole islam is built up we want them we want our children to be righteous Ya Rasulallah and one way of doing that is by fasting so we want you Allah to make it easy for us to make it easy for our children and to guide us to whatever pleases you Ya Allah so we want to have the good manners that we follow during brahmadan and when we are fasting we want to have the good manners not only while we are fasting but all the time we want you to help us Ya Allah and insha Allah until we meet next next session insha Allah I send my salam and your salam to Sayyidina Muhammad s.w.t


Everybody forced here ripping a Two box personal for Jonathan L Jonathan has a 23-24 prism trap basketball hobby and a brand new 2023 tops chrome McDonald's all-american basketball hobby Let's start with The McDonald's and then we'll get to the prism Best of luck Jonathan See a brawny. Let's see a brawny What better time than now to pull my first brawny James auto Then 12 25 a.m. On a saturday That's an every that's an all the good things happen Andres the yakevich. I mean that has got to be page of sun, right?  Wagner and isaac collier Wagner's pretty good. Aaron Bradshaw mcdonalds all-american inserts Nelson addy brown That is a jacobi walter Insert auto there jacobi walter insert auto That's like a paper card. Is that an extra? Sean would love that timmy. Get refractor jada williams Yeah jacobi walter. I know he's he's actually in prism draft too zoe brooks future stars of juju wattkins nice She's the usc. Commit, right? Yeah. Yeah, it says it right there on the back East gold of mackayla mackayla williams Gold 250 good stuff coming here refractor is Xavier booker and a blue mini diamond of tessa johnson 36 of 99 refractor ron hall in the second Future stars of erin bradshaw the kentucky. Commit. Yep Maybe lottery pig next year as well uh stafana castle Fractor justin edwards nice one there Auto is dj. Wagner. Nice. There we go dj. Wagner refractor auto pretty solid box A bonus auto too alia del rosario Yeah, very good box here There's the mcdonald's parallel of amanda muse one a box in the mcdonald's refractor The ron the ronald refractor grimace refractor Refractor cody williams. They should make purple in this one. Make it grimace grimace parallel black and white stripes like hamburger in holloway Remember those animated movies they made like Really early 2000s.  I remember watching those Very very odd Future stars of Xavier Booker refractor. No short print Just a different card number andre uh slayakovich. Hold one of the cards that he ordered And that will do it for the mcdonald's all american chrome prism draft now Good luck, jonathan Yeah, there exactly there you go chris. Once you're starting like a taco bell mcdonald's wendy's checkers I could go for any of those So you need to stop stop what you're doing Drink drink some water and go to sleep Was it earlier? Oh boy. I don't even remember. I've never watched him You know, you're right because I was I was it was probably like late 90s, right mid late 90s hyper dylan michel with a dexter denis autograph rookie auto here A silver rookie of jordan hawkins hyper rookie leaky black and purple ice derek whitehead pretty solid run of cards there Whitehead to 149 and a silver prism break of kiante george My best friend growing up had the uh, they had like the plat they had like the kids Silverware like the plates and all that stuff and that stuff. I guess I guess they sold that I want that so bad. All I do I need to get the mcdonald's plate. That is a Kazi russell to 125 legacy signatures michigan legend there silver rookie taylor hendrix go knights Hyper chrome alone and a red rookie cam whitmore That one's out of 299 of the whitmore scoot There's still a The last time the world cup was in the u.s.  They're my dad's I don't know where they they're they're they're somewhere. Yeah got track those down blue ice ricky camp Whitmore and blow one up kicking around so I'm just kidding Where'd you get this ball? I don't know Blue ice ricky has went more nice one there to 99 to 125 to me allen rookie auto He's not even sports fan, but he I think he um, what was that 90 World cup 94 In the u.s. I think I don't know he ended up getting some of the swag and Because I think they played a game in Orlando silver de rosen hyper rookie Kendrick davis and blue desmond vane Out of 199. All right. Come on now Come on now big hit right here. Here we go jonathan. Here we go scoot Yeah, they're not gonna give us a game again. That's for sure matherin marquise noel. It's a 49 on the orange pulsar rookie autograph Silver james nazi hyper magic johnson and a mojo of clad drexler Cool mojo there College lists clad drexler right here to 25 And at jordan hawkins Decent couple of boxes jonathan. Thank you very much for the order. We'll get these out to you


In this episode, you're going to learn how you can successfully make an impact as a service designer in an organization where product-centric thinking is currently the dominating force. Here's the guest for this episode. Let the show begin. Hello, this is Valeria. We are on the This Is Service Design Show and this is episode 135. Hi, I'm Marc Fontaine and welcome back to a new episode of the Service Design Show. In this show, we explore what's beneath the surface of service design, what are the hidden things that make a difference between success and failure, all to help you make a positive impact on people and business. Our guest in this episode is Valeria Adani, who's the head of service design at Frog. And the reason I'm so excited to have Valeria here on this show is that we're going to discuss a topic that I think a lot of service designers have been running into. Because even though most companies these days, if not all of them, are delivering services, internally they still use a product language and product thinking. Working inside this dynamic as a service designer can be challenging and sometimes even frustrating. So when you see an opportunity to do good, it may be hard to make your voice heard. Well, Valeria has a lot of experience working with these types of organizations and in this episode, she's going to share some tips that are going to help you be more successful. So if you stick around till the end of this episode, you'll learn how you can better collaborate with product managers and how you can help product teams to see the value of service design, eventually helping you to deliver better services that are more valuable for customers. If you find topics like this interesting and want to keep on growing as a service designer professional, make sure you subscribe to the channel and click that bell icon because we bring a new video like this every week or so. Now that's all for the intro and now let's quickly jump into the conversation with Valeria Adani. Welcome to the show Valeria. Hi, hi Mark, how are you? I'm doing really good excited to have this conversation. You are just on the verge of having a maternity leave, so I'm really on time, right? Yes, absolutely, literally three weeks from now, so not too far. These are the last moments for me to really focus on work and service design before I go into something else. Yeah, so I'm lucky to have you on this episode. Now for the people who don't know who you are, maybe you can give a short introduction to who Valeria is, so what you do these days. Absolutely, so my name is Valeria Adani, I'm head of service design at Frog London. We recently became Frog, I was at Idean before and just before we were live, sorry, Adaptive Lab and I was at Livework before. I've been in service design for more than 10 years now, that makes me feel very old. A veteran, a veteran, yeah, very good. A lot of experience. So Valeria, before we dive into the topic of today, let's do a rapid fire question around. I'm going to ask you five questions. Your job is to answer them as quickly as possible. So don't overthink them. Anything that comes to your mind is a valid answer. Let's start with question number one. And that question is what's always in your fridge? Oh, Parmesan cheese. Awesome. Which book or books are you reading at this moment? I'm reading a lot of pregnancy books, very boring stuff. Also relevant, depending on your context, which superpower would you like to have? Definitely flying. OK, we're going to change that question because everybody wants to fly. The next question was, what did you want to become when you were a kid? I wanted to be a patisserie chef. So I wanted to bake cakes. And are you doing that these days? As an amateur? No, really, no, really. I prefer to eat them. OK, yeah, same side here. Finally, now you just hinted that you are in service design for over a decade. But do you remember when you got first in touch with service design? Yes, I was doing my thesis for my bachelor in communication design and I started reading a book by Etsy Manzini back in the days. And suddenly I realized this is what I want to do. That was a life changing moment for me. I can remember the layout of the page of the book. What was it? What did you read that you thought, well, this is it? He was talking about how we need to involve users and how co-creation and making sure that everybody becomes a designer. It was in the context of public design. I was like, yeah, this is what I want to do. I don't want to do communication design. I don't want to do graphic design. This is what I want to do. And then we realized Polytechnic had a great service design master. So I didn't have to, you know, go crazy. I found it just at my doorstep. That was definitely one of the best life choices I've made. Awesome. Awesome. Now, we're going to talk about a topic today that I think a lot of service designers have bumped into, for sure, probably have struggled with also. The way I would summarize it is that we as service designers still have to operate in a lot of environments which are very product driven, product oriented, product language, the products are everywhere. While if we look at our GDP, it's actually services that we deliver. So there is a paradox, a friction, tension here. And in this episode, we're going to sort of try to see where that is coming from and maybe give some hints and pointers on how to overcome that. Did I sort of summarize that? Yes, absolutely. Around a year ago, we had a debate in our service design team in Frog London. Like if we usually run fun debates and we divided the team into people that were pro service design and people that were product management. So we did this service design versus product manager role. And it's something that we live in a service economy and yet we still talk about product teams and product management at all the time and has practitioners in service design. We live this battle every day. So I think it's a very relevant topic. I'm not saying at the end of this conversation, we're going to say who is the winner. But definitely like through my years of experience, I had to find a number of tricks or techniques to make sure that we spoke the same language. So maybe that's one of the first questions here is maybe, so what, so what that we as service designers have to deal with products and product people and product language? Well, the use and circulation of product cannot be separated from the use and circulation of services. But the product centric mindset seems to be the mainstream. And the reality is that product centric mindset very often creates a lot of isolated islands. So that's a good thing for us. It means that we still have a job. But on the other side, it's at the detriment of customer, citizens, patients and users' experience. So I guess my question is, how can we transition from product centric to service centric? Or is it a transition or is it more about coordination? Is it more about merging the two disciplines or a fruitful collaboration where we can speak the same language and work toward the same outcomes? Yeah. And language matters, right? Because language informs decisions, language informs beliefs. And I don't think we're saying that we should get rid of product language and product thinking. It's just that it's it's maybe not reflect reflecting reality in the way it currently is. And therefore it's limiting the good things we can do for organizations or for people. Yeah. One hundred percent. I think I've been going on on language since I started my career. I started my career not in a service design environment in strategy and branding. Then I moved into an IT company where I realized actually working with engineers, I needed to speak their language. And it's the same thing with product manager and product people, language and accessibility of the language. Very often we we just build walls and we create our own jargon in service design. So there is something about making our language more accessible to product people and the other way around understanding the language and finding that that common ground. But the reality of things is that products are tangible. Their services are not and products are sexy, beautiful screens, beautiful motions, beautiful KPIs that you can track and measure. And what we deal with the service designer is not tangible. And the management and shareholders love to see screens, love to ship products. They want to scale the thing. But what about when you're like selling, what you're selling is not a product, but is access to food, access to transport, access to services. And I think we need to get better as service designers to articulate our story and use a language that is more accessible to management and stakeholders. Yeah, so we're already diving into some examples. And I think you already gave some good examples. It's coming from a heritage. It's coming from a management way of working where it's easy to have things that are easily managed products, very concrete, tangible. Now, my question here would be, do you already have some examples where you as a practitioner, as a service design practitioner, encountered this friction and maybe you can share a story how you, yeah, I see you nodding like a hundred times. I know, but maybe some iconic ones that you think would be interesting to share and see how you managed to deal with that. Absolutely, absolutely. I think my best story in this context is when I actually transitioned from a pure service design agency that was live work and I moved into Adaptive Lab, Now Idea, Now Frog that is historically a product-focused company. So I joined this amazing team of product designers and product managers that were building a new robotic advice service for a financial sector client. I joined the project that was already ongoing and I suddenly realized coming from this service design kind of like rainbow and unicorn world where service design was the king. I realized, who in this context, I'm not the queen anymore. Service design is not the king. And I was actually managed like working with a team that was so focused on the digital journey that they almost completely lost sight of everything that was around it. So the before, before they onboarding digital journey and the after. And for me, it was quite fascinating, actually, to realize how much time, effort and money was spent on an onboarding journey. A beautiful digital product that in comparison with the rest of the service was just like a fraction of the value. So it was a bit of a shock, I have to say at the beginning, but I did find some ways to make sure that we were zooming out and making sure that the the overall service was actually taken in consideration. Do you want to hear more about it? Well, yeah, let me let me ask something to clarify this. And when we talk about products, even the people designing digital experiences, digital interfaces, digital touch points, they are, of course, designing services, but tangible artifacts are so prominent that we speak about products. And in this case, it was maybe an app or a website where somebody was taking through an onboarding process. But it was just focused on one channel, one medium and a very small part of the journey, right? That's what we are. And you came in as a service designer and you were thinking, well, there's more than this one single touch point or two touch points, there's more. And how do you explain it to people who only have the craft of working in a digital medium, her digital channel, who only know how to do that? Well, first of all, for me, it was about making it tangible and visible. So what was what did you make tangible? The fact that there was a before and after the digital journey. So just even like the good old mapping and saying, you know, even visually, even in terms of proportions, this is what you're dealing with. But we have this before and this like 100 meters more after the onboarding journey. So just showing visually how relevant that moment was for the customer in terms of time, in terms of emotions, etc. So showing it into context really helped them understand, oh, there's more than just the digital touch point. In this case, it was a website. So just showing it, even just the visual really helped understanding the relationship between that specific moment in the journey and the rest of the journey. And I guess what really helped again visually it was to show the end to end, including like handovers, exit points, potential flows, etc. So what happens when you show that? Because again, these people might if we talk about the things that they are measured or that their job description says, like they are only focused on a specific part and then you come in as a service designer, you zoom out and you show the entire process and holistic and then they are OK. But in the end, my manager just wants to see screen. So how do you navigate that conversation? There were a couple of little things for me. It was, again, language. They kept referring to the digital and the analogue journey. I'm like, no, we are not looking at the digital and analogue journey. We are looking at the journey. And then within I presented like a lifecycle framework. So basically showing that the digital and the non-digital journey, they were actually part of the same continuum. And we couldn't just define journeys based on the channel that was our view, a very silo's view. We had to look at the journey from the customer perspective. There was an onboarding journey that was actually encompassing a number of different channels. So just even changing the language from digital journey to analogue journey to there is no boarding journey. There is an assessment journey. There is an exit journey. Helped understanding that we had to look at the product and to end across different channels. The other thing that really helped is very practical, is actually starting working as a team. So we started having like common stand-ups, the same backlog, even if they were working on the product. I insisted to have to use and be in the same channels and rituals, et cetera, that the product team was using. So we were not looking at product versus service, but we were looking at the service as a team. I'm curious. Was there a moment in this project where you felt that they got it? Like, did they see or hear? Or when did the lights come on and that they started to care to actually take this into consideration? I wouldn't say there was a ha ha moment, like a light bulb moment. It was more, in my opinion, when I started hearing them using a different language that it made me realize that they got it. So it wasn't something that happened overnight. So there was a workshop where we were like, yay, but when the product designer started talking about the service journey rather than the digital and on digital journey, I think that was for me a big winning point. Or when, for example, we started incorporating in the testing. So they were testing every week new features or new new functionalities of the product. We started including some service testing as well. We were testing, for example, scripts for the calls, et cetera. So the fact that they were open to test different parts of the service journey for me was a great win. But I wouldn't say there was a moment where like, oh, yeah, we got it. And this is really important, actually, to pinpoint because sometimes it's really hard in service design to see if you're making progress. Like the change can be very gradual, very slow, very under the iceberg kind of thing. But when you see people adopting a service language, when you hear them say things that you mentioned like three weeks ago, you should take note of that and open the champagne on or beer on Friday because that's that's progress. And I think like it may seem quite insignificant, but that's actually how how progress is made within service design for a big part. Yeah, our our fashion is not a profession that gives us a lot of gratification, immediate gratification. I think we deal with complex, messy, non-sexy kind of challenges, including bringing teams on board, client teams, project teams, you name it. But yeah, we have to find satisfaction in those little moments where you're like, oh, yes, they're using the right language. And you have to open a, yeah, a bottle of champagne for those little things. Absolutely. So yeah, those are small things, but they are not insignificant. And I think it's really hard sometimes to to understand that that's what you should be paying attention to, that fact that language is changing and make note of that that's really important. Yeah. And then it's been an ongoing challenge, as I said, like coming from a service design agency where service design was like celebrated moving into a place where like product was really strong. For me, like one of those winning moments was when after, I think, 18 months, working with the principal product manager, we sat down, we had a client meeting. I remember we were taking the tube back to the office and it was like, Valeria, I have to tell you, like, can you tell me what the heck is service design? I was like, come on, mate. We've been working together for 18 months. That's not OK. So I, you know, I articulated it to him and it turned out it came up with a better explanation and a better definition than any definition I ever made. And for me, that was a little win where a product person that had very zero, very little, not zero, very little understanding and I would say trust in service design was actually able to articulate it better than me. And then he became one of the biggest advocate. So it took me 80 months. But why do you think that at some point he became interested in this? This is a great question, because I think what we struggle very often as service designer is showing the what. Like, what is the business of service design? And we focus a lot on the how. And this is an ongoing conversation. I think there was an article from Sarah Drummond a couple of years ago about how suddenly service design is all becoming about process and tools and methods and not about the what that is the design of services. And I think very often we struggle to articulate that what we do is design services. It's not just, you know, delivering personas or blueprints, etc. There was an ongoing job in the office. And I think suddenly for him seeing first hand then the impact of the work that we could do or that we were doing just made him click and realize, oh, actually, there is value because it kind of was able to see beyond the blueprints, beyond the journeys, beyond, you know, those tools that everybody can use that we were actually adding value to the client. And is that maybe the thing that makes it that distracts a lot of people, the tools, the campuses, the workshops? Like, that's the those are the tangible things. But it it's so much attention to distract from OK, but what is it that you actually do? Yeah, yeah, for me, it's fundamental, you know, interrogate is there a need for this service? How this service needs to be designed, being strategic, thinking about how to connect a service to the business and the capabilities that the business has. So really connect business and strategy and design rather than just making the ideal user journey. That's not enough. So it's it's something that I think it's a common problem for service design and product management as well. Don't even let me start it. If we use a methodology in an academic dogmatic kind of like checklist kind of way. We we fail as professional because it's not about the method. It's not about the tool is about the impact and the strategic impact that you have on the organization and on the service that they're delivering. I couldn't agree more. The challenge with that is that that strategic impact is often quite intangible. So it's hard to communicate that up front. Like this is the common story when somebody has gone through the services our process, like they get it. But how do you get them to buy in from the start? Because there is a massive. Yeah. I think this is a bit of the work you're doing, right? Like raising the the awareness of the practice, how to sell it, how to position it. But also we need a level of maturity coming from other life from our clients and organization we work with that. Is almost like an enabling factor for us to have that kind of impact. Like we need organizations to be more mature when it comes to service thinking, design and product. But we can also help our clients to move and to become more and more aware. I think we are really lucky in the UK where we have a brilliant example under our eyes every day that is the government digital services. The ripple effect of GDS on private and public services has been immense because you're just showing in everyday little things including, I don't know, renewing your passport, etc. How you can really think about end-to-end services, cross-department services. I think that pushed our practice in a place that no one else did. Yeah, it's great to have those examples and to have something to point to and that gives a lot of credibility and aspiration to the field. Maybe you've been dealing with product people for a long time. What is the thing that you know now about that practice or that field that you wish you maybe knew five years ago and that you would like to share with the rest of the service design community? Yes, well, I already talked about language, you know, finding the common language, understand each other's languages. I already talked about helping the organization mature. So establishing the right product and design leaderships, I think those are really, really important. There is another point that I need to mention that is breaking the service design echo chamber. Sometimes we are self-referential, we use our own jargon, we are, we create our own silos within the silos. But I think for me, the most important thing that I learned in the past few years working with product is that at the end of the day, the design of services cannot exist without a strong focus on implementation because otherwise service design is always seen as a strategic thing. But the reality is that we also need to implement and we suck at it a bit or we don't have enough good examples while product managers are amazing. So for me, like what I wish I knew five years ago, it was finding a common language earlier on around implementation. So do you have some examples around the common language for implementation? Because I think I have an idea why we struggle with implementation or what implementation looks like in service design. But I'm curious, what is that common language between product and service people and implementation? I think we all want the same thing. We just deal with different materials. What I mean with that, there is a... We were talking about this with the team the other week. There is this... The material that a product manager has are, you know, backlogs, user stories, etc. The material that we deal with as a service designer are organizations, are people. Again, in material, a fashion designer would have textile and needle and thread. We have organization. And I think people, policies, all, you know, messy stuff. So we do struggle with implementation because it's messy, it's complex, it's unsexy. I said it like 300 times now. But I think we just need to find a way where the way product managers work in implementation, we can adopt it, but we just need to use a different material. So last year, for example, we spent a lot of time as a team trying to upskill or to understand more about operations. And what does it take to operationalize a service? Sometimes we are lucky and we can, you know, build a service from scratch. So we can really define the service like the best possible way. Or sometimes we have to deal with what the organization already has. The robotic advice I was talking about earlier, it was quite a good example. We were building a completely new digital product, a completely new tech stack. So it was like a new instance, not relying on legacy systems, etc. So the digital team actually had a very fun time just building something from scratch. And then when it came to the services bits of the service journey, we actually had to deal with legacy systems. So the legacy call centers, the legacy email system, the legacy CRM, and, you know, we had slightly different pace in terms of implementation because we had to find compromises between this is the ideal experience, but this is the tool that we have. So finding that common language for me was all about like similar rhythm, similar tools, backlogs, etc. But then the material we use is slightly different, but we need to be able to get our hands dirty as service designers and build the stuff that we design. So what did you learn about that operationalizing bit? What kind of language, what knowledge that is helping you today to actually get services implemented? This is a great question. I wish I had the answer, but we started looking at how we can be designing more human-centered organizations. How can we use the typical target operating model that consultants are really good at and give it a human-centered twist? What is the target operating model? So it's basically say like to deliver this service for this amount of people, you need dysfunctions, dysprocesses, etc. And that's a typical thing that lots of consultancies do. By the books, they have their own templates or best practices, and then they just go there and probably it's not that simple, like they do a little bit of research, etc. But I think there is a way that we can do it in a more human-centered way. We can test target operating models. There are very interesting people in the UK doing that, including Emily Bazalgette, for example, that she works in organizational design and service design and testing how you can use different operating models to deliver a service. At the end of the day, we need to take in consideration that services are very often delivered by humans and they are a variable that we can't just assume they're gonna work in a certain way. So for example, the last 18 months, I focused a lot on employee experience as well to try to understand, okay, this is the operating model, but what kind of experience do the employee have to deliver a certain service? So I think we just need to be more and more conscious that the backstage is as important if not more important than the front stage. The front stage is, I'm not saying the easy bit because it's not, but without a solid backstage you can't go very far. How do you, we have a lot of tools, methods in our arsenal, a lot of processes, books have been written, but apparently there are gaps that we're sort of struggling with right now and we have maybe, and this is a classic story in service design, we're focusing a lot on insights, on research, on ideation, and then everybody comes to the conclusion that the hard work really begins. And this is, I feel also where you're sort of hinting at that that's second or third phase of the service design process. We need to start tapping into other fields who have maybe already figured a lot of this out. Absolutely, absolutely. I think it's very, very cocky to think that we can sort it out ourselves. I think our role is orchestration, but the capabilities are already existing in some organizations. Sometimes they need just to figure it out, but we can't do this alone. And the reason why it's so difficult to deliver services, because most of the time there is complexity and there are these persistent issues that no one wanted to resolve. And somehow when we start projects that are looking at end-to-end services, we open the Pandora box. So there is a level of leadership that is required, a level of momentum that you need to create. And very often as a consultant, as an agency, we are not necessarily given the mandate to do that. So we need to make sure that we really empower our clients or even better that they can create their own internal team and push things forward. I remember a poster from again, GDS from good old Martin Jordan that said service design is never finished because that's the reality of things. And here comes again the similarity with product management. Product managers, they look at the whole life cycle, they keep the product alive, they iterate, they test, they measure constantly. Product managers, they just deliver a project and go away, they keep the product alive. So there is so much that we can learn from them on that side. The challenge here is that there is a product manager and there is a product, but often there isn't anybody who's responsible for a service, right? Somebody is responsible for the website, for the app, for the, I don't know, for the social media strategy channel, but rarely you'll find somebody who's actually responsible for the service. Yeah, rarely you have like a portfolio manager that perhaps is looking at a number of products. Sometimes you have a head of CX, maybe he's looking at end-to-end. It's a tricky business and it goes back to how things are measured, I think as well. This is something that Andy Budd from Clear Left because I'll just say here based in the UK, speaks a lot about the fact that product language is usually more used because product organizations are organized around products because then people are measured against certain product KPIs, et cetera. So it's almost like a chicken and egg situation where lots of organizations are organized around product because it's easier to measure and faster and easier and more accessible. But on the other side, they are creating islands and silos because that's the way you're organized. So I think it's like there are so many head of design reporting into products, into head of product. That's so wrong if you think about it. It should be equal. The ROI of design is more difficult to measure, right? So, especially service design. Yeah, well, we can make a separate episode on that. We have a few around that. Now, let's use a few minutes to see if we can help people who are in a similar position as you've been. Like, okay, you enter a new company, there's a strong product heritage, strong product focus.  Like, how would you approach this situation with the knowledge you have today? Like, what are some of the first steps you would take? And maybe pitfalls you would avoid? I'm quoting again someone else and then building on their experience of Iban Benzal, who is now at WISE and used to be at Babylon. He was the first service designer hired by Babylon Health. And I remember him talking about how at the beginning he was trying to meet everyone and trying to be available for workshops, co-creation. So, almost like becoming a reference point for everything that is design or collaboration or co-creation. And of course, that's not your goal, but that's a way for you to start building bridges and to start building connections. At the end of the day, we are people, we need to create a relationship. So, creating those connections, being available, giving and helping hands, get your nose stuck in every single situation, I think it really helps to make yourself more credible and to create those connections. The second thing is also showing the value. So, showing examples, raising awareness, showing case studies, et cetera. What kind of examples would you show? What have you found that works quite effectively? For me, it's all about showing the impact of the work we've done, not the tools and the methods. As I said before, like it's not about showing- The impact is hard to measure, so what do you show? Yeah, absolutely. But you can show how, for example, you increased, I don't know, customer satisfaction. There are ways to measure, and there are ways to show a compelling story. You can test if a service and pilot and measure if a service is improved or not. It's a tricky business, I'm not saying, but showing, even examples that are not from you, showing great case study, SDN has plenty, right? So, showing other examples where you see this is how a service design lens has been applied, and this is how it was used. This is the impact. Why don't we try it? What do you think this could be? And for me, it's also showing gaps at the moment. So, it's really showing, again, bringing the user to the table, I think that always helps. So, in that robot-wise project, what really helped me was to show pitfalls when clients were just leaving the service. Because the transition between channels was awful, no one thought about it. So, those were the moments where we went from 70% engagement to 30. And guess why no one thought about this transition? So, almost like making the obvious visible, I think that helps a lot. And there is another point that is a little bit more challenging that is showing the risk of oversimplification. Very often, the product approach is like, we have this assumption, we build it fast, we break it fast and we just ship. Some problems cannot be resolved in a fast way. Some problems are complex, systemic, and they need time. So, showing the pitfalls of like too fast to be true. So, what are these pitfalls? Yeah, in my opinion, I was yesterday before preparing for this conversation with you, Mark. I spoke with a colleague of mine that has been working in a government project recently. And he really struggled to, he was working in a product team and he was really struggling to trying to solve a very complex problems. In this case was helping people retrain when they cannot find a job anymore on the market. So, a very complex, wicked, sticky problem and trying to solve it with a product agile sprint kind of way. So, going live as soon as possible is not good per se. And assumption-based approach can be too simplistic when it comes to a systemic, sticky problem. So, in this case, he was really struggling with like, at the beginning, we just decided three potential opportunity areas and then we deep dive into that. But they were like, we could have explored 50 different problems. But we didn't take the time to actually understand which of these problems was actually more challenging or worth solving. So, sometimes oversimplifying has massive counter-effects because once you are in this delivery mood, you realize, oh, maybe we should have done that, but we are in now and it's really hard. So, people are complex, persistent problem are complex. Sometimes it's too simplistic to just go in with like, let's build a prototype and see how it goes. Yes, sometimes it works. I had a project where we didn't have the chance to do initial research. We just went in with some ideas, testing like a little bit more agile than the typical service design project. But when it comes to big societal project, no. Yeah, I think the trade-off here is how much is at stake? Like, if people's lives are literally at stake, like you might want to invest a bit more than just a few sprints and have a more humble and a more thorough approach versus like, if you're a startup and you're okay to break things. The reality is that lots of companies nowadays, they postpone resolving those problems, private and public, right? They postpone, they postpone, and the messy problems with time, they become messier. They become more complex. And suddenly they're like, oh, we need to resolve it. We have six weeks. Can we do three sprints and resolve it? And you're like, certain problems. And there is an amazing talk by Abby Covert from the American Information Architecture Institute about how certain persistent problems, they cannot be fixed with fast thinking. They need a slow response. I do think that the answer stays in the balance, right? Sometimes as a service designer, as we said multiple times, we struggle to show value. We are slow. We just move fast enough. And on the other side, we have product teams that are like super fast delivering in two weeks. So the solution perhaps is in the middle, but we can't, certain, even in private sector, like mortgages, insurance, it's so complex that it needs more time than just a couple of sprints. We're heading towards the end of our conversation. We started with the friction between service language, product language, the gap between service designers and product managers, how to overcome that. And that product is often in the lead. And if we want to implement and deliver impact, then we need to bridge that gap. How would you summarize this conversation so far? I'm looking at my notes and I'm like, oh, there's so much. I think, as I said, finding the right compromise and the middle ground, not being dogmatic, and being able to adapt the best tool approach mindset to the context. As you said, if people's life is at stake, and maybe we need to approach things in a different way. So for me, it's really about framing the problems in the right way and finding together the right compromise, share the language, share a common language. We all want the best for the user and the employees and the company. And last but not least, finding how we can complement each other and how we can really work together in certain parts or hand over to each other at the right moment and learn from each other as well. So regarding that last thing, how we can complement each other, one final question about that is, what have you heard from product people and I'm going to generalize here that they see as added value of people from the service design field? What do they see as the added value from your experience? I don't know if I can generalize. I think it's very much based on people, but looking at the holistic end to end and looking at the implication of a service of the impact on the ecosystem, that's something that we can really help product managers to look at. I mean, sometimes I'm going to close with something controversial, but product managers just look at the money and conversion rate while we look at also what is the impact on the wider ecosystem. And ecosystem is the company, the society, the environment, et cetera. Product managers do as well at the end of the day, they have their KPIs, they need to eat. So yeah, as I said, a bit controversial, but we really, within the commercial boundaries of companies, they need to make money, of course, but we can help them see a little bit beyond what is the product that they're managing. I think mature product managers, they can do that by themselves, but we can definitely help the majority of product managers to do that end to end, to look at the end to end picture. And on that note, I think that's a really good wrap up and final advice. I think there's a lot of opportunities still as long as we're eager to learn open and not being dogmatic. Like you said, being humble, I think product people are doing also great stuff. So let's learn from that field as well. Yeah, let's find ourselves somewhere in the middle. Exactly, Lea, I'm going to wish you very good, mature and to leave. Hopefully everybody will be happy and healthy in a few weeks time. Thank you for coming on the show and sharing this with the community here. Thank you so much, Mark, and I'm sure, yeah, I'll be somewhere else with my mind in the next few months. But I would be really curious to hear comments and any discussion on product management services and that this conversation between you and you might spark. Everybody is invited to comment on this, so thanks. Awesome that you made it all the way till the end of this conversation. I really hope you enjoyed it. And if you did, make sure to click that subscribe button if you haven't so done already so you don't miss any future episodes. If you're looking for more, check out the next video that I've got lined up for you. See you over there.


Alright, so let us take a couple of numericals. We can't just keep on doing theory. So I'll project a numerical. Which book in school you guys follow? Oh, um, the, like the, the official Cambridge one. I don't know exactly who it's by. Okay. Can you send me the name of that book? Yeah, I'll send it. I think I might have it already. Just there is Cambridge. This one, this one. No, I don't have this one. I think I maybe what I have is a later version of this. I'll check and send. Start doing this one. See, in this chapter is like thermodynamics where you exactly know how to solve, but people make a lot of calculation error. So just curtail that and get the answer correctly because if you get it wrong, then you have wasted a question. Okay, so it is all about calculation. Do it properly. Young's modulus is given as 2 into 10 is for 11. It's very high Newton per meter square for steel. Yeah, done. Done? Yeah. Yeah, I got doing the last part. Okay, yeah, done. Okay, what is the answer for stress? For 10, I got 10 to the power of 9 by pi. Yeah, 10 to the power of 9 by pi. Okay, you need to simplify that. Okay, you can't leave it like this. It is 3.18 into transfer rate. Yeah. What is the elongation? Delta L? Yeah, I got 0.5 into 10 to the power of minus 2 pi. Arushi, what do you got? Wait, I'm not getting that. Okay, what did you say? 0.5 into 10 to the power of minus 2 pi. Wait, give me a minute. You have to simplify that. You can't let me answer it in terms of pi. Do that quickly and tell me. Yeah, okay, wait. I think I got something. I got 1.6 into 10 to the power of minus 3. Yeah, I got 1.57 into 10 to the power of minus 2. Oh. It is minus 3. 1.59 into 10 to the power of minus 3. You might as well hear that. It's a factor of 10 somewhere. Okay. Yeah, that's it. And strain, how much? Strain, I got... Wait, I'm sorry. Yeah, so strain, I got the same thing. Yeah, me too. Same, 1.6 into 10 to the power of minus 2. Yeah. 1.6, what? In 10 to the power of minus 3. Minus 3. But when you write strain, you also write in terms of percentage. What is the percentage of deformation? That into 100, which is 0.159 percentage. Oh, okay. Okay. Is that clear? Yeah. Okay, next one. Steel Young's Modellers, you know, that is from the previous question, it is steel and the copper Young's Modellers is 1.1 into 10 to the power of 11. You know, you can substitute the values at the end. Take L1, L2, A1, A2, D1, D2, whatever it is, then Y1, Y2, find out in terms of these variables and substitute at the end the values when you get an expression. Are you stuck? No, I'm stuck. I'm on the side. I think I am stuck. Yeah, I think so too. Okay. So, there is wire like this. Fine, let me move. There is this copper wire, all right, whose Young's Modellers is Y, let's say Y1, length is L1, and area processing is same for both, right? Yeah. A, this is, let's say Young's Modellers Y2, length L2, and area A. They're stretched by a load, let's say the load is F, it has to be stretched from both sides, one end will be fixed, other end is stretched, or both sides, same force is applied. Okay, so this is the situation and the net elongation is given, let's say delta L is a net elongation, which is 0.7, okay? So, can I say that total elongation delta L is equal to elongation in the first one plus elongation in the second one? Yeah. Yeah. Okay, and the formula I have for Young's Modellers and any other thing, it is with respect to a single material, but the problem here is that you have two different materials connected together. Yeah. I cannot use directly the formula, but if I somehow break this, if I consider the copper separately, and if I find out what is the stress in the copper, then I can use a formula for the copper, right? So, it is applied here, copper is also stationary only, so F will be here, so F will be below also, right? It is not going anywhere, and the second one, the steel, this F is applied by the steel on the steel upside over here, it will be applied, Newton's third law equal and opposite, like this can see that the force is same for steel and copper, and since area is same, even the stress is same. So, that is why the Young's Modellers, Y1 is F L by A delta L, this is the formula, right? So, delta 1 and F is same. Yeah. Friend, so basically I am getting delta L1 as F L1 divided by AY1, similar delta L2 will be F L2 by AY2. Yeah. Total extension will be equal to F L1 by AY1 plus F L2 by AY2, right? Yeah. I know everything now, I know delta L, I know L1, L2, AY1, AY2, so I can get the value of F, I can take F common and divide delta L by the rest of the thing. Oh, nice, nothing wrong. Okay. This is how you solve these kind of problems. Now, something about thermal stress, you guys live in a flat? I live in a flat. So, the top floor, top floor of the flat, top floor of the building? I live in some of the middle floors. So, you might not have experienced that the top floor, the crack comes the most. Okay. So, when you move in a freshly prepared building, the top floor, initially it will not have any cracks, but slowly the cracks will start coming in. Why? Because it receives heat due to sun and because it receives heat, its temperature goes up to thermal expansion happens. Okay. If it doesn't happen uniformly, then cracks will appear, okay? Okay. But if you are somewhere in the middle, then you get compressed from the top, so that get compensated. But anyways, what I'm trying to say is that there can be strain because of the heat as well. Strain is what? Strain is deformation? Correct. And the length will change because of change in temperature also, thermal expansion we have seen. Okay. And we have seen that according to a thermal expansion formula, delta L should be equal to what? L, alpha delta T? Yeah. Okay. So delta L by L is what? Alpha delta T? Yeah, which is true. Yeah. Which is not strain by the way, it is misleading. See what, when I say length L, this length L is the original length. And what do I mean by that? Original length add a particular temperature. So basically, if I increase the temperature, length will become L plus delta L, which is L naught, one plus alpha delta T. Okay. So if I let it expand, if the length, I do not stop it to expand, there will not be any stress. Because the original length is itself has increased. Original length is no longer L naught. Okay. You compare the deformation with respect to what should be its length, right? Its length should be something else at a different temperature. Okay. But if you do not let it expand, if you do not let it expand, then there will be deformation. Okay. Yeah, then there will be deformation because it is no longer L naught, one plus alpha delta T, you are not letting it reach there. So whatever the difference between this and what you are allowing, that will create a strain and because of that stress will be there. Okay. One such example is this. Suppose you have in between the two walls, you're clamping a rod. All right. The rod has Young's modulus Y area of cross section A and length L. Okay. And this is the original values at a temperature T. Now you are increasing your temperature by delta T. Okay. So if you increase your temperature by delta T, what will happen to the length? Anyone? Length will change or not? It will. Yeah. You're not letting it change. Oh yeah. So then it will deform. It will get deformed. Apparently, when you look it from your eyes, there is zero deformation. Ever was earlier, same thing built, you know, after also, but the reality is that this rod will behave as if it is compressed now. Oh, letting it expand. All right. And how much you're not letting it expand? You're not letting it expand by the value of entire delta. So this should be your strain now because you're not letting it expand. Okay. Okay. So when it comes to longitudinal compression or extension, both are similar. So this is the strain and you'll get the stress as well. So once modulus is stress divided by alpha delta T, the stress corresponding to that strain is why alpha delta T. Okay. In reality, this denominator should have been this original length, but we say that it is okay because almost the same. Okay. Yes. And suppose this is not the case. Originally, it is like this and the wall was not touching this end. Okay. Let's say you leave, let's say a very, very small distance of delta X. Then you heat it by delta T. Now, can you tell me what is the value of stress developed? So it'll expand then. Do it, do it. Solve it like a numerical. We have to calculate the stress, right? Hmm. Would it just be y dx by L? Yeah. Okay. See, its change in length should be how much L alpha delta T? Yeah. But you are, if you're making it expand by delta X only. It wants to expand by L alpha delta T, you're making it expand by delta L itself. Delta X, yeah. So the compression delta L dash will be equal to L alpha delta T minus delta X. Okay. Oh, okay. The strain will be this divided by L. So L alpha delta T minus delta X by L. Oh. Got it. Okay. Okay. The denominator is this. This one. And then you can get the value of sigma. Okay. So there are a few questions on thermal stresses that you will see.