How's it going everybody? My name is John Hammond. It's still checking out the last of CTF challenges This one I was looking at right now was a lost extensions And I have already solved this but I want to demonstrate how I solved it and put together a script It'll do it all for us. So the problem is this file got saddened through its extension Maybe you can figure out what it's supposed to be. So let's go ahead and download this extensions looks like a file And I'll just put it in the normal file the folder and everything that I put Everything in for a CTF and the last of CTF challenges. Okay, so I just created a folder for it Good open a terminal. I've already cleared everything out of what I had in there before so I can demonstrate this for you I can cat out extensions and it looks like it's a bunch of junk I'll actually look at what it is with the file command and it looks like it's a zip archive So, okay, let's go ahead and copy that to actually with an actual zip extension on it Good now I can unzip that extension zip folder and it looks like okay. We get this file. I'm lost So what is that we can run file? I'm lost and it's okay. It's just ASCII text Okay, so hopefully that's our flag right I can just go ahead and cat out. I'm lost whoa This looks like a a Bunch of numbers. I don't know what this is I'm just scrolling through it with the page shift up right shift and page up at the same time in a terminal But I still don't actually know what any of this stuff is like VN V I see F proceeding some of these I Try to Google around I looked at the hint and it told me that hey, there sure are a lot of a lot of numbers there Yeah, that that helps. It's not like I can Google file with numbers. It doesn't it doesn't doesn't help that way Yeah, file with numbers does not get me anything So I started to look at a little bit more of the preceding lines like files that start with V File VN, I thought I know I saw VN earlier. So I saw file VN. I try to Google that and This wavefront object file looks promising. So look at that in Wikipedia Try to look at a little bit more and whoa a lot of the things it was displaying were pretty similar to what I was seeing in This file here. So I looked at that Feared it was a wavefront object file. So I went ahead and took a copy of that to I'm lost to Thing dot OBJ right But this doesn't help I still need to be able to actually view this 3d graphic object I've seen this before like open GL stuff when I used to play with it I know it's a 3d model, but now I just need to be able to open 3d models in Linux So I just googled like view 3d models Linux and I actually I think I googled like Ubuntu and I found this super cool tool 3d file viewer or something Regardless, I ended up using the function. I can't really find it online, but I ended up using 3d viewer. So 3d viewer or g3d viewer, right? I think that's what yeah So I hadn't installed that earlier again. I removed it to demonstrate this for you G3d viewer I went ahead and installed it and Then I just ran the g3d viewer on that object file and I got my flag so easy, right? It just took a little bit of Figuring stuff out. So then I let's actually create a script that will do this all for us In that lost extensions Let's just look at Get flag dot sh I might should bang line up top use bin sh So now that we have our flag we initially what did we do we copied extensions? To extensions dot zip We ran unzip on extensions dot zip and then we Ran What did we run? I'm trying to get back now. Oh great. We moved the I'm lost file. What was the name of that file? Because I know it's gonna inflate that again. Oh We could just copy this copy. I'm lost to thing dot object and then we ran 3d Viewer on thing that object Cool. So now let's make that executable Try and run it and then it does everything we need to We had a little have a little action interaction there with the unzip file I wonder if there's a way to force that because it already existed force There's a dash B If I can like pipe yes into it. Okay. Yeah, I can hit yes Just like that and we should be good That displays our flag for us just like that our get flag script works. Well, cool. We're good We just got the flag and we'll go ahead to submit it Actually, what was it? I'll run my I'll run like a flexor who needs extensions with O's and Threes being replaced. Let's enter that in and we get our 50 points sweet. Thanks for watching guys I hope you enjoyed this one took a little bit of deductive reasoning or at least a little bit of research Figure out what this object file was and they're being able to display it in your bun to thanks. See you soon


So guys I'm on social media a lot. Yeah, and I was dating a model. I was I was following a model and Listen to me.  Some of the greatest things that've ever happened on earth were created by psychopaths and drug addicts like Sigmund Freud Open cocaine. By the way, most of Freud's books should be called this. Maybe the cocaine talk it And I want everyone to have great mental health.


It's new. Bye, Max. Okay, what do we got this week? Okay, we got a lot of new products this week. It's non-stop. Okay, first up, we've got the Wittie Pie 3 Mini. This is from Yu-Yu Gear, and they make awesome Raspberry Pi accessories, especially with a Raspberry Pi Zero. So I like this. This has got a DS32, 2332, I don't remember the exact port number, but it's the high quality, real-time clock. Temperature compensated. It's got a button. Microcontroller. It's got a lot of software, and basically you can use it as kind of an all-in-one power, real-time clock, auto shut down, kind of like controller system for the Raspberry Pi. It adds all the stuff that you kind of wish the Pi had and doesn't, like a real-time clock built in, the ability to auto-sleep and wake up. You can see there's a little micro capacitor. It's not a micro, it's a large capacitor, but instead of a coin cell, it's got a capacitor that auto-charges when it's powered up. And basically it can be used for automating control of your Raspberry Pi without needing any external soldering or anything.  Next up. Next up, we've got this shorty cable. I thought this was just a really fun cable. It's pretty simple. It's USB-A on one end, and then a right angle USB-C on the other. It's really easy. Just plug it into your computer, and I just wanted a short cable that was a right angle. And I like this because a lot of our boards have USB-C on the side, and what I like about USB-C is it's reversible. So you don't need to have both ways cable. You always have it the wrong direction. With this, you just flip it over. So no matter how the USB-C port you want to be right angle, it'll work. It's about six inches long, very compact, works great. Next up. Next up, we have plug-in USB capture, USB to HDMI audio and video capture cards. They're really popular, people love them. But some folks like you don't have a USB-A port. You have a USB-C port. See how this is going. This is a version of that same low cost, easy to use. It's not $1,000, but you also don't have to pay $1,000. It's like 20 bucks or so. You get a really good quality 1080p HDMI capture into your computer. So it's great for if you have video consoles you want to stream, or your Raspberry Pi output, or like TV output, another computer. Just get one and put it in your bag. It's very handy, it's very handy and it just shows up as a camera. So it's very easy to use, like any software will work with any operating system. Next up. Next up, we've got this handy case and stand for the Adafruit Funhouse. We're putting more fun houses in stock. It was just released in the Adabox. And this case came with it. It also comes with some yellow bricks for easy assembly. You can make a handy little stand. So I'll show it on the overhead cause it may be a little unclear what's going on here. Use this stand. So this comes as individual little yellow bricks that you might be familiar with. And then you can arrange them. This is one arrangement, but feel free to make it more or less tilted. And then this sits, let's see, let's say I want it to actually lean back a little bit more. So I will remove a brick. Adjust the height and angle pretty easily and then it sits quite nicely. And then it even locks in a little bit. If you remove this, yeah, like that. So you can have it, the bottom nubs here actually end up being like right in the middle of little brick nubs. And so it kind of like locks in place. And then you can just plug into USB and you have a little desk stand. Yeah, you can show it from the side. Pick it up and show it from the side. I know, but I wanna make it like that. So another thing is it comes with a protective back plate that also has these wall mount, I don't know, lozenges. So if you want to attach the fun house to a desk or a wall or a box or whatever, if it has two screws in it, you can have the screw heads go through here and then it sockets down. So this is pretty common when you're hanging lamps or accessories in your home. You're probably used to using these sockets.  And there's four holes because it's completely symmetric no matter how you attach it. And this comes with hardware as well. It looks great for your fun house. Next up, we have the dual edge Neopixels. This is actually, I think GeekMom showed us this in a project and I was like, that's pretty cool. I wanna stock that stuff. So it's in the Neopixel strip that you know and love. It's a little confusing because technically it's 120 LEDs per meter, but you're probably like the density of 60 LEDs per meter. That's because there's two LEDs on each side. So it's not as dense, but there's more LEDs. So the LEDs are side angle and they go both edges out. So it's like, if you're looking straight down, you can kinda see light but it's coming from the side. Maybe we'll go to the overhead and I can show it. So from the top, it's like you see a little bit, but that's because the light is mostly coming out of the side of the Neopixels and it's pointing out. So this would be good for edge lighting or floor lighting. And if there's situations where you're like, oh, I want something to be edge lit on both sides, this is just more compact than maybe getting two strips and it's gonna be less expensive as well because you just connect this up. And these two Neopixels, they're in parallel. So it's like you can't have both sides have different color. Like it acts as if it's one LED strip of one side and it's just like cloned on the other side. So I think for Geekmom's Infinity Mirror Color, she used this and it looked great. So yeah, like Infinity Mirror projects, edge lighting projects is a great LED strip. All right, next up. Next up, oh, these are called, these are relegendable key caps. I found out that's what these are called if you're wondering what the name of these things. So relegendable key caps come with two pieces and they're Cherry MX compatible. So you can see the stem there. So you use them with Gateron, Kale, Cherry MX, anything that has a little cross stem, which is like 90% of mechanical key caps. They're kind of DSA height and shape. They're not exactly DSA height and shape, but they're like really close. And they come in two pieces. There's a kind of like opaque grayish piece and there's a clear top.  Like we just put some like stars in there, but you can put slips of paper. You can put stickers.  So how are you going to indicate what it does? So you can see you can see a little bit of light shine through, like even if this was blocked off, the top does shine through. And they're pretty solid. Like, you know, they come apart with a bit of force, but you have to really wedge them. And then you can put whatever you like here and then snap this back on. And they're symmetric. So in forward directions, you know, they don't have an angle. They're not like R4 or R1 or whatever. They don't, they're kind of flat and they're easy to use. So if you want to make a macro pad and you don't want to guess what the keys are, these are super handy. Next up.  I don't know.  What does that really mean? Well, this little tester, that's right. You can click each one one in a row and test them out. So let's go to the overhead and I'll show each one. See if I can remember what each color is. So the most common one is Cherry red and that's this one. It's a linear. So it's not very loud. And then this is, you can check the stem color. This is brown. Browns have a little bit of a tactile bump. You can kind of feel it. It's not loud, but you can feel that there's a little resistance.  They're a little bit, take a little bit more force. And then everyone's favorite is the blues, which are very clicky. Very clicky. So this is a great, you know, as you get one of each switch, they're meant for you to just try them out and see which one you like the most before you buy like 108 of them. Next up. All right, next up, we've got the BME688. So this is, it sounds so similar to the BME680. You're probably like, what's the difference? And it's like barely, there's barely a difference. The BME688 is the next generation after the BME680. We actually did an INMPI for this sensor a couple weeks ago. So check out our INMPI video. I just linked in the product description if you want like the low down of this sensor. Basically it's a temperature, humidity, barometric pressure and MOX metal oxide gas sensor. And the temperature, like just like the 680, but the difference with the 688 is they've added the ability to reprogram how long the MOX heater is on it and the temperature. And that does affect how it reacts to different gases. So you can use that with a machine learning algorithm that they have an application that you can load data into that you can train to detect different senses. So I think the video demo they have is like coffee versus espresso versus like tea or something. You can detect like fresh fruit versus rotten fruit. So the sensor itself doesn't know. It just says here's the data I'm getting but using machine learning AI training algorithm you can convince the software to be able to differentiate between the two. Comes in a STEMI QT format. I can show real fast. There's two versions of the software. One is the simple version that runs with circuit Python or Arduino and it just prints out the humidity, temperature and biometric pressure and then the gas. The gas measured in ohms and I think the more volatile it is the lower the resistance. So this, I just turned it on so it's gonna go up and down a little bit but it will settle and then if I put it near alcohol or near volatile organic compounds, something that smells a lot, the gas sensor reading will change. Again, it's a drop in replacement for the 680 but has the ability to change the heater but you're only gonna really want to program the heater if using the machine learning thing. So if the 680 is out of stock, pick up the 688 you can just ignore that part. If you do want the machine learning stuff you can't use the 680, you need to use the 688. It's just one. So just look for the eight. All right and the star of the show tonight besides you lady at our community, our customers and our aid of fruit team is I'm gonna let this video introduce itself. You ready? That's right, Sliders. It's Sliders time. I've had it like 5,000 times. Okay, so we've got the Slider Trinkie. This Trinkie, look at this, it's a Trinkie. It plugs into USB. It's a Trinkie. We have a character that I'm gonna be debuting soon. Yeah, so let's go to, okay. So it's fully assembled on like the other Trinkies because there's only one slide tensioner that would fit. Basically I just picked the small slide pod that we have. And on the bottom of the board is a SAMD 21. It's got a capacitive touch pad and two neopixels. That's kind of it. It's very, very bare bones, minimalist. And the goal here is that you can use Arduino, you can use circuit Python. It plugs into a USB port and then you just have like a potentiometer and like that's it. It's like really, that's all it does. And you can touch the end for a capacitive touch. It lights up. Yeah. So here it is. So it slides into the USB A port. I will say, you might be thinking, what if I slide and I keep sliding? Will it pull out? Yeah, it'll eventually pull out. Well yeah, it does exactly what you would expect it to do. So just be aware, just, you know, you can slide in and then if you slide out, just stop when it stops. So another thing is there's a capacitive touch. If I touch it, it just turns the LED on. So it's a way to demo. It's got a little hole that you can attach to a lanyard. There's the two neopixels that are individually controllable. Now the neopixels, I kinda wanted to have an under lighting. It does shine through the body, but I'll say that because the body, the potentiometer is made out of like FR4, it gives it a yellowish cast. So you're not gonna get all the different colors. You get yellow and you get green and you get red, but the more subtle like pinks and blues don't come through. They do come through on the side. It's just a trade-off. I think, you know, you're not gonna get like full resolution of every color, but you're, it's fine for notification. And then, you know, you can program as an HID device or you can have it. You know, I actually had it hook up into my Philips Hue lights and I was reading with my desktop, I would read the value of the potentiometer and I would use it to dim or lower the lights in the entire house, which is kinda cool. So it's just a potentiometer with USB, very simple. It's a trinket. And that's new products.


if all of you are ready. Basically, the Secretary of Education and I had a conversation this morning regarding him approving the three days that we had off between the 16th, 17th, and 18th of March, which I sent him a letter about four weeks ago and never got a response. So before I submitted the request for the snow days, and the one day for the emergency heating issue and tonbridge, I was gonna clear up the issue with the days in March when we got out early. If you recall, they announced on the 13th that we would be getting out on the 18th, and we decided to get out and not come back because I was getting a lot of pressure from all different sides and we just made the decision, it was basically better not to come back, but I have to formally go through a waiver process to ask for those three days be credited. Did he see that request? He didn't acknowledge that he did, but he did see the one this morning that I sent, which is a duplicate. And I put on the original date when we did request it, so he could see that. Okay. Well, I'm expecting, he said I'll get back to you shortly, that was early this morning. So I expect I'll see it. Yeah. But it may hurt our chances of getting the snow days. The other night, Don, and you weren't on the call, the board gave us the authority to be able to go from 177, which is part of the calendar to 175, which was the state minimum. Yeah. And there are three additional snow days that we have to request. We may not get both. I don't know whether we'll get the three snow days and we'll get the three days in March that we asked, but I'm going to try. I just thought I ought to clear this problem up first. Do you know what their rationale would be for denying that request? That we've asked for six versus three.  I just, I didn't want to do them all in one fell swoop because I was just trying to get him to clean up the other issue, but they're reasonable people. They'll work with us, I think, I hope so, anyway. The secretary basically started his conference this morning with 60 super tenants, basically by saying that by all indication, I'm often a lot better shaped than a lot of other states as far as the trends go, health trends. And we seem to be in a good place compared to the other 59 states. There will be new guidance that during it for graduation and it'll probably be the last guidance for graduation. That'll be tomorrow. They're going to allow kids to get out of their car if there is a ceremony, but only one at a time to maybe go and pick something up. They want everybody to congregate as a family in a car together. They don't want people mulling around even though the guidance allows groups of 10, probably gonna go to groups of 25. That will be released tomorrow in the press conference that the governor has, that new guidance and it'll probably be the last guidance that's given on graduation. I asked the secretary specifically in the chat today about the summer programs. I wanted to know what he had, it was gonna say about him and he said, I'll be coming out with something tomorrow. So that will be at the governor's conference as well. But I did ask him directly because I think we all want to know. So the guidance tomorrow will be on graduations and summer programs and we'll have the definitive answer and he didn't think it was gonna change. The other question regarding budgeting, if you guys want to do a little research to look at House Bill 5959, which is the guidance on the sets of tax rate at pre-COVID levels, and that will increase taxes for 3 cents. And that's the most important, soonest kind of thing that they want us to look at for this year. They have put off and Carl, this is the answer to your question and last time we talked, you wanted to know how they were the latest wisdom on how they're gonna retire this big gap in the education. And what he said today was that they're putting off those hard decisions until they reconvene. And I did hear that they were gonna go out probably around the 15th of June, but they weren't gonna tackle those big decisions until probably after they reconvene later on. And they're kind of avoiding it right now. That's what I was told anyway. They did put an appeal, there's fact information as you recall. They weren't excited about the way the money was being given out and they wanted to kind of take a step backwards and ask some questions of the Fed, see if they could get some things changed. The Fed has responded and said, there will not be any changes. So expect to see the COVID or the CARES Act money probably around the 1st of July. It won't be available until then. And also no changes in the ESSER money, which is part of those pots as well of CARES Act money. So they tried to make some changes, but the Fed wasn't interested in making those changes. And I think the changes had to do with the chair that independent schools were gonna get as compared to public schools, I think anyway. State will be trying out a new system, trying to show best practices and sharing in best practices around the continuity of learning. It's called EDMOTO, EDMOTO, M-I-C-O next year. And that should be up and running pretty soon.   I will tell you that we've had some long discussions as about grading and about how we were gonna deal with that this at the end of the year. Mary Ellen, if you're on the phone, could you go do a star six and join in here? I think you might wanna talk about the grading. You may not have gotten more, I don't know. So we ought to be able to have some things to tell you about how we're gonna grade at the end of the year pretty soon. Ray, do you wanna help with that? Yeah, you can say. Sure, sure. So my involvement is the state reporting, which of course is not the most important part. But this was discussed, I believe, briefly in the meeting the other night and then at the admin team meeting yesterday. Sorry, my days are running together. Yeah, yesterday. Right, that at the elementary level, there will be narratives instead of grades in essence. And David Wells and I were on a call yesterday with the web of school, the company we use for grading and came away with a set of instructions about how the teachers would do that. At the middle school and high school level, if the teachers are using number grades, at the elementary level, it's standards-based, one through four. Meeting or exceeding expectations, things like that. At the high school level, it's a middle school and high school, it's a bit more complicated in terms of the White River Valley High School's on quarters, White River Valley Middle School's on trimesters, you know, where the students ended in terms of the grading versus where they're gonna be at the end of the year. And the phrase I keep hearing is do no harm. Right, so if you have a student who was doing really well up until the closure, wouldn't wanna penalize them, but vice versa, if you had a student who's flourished during the school closure, you would wanna make sure that that, the progress that they had made would be recorded in the grading. So that could still or will still involve a narrative, meaning a statement about the student's learning from the teacher. And that's something that at that level, they have used over time, comments and notes. And so the teacher should be familiar with how to do that. And they will be supported in providing that feedback officially on the report card. Yeah, I don't think this conversation is over yet. I think we're still working on it, but that's a little bit of a caption of this, right? A little caption of what we've talked about so far with this. So any questions on any of that for any of us? There was a, I got an email from someone regarding professional development days. There was a question that Bruce did, I think you got the same, same ask. They want a credit for those or something like that? Credit for those. They wanted not to do them or it was from Sam. I don't think I was copied, was I? Okay, I'll forward it over to you then. Yeah, I don't think I was copied it. Basically, I missed the call I think on Tuesday, but we went all over this basically. Okay, well, if that's been solved then never mind. Yeah, no, we basically, the idea was that we were gonna ask for the two days to go from, I got permission from the board to go from 177 to 175. Right. My permission from the board in the second vote to go from 175 to 172 and actually be one additional day for Tundridge because they had a heating issue. Okay, all right. But as I said earlier, I still have to get rid of the problem with the three days we got out in March. And I'm gonna deal with that first and then ask to make the request for the snow day. Okay. Sorry to interject, I just... No, no, no, that's okay, yeah. No, don't... Bruce? Yeah, if I may. Don, if I may? Yeah. So that would be the plan with the reduction from 175 to 175, 177 to 175. That would be... Those would no longer be student days, but they would be PD days. Yeah, yeah. Okay. Thank you. Yeah. All right, so finally, there is an opinion from the CDC and all the health officials in the state that we will be able to reopen in fall. We just don't know what that's gonna look like, but they are assuring us that there will have to be some changes made. It may be a hybrid situation where we have some distance learning and some in-person learning. There's a planning group at the state level involving superintendents and others that basically are going to be going through this and doing a planning process for the fall. Their first meeting will be tomorrow and it'll have health officials. It'll have superintendents. It'll have state officials. And I don't know whether there'll be maybe the NEA. I don't know. But they're gonna try to shift. They think we're gonna have to shift between in-person and remote learning as we begin the year. So it's important that the system be set. So the five areas that they're looking at are leadership, funding, and policy. That's area one. Safe and healthy learning environments, cleaning, et cetera, cleaning buses, things like that. Using the CDC guidance. The third one is maintaining operations once we get going, how we're gonna use the facilities. That has to do with splitting kids in a classroom. I don't know what we're gonna do about preschoolers because they're all over each other. And I just don't foresee a way of dealing with that. And maybe even the kindergarten classes as well, they have a tendency to move around and that kind of thing. And then the fourth area will be continuity of learning, which is the curriculum work and how we're giving lessons, remote learning versus face-to-face, how that's gonna work and how we're gonna transact business. And then the final is the social, emotional and health of students and staff. I have to tell you that I've seen some signs of staff really, really being stressed. And I'm sure the parents are as well because this is going on for a lot longer than we ever anticipated. I mean, they're still doing it every day and I'm not hearing anybody quitting, but the VSA, my group, basically wrote a letter and was gonna be submitted today to the secretary outlining concerns. It was about four pages. We all got a chance to critique it, add things, subtract things, make our voices known to it by 10 o'clock this morning and then it was going to be edited and sent to the secretary about the things that we have to consider. For example, one of the recommendations is to have screening in the first contact the student has at school. Well, that first contact screening would be on the bus for a lot of these kids. And I don't know unless you have more people riding like monitors and things, how you're gonna do that. I'm not gonna expect the bus driver to take kids temperatures, even if it's so far ahead scan and know that that's right. There's a lot of things like that that we're grappling with. How do you redesign your class? One example was, Mount Pilier High has about 1,200 kids, but they only have 450 desks and because they're not, they're a very non-traditional way of doing things there. So the superintendent was asking, well, what am I gonna do by six or 700 desks between now and the opening of school if we've got to spread kids out in order to be able to make sure we keep the social distancing. So these are real world problems now for all of us that are things we just kind of took for granted. I think we ought to prepare, and this is my own opinion, I think we ought to prepare for some kind of hybrid at least for the first half of the year. I don't know, you know, and hopefully we'll buy some time until we get a vaccine, but I don't foresee a whole lot changing between where we are right now and where we will be in the fall. There was a lot of discussion around Driver's Ed. They did ask the... Excuse me, Carl, Carl had a question. Yeah, go ahead, Carl. My question, too. As far as when they're talking about a hybrid model, are they, does this include staggered start times? Does this include the kids being kept in one classroom and specials coming to the kids versus the kids traveling to an art or a gym space? I mean, is there advice about like pee or singing? Some of those sort of, you know, restricting activities, restricting access to things, stuff like that. You mean singing with a mask on? No, what he did say is that there will be protocols that will be in place before a school opens. These are things that are minimum that have to be met. Before somebody opens as a school. And that'll be between the AOA and the superintendent and principals, probably. Criteria that has to be met in order for you to open. Katie. That is yet, so. Oh, am I on the floor again? Sorry, it's Amy. Sorry, I got my camera off. Well, I've talked to some families, parents, and I do think it's very valuable to look at the hybrid option of what we had talked about last time we met that Debbie Matthews brought up that possibly we have situations where a child doesn't actually go back to school in our building and they are just doing the online learning. And is there a way that we can accommodate that type of situation? I see a lot of parents fearful of sending their children back to the virus breeding grounds. We all know elementary schools and high schools and everything, it's a large group of people together and stuff runs rampant through there. Germ factories. The germ factory, right? So last week we spoke about the possibility of having an option and maybe even there would be a teacher who doesn't wanna return to the traditional in classroom teaching that could be the district wide, the SU wide online teacher for that grade or certain number of grades. Is that being looked at at all? Yeah, the secretary did touch on that when he talked about hybrid that that was part of what he was trying to include in talking about that. They haven't, they don't have a system in mind yet but they're gonna work on it with this committee that's gonna be meeting. Yeah, there are a lot of people, I think this has been a real fork in the road for people deciding whether they're gonna keep teaching, whether parents are gonna keep sending their kids. We have currently 23 openings in the SU for teachers. So we've got a lot of hiring to do this summer. I mean, I'm doing what I can do now before Jamie comes in, but he's gonna have a fair share to deal with after July one. It just seems reasonable if we had another option that that might be another avenue that both our parents and students and some of our staff could take and we would be able to retain both the students and the staff. Yeah, yeah. So again, I think there will be some criteria that has to be in place. And I think that there will be opportunities for a couple of the superintendents that are going out on their own and doing this their own system. They're buying the software to be able to do some of this because they are afraid they can't wait for the AOE to give them advice. I know of a couple in particular that just said, I can't wait around here for this. The problem is if we disband like that and go all on our own, we may have systems that aren't compatible with each other and it may make it harder down the road when you're in a contract with somebody but you can't use the product. So I think we ought to be a little bit more patient for another week or two to see what this committee comes up with. And they did say, the secretary did say there would be protocols in place that would basically say what you had to consider before they get the okay to open come fall. The only other thing I'll tell you that was mentioned today was that the state, and this is a really good thing, is going to do some bulk buying or make available to us masks, rubber gloves, and a lot of the supplies we are gonna need in order to do this. We're all on our own right now. And that's not probably the most efficient way of doing this but they're gonna try to bundle some of that and be able to make it available to school districts. They don't believe that we're gonna need surgical masks and depending on what the job description is for the people who are using it, I mean, I think the nurses will need shields but I don't think teachers will need shields. They'll probably just need cloth masks or something like that. I told you last time we've made available about, I don't know, 1400 masks for each school. I know a couple of the bundles are still at the central office waiting to be picked up. We've divided them up and we'll get them out to the schools as soon as people come by and pick them up. But I think the state's gonna make it easier to get hand sanitizer and masks and gloves and things like that for us. And we'll be able to get that from the AOE rather than have to go out and purchase on the market for ourselves. So I think that's a good thing. Does anybody have any questions? Carl, did I answer what you were asking? I'm feeling like I didn't, but. I just was, as we try to figure out how we're going to, what we need to plan for for delivering services over the summer. Just as much as we can know about, are we going to be trying to do art on a cart because we can't bring the kids to an art room. We have to bring the art teacher to the kids. Do we need to have classroom teachers handling some of the specials instructions because we want to minimize the number of adults that interact with kids? Are we going to serve meals? Is lunch going to be served in the classroom? And do we have to plan how to move those, the logistics of getting those things set up? And I understand we don't have all the answers, but at this point, but I think it's just very important that we're constantly pushing to try to get the answers so we can have as much planning time as we can, because I just worry that if we end up spending the first few weeks back at school, just trying to sort out how to do school, it's just gonna be a lot of kids in classrooms sort of watching us fumble around. So the more lead time on some of these practical, how do we run an elementary school in a hybrid model during COVID-19, the more information you can give our administration, the better. So thank you for all your work on finding this stuff for us. Yeah, well, we'll say this for Stockbridge and Rochester, you have space, right? You do have space, you know? So I don't know, I don't know what it's gonna look like, I will, but I don't think we're gonna be allowed to open, Carl, until we certified that we have certain things that they want us to have. So anyway, anybody else, questions? Bruce, if I could just say, there was a meeting of the COVID task force today, three until four with a follow-up. Kathy's on here, I think she was there. Sorry, I don't remember everyone else. I see Mary Ellen. Yeah, I was there. Yep, and please correct me if I'm wrong. That today was about the big, big categories and having people assigned to or pick their interest levels for meeting starting next week to deal with the issues that you have discussed here. And those categories line up with what the state's gonna be doing? Yeah, I think so. Yeah, I think so. Okay. We, on other matters, I just will tell you that I am planning to resume being in the office as of June 1st, Monday. Probably it'll be every other day or a couple of days and as I'm out, we're gonna try to space out the staff. So we're not all crowding in there together. And I'll be in Monday or Tuesday and Wednesday. Christy and I will be in the office, maybe in the office, but we're gonna take a climb for all staff and start being back to the office on a more frequent basis, come Monday. So, Tara, do you have any news? Special Ed, you talked about today. Do you wanna share that or do you? Not yet. I will share that we finally received an initial response from Brad James that they have agreed in our sending us a sum of money. I don't agree with the sum of money. So I sent back a response this afternoon for Brad to review the additional documentation we sent to him. So hopefully we'll get a little bit more. And that was for the FY 19 that we've been waiting for and waiting for. Yeah, we're waiting for January, right? Yeah, next Thursday night, I will add to this agenda, the RFP for auditors. I asked for the responses by Wednesday so I can open them up here in the office when I'm here and then I'll bring that to you all Thursday night for a decision to be made on who we want to be our auditors for FY 20 through 23. And as far as the FY 19 audits, I am wrapping up the final reviews this week and getting them back to the auditors and then just waiting for the revised final draft audits. And then once I get them, G-HUD I've already sent out to their board. So I will send them to you via email first for you to review. And then if you have any questions, concerns, otherwise I'll ask you to accept them at your next board meetings if I get them to you prior to your board meetings. I have been delaying on doing the RFP for the tax anticipation notes in the lines of credit in hopes that the government legislative bodies were going to make a decision if they were going to change that statute of the 87% but I cannot wait any longer. So I'm working on the cash flows now to try and get the RFP out on Monday at that 87% threshold for the districts who don't have a past budget. So once that comes in, I probably won't have a response clearly in time for the R-SUD and G-HUD meetings next week. So I'll have to do special meetings for those two but I am in hopes to have the RFPs and the analysis of that response for the rest of your board meetings so that you can accept clear plan clears, school district treasurers. The RFP for fuel oil, I got the initial response today from the company that we're working with out of Maine, that buying group that we used to work with. He did let me know that we're waiting on one more company to provide their information, which hopefully we'll have on Monday. So I'll have some further information on that for everybody as well. We have decided to not do the universal chart of account transfer within infinite visions because when we did it messed up all of our systems. So we have reverted the two districts that we completed and we'll now be just rolling over regular fiscal year and I will have to manually crosswalk before I send up the reports to the AOE. So we won't change the chart of accounts until we go to the e-finance software starting 7-1-21. So that's what I've been working on the last couple of weeks. Thanks, Dara. Mary Ellen, you want to say anything? I think most of you were on the call on Monday night, maybe not Don, but we've been working on reanalyzing the contracts. Last year, I renegotiated all the contracts and saved the SU thousands of dollars on some of the services that we share across schools. And so we've been contacting them this year again to see if we can even get a further reduction given the situation that we're in. So I'm still working on that and working with greater like teams, we've switching from greater like meetings to now focus clusters and these focus meetings will be working on planning for the start of the fall. What are all the things we need to know as teachers to get feedback from them so we could bring it to the COVID-19 team and do all our planning with teacher input for all grades. So that's what I've been working on as well as being the preschool coordinator working with the preschool because our preschool coordinator isn't here right now. So that's pretty busy. Mary Ellen, do you want to see anything about the grading discussion? We already talked about this, Ray. I heard Ray, I think he did an awesome job. I think he summed it up nicely. Thank you, Ray. Yeah, I couldn't get on. I don't know why, but I heard him and I was like, you go. That's great. It's just what we talked about. Thanks, but no. The other thing I'll say is the final are the offers to the professional staff and to the support staff are out. We had to give the support staff a couple more days to get it back to us. The professional staff is due back on the 2nd of June, Tuesday, and the support staff will be the 9th of June next week from next. So Dina did confirm that they were both out, and we should hear back one way or the other pretty soon. Can I ask why the delay? I thought we were supposed to hoping to get a response back early in June rather than mid-June. Well, the professional staff went right out, and that's due back on this Tuesday. Dina didn't get it out until yesterday or today, so that's the delay. But I know it did go out, and she asked me, do you want me to try to get it back the same time? But I knew she hadn't sent it out yet, so they needed a little time to consider it. And so we agreed on the 9th. So that's about all I have unless anybody has questions for me. I'm not sure I can answer them. Hope these times are valuable to you, and I'll keep doing them as well as the odds and ends that we do on the weekends. It's incredible how many of those. I was putting the numbers on them, and it's good. So anyway, I hope you value those and look for those. I appreciate them, and I appreciate the meetings every week. It's nice to be updated. People are definitely still asking questions, so thanks. OK, well, I don't have anything else unless anybody's got any questions for me. I just had a question of Tara if she's still on. Yeah, I think she is. Yeah, I'm still here, Don. When can I meet with you about that paperwork? I will be back in the building on Monday. All right, I'll come up Monday after I work during the day. What time are you going to get there? I usually get here at 9, because I can't drop my kiddos off until 8.30. OK, are you there at 4? Yes. OK, how's the up there at 4 on Monday? Perfect. Terrific. Thank you. You bet. Again, we should be in person next week a lot more, so. OK. All right. Sounds good. Thanks, everybody. I will hand you the motion to adjourn. So moved. I'll second. All in favor, say see you. See you. See you.


Felly, ydw'n wrth i eifrif yn llwyddon sy'n ddod, fyddwch i'n gweithio'i gwych. Mae'n gweithio yma datblynedd, fel cymryd digital o'r dweud. Felly, mae'n gwneud am dda, wedi'i cyfysgau cyfysgau gyda dwyf durfodol, yn ymweld i gaelu'r hunach, y llyfrfr y byddol i gaelu'r ysgrifennu, ac ydych chi'n ddefnyddio'n meddwl i'r meddwl? Y ddefnyddio'n meddwl i ddefnyddio'n meddwl i'w meddwl i'r meddwl i'ch trefyn o'r unrhyw ymddangos sy'n meddwl i'r meddwl i ddefnyddio ar gyfer architectur ar gyfer y peth o wneud i ddefnyddio'r team yn ffild. So rhai adnod reif y ddechrau, dwi'n anyfod difficulte i ddechrau eich cyfweld ymwyaf o'i gweithiwn sefydliad ddweud y cyfweld di 25 ogillion maes yma. Di wneud i ddechrau eich cyffreifau yn mynd i'i ddefnyddio hynny o gweld i ddechrau i ddechrau, a ddim ond y gallai cyfweld i ddechrau i ddechrau i ddechrau i ddechrau eich cyfweld i'r lyfan a'r hyn,接下來's leaders as they are transforming the enterprise to deal with digital disruption. I am going to talk through a few examples there of what that team is bringing back to the centre because overall, my role is charged with driving new revenue from new emerging technology as it relates to what the customers want to buy, not necessarily what we currently have as a portfolio. tuition, and then in the last part, I'm going to talk through some practical examples of what that means in terms of a culture change, because there's quite a significant change from what we've been used to as enterprise architects engaging on large scale transformations to the level of agility and speed that is required and demanded by business now as they engage on digital transformation. ac mae'r ystyried yn ymddi'r cyflawn. Yn 2015, rydyn ni'n 7 ymddir i'r spin-out yng Nghymru, mae'r hynny'n gyflawni ar gyfer mae'r cyflawni wedi'i gweithio gyda'r cyflawni CSE a rydyn ni'n hynny'n gyflawni'r spin-out yn 2015. Mae'r cyflawni'r cyflawni, 42 ariol yn yr ysgol, fel y gallai ysgolwyr, Senybail, Caerdaf, ac yw Westford, Mae'r Cyflawni, ac mae'n cyflawni ar gyfer yw Lleic. Crossing, if you don't know, is a teams-type product that is used for teamwork. Interestingly, as I joined as the CTO, my job was to go pitch to venture capitalists, to get additional funding as the CTO. I was also the VP of engineering, so as I arrived, I tried to understand the architecture behind the product we were building. As I went to see the product owner and the senior developers, they actually said to me, we don't actually have any documentation. You will have to read the code to find out what we're building as a product. Which I was just flabbergasted by because I'm used to at least the big picture diagram. Now, in the toolset we were using, which was at Lassian, a product called Jira for managing tasks and issues. There's also a wiki part called Confluence. In the Confluence website, so think about this as a Wikipedia page, I did actually find a diagram. It was by FrogDesign, so FrogDesign was the agency that was originally used to design the product. It was a business model canvas by any name. It didn't look like a BMC that I recognised, but it actually covered all the attributes. The short story to that is that the architecture artefacts had got lost between the original design of the product and what the developers were building. There was no longer an association strictly between what was originally designed as the problem that was being solved and what the product was actually being built. They took me some time to recover that. Now, scaled forward to about a month ago, 27th March. I was in Manila at the Association of Enterprise Architects, an open group forum where architects get together in Manila in the Philippines. I shout out to that whole association of enterprise architects and they get together. It was more by happenstance than by design that I was at the open group conference. I had planned to go visit a delivery organisation that's based out of Manila. We have 6,000 people. I have two locations in Manila that are working on various solutions and projects. I wanted to go meet them as it related to digital skills. The war on talent from Deloitte refers. How do we better access delivery organisations, not in the traditional cheaper skills offshore, but how do we leverage talent that we've got offshore to work on digital transformation projects? I turned up at this Association of Enterprise Architects hoping to do a quick 30 minute pitch and they disappear off to talk to the delivery group. I spent two days at the open group, Architects Conference, because it was all about this issue about how do you move to an agile architecture approach in a world that is moving so quickly that the traditional approaches around enterprise architecture don't really work. I'll cover that theme through this presentation in the three parts that I mentioned. Can you believe it's been seven years since Mark Andreessen wrote his seminal article in the Wall Street Journal around software is eating the universe. It's been seven years. It almost feels a cliche now to talk to enterprises about being software-oriented or building a software engineering function at the core of their capability. It's only about three years now since AI has had a hype and has actually been moving in heavy in the startup world. Three years ago, four years ago, if you were to talk to more startups, they were talking about photo sharing and these kind of live streaming products, if you remember, the sort of ones that were going round at the time. But now, Jensson Wang from NVIDIA has recently posted saying, well, if software was eating the universe seven years ago, AI is going to eat software. We live in this world of significant disruption driven by these key trends and investments that are going on in technical disruptors. But we all know this, right? In the enterprises, I'm just trying to go forward here, so in the enterprises we deal with, they see this every day, right? They are being disrupted by competitors and by startups who are a lot more nimble in terms of the customer experience, exploiting new kinds of technology that are available. In fact, I was in the national parks in Wyoming just a few weeks ago and everywhere I went, it said no drones, right? When did you see that kind of sign before, right? No drones allowed. We even know this from the UK. Gatwick Airport was disrupted significantly by a drone attack, let's call it. So if the enterprise is being disrupted, it's because the consumers are very much embracing this change and driving it and you don't need me to tell you that. You know this, right? So here's the story of Claire and Alex. These are future people or maybe not so future if you think about it. So Claire is a working mum.  She shops but she never visits a shop. She's always online, never really logs on, optimises her digital ratings in real time, never gets lost, drives a car but hasn't quite learned to drive yet, has three jobs tailored to her family life and rarely does house work, has a robot called John. Now I did on Black Friday by a Eufy EU FY, I'm not advertising it, I'm just telling you, vacuum cleaner and it does the vacuuming pretty well. I mean it docks itself, charges itself up, it's on the ground floor, it's not all done yet. It's one of the things that will move on the first floor but this kind of stuff exists. My son is 26, he lives in London, went to university in London, decided to work in London, he's a data scientist as it happens and he does not have a car. In fact he hasn't learnt to drive because he's betting that by 2023 or something he's got a day worked out there will be cars that will be autonomous so why does he have to spend all this money learning to drive? I wish he would learn to drive though because on long journeys to New Castle it's dad who has to do the driving. Now here's Alex, just started work after university, absolutely loves his job. He's a maintenance engineer for a large manufacturer, he's got a smart watch that allows him to navigate to different facilities, a tablet that displays his schedule and work orders, smart glasses that provide machine instructions, we're doing some work there with real headsets, real wear headsets as well as HoloLens, HoloLens 2 coming out soon, smart glasses that display those instructions but with videos and voice command integrated, with an expert AI coach on demand if he doesn't really understand how to do something and he operates like a seasoned pro, he's only been working for two weeks. How far off do we really think this is? I was with Microsoft in Redmond last week and almost every single one of these scenarios was demonstrated, not as theory but as real use cases with customers. So this technology exists, now these GenZ, yes not millennials, GenZ coming into the workforce have significant expectations of what work is going to be like as they move in, trying to move forward. So we're in this third wave of innovation, it's the post cloud intelligence and automation wave, I'm not going to go into detail in here, the main thing you should notice is there's many more things on the right than there were on the left and even on the right, if you just pick line number four, IoT sensors, 3D printing at serverless are probably four distinct, in fact they are four distinct topics, we just didn't have it in the room on the right hand side. The other thing is that the technologies on the left matured probably together or if not together were implemented in large scale programs, what's happening on the right is these technologies are maturing at different rates and are being tested at different rates and are significantly impacting existing enterprises. Now it's difficult to keep abreast of all of these technologies let alone understand how to implement them. More importantly, if I can go right here, here we go, what we've seen is disruption in existing technologies including my own industry IT services, so who would have thought Amazon would be a 20 billion dollar cloud services provider, it was a bookstore, would it have disrupted the HP public cloud that we originally invested in and HP are no longer in the public cloud business, so IT services and telecoms were the first major industries that were disrupted. Disrupted in the bottom half of this diagram actually means disintermediated or replaced by somebody else, so telco was disrupted in terms of over the top providers so we're probably all using WhatsApp or various applications today rather than using SMS text messages, but we also see this with Uber taxis, with Airbnb that was mentioned earlier on and so on and so forth. What's important in this diagram is that there's been little disruption above the line up to now in aerospace, defence, in healthcare, in accounting, in law and I'll just bring this back to my son, he was actually interesting becoming an actuary, so he did a chemical engineering degree at Imperial College, I think he should have gone and worked for Johan in Shell, but decided he wanted to be an actuary and after three interviews in loads of London they convinced him not to become an actuary but to become a data scientist because their view is over time actuary work will be automated, some of that risk management and so you can see now where data and AI is starting to augment the professions in the top half of this diagram, so this is where now traditional enterprises that we've worked with, aerospace manufacturers, defence manufacturers, engine manufacturers, et cetera and are really interested in how technology is going to impact their enterprise and all of them are looking to aspire to provide simpler, more relevant customer experiences, be leaders for innovation and operate digital first organisational systems but there's some significant challenges as they try and do that because I'll pick an engine manufacturer, an aircraft, an aeroplane engine manufacturer like Rolls Royce, who's one of our customers, the link through to the real customer is somewhat distant because the engine is put on to an airframe that is sold to a, that is manufactured into an aeroplane sold to a leasing company that is used by an operator like Singapore Airlines or British Airways, so there's some distance between the engine and the actual real consumer who is Sukigill sound seat 20A, if I could get a window seat and consuming the service but to bring this to life for Rolls Royce you have to tell the story in the eyes of the real consumer of the service, right, the real citizen or the consumer who's going to use the service, so the story I tell typically about this is imagine that if I'm in an aircraft flying to Dublin and the pilot comes on and says thank you for boarding on time there is actually a fault with the engine we don't know when it's going to be fixed but thanks for boarding on time that's a frustrated consumer citizen but if the message was something like thanks for boarding on time there was a fault with the engine but we diagnosed it inbound there was a Rolls Royce engineer waiting to fix it has been fixed on time we're doing the final test we're going to take off on time that's a happy consumer now for that experience though from me it should be invisible but for Rolls Royce to enable that is all data driven now they do sell flying hours or thrust you know power by the hour is the sort of service architecture Rolls Royce and they have a part of their business which is called Rolls Royce data labs which is very much focused on data strategy as Johann talked earlier on in the oil industry equivalent and we find that that's all because they're trying to really understand how to provide this full-in to end service and customer experience but once they really understand the data in their enterprise it also leads to business model innovation some of this enabled through platforms but ultimately to monetise the data now in that particular example you really do get into arguments about who owns the data is the data actually owned by Rolls Royce is it owned by the leasing company is it owned by the airframe company is it owned by the operator is it in fact owned by the airport who connects to that airplane to provide maintenance services when the plane actually docks for oil for petroleum etc and that data becomes a really valuable asset as we move forward so in summary we when we talk to business customers and enterprise it find that in the middle circle here a lot of the conversations are around customer experience process transformation and business model innovation no longer are these conversations starting from the premise of how do I reduce cost but how do I provide the business agility that I need to to my enterprise and to my C suite to enable them to really look at how they want to drive the the enterprise forward and on the left hand side the three truths I've already covered that digital consumers will drive this they're waiting for next adoption in fact on the open group slide I saw a picture of a bridge and I quickly was looking in my app in my on my phone for an app that would tell me what the bridge was now there was a colleague sat next to me who said that's hot hipney bridge but you know I was I was a consumer as a consumer I wanted outhand something that would identify that bridge so I could go and have a look at it tonight and so the consumers are really in control they're defining the next move they have a voracious appetite for a kind of capability platforms are what are really disrupting these value chains and clearly we know of you know in terms of market capitalisation some of the biggest companies are platform companies that exist today but the winners in terms of enterprises will be those who exploit those platform effects you do need to think about your own platform but exploiting those existing platforms becomes key now I'll come on to this piece around economic value add and return on vested capital through the next diagram because this build is important now traditionally as DXC technology we have mostly engaged with enterprise IT and enterprise IT still has a habit of looking at how to reduce cost first before they look at how to enable business and typically that's because they're driven under the CF organisation in terms of a cost to the business rather than a true enablement but when you go talk to the business the business is looking for these things in the middle business model innovation customer experience process transformation now if you though look at the middle circle here digital core and you treat that digital core as your digital platform as the platform that you will build to enable those three things on the outer edges the business model customer experience and process transformation what you'll find is that digital core will enable and I'll come on to explain what that is will enable those but as a minimum it will reduce the marginal cost of operating a business now which CEO is not interested in reducing the cost of operating the business in fact when we start talking to most C suite executives and we look at the KPIs there's something in there about free cash flow around cost of operating the business that is always in the top level KPIs so this diagram talks to the the fact that done right modernising your digital core your IT and your way of doing IT on your existing platforms today can reduce the marginal cost of your business but if it's done right it could also enable new value streams so this is the world of microservices and APIs which says if I can improve the cost of operating the business in a way that is driven by an enterprise architecture approach it will also unlock the new value streams but you can't do this in a big bang you have to do this in a very iterative way a continuous process of introducing exploiting digital platforms and the example that Johan gave earlier on around the work at Shell around introducing that sort of platform separating the applications from the data to enable new applications to be built to that new interface was a good example of that so just trying to move this on okay in that middle of that diagram the digital core you can't Google digital core and buy or there isn't a skew or or a product that you can go buy call the digital core but it was is used significantly in many consulting type presentations around build your digital core so what does it mean so in our view this means your existing applications delivered in a agile way to provide new experiences it means automate everything in a software defined everything where and it means enabling the enterprise through hybrid cloud so you know adopting cloud as the default not necessarily as an infrastructure service but as a system of innovation a system of engagement managing enterprise risk in a connected world empowering workforces with invisible it and thriving on enterprise data and analytics all topics that were covered in the Deloitte presentation so nothing new there but here's the piece that's missing that is probably most important there's a different way of doing it that is really important here and I'll come on to that as a real problem that is faced as enterprises move forward okay sorry struggling to move slide on you could just page on see if you can move the slide on please it's flashing red here so I don't know why it's not receiving can you page forward thank you so start from the inside out though this is the danger as enterprise architects we're very familiar with the existing applications the existing infrastructure the existing data assets while we need to understand all of the disruptions that are going around we need to start from the outside in from the value chain and from the KPIs the business care about so when you go speak to somebody at Rolls Royce that's in IT they probably will talk to you about end-of-life issues on network switches in the data centre but when you go talk to somebody in the factory that is building engines they'll talk to you about the speed of building fan blades to process the number of engines they need to build for the backorder of airplanes and so the language and the Babelfish role of enterprise architects is to talk that language on the outside of this this circle in the middle which is typically the process language and which is typically the language of the business in the factory as it relates to this example and use that language to say what is the problem that we can help you with quantify the problem in the language and then as Babelfish so this is the enterprise architects ability to speak both business language and then turn inwards and then speak the language inside of systems of insight systems of engagement the automation the continuous delivery and orchestrate the assets now in traditional approach around enterprise architecture I have to say that we we tend to produce volumes of content before we produce anything tangible and if you go speak to somebody in the factory and say I've got an idea about how to improve the number of fan blades the first thing they're going to say is what is that idea and can you show me something not can you show me a lot of documentation a lot of diagrams can you show me a demonstration of what you're proposing and so as we typically engage with business customers in the language they speak about we try and visualize and this is my first set of recommendations visualize the value chain and KPI so we use story boards of that customer experience I give you one of the Rolls-Royce sort of engine and the customer impact and we try to understand the velocity through that value chain so how long does it take for a design from the design of an engine to move quickly through the process to impact the actual manufacture of an engine and then what does that mean in terms of maintenance repair and overhaul so the value chain from design through to engineering through to fitting on to an airframe through to maintenance repair and overhaul understand that value chain end to end of the velocity through it turn this business value framework that I'm describing above into a KPI dashboard and very quickly using data and analytics try to get to a understanding of the KPI how many fan blades per day what is it today and what does it need to look like what then are the technology disruptors or the business disruptors that will enable that can I envision a concept or an idea that would help improve that that I could show you quickly and understand the stakeholders appetite for risk and ambition and what we're finding is rarely do we have a business customer who says no to an idea about how you will improve their KPIs if you get down to the operational KPIs the business KPIs and you can actually say things like I'll do this risk free I'm sorry I'll do this at no cost if you don't like what I propose then you don't need to buy anything right and this is mostly because my group is actually trying to truly understand next slide truly understand and this is now switching to sort of the second part try to understand what customers want to buy and what we should be building as DXC technology so we use this framework I'm going to go through this really quickly we use business value frameworks for every industry 22 industries that we work in we create these executive financial operational KPIs we try and understand the business strategies and we understand which accounts in DXC a map to these industry segments so we can work out what the business challenges are then we look at the industry disruption as well as the technology disruption in these innovation agenda road maps we create a road map unconstrained to our current offerings and our current delivery capability that we have on that account to really understand what we should be focused on and then based on client risk and appetite for a solving that problem we propose a solution and then we rapidly build it so this is my 2015 experience of startup brought into the enterprise to say we need to start behaving like a lean start-up within DXC technology and we need to rapidly build products the thing is we we can't switch to do one-offs right so one of the things we've done over the last two years is we've managed to consolidate multiple portfolios into a sort of standard portfolio and we've got a cost under control the challenge would be if we did one of a kind for every customer that wanted something novel done we would end up doing the cost would go out of the room so what we do is across multiple sectors like aerospace and defence we analyse where the sweet spot is for us to play and the way we do that is using these artifacts these are not typical enterprise architecture artifacts but things we do so we use wardley mapping anybody here familiar with wardley mapping okay thank you so Simon wardley happens to work for DXC technology sort of works for DXC technology I think he is one of those evangelists out on the road talking a lot about this road mapping technique which he has donated I mean it's available for free to use he just hopes people will make it better we've heard today about pioneer settlers town planners maybe not that language but you know the concept of pioneers are good people they do good work they're different to settlers who are also good people who work in a different domain who are different to town planners now in the value chain on the left hand side we as DXC need to move from low value to high value so closer to the user needs so you can see anchoring the user needs in the top left here and we want to be left of commodity commodity is low margin competitive landscape we want to be in the custom built a product and why we want to be in that space is we want to move things that are custom to products that are going to be required by multiple customers of DXC so we use this framework a lot if I did somebody in my one of my industry chief technologies all enterprise architects comes to me and says I've got an idea for something we should do in manufacturing I'll say to him can you show me the worldly map how did you work this out now this is us is an art as much as a science and it's a it's a way of having a conversation about where we should play now once they've done that they convince me that we need to do something like a converged plant infrastructure for industrial IOT and consumer IT I would take I would move then to say well now show me the business model canvas so the business model canvas is a technique from Alex Osterwalder you can look for a strategiser template I think there's many this was the frog design diagram that I didn't find in this format in the start up but was in the in the wiki that I ultimately did discover what did I discover I found the value proposition I found what customer segment we were trying to go to and I found roughly what custom profit we were trying to build in that product but the most important part of this initially is list of value proposition to the customer segment what are you proposing to that particular customer now we run dragons dens now we then dragons den is like shark tank for is the US equivalent so dragons den so once a month I run a circle of I invite people from academia from partners and from other parts of the business and we sit five or six of us we don't really have money in hand but we ask our chief technologist to come in and pitch their business model canvases and they say to us look suki I think we really should build this because there are seven customers if you build this once there are seven of the customers who will be really interested in taking this as a service so we use this internally a lot and I am now actually betting money on particular scenarios this one included for real products to go to market now the interesting thing is this sort of exists in DXC but it doesn't exist as a go to market proposition it exists a whole bunch of reference architectures so we do have like a CRM block I'm looking at the bottom part this diagram we have CRM blocks we have technology platform blocks we have scheduling and forecasting blocks you know the traveling salesman algorithm applies we have only location blocks we have smart technician blocks they're not been aggregated into a field workforce compound at the same time I also have these data exploitation blocks like data acquisition analysis and so on imagine though the enterprise architects could pull this together and give this to a scrum team which says here are the assets in the organisation that already exists that need to be pulled together to be delivered and so this is where we're having some real success in using enterprise architects outside in looking at the real business problem what needs to be solved looking across the industry and narrowing in on a focus and then looking internally and saying it's okay this stuff exists it just happens to be in a project that we delivered in the Middle East or it happens to be in this hospital solution over here and what we need to do is refactor the components and re-orchestrate them into new value propositions so that's a lot of the work going on inside DXC so use mapping techniques to determine where to place bets Worldly Maps is one example there are many others validate ideas using a business model canvas we're finding real success with this it's easy to fill in and then lastly use a solution canvas to provide architecture context otherwise you will get lots of technical debt you will have dev teams who will go build stuff that already exists last piece the biggest problem though with all of this is the culture shift that needs to take place this is work from leading edge forum within DXC called the 21st century enterprise and it talks about multiple dimensions of change for new organisational thinking of culture Deloitte covered this briefly what we find is that understanding how we're going to work differently on the left hand side three dimensions how we're going to design differently how we're going to use platforms in the middle differently and how we're going to rapidly build things experiment fail fast trial things out becomes a new set of capabilities that we need in our delivery centres worldwide and also onshore close to the client so we're having to shift from this take orders for things we can deliver offshore to be much closer to the client to understand the problem we need to solve and how we can design that experience or that process transformation and then leverage skills offshore to do this in the middle part cloud analytics mobility and security are just like the basics if you can't navigate those you will be lost those are the table stakes but but having partners who really understand some of the other dimensions so actually within DXC we've got a set of labs that do the things above but we also rely heavily on partners which is why I was in Redmond next week and then on the right hand side if you thought you had a lot of partners to navigate as architects or IT enterprise you haven't seen anything yet you're going to end up working with a lot more smaller niche players and startups and ISVs to navigate the landscape so I'll move oh by the way don't just try and copy and I'm going to say it you're going to curse me afterwards scaled agile framework or the Spotify model or somebody else's that's merely cargo coating somebody else's culture take those as inputs and apply them to yourself and I would say that when when I get asked this question I always go back to the agile manifesto and say start here clearly Spotify in terms of tribes guilds and so on might be useful to you or the scaled agile framework which is also called the revenge of the PMO by the way if you want to google that right so those may be applicable but you have to apply them in the context of your particular enterprise so my last recommendations in this space are it's a major culture shift this way of working this speed this is a quote from somebody at Netflix so guardrails not gates context not control openly transparent about everything loosely coupled about highly aligned but these can only work if they complement your culture the design and architecture of your systems effectively mirrors the design and architecture of your organization and Deloitte covered that earlier on develop and invest in digital skills capabilities technologies think big execute small fail early turn ideas into fast prototypes and iterate this is the hardest thing that I found to try and shift within an enterprise they just don't like to fail at all at anything and they don't know how to do things at speed and at small scale fast so that's my talk today and I know I'm over time so you know if you do do this in a structured way you will find that not only can you reduce the cost of operating the business so that digital core will help provide that business agility and value but it will also enable these high level things that the business cares about process efficiency better customer experiences and business model innovation okay thank you so you talked of staying left of commodity in other words finding some products that multiple customers in an industry might might utilize um how do you see the role of leveraging standards to it to help achieve that so I thought the example from Johan was excellent right so the innovation isn't at the data lake level or at the you know aggregated data level it's actually how you use that above the line so I actually think where you need communities coming together in a consistent approach around data standards an example or even although I dissed it a little bit scaled it up framework those standards actually are relevant and applicable in helping people learn from learn lessons right learn from others people's uh if people moving ahead of them and laying those out as repeatable ways of working um uh let's see uh how would an agile approach for applications and digital experience be delivered in cases where organisations have legacy system and assets in their digital core very good so and I'm going to pick an example here so when I was talking to somebody in Rosroy's IT and this specifically said but sookie you don't understand I'm not getting enough money for modernising the network switches in the data centre I said but when the cash flow problem is the thing that matters to the CEO you need to combine this end of life problem with a problem that matters to the business which is building more engines building more fan blades so one of the things we find is that the IT is somewhat disconnected to the real challenges the business is facing over here and the role of an enterprise architect can join the two together what an enterprise architect can say is look to deliver the outcome which is more fan blades faster build of engines here are the systems that need to be improved processes to some extent the more traditional enterprise architecture and this then is the portfolio of projects that are required and there is some risk in the network level that will impact to the build out of the switches that needs to be pulled together as part of the overall programme trying to disconnect the data centre and the network from the real challenge the business is facing is what leads to these disconnected requests for money great answer thank you you started examples in manufacturing have you worked with customers all the way to the shop floor is OT different to IT yep so I can't name the customer but we are currently working on a smart factory project for a customer and the target there was the factory manager so we engage with a factory manager one of the challenges the factory had was on something called OEE it's a KPI a metric which is operational equipment effectiveness so the uptime of the machines in the factory impacts the build of product through the factory and what we found was the operational equipment effectiveness of a particular factory was way below the standard that would allow that factory to bid for future work there's now a standard emerging which says this is the kind of productivity we expect in plants to deliver this kind of capability so we looked at that threat and risk that that factory had and we proposed that by instrumenting some of the factories in the operational technology domain and getting access to that data in the IT domain we could improve the uptime of the machines and so that project was sold not to IT but sold to the business but we had to engage with IT because of the security of the data coming from the OT side to the IT side and so this is where I think engaging with the business working out specific projects and by the way that has turned into a portfolio engagement for us because we're having now this conversation in multiple factories and I'm picking manufacturing just as a theme here but that isn't the only industry we work with but then but that particular case that's the challenge there's many experiments in IoT and in operational technology space but not many have actually resulted in the true business benefit that is needs to be realised so we'll leave it there thank you very much