What's the word, y'all? To go out like this two years in a row is kinda sad. I can't even lie to you. Here I am, feeling good at the Boston versus Philly just because it was a good game, not because of the outcome, but because it ended up being a good game. Like, all right, let's see what KD and Devon Booker got in the tank, because as of right now, that's what the team is. And they both gave us stinkers. I don't know what they ended up with. I couldn't start filming this video, I have time. I gave them a little bit more of a benefit of the doubt. I ain't looking at the box score. They did not have good games. That's what the series had been though. Devon Booker shoots 75% from the field and KD also give you 28, you win in those games. But if he struggles, if Kevin struggles or Devon struggles, what are we gonna do? And what they're gonna do is get blown out on their home court again in the playoffs series. We'll come back to the sons. I wanna get all of my praise to the different nuggets because as of right now, they've looked like the most complete team in the playoffs from the offensive side to the defensive side. They had to figure it out. Coach Michael Malone gets his guys to the conference finals again. And we might even get a 2020 NBA conference finals rematch with the Lakers being one game away. They still gotta beat the Warriors, but we might get a rematch here. And I think now they're better equipped to potentially make the long run. Every time I was appearing on someone else's show and they were asking me about the Western Conference, I picked the sons because I trusted Kevin and Devon. And I was like, oh, that depth thing. Yeah, it's a concern. But with Kevin and Devon or Rockin', it's not gonna be a lot of teams that can stop them. And that held to be true. But if they're not Rockin', then it's like crazy. The losing Chris Paul sucked. Deondre Aiden, I plan his game sucked. But those two players, as much as we love Chris Paul on this channel, that wasn't gonna, you know what I'm saying? It felt like even though we had the two games where the sons ended up winning, this was a series for the Denver Nuggets to win. And I made a tweet about this a few days ago. This was when Yokechette is 50-piece in that loss. I mentioned on this channel after the Bucks got eliminated. I still think Yonus is the best in the world. But there's a lot of conversation about who's the best in the world when the best in the world fails. Understandably. Did he fail? Did he fail? You ask Yonus, that's a no. And I don't know how you could be watching these games and watching what Nikola Yokechette has been doing and not saying that if he ain't number one, he ain't no further than three. Because the defense thing is what everybody pointed to as his biggest downside.  This series right here was supposed to be the moment where he was going to get exposed, right? High pick and roll with Chris Paul. He's one of the best pick and roll players of all time. Yeah, he's 76 years old and not as good as he was at least two years ago. Kevin Durant and Devin Booker. Now again, Kevin Durant and Devin Booker did get they stuff off parts of this season or the series. But there was no exposing of Nikola Yokech on the defensive side. There wasn't a single moment where I watched this series where I thought to myself, Yokechette feels outmatched when he's playing defense that didn't exist. So now you add a net with his offensive toolbox. How can we not say he not top three? And if Yana say one, and we say Yana say one because he was a one seed and got eliminated, fair. I'm doing Yokechette is the one. But no matter what, no matter who they go against in that next round, they gonna have to figure some more things out because both of those teams have the different things. If I had to guess which team the nuggets match up best with, it might be the Lakers, yo. And I noticed crazy because the Lakers have been taking care of business and have not lost the home game yet as I'm recording this video. But again, I'm thinking about last year in the playoffs with Steph Curry and them boys did the exposing of Yokech and maybe that still can be the case because Steph Curry is such a nasty player. I don't know, we speaking too ahead of let's focus on this game in this series. Every time a team gets eliminated from the playoffs or fails, again, I'm putting that in quotation marks here. The interpretation of failure is all over the place at this point in time of sports, you know what I'm saying? Actually, this team failed. Simple as that. Can they bounce back? Absolutely yes, but I'm gonna say this team failed. You traded for one of the greatest of all time in the middle of the season and you got eliminated in the second round. I call that a failure. Every time we see a team be disappointing or fail, we always try to figure, okay, what is next? And what's next for the Phoenix Suns feels very obvious. Right now as I'm recording this video, but it might end up being way more complicated once we get to that pathway this off season. Chris Paul is 37, I'm just gonna keep saying different numbers. 38 years old at this point and we have not seen a year in the last, what feels like seven where his body didn't give out on him in the middle of a playoff run. I don't know how you can bring him back and say, okay, he's part of our initial core when it's failed you, the Phoenix Suns year after year in these last couple. Two was DeAndre Aden. There's no way around it coming into the season. We know there was some things between him and Manny Williams. He got the offer sheet from the Indiana Pacers. He was ready to pack his bags. They match it or whatever, but it felt like after last year, after last year, his time when the Suns was over, he thugged it out. They thugged it out. They got through the season, but it wasn't without his turmoil where even in this series alone, the team was winning. Jock Lendell came off the bench and gave a ton of energy. And instead of celebrating because the Suns were winning the game, he was neglected to give high-fives to his teammates. He was around pouting, pouting. He don't do post-game interviews like those are the type of things that me personally, I don't like. Because yeah, of course, you wanna play the game of basketball because that's what you get paid to do. And of course, because you're passionate about things, you should be able to put those things to the side with the idea of the team's success and think, all right, next game, I got it there. They had Jock Lendell today and shout out to Jock Lendell, he helped us win, but now it's my time to do the thing. And he said that in his post, right? He said, all right, you know what I'm saying? I gotta do what I gotta do. Never came, never happened. He started off the last game with like three offensive boards and then he dunked the ball. We like, yeah, that's what we've been waiting for. Instead of that little finger roll from a seven foot one guy it never stood to that point. And then today we found out he's not playing. Okay, no big deal. I mean, well, yes, big deal, but no big deal because his on-off numbers between him and Jock Lendell, Jock Lendell was the better big in this series. So, okay, whatever. They down by 30 points going into halftime. They show him as he walked into the tunnel, he's got a grin on his face. I don't care what anybody said. Your team is in a win or go home game. They're down by 30 and you're smiling. You're ear to ear with it? Like that rubs me the wrong way. And I'm not even a fan of the team. I'm not one of his teammates. I'm not on the coaching staff. I'm a neutral fan watching this pitch that he's smiling because they down by 30. Where's the competitive juices? Where are they? So you think that Chris Paul's got to be out of the door? I don't know what that looked like. What team are interested in the Chris Paul if he showcases year after year that he can't stay healthy in the playoffs? What team can convince themselves that Deandra Aiden is worth trade a fork considering he's got paid max money and he was, I wouldn't say I'm playable. That's a stretch, but Jock Lendell, the undrafted dude in his draft class, played better than that. So what do they do? What teams take on some of these contracts? And it's not just about taking on the contracts anymore. It's about building a team, you know? Cause yeah, if we just want to do a contract dump, a lot of teams be interested in that, but like, how do we, after what we saw this season, how can we build a team with these two pieces and get better for next year? And that's tough. That's going to be tough. And I don't envy the people in charge. I think Monty Williams got outcoats in the series, but he also was running with Kevin and Devin and a Landry Shamit game here. So I don't, I don't know. I know some people are calling for Monty Williams. I can't, I can't say that just yet. You know what I'm saying? Either way, uh, Coach Michael Malone is back in the conference finals. Nikola Yoko is back in the conference finals. And it's the coolest story considering Michael Porter Jr. and Jamal Murray being back for basically the first time and immediately they get a little shot to the conference finals. This is a duh. Let's talk about the other game. Let's talk about the first game. That was the, that was the fun game of the night. You know what I'm saying? And then they start off that way. It did not start off that way. I thought this was about to be a blowout and I was ready to talk about it. And then the comeback came. And again, I'm watching this as a neutral fan. And this, this is what I felt when it was over. If I am a Philly fan, I'm so sad right now. You live to see another day there. It's going to be a game seven. And it's going to be a Boston if you prove and that you can win their boss. You've done it a few times now. But this was a, the recipe for a game you win 85% of the time. And unfortunately this ended up being in that 15% where you ended up losing. Jason Tatum off scoring the ball wise. Didn't do anything for three quarters. Turned it on the fore, shout out to JT. There was going to be a ton of conversation. I mean, there's still a ton of conversations around his name right now. But those are kind of hushed now that they ended up winning that game. He took over in that fourth quarter. But you get a bad game from him. A bad shooting night for the Boston Celtics. And you can't close it out. Again, you were in the hole for a lot of this game. So you made your own comeback. But once it ended up being 0-0 where it was a tie game with however many minutes left.  And I fear for y'all's sake, talking to the Philly fans, that this was the one that got away that might cost you a finals appearance. That last seven minutes of the game six might have caused you a finals appearance. The first finals appearance in 20 plus years. I'm not writing off Jimmy Butler. I'm not even writing off the Knicks against Jimmy Butler just yet. But it feels like the winner of this series, this bottom half of the bracket is going to be the team that wins the conference. So for you to be right there, a lot of momentum in your home court and not be able to close it out. I don't know what to say, man. And you know what? I was feeling good in the middle of that run. I'm like, okay, is Doc about to do it?  Is he about to not blow a series and make it to the conference finals? Well, here we are going into a game seven. And again, in the game seven, anything can happen. You got Joel Labeen, who's the MVP of the league this season. You got James Harder, who just had two 40 pieces in this series. You got Tobias Harris, who they needed to show up today. And I'm not even mad at Tobias Harris as his series altogether. I think he's been fine. I think he had a lot of great hustle and defensive moments in game five that like makes it okay if he's struggling or things like that. But tonight, nonexistent in 40 minutes, maybe? Like he played a ton of minutes and was kind of nonexistent all over the court, which is not what you want from a dude that you're paying $30 million to. It's not what you want from a dude that, it's kind of murky, but you can say that there is a decision to be made, Jimmy Butler and Tobias Harris. And you went one way and the other dude went the other. It's not great. And I won't say most must win because they have another chance. But like in a game that was right there for the taken, you let it slip through your fingers. And if you do not win game seven, you're gonna look back on that game and Philly history. You know what I'm saying? Not just for the next two, three years, but like in Philly history, you're gonna look through that moment and be like, we had it, bro. Harden has been such a rollercoaster this series where you got the two 40 pieces. You got the two duds in between. You got the last game where he wasn't elite elite, but he was good. And then you got another game where like there's stretches of this game where he looked great. Like the third quarter, he was getting into the free throw line. He was drawing his fouls. He was hitting his shots. And then the fourth quarter came around. I don't know if the brother scored in the fourth quarter. And I'm sure he played 12 minutes or close to it. You know, and those are the moments where you need him. Like he was crucial for that run that brought them back into the game. But when it was right there for the taken, I mean, again, it's crazy. So I mean, the seas, boy, I won't say lucked out because your superstar player started to play. This is actually something I've never seen before from a guy of his Jason Tatum's caliber. And again, I know there's conversation around JT right now after the finals last year, going into the season in this series about who he is as a player. What are we not getting into that? I'm just looking at it exactly what it is. This all NBA player, Jason Tatum. I don't know if I've seen a guy that makes all NBA based on his offense and the based on his ability to score be stinky from the field. And was it the first court and back to back games? He didn't get a field goal. You know, I want to look into see when his first actual field goal ended up being with eight minutes left in the third quarter. He went the first 20, 28 minutes of ball and did not get a basket. That's their star player. They're all NBA player. And somehow they still won this game. That makes no sense to me, but it happened. And I don't know who I feel more confident in going into game seven. Neither of these teams have been super impressive. And I guess that's why it's been a good series because it's back and forth, back and forth. But I don't, if you ask me who's winning game seven, I'm going to say Boston just because it got home court advantage. But it's like 51% of me is feeling Boston and 49% of me is feeling Philly. Like it's nothing there. Which again, hopefully it's not a Duh game seven. I don't know. Set out to the different nuggets. We'll see what happens with the Phoenix Suns. I'm sure there's going to be a lot of conversation and stuff between as I'm recording this video and when it comes out. So we might come back to it later down the line.


I am a UX enthusiast, and I come from CA Technologies. I work as a senior UX designer over there. To begin with, I would like to introduce Mr. Jay Peters. Jay is the managing director of PARC USA, a world leading design and innovation management consulting firm, and the managing director to grow USA, a leading professional education provider in design management and design leadership. Now collectively, PARC and GROW have got a common mission, which is to empower design leaders. Jay specializes in design management, leadership, design-driven innovation, brand management, business design, design thinking, marketing, social media, and new business development. So Jay is going to talk to us about the topic managing and leading design impact. Over to you, Jay. First of all, thank you for joining me here this morning. I'm quite excited for my first visit to India. So thank you for being here. And thank you to Ranjit and Bapu and the UX staff for inviting me to this wonderful conference. I'm going to spend the next 30 minutes or so speaking to you about this, leading and managing design impact. And for me, impact is a few things. One is definitely here, the business impact. So what impact does design have on the business? I think for us, what's also quite important is impact across the triple bottom line. Is anybody familiar with the term triple bottom line? Anybody? Triple bottom line. I've got one. I've got one. Wow, OK. So we've got a few. So if you don't know it, I think you should get to know it because it's becoming quite prevalent in business in general today. And I will, throughout the talk, come back and reference a little bit about the triple bottom line. So I'm going to quickly introduce who we are, who I am. What is our experience? What is our positioning on UX and design? Why is that important? And what does that look like in practice with some leading organizations that we work with? OK. So just quickly about us, I know there's a small introduction. I like to kid around that we're the most famous agency no one's ever heard of. We're actually not an agency at all. We're a management consultancy. And our mission is to empower design leaders. That's our mission. And that's our passion. And we help to empower design leaders through three services. One is our consultancy. That is PARC, where we consult clients in this area. The other is GROW, where we help educate working professionals. And we have a little event ourselves called Raymond, where we bring together design leaders from different industries to discuss different surprisingly similar challenges.  I use the word boutique. Boutique means specialized, but it also means very small. So just a team of about 15. It's a European company, about 20 years in Europe. It's been the last six years there working across Europe and just recently brought our services to the US. I say this not to impress you guys, but to impress upon you the fact that we are living and breathing every day design, design management, design leadership, UX, all the conversations you're having today, tomorrow we're having with our clients as well. And it helps us keep a really broad view of the industry and really understand what are some pressing topics, challenges, or what we like to call opportunities in the industry. So user experience. It is definitely a very prevalent and popular term right now. And where did it come from? So for us, we kind of see the evolution evolving from product design, which about 10, 15 years ago, it was all about the product. Everything was about the product, and then it shifted to the brand. Then the brand was all the focus. Everything was around the brand, how to live the brand promise. And now it is about the user. So having the user as a score focus. But of course, the brand is all around the user, all the touch points that are expressed through the brand. So user experience, as I see in this room and we know, is very, very popular. We actually have clients that are hiring like mad for user experience, but they're not exactly sure what they're doing or why. And I think that is just the reality of things in design. Design is moving fast. It's moving so fast that we're already looking of course what's next. And we see that there's a shift, general shift in business about every decade and in design it's going quicker and quicker. I won't get into what's next, but I will say if you've read the book, The Experience Economy by Pina Gilmore, it has some indications of what we think is going next. Again, referencing back to the triple bottle line that it's no longer just about experience. So invited to UX conference, we have a discussion all the time, what is UX? So I thought I'd refresh myself a little bit, so of course I go to Google and look what is UX and get some results, quite a few results. And then okay, is it UX or is it user experience? And then I get more results. So start to dig deeper and look at some images, some models, I don't know if anyone's familiar with this model, personally no offense to the author, but I would say this is what UX is not, this is not UX. This is one interpretation, there's many interpretations, but this is very much digital focused and for me it's a little bit misleading what UX is all about. So looking at some other models, I come across this one, which I happen to like, I think it's in the right direction. It looks at a couple of different elements of business and it's very quite familiar to design thinking, the design thinking lens. Is everyone familiar with design thinking, the term? I would hope so, if not make that your next conference or your next workshop you attend. Design thinking like UX is discussed every day in all kinds of environments, design environments, business environments. I think this is a pretty good indication and we're big advocates of thinking as everybody is in the industry and not to too digress too much, but for us, this is referencing design thinking which is desirable, viable, and feasible. Desirable is for the consumer or the user, viable is for the business, will it make money and feasible is technology, can it be done? For us, what's missing on this lens is a fourth lens that we call responsible. Whether that's a fourth lens or sometimes it's an overall encompassing lens and this goes back to the triple bottom line where most people can make a good design product or experience, but it's about being responsible, responsible to the environment, responsible to society. So not to digress too much on design thinking, that's a whole nother discussion, but this is a good indication of where UX might fall into and then I come across this one which I happen to like as well which we referenced the other model about putting the user in the middle. But again, this has a very much digital connotation. If you look at all the touch points around it, it's referencing design, sorry, digital elements of design. So is it the user in the middle? What happens if it's not the user that's experiencing this? What if it's the customer or the shopper? So that brings up a whole nother discussion and this is a little bit our discussion or let's say our debate that we have with our clients all the time is, is it the user? Is it the customer? Is it the shopper? Who is actually the focus of design? And then we start to see this, where is UX in the overall scheme of things? So we play a little game that we like to call find the X in design because experience is everywhere. Yes, user experience, but again, looking back before it was about brand experience. You have experience design with its own discipline. Lots and lots of types of experiences. So is it user experience? Is it customer experience? What's the bigger picture? This is the conversations we're having. Just not too long ago, we were having the conversations about design. Is it big D or little D? Not sure if you're familiar with that. Small D is just design doing as a discipline. Big D was the big discussion in the boardroom about design and strategy. Fortunately, we're not having that discussion anymore because design is all about strategy and helping the business, but it is about the experience. Where is design in the experience? So there's a couple of leading definitions out there. One that I think most of us can or should agree to is from the gentleman on the left, Don Norman, who's probably arguably, let's say, the grandfather of user experience design. He actually had a recent YouTube video that came out which he kind of put to debate the rest. And he said that, put things to rest by saying the user's experiences, the interactions with the company's services and its products. He never intended it for it to be just digital. It was for all the different experiences across the journey from a customer or user standpoint. Don Norman is arguably the godfather, the grandfather of user experience. And it's still a discussion today. I mean, he made this definition quite some time ago at his days at Apple and it's still coming back to him saying, what is user experience? So we will have this discussion likely for the next three days and to Bob, who's point, it will probably still continue and after three days you might actually say, what is user experience? Hopefully that's not the case, but that's the reality of what's going on. For us, user experience is part of something bigger called customer experience. And this is a definition that I just pulled off of Wikipedia, which I love Wikipedia because that's changing all the time. It's crowdsourced, it's co-creation about what is today's definition. And basically customer service is a little bit bigger than user experience. It's all the interactions, all the experience that a user or customer will have with an organization. And this goes from logistics to sales to HR to customer service much more beyond the product or the service that they're experiencing. Regardless of whatever we want to say about this experience, I think we can hopefully agree to this, that you cannot not have an experience. Whether that's a good experience, a bad experience, a planned experience, a well-designed experience, you're going to have an experience. You're going to have an experience today over the next three days and hopefully that is a good experience. I was at a conference about two years ago now, I think, when I was trying to learn more about user experience. Went to a conference in San Francisco and it was a managing experience and it was mostly digital companies there. It was the Facebooks, the Apple, the Googles. But there was a presentation by the head of design at Airbnb which I thought was quite interesting which kind of resonated with me back to the overall customer experience and she basically said this, that 90% of the experiences for their users happen off of their website which is quite interesting and quite compelling if you think about it. Airbnb is known for this disruptive technology and this great, wonderful user experience with the interface, with the website and the app and it is quite a nice experience. That's subjective of course but I think we can all agree it's not a bad experience but what happens when you then go to your real experience and you're waiting to get to the keys for this apartment and the person's late or you show up in this place and it looks nothing like the photo. So how can they actually really start to influence and affect the overall experience of their service? And this is a little image that I just pulled as well that's just basically the future scenario of how a customer journey can experience the different touch points of Airbnb. So beyond just the digital interface beyond just the digital application, the app, the website, there's lots and lots of areas to focus on to create a better user or customer experience. This is our simple take on it about user experience. Again, it's about having that end user in the middle and all the different touch points around them of how they will interact with this product or service. Most of our clients come from manufacturing consumer goods. So typically it's the product is the main focus. So how that product is going to work for them, the packaging around it, the device delivery, et cetera. And then you have all the other touch points and we have this discussion all the time. A client like Unilever, we talk about user experience and for them the user experience is the way that somebody's holding the ice cream or the way that the ice cream crumbles or the way that the shampoo lathers or the way that the shampoo comes out of the bottle. So what is the user experience in that regard? Yes, there are some digital interfaces. There is a website, there is an app and they're doing more and more but this goes back to the discussion. Is it the user experience? Is it the customer experience? Is it the shopper experience? Who is actually the focus? Because as much as they want to have a great user experience, if they don't focus on the customer being Walmart, they probably won't get that product in the retail shelf. If they don't focus on the mom, the shopper who's maybe buying that for their son or daughter, that person might not even experience. So it sounds kind of simple and we try and take a simple approach but it actually gets very, very interesting, these discussions that we have and trying to just simplify this of how we actually look at this term and how we actually design for it. So then we talk about customer experience and it becomes much more complicated. So there's many, many touch points that a customer will have with the company of brand or service and there's a lot of brand indication and now there's a lot of data coming in. I'm sure everyone's familiar with the term Big Data. So there's a lot of data that companies are able to be informed of but what did they do with that? So there's a term Big Data, small insights. So the data's coming so fast and we have it but so what? You just need some small insights, some small nuggets that's going to help improve that experience across the touch points. Lots of touch points. We always say focus on the weakest link in the chain which are the ouch points. So where is somebody not having a good experience and where can you help create a better experience? Now as designers we only have so much control of what we can design. Again, every experience is designed but are we leading that design? Are we delivering that design? Are we just influencing it? And for example, I can tell you in a lot of organizations design is still, let's say, little peons in the corner. If you look at companies like again Unilever marketing is still king, marketing and advertising. They have the big budgets. They have hundreds of millions and design is fighting for a few millions for their budget. So design is, I'm sorry, marketing and advertising of course is part of that experience of how somebody's going to see and perceive a brand and how they're becoming aware of it but how can design influence that? So very tough discussion as well. This is a model that we try to help to simplify those discussions. Where design is going to lead? Where design is going to support? Where design might actually just influence? Just another model for you. This is coming from Forest Research who's done a lot around the topic of UX design. I think they're a good thought leader in this industry as well. And they basically say that there's a pyramid kind of referring back to the mazel hierarchy of needs. First you just have to meet needs. You have to get it right, the basics right and satisfy your customers or your users. Once you can meet those basic needs then you need to make it easy to simplify that. And then once you can make it simple you want to make it enjoyable where people actually really enjoy your product or service. So it's about just satisfying them and then giving them a little bit more to make it easy. Giving them some personalization and then finally creating some type of advocacy or some champions of your brand and that can be measured in net promoter scores. So this is something that marketing does all the time to justify the return on investment or the impact of efforts for design. So a simple model but it's not so easy to get it right. So a lot of people want to jump into the top tiers and just make something that's really amazing and enjoyable but they sometimes don't get the basic needs right. So it is a pyramid where you have to get those basic needs right before you can move on. And this is something that also needs to be managed well to make sure that the teams are delivering to certain expectations. Forrester's done a lot of research. We've done some research as well. We've come up with a little checklist that we call a checklist in consumer experience of different areas that design can either lead or support to help deliver a good customer experience. So there's lots and lots of things that design can do to deliver value. It has to be intentional choice to something that's led and managed to deliver on that. So talking about the experiences, the different levels, how they are actually received by the customer, the consumer, the user. But regardless, every experience has to be designed, whether that's something that the design community is doing, advertising is doing, sometimes the engineering, R&D is actually designing some type of experience. So with design having so much attention these days and thanks to the Apples, the Dyson's, the Googles, the Facebook, more and more companies are looking at design and seeing design as a key driver for business. There's lots of studies out there. These aren't actually recent studies. They've been updated, but a couple of leading ones are Interbrand. So Interbrand does a global ranking for the world's most recognizable brands. They just came out, I think, two weeks ago with the 2016 Top 100 and the top few are the ones that you might imagine, Coca-Cola, Apples, Google, et cetera. And there's lots of things done in Europe as well. UK, the design council, they're doing a lot of great things to start to quantify design value and how companies can average the potential value from them. So companies see design as adding value to their competition that a lot of people are making great design outputs. So the obvious reaction for a lot of business that's maybe laggards in the industry is to invest more in that. So what they do is they increase budgets. They increase the design budget or the R&D budget, but there is proof out there that it's not the size of the budget that really matters. So we see in our companies that we work with that there is no lack of ideas. In fact, that is part of the challenge. There's too many good ideas. So which ideas do you pick to bring to market successfully and be able to commercialize? So a rather recent study from Booz & Company now strategy and that says only 25% of companies are able to actually pick the right ideas and effectively commercialize them to bring on the market. 25%. So that means 75% room for improvement. In big companies, 1% can make all the difference. I can tell you for a company like Nestle who had a problem that they had over 80% failure rates in their concept development phase where they were taking ideas and developing them to go to market, 80% of those ideas that were started were not going to marketplace. 80%. So 1% improvement at a company like Nestle is billions of dollars in savings and in turn revenue on the marketplace. So a lot of companies are spending more and more on design or investing in R&D and I should say that it's not companies as well. It's actually countries. I think quite fitting here being in India, we still talk about the BRIC countries but a country like China is doubling their R&D every two years. So they want to become a global player, of course. They don't want to be the copycats of the world. They want to start producing their own innovation so they start to increase those budgets thinking that must be the right thing. More money, more manpower, must be better results. But that's not the case. Research also shows that it's not the size of the budget. It's about how things are led and managed. Very simple. Leadership and management. So for us, that's what we do. That's been our focus for 20 years at what we will continue to do is focus on the leadership and management of design and design being the big ecosystem of design, user experience, product, services, graphics, et cetera. Everything needs to be designed. Everything needs leadership which is about knowing what you want to do and management is about knowing how to get there. So for us, management and leadership, most of all the projects we do will fall into one of four buckets. Either strategy, going in the right direction, resources, the people, the structure, the staffing behind it, the management behind it, how it's actually executed or a support system, process and tools, et cetera. I always kind of kid around to our clients that we do the non-sexy side of design so designers can make sexy things. Nobody likes the design processes in tools and templates. We do and then designers are actually empowered to make great sexy things, whatever that industry is. Tennis shoes, toys, technologies, you name it, they're designing it. So we are helping them manage and lead and we're also helping not to educate working professionals in the same regards, management and leadership. We actually hear a lot from our clients, unfortunately I know there's some discussions here about education and industry education, but unfortunately most of us that have some years on us went to design school, we're not taught to be managers or leaders, we are taught to be designers as we should be.  And it's either learning by doing which hopefully they learn the right way, or it's about getting some type of formal training. So we also come in and we help develop leaders and managers and there's a little framework on top which we say are the basics or the fundamentals of managing and leading design in an organization. Fortunately today there are a lot of design schools that are starting to teach these things in academia so in the marketplace they're a lot more aware of what they need to do to perform as good managers or leaders. As you can see in our model that's quite some years ago, it was about design results or you could say impact. So having impact, positive impact which creates a value. And again value for us is the triple bottom line, it's not just money, yes you need to have profit for the company but you also need to create other value for society, for the people and for the environment. So some years ago we crafted up a little framework for some of our friends at DMI which is a leading organization in the US, Design Management Institute who coincidentally defines design management as the business of design. So very simple for them, it is about the business of design so some years ago and even now people talk about how does design add value or you could say impact to the business and this is a little framework of where design can add some value. Of course it's about profit, design can help sell more things, sell the same thing but more of them. You can sell the same thing but for more money but you can also help lower cost by designing for production or use of materials or life cycles. Design can also help for brand and creating brand equity, creating brand awareness, creating brand loyalty but I can tell you as soon as design starts talking brand to many organizations there's a little bit of tension in the room because brand is typically owned by marketeers and that's their territory so why is design talking brand because they should be designing pretty things. Design can also do things for innovation so having the right things come through the innovation pipeline, getting to market faster, creating IP power but when you talk innovation you're usually talking to R&D who owns the innovation which is usually an inside out approach not an outside in approach and then design can do things for you could say culture or society, some of the things that were termed wicked problems so traffic, pollution, homelessness so what can design do on the bigger things and interestingly enough IDEO who was basically the pioneers of design thinking now have kind of abandoned the post of design thinking saying it's out there, everyone can do it and for them they're looking at more of the wicked problems for design thinking of how they're gonna help basically solve the world problems so it's about value and most people think of value as monetary value as they should unless you're in a subsidized nonprofit or in business we have to make money to stay in business. Design value is usually about profit this is the bottom line so in business the bottom line you're either in the red or you're in the black, you're positive or you're not so there's a little model here that DMI has come out with again the Design Management Institute okay so if it's about creating value for the business it's about having all the different touch points for the experience, the user experience so unfortunately when I come into companies and we talk about good design they still reference Apple which they should but Apple is about all the different touch points and how the user experiences that brand but it's not about just being a design leader in the industry it's about being design leaders so they have great design leaders and great design managers in that organization and another company I think that you should keep an eye out for is Pepsi I think this is maybe hopefully a little bit close to home for you guys this is an Indian born native who is now running the second largest food company in the world and they are investing heavily in design so she has brought in a design leader who has empowered him to do some great things and they are scaling up they have gone from just a few designers to a few hundred designers last time I checked they had over 50 openings for designers across the world and they're trying to create more design experiences to create more equity for the company but not just for the equity of the business but also again triple bottom line I was eating breakfast the other day and I saw an article from the president of Pepsi at India and said for the next 10 years they're going to focus on the product the people and the planet so I think keep an eye for some design leaders and again triple bottom line is gonna be quite prevalent for the design community I apologize guys I didn't realize that I'm just running low on time I wanted to show you some examples around some other clients can do that over the next few days if you want to speak with me maybe just spend the last minute or two to answer any questions that you might have any questions from the group? One in the back, one in the front front one's probably a lot easier Goal, a challenge that a client will come to you with what's the sort of most common challenge that organizations have? The question was what is the typical challenge that most organizations have when they approach us and the answer is typically about very simply speaking it's about understanding and awareness of design so how we can help them to leverage designs capabilities in their organizations to create more value whether that's just business value or cross triple bottom line and as I showed in that slide about leadership it's about having strategy, the right strategy having the right culture, the right teams the right process, the right tools to deliver great design results Any example of service design that you can give? Service design, to be honest we're not so much involved in service design a lot of our companies are traditional manufacturing or consumer companies but I can tell you that they are all looking into service design and we're helping to facilitate that so if you're perhaps familiar with the business model Canvas which is a great tool to help design, deliver business they're all looking at typical services so even traditional companies that produce goods are looking at now how they can actually capture more revenues through different channels Hi, I don't have a question here like this design UX is like between like user designers and user experience guys like what basically the qualification or what criteria should user experience guys should have in terms of education and in terms of thought process Okay, I think the experience they should have well design now is becoming very focused and very disciplined specific so now you can actually go in depth and have a UX background I think that even though you might want to focus on UX my recommendation is to still have a wider perspective so not to reference too many models and metaphors but if you're familiar with something called the T shaped person this is popularized McKenzie so you want to have a deep knowledge in something so UX let's say the digital design but I would say it's very important to also have a broad understandings across the different elements of business again as you go up to leadership and management you're going to have different discussions beyond design so I think it's important that you know a little bit about marketing and ROI and logistics and HR to be able to have those discussions with your stakeholders to let's say fight for design Hi, you've spoken about design in a conservative businesses like manufacturing businesses how do you think is the best way for a conservative business to accept that they need design how do you think we should go about convincing them? That's not so easy so we have two types of clients clients that come to us because they need us which there's a burning platform and something's going wrong and that's very easy they know they need to fix something but also there's clients that want us they want to change but there's no real need to change so if there's something internally it's a lot easier to of course position design to do something and show some examples of how it helps other industries but my advice is always to start small so we say pick your battles wisely and find some quick wins so show how design can add value to the company show how design might be able to solve some problems for some experiences that users or customers are having with the brands or services Coming back to your previous answer would you say that design is more horizontal than vertical? Sorry? Would you say that design is more horizontal than vertical? I would say today yes there still is a vertical discipline which is a deep understanding but design fortunately is having a seat at the table and having these discussions with many, many different stakeholders so design is becoming more encompassed more responsible to influence and impact the organization Thank you so much probably if you have more questions we'll take it offline so probably we'll just move on to the next session All right thank you very much for your time I appreciate it


I am let's do this. I'm so excited. Where we at do the Sega which is a racetrack up here So there is a Monterey historic race weekend. It happens Friday Saturday and Sunday during Monterey car week a lot of the race cars that we've seen a lot of the classic race cars That we've seen they actually drive it on track. It's gonna be another full day. We're gonna go here We're gonna go attend the legends of the Autobahn concourse car meets So it's gonna be another great Race track, yep You have been known as the legendary RG de Vera All you're reading too much if it's on the google his name, I'm just saying but but I have driven this course. Yes Yeah, that's what I want to get you all joking aside. You you've raised cars. You've been on this course I've amateur race cars. Yes a little bit like this weekend These guys are a little bit more serious than I was yeah, but I have driven this course We have a relationship with AMG driving a cabin requires actually support their whole driving academy Yeah, and this is one of the race shots that they do a whole school around so I've been lucky enough to drive this course It's a fat top and there's a certain aspect of the actual course that's broken out. Yes Of course the course crew so you kind of make this left and you can't see the road actually really and so it just falls Forget how many stories it is. It's maybe like three or four stories or something And you just you just a you turn you point at a tree Yes, it's a sky and tree So it's like the second chief on the left or something like that because if you don't point it in the right direction You're in the dirt. Oh, how scary was that when you actually drive the first couple times? It's kind of unnerving. Yes, you don't know where you're going and not feeling on a racetrack going pretty quick is definitely like Yeah, man, this is a great course I'm glad they do these historic races during Monterey car week. Yeah, it's an opportunity to see cars in a different light Right, you know outside off the grass or off the Avenue, which is really cool We're actually in pit lane right now, which is one of the funnest things to do if you're a race car You get to see all the engine covers off you get to hear cars get fired up in tune And you just hear the cars as they're going on the racetrack off the racetrack this race car Yes That race fuel like didn't eat my coffee this morning. No, no caffeine. No caffeine. So where's your next stop one done. Yeah Yeah, I feel great enough. Yes. All right. We're gonna go legends on a autobahn next Okay, and then we're gonna hit up the Bentley house and the gun that works off the end of the day Do stop today or stops or stop stop number two. We are at legends of the autobahn It's one of multiple concourses going on during the Friday of Monterey car week So there's the quail which is more of a high-end hypercar luxury event There's the works reunion, which is Porsche event and now we're at legends of the auto So what exactly is legends of the autobahn? Well, I'm only presuming here But the autobahn being kind of the major highway in Germany just being a BMW Mercedes predominant show I think it has to do with The autobahn and the cars that are legends on that So so I think that's what makes sense why I'm seeing a lot of beamers So it is more of a genre model specific show Which is different from the other shows that we can see that had a lot more variety, right? Yeah I'm excited to take a look. So let's walk around. Yeah, let's do it. Do it stop number two done. We run it Yeah, we run it. We got we got more to see I know hard to see things to do But I did it as a golfer. I did appreciate the setting of this on the golf course. This is your gorgeous golf course Concord, right? It is it is and it almost felt like a family reunion for a lot of these Yeah, it's very much the same genre of car right across all decades. So I thought it was really great, but I'm ready for the next one Yeah, let's go. Oh the secret to I feel like getting through all these events each day It's the magic of coffee and what's cool is some of these places actually have coffee outside, so This is how we get it all done one day Over five this morning with race race the smell of race fuel got us there now. We need a little pick me up It's a little colder. Yeah, I wish I wouldn't have left my jacket at the hotel On the other side of the valley. Yeah, we're not far from it. Speaking of where are we at exactly? We are actually at another Automotive OEM activations. We're at the Bailey house today. Okay, and it's a little extra special because of A hundred years. Yeah, we've been talking about it all week. Yeah, they're hundred year anniversary It's a big year for them And I think this activation is gonna be this whole week's gonna be different. I'm even seeing it all week Showing, you know kind of old cars old race cars current model cars of the continental and even this new one This is the new flying spur. So I knew they're debuting it here. It shows a great color. It's your spirit. It's your spirit color It's like the grayish blue. It's beautiful Tell you what Arjun you get the car and I'll be your driver. Yeah, that's on camera He said it. He said it Over here, I believe you can kind of speck out your family showing different types of I think all the different Bloods that you can get all the letters that you can pick and we're doing a few things to kind of demonstrate like what you can and can't use Okay, let's go take a look. Yeah, because hey, maybe I'm gonna be getting a Bentley someday. I don't know I never know All right, so we have your exterior spirit. Yes. Yes. What about the interior? So because of the shade of blue, okay, this is the interior. I gotta go Again, I like richness in my colors and they got a match that's a rich It's like those bluish gray and this has got a rich brown. So I'm gonna go with this guy Yeah, let's roll out there The top four of day four final side of the day it's been another long Exciting day glorious day glorious day glorious is a good word. Yes, it is. Where are we at? We are actually at another house This one is the Gunther works house This is a little bit different from the Bentley that has some martin house Those are big automotive manufacturers That produce cars Gunther works is a bespoke Car builder. So they actually make custom portions Uh, they call it the $400 and it's based on a 993 Porsche 911 Now the whole car They take a old one and they pull the body off put a full carbon body on it We do the engine and the brakes and the wheels and the interior so you can actually like Custom custom custom custom spec one out down to down to everything everything everything so this is this is where This is where you are gonna. Maybe custom one out. I mean if I'm here. Yeah, you might as well Let's do it. I'm getting into Porsches this week.  So this house is a little bit even more exclusive because really they're really just Catering the clientele who are interested in the cars. It's not really about having a brand experience with Bentley or ass martin It's really like do you want to put on order in for like not the works for $400? How do you want to spend these guys love carbon fiber? If you love carbon fiber, this is your car. This is the car the seats are carbon All the floorboards carbon. They've done a rear seat delete. That's all in carbon fiber the dash is carbon fiber This car weighs quite a bit less than the factory 993 actually because they've used so much carbon on it Both for the body and the floor panels and the rear seat delete. It's insane I'll take this as a this is probably about the only thing you and I can't afford as you see Maybe we can make it office chairs. Yes. I'm into carbon fiber So we are now inside of the Gunther workhouse and I'm about to spec out my own car Mr. Blank pleasure glad to have you out today very happy to be here So I know you were thinking about doing a darker gray paint job. What were you thinking on the interior wise? I'm thinking somewhere in the family of brown beige Okay. Yeah lighter or darker I think I'm going to go with the lighter on this one because I have a darker gray So I should probably go with the lighter interior. Exactly. It's going to contrast really well What I would suggest is doing our cashmere beige against a dark gray would be fantastic I like the name of cashmere beige. So I'm going to go with it. Perfect. Well, again, welcome We're excited to have you from the family.  What a great spec, man Just specced out my own Gunther works car I don't know if they're actually gonna make it for me because I don't really have any money We still did it. We still did it. We still did it But having the experience as a customer, I'm knowing this is a customer base today It's not over in public. Very exclusive. Very exclusive. How did we get it? Well, actually the Gunther works guys debuted their 400R concept a few years ago at Monterey car week And then from there it actually went to SEMA and was in the McGuire's booth. Really? And it's actually this car right here Every car gets a name. This is solar red And we had this car in our booth not in the same spec Had different wheels had a more aggressive wing, but uh, yeah, we were really proud to have it. Awesome Man, what a day. Great day. Long day. Man started the track. Yeah, then we went over to legends. Yep, and then Bentley house and now here and now we're finishing off the Gunther works house. Specking out your own 400R Felt good. It was a fantasy. Not real, but this is what you do at Monterey car week. You go from event to event to event We're gonna have a long last two days. So we've got to get some rest. I'm ready to end this day. Yeah, all right


What's going on everyone? Sam here with late in sports cards. Ripping two boxes of 22 Panini Daenerys Optic Football Retail for Matt P. So good luck Matt. Let's get it started. Lighted up Sauce Rookie, Great Iron Kings Rookie, Kenneth Walker. Devin Lloyd Hollow Rated Rookie, Kyrie Lowe. Hollow Corey Davis and Montreal Washington. Surprise retirement from Corey Davis. Oh yeah. Lighted up Justin Herbert. That's kind of out of nowhere. Drake London Rated Rookie, Eli Manning Rising Suns, Ike McWanym Rookie, Blue Stars Mark Andrews, David Ajabo Rookie, Blue Stars Russ, Danger Russ Wilson, Blue Stars Sean Alexander, Carson Strong, Eagles Levin. George Pickens Rated Rookie, nice one there. Blue Stars Devin White, this is a Mirror White Rookie. Blue Stars Garrett Wilson, nice one there. That works. Blue Stars Rookies are always actually pretty solid pulls out of this. Kway Walker, Jerome Ford and Jeremy Rucker. Box one is done on a box too now. Jerome does get me now. Oh yeah. Oh boy. Oh boy. Blazers, Jamar Chase on the short print, nice. Crats on that one there. Matt, that'll work. Tyler Gordon, Kenan Allen Hollow, Blue Stars Drew Brees, Bruce Smith Retro Series for the Bills, Lucene Wondale Robinson, Eddie Jackson, Blue Stars, Blue Stars of Brian Robinson Jr., Brock Purdy Rookie, there's Kenny Pickett, lighted up, Demario Davis, Blue Stars, Hollow C.D. Lamb and Jordan Davis Rookie, Shreya Anderson Rated Rookie, My House Cooper Cup, Blue Stars, Evan Neal, Delish Jones, and last pack here, Matt, Blue Stars of Brandon Cooks. I'll do it for your break there, Matt. Pretty solid. Had the Blazers. That was awesome. I'll get them right out to you, buddy. Thanks again.


And now to Tarawa State, where the Gaffanau Darius Ishakou says his administration is poised to grant autonomy to the state's legislative staff and judicial staff union of Nigeria, Jucern. Any time negotiations are completed. Speaking at a swearing in of the new Grand Cardi of the State Sharia Court of Appeal, Gaffanau Ishakou explained that he was never opposed to financial autonomy for judicial staff, as well as that of the legislature. Gaffanau Ishakou says separation of powers and rule of law are important ingredients of good governance. The governor says he sees nothing wrong with the demands of local government workers and state judiciary staff seeking financial autonomy. Swearing in the new act in Grand Cardi of the State Sharia Court of Appeal, Shaibu Ahmed at the government house Jalingo, Gaffanau Ishakou expressed his comfort for industrial actions and back to power by Jucern, noting that it almost puts innocent citizens at the receiving end. Not opposed to judicial and legislative autonomy. Rather, I believe that financially independence for judiciary and the legislature is essential for a strong democracy. Therefore, we shall not hesitate to join other states of the federation in implementing the financial autonomy of both arms of government. Let me also reassure the judiciary of our determination to maintain and expand on the existing synergy to provide better justice to the common man. Ishakou charged the new Grand Cardi to work to the best of his ability, advising him to uphold the sanctity of his oath for justice to be dispensed to the common man. I employed the bar and the bench to imbibe the virtues of equity, moral uprightness, and fairness so that justice can be delivered to the masses in an effective, efficient, and timely manner. So help me God. The state's chief judge, Finnebos Andetor, administered the years of office and allegiance on the new act in Grand Cardi of the state's Sharia Court of Appeal, and a minute silence was observed for the late Grand Cardi Ahmed Bosse during the occasion. And don't forget to hit the notification button so you get notified about fresh news updates.


Good day to all of you. My name is Sam Vaknin, and I am the author of Maldignan Self-Love, Narcissism Revisited, as well as a professor of psychology in Southern Federal University in Rostov-on-Don, the Russian Federation, and in the Center for Advanced Studies, CS. CS, CS. I have spent the past seven years developing a new treatment modality for narcissistic personality disorder. I dubbed it cold therapy. The past 22 years, I dedicated to the study of pathological secondary narcissism, narcissistic defenses, and in the most extreme cases, malignant narcissism and narcissistic personality disorder, the full-fledged disorder of the spectrum. And I reach a conclusion that there are several misconceptions about pathological narcissism. It is presented as a regression to an earlier childhood developmental phase, or a psychological defense, or an organizing principle or a shema, or, in the more comprehensive form, as a personality disorder. And it may well be all these four, but not only these four. I think a much better way of looking and considering pathological narcissism is as a post-traumatic condition. Pathological narcissism is elicited and provoked in a child. It starts at the age of three or four, during the four material years, in an abusive, outhouseable, where the child's boundaries are not recognized, and individuation and separation are prevented by a capricious, narcissistic, or even malicious parent. So this traumatic experience gives rise to a whole array, a whole amalgam of defenses, which we call pathological narcissism. It therefore behooves us to regard pathological narcissism as a post-traumatic condition. The second thing that I notice is that when narcissistic patients, when narcissists, finally attend therapy, having hit rock bottom, they are treated as adults. Techniques borrowed from adult psychotherapies are applied to the treatment of the narcissists. But narcissism is not an adult disorder. It is an attachment dysfunction, and it is coupled with arrested development. It therefore should be amenable to techniques borrowed from child psychology and from trauma therapy. In other words, I regard pathological narcissism as less of a disorder of the self, and more of an interpersonal disorder. Indeed, as Hazen and McFarlane wrote in 2010, when alarmed, the child seeks proximity to a caregiver, a safe base, but proximity to frightening caregivers increases the alarm. And I think the child attaches to an imaginary caregiver in this case, and this is the false self. The false self is a God-like concoction. The false self is everything the child is not. The child is helpless. The false self is omnipotent. The child doesn't know what's going to happen next. The false self is omniscient. The child is perceived as a bad, worthless object by the parent and introjects this perception. The false self is perfect and brilliant. In a way, narcissism is a private religion, with the false self as the deity worshipped by the narcissists. And so the child remains fixated. And when a narcissist comes to therapy, he is nine years old, sometimes young. There's no point in applying adult techniques. And this child is heavily traumatized.  It's a severe post-traumatic condition, complex PTSD. And so contherapy adopted a completely different approach to pathological narcissism, as I said, not regarding it as a personality problem or a character problem, but as an interpersonal person. And so what contherapy seeks to do, following in the footsteps of Foa and Kozak in 1985, what it seeks to do is to re-traumatize the patient. The idea is that if the patient goes through the same trauma again, if he's re-traumatized, then this should be helpful in resolving the conflicts, in achieving closure, in countering avoidance, helplessness and depression. Of course, the re-traumatization is both controlled and teared. There is a process of triggering, trauma stimulation, stressing, but the environment is a non-holding environment. It's absolutely hostile. We are trying in cold therapy to generate a facsimile of the environment of the primary or originating trauma, and there's no way to generate such a facsimile in a holding setting. If the therapist is empathic, compassionate, genuinely emotional, concerned with patient, that is not a replica of the abusive parent and the re-traumatization process would fail. The therapist needs to emulate the abusive parent and that is why we encourage, actually, transference in cold therapy. The idea is that as the adult patient emerges from the re-traumatization process alive, as he survives the re-traumatization, as he successfully copes with it, the patient's maladaptive narcissism, his cognitions, his beliefs, his emotions, his shamans, if you wish, all these will be rendered redundant. The patient will no longer need his pathological narcissism to cope. Pathological narcissism starts as an adaptive, as an adaptation. It's adaptive in childhood, but the adult patient needs to learn that even if he finds himself in an identical state of trauma, there are other mechanisms to cope. He does not need his narcissism anymore. It's unnecessary. It's obsolete and as we know from the principle of economy of mental energy, if something is unnecessary and obsolete, it vanishes and fades away. So this is the core person, the core tenets of cold therapy. Cold therapy reinterprets the narcissist behaviors and actions in a socially acceptable light. It emulates, it kind of combines cold empathy with emotional resonance things, but we'll talk about it a bit later. What are the goals of cold therapy? The goals of cold therapy is to process trauma via skilled re-living, foster more adaptive functioning, replace negative with positive coping strategies, integrate distressing materials, thoughts, feelings and memories in a way which would render them, neutralize them, lead to internal resolution and homeostasis, and aid the growth of skills such as resilience, ego regulation, internal ego regulation and empathy. Narcissistic reply is thereby rendered unnecessary because the main role of narcissistic reply is the regulation of the sense of self-worth, its stabilization, and the fulfillment of certain ego functions which the narcissist is unable to provide from the inside. At the conclusion of cold therapy, the narcissist's ego construct, so to speak, is perfectly functional. We all know that narcissists are difficult patients. We know that there's a variety of types of narcissists, overt, classic or grandiose, there's covert, shy, fragile and vulnerable, inverted narcissists, somatic, cerebral etc. We know that narcissism is comorbid very often with other personality disorders and they're duly diagnosed with eating mood disorders, substance disorders and even autism and there are various treatment modalities that have tried to cope with narcissism, with the core, with the nucleus, enough to mention various cognitive behavior and emotive behavior therapy, shema therapy, zmdr, dynamic therapy, psychoanalysis, gestaltion, they have not been successful. There has been sub-success modifying behavior, abrasive behaviors, antisocial behaviors, socially unacceptable behaviors, all these have been modified to allow the narcissists to coexist with other people and to somehow function in various settings such as the workplace. But this is far from healing. This is far from tackling the core and the nucleus of narcissism. This deals with these techniques, these treatment modalities deal with some presenting symptoms or signs. Indeed, even the process of clinical interview and a mesis, a diagnosis, they are all heavily dependent on self-reporting, current existing psychological tests such as the narcissistic personality inventory are ridiculously premised on the assumption that narcissists will truthfully self-report and we all know that narcissists are pathological liars, confirmations. So the patient's narcissistic defenses and resistances prevent proper therapeutic lies. They even prevent a proper diagnosis. Psychological tests are used. And the realistic therapy goes with current, with existing treatment modalities is some form of behavioral modification. As I mentioned, reconciling lifestyle and choices with pathological secondary narcissism and setting an extended timeframe, a measurement of outcomes that somehow will create a positive feedback loop. These are very restricted, but realistic rules. But they are very restricted. That's the problem. They don't touch the core as I said and they are not long lasting. The rate of remission or relapse is almost, almost I would say universal. And the therapist in this treatment modality suffers. The therapy suffers idealization and devaluation cycles. There's transference and counter-transference, which is very pernicious. There's vicarious traumatization of the therapist. The therapist's own narcissistic defenses are heavily provoked. Resentment, alienation, burnout, emotional exhaustion, trauma are very common. And finally, there's a lot of co-optation and collusion that narcissists try to buy or bribe therapists, to victimize the therapist. And so that very often we have situations where there is a shared psychotic disorder, somehow emerging. There's paranoia as a form of narcissism, placing the narcissist at the center of some of the secretary pollution in which the therapist plays the role of the persecutor. And cult settings are not uncommon, where the therapist actually admires the narcissists. So it's all very problematic. And I would say, with a sweeping generalization for which I hope to be excused, that all current existing treatment modalities have abysmal effect to deal with pathological narcissists. It's not that co-therapies devoid of its own problems. For example, it needs to leverage the false self-grandiosity. And that's not always easy. And if the line is crossed, actually, it could enhance the narcissist's grandiosity. Grandiosity and fantasy are defense mechanisms. And unhealthy ones, dysfunctional ones, malaductive ones. So we seek to minimize them or to maximize them. But co-therapy walks a very fine and thin line, and sometimes actually ends up enhancing fantasy and grandiosity. There's an issue of overcoming psychological defense mechanisms, like splitting projective identification, projection, magical thinking. There's an issue of tackling cognitive deficits, cognitive distortions, thinking errors, fallacies, and failed reality tests. Example is the Dunning-Kruger grandiosity fallacy. And then there's an issue in co-therapy of dealing with the narcissist's victim's thoughts, an internal working model. They are challenged heavily in co-therapy, on the one hand. But on the other hand, they are somehow supported and enhanced. Because the narcissist is really victimized in co-therapy, is really traumatized. It's not his imagination. His paranoia, in this case, is justified, and so is his victim's thoughts. So how to modify his internal working model when we're actually ending up supporting it? There's also a risk of suicide at the very beginning. The re-traumatization phase can be very dangerous and requires closed monitoring. All kinds of grandiose, paranoid, and schizoate automatic thoughts are provoked. And contracting an alien singer absent, so there's no common goal, no kind of mutual horizon. It's all conflictive. Co-therapy is very adversarial, and we need to manage and contain transference and counter-transference very carefully, or it gets out of hand. And of course, the patients who are also on medication, medications, effects, and side effects need to be taken into account. Most importantly, I would say that because co-therapy is confrontational, because it fosters knowingly a hostile environment, because it imposes trauma on the narcissist. It fosters persecutory delusions. It creates intentional paranoia, narcissistic rage, narcissistic shame. And so the aim of co-therapy is to distinguish primary originating traumas from secondary ones and from complex species. So we have tools, proprietary tools, developing co-therapy aimed at doing exactly this. Ultimately, we need to merge the patient's comfort zone with the hostile, non-holding, unsafe environment. And this merger, this fusion, lead the beginning to some kind of repetition compulsion. On the face of it, this sounds bad. Repetition compulsion is not a healthy thing. But it's far preferable to decompensation and acting out. So here you are. I've been honest with you about the disadvantages, shortcomings, shortfalls, and dangers. So co-therapy currently comes with 25 proprietary techniques. And these techniques are highly unusual in various ways. And even I would say counterintuitive. They are divided to level one, two, and three. On level one, we have some basic, more basic techniques. And one of them is called erasure. Erasure again builds on the work of Thor and Kosa in the 80s. They said that fear memory, the memory of fear is combined with absent information. So what we're doing in erasure is suppress expression. We suppress the speech of the patient. Now this runs completely against anything done in any other kind of therapy. In all other kinds of therapy, we try to encourage the patient to share, to cogitate, to associate, to talk, etc. to communicate.  And we do it pretty aggressively. We select a series of keywords and we then filter for keywords which are heavily associated or described in primary and original trauma. And these speech suppression techniques are both active. We harsh the patient when he tries to use the keywords. Or they're also passive. When the patient uses a certain keyword, we ignore it or we treat it as irrelevant. We underestimate. So then finally, there's a negative reinforcement mechanism which kind of suppresses these keywords. And the idea is that the silences generated by the erasure technique tell us much more about the patient or as much about the patient as any form of communication. The silences are structured, but they reflect sentence structure and semiotic and semantic words of the patient. So where the patient has to be silent because he cannot utter a certain keyword, tells us that the silence denotes some connotating field. Tells us a lot about the inner world of the patient. So that's an example of a technique. Then what we do, we recover the speech and we interpret the silence together with the patient. We have a look at the patterns of the gaps in the speech, the distribution, in the context of the gaps, contextual gaps. And then we construct and deconstruct, reconstruct and deconstruct narratives so that the patient gains much deeper understanding of how the traumatic words reflect the structure of the trauma, reflect the the infrastructure in the trauma, the cohesive trauma. Another technique we have, and I of course won't be able to go through all the 25, but another technique we have is hypervigilant referencing. Trauma and abuse are a kind of perpetual narcissistic injury. And obviously, they lead to hypervigilance. Obsessive compulsive behaviors, rituals, irritability, rage, sensory sensitivity, anxiety, arousal, exhaustion, and scanning constantly for threats and insults, often when there's none. So it's a kind of referential ideation. And so hypervigilant referencing strives to learn from the content of the derosional thinking about the locus of the primary originating trauma. It deconstructs the disparity between emotional and reality states in highly specific way. Another technique we have is called grandiosity refraining. And it's a bit unusual in that it treats grandiosity not merely as a psychological defense mechanism, but also as a cognitive distortion, extending the work of done in pruger and their effect. Grandiosity is justified only in as much as it is an adaptation or a survival strategy. But with a narcissist, it is neither, neither. It's not an adaptation because it's maladaptive. And ultimately, it leads to the narcissist downfall and implosion. It's a self-destructive strategy. Grandiosity provides capabilities to overcome traumas. That's true. And in this sense, it's a kind of skill. And it results in winning in various settings. But what we do, we leverage the narcissist's grandiosity in order to get rid of it. For example, we tell the patient, when you are grandios, you are not acting optimally or efficiently. You are not perfect. So we use grandiosity against itself. If you tell the patient when you are grandios, you are not perfect, you are actually making a statement about grandiosity. Similar to, this is very similar to the way we strengthen the host personality in dissociative identity disorder. Another technique which, of course, is borrowed is the technique of guided imagery. But again, it's proprietary in the sense that we have modified it very considerably and we call it imaginal technique. So what we do is we encourage the patient to catastrophize, actually. We leverage catastrophizing. We ask the patient to imagine the worst and in a controlled way. But to imagine the worst and to live through the worst. We control the patient's malignant optimism. We imagine the fantastic. We have something called midlick and that is to locate the middle ground and to render the adult side of the patient the winner. By meeting a strict rigorous reality test, we have controlled depersonalization. When we deconstruct the false self, the patient remains basically exposed, naked, vulnerable. And so what we do, we encourage the patient to depersonalize. Because if the patient does not depersonalize and derealize, the patient is in such pain and hurt that it could lead to suicide. Depersonalization and derealization, which are encouraged in this phase, are intended to protect the patient against the hurt and the pain that the false self used to cater to, used to block, block out. But ultimately, we validate reality. We acknowledge the patient's transference and the client's own language. We echo it, you know, we mirror the patient and we acknowledge his state of mind. But we compare it to reality in such a way that reality intrudes and replaces all these. Another technique we have is called negative iteration. A negative iteration what we do is reframe situations and events as traumas. We design special coping strategies, winning strategies and defenses for various situations and events instead of catastrophizing. We observe, we hold, we freeze, so we use a lot of techniques from cognitive processing therapy. And we try to engender the sort of safety, trust, the dynamic of power control, which is not out of control. We try to foster a steam or self-esteem intimacy by reconsidering or reframing negative thoughts about self, others, and the world and the environment. Exactly as is done in many, many types of cognitive behavioral therapy. We encourage assertiveness, communication, social support, and but we do all this by foisting on the patient and encouraging the patient to develop a kind of repetition compulsion. This repetition compulsion is then brought to awareness. It is mastered and it is used, its power, its energy is used to obtain different outcomes. It actually leads to resolution and reconciliation. So one of the most powerful techniques we have and we use partly independently of cold therapy, patients don't undergo cold therapy, is the happiness map. Happiness map is a kind of happiness space and what we do, we ask the patient to list everything that makes her happy and then we narrow it down by finding common denominators. We reduce the number of happiness inducing factors by finding common denominators. We drill down in a way, we reduce and so and we do this in the face of reactivity and denial. There's a lot of resistance to the happiness map and because the happiness map yields counter-intuitive results you may think that your children make you happy but by the time you are finished with the happiness map you discover that it's not your children at all. You may think that some activity makes you happy but then you discover that actually it's not the activity but it's excelling at the activity and so what we try to do is we try to create new intuition in you, new ways of thinking about your happiness. Of course we use mirroring in cold therapy. The patient or client is requested to play the devil's advocate via dialectic, hegelian dialectic, thesis which is the abuse and the trauma, antithesis which is not abuse, not trauma and the synthesis. Trauma is not an objective scientific factor event but a subjective reaction to an objective or scientific factor or event. Traumas are reactions not reality. They are a subjective form of exegesis of interpretation. They are reactivization. There are many other techniques. There's escalation where we construct a scenario, what could have been worse, what could have gone even more wrong. There is role play where the patient is encouraged to be the abuser. There is other scoring where the patient is actually encouraged to develop empathy by placing herself or himself inside the mind of meaningful or significant others in his or her life in ever more complex nesting algorithms. So I'm thinking about the other and I'm thinking about how I'm thinking about the other and I'm thinking about how the other is thinking that I'm thinking about the other etc etc etc. So it's ever evolving tree, nested tree until the complexity is such that it breaks down defenses and absolutely forces the client to become someone else and develop a form of empathy rudimentary but there and then we have a simulated confabulation where we encourage the patient to identify gaps in his memory, dissociative gaps and ask himself why did he repress these memories and that's very similar to some psychoanalytic techniques in psychoanalysis, psychoanalytic psychology and we where the gaps are unbridgeable where the memory is totally gone. You don't want to have an upreaction. In that case we construct confabulations and that's why it's called the simulated confabulation this technique. We construct confabulations to bridge the gaps and then we pass the patient to rank the plausibility of such confabulation and we demand that the patient owns the confabulations and assimilates them and then once the patient tries to assimilate the confabulation we monitor, we observe the reaction does he react with ego-dystonin on his or does he react with ego-syntony happiness. Ego-dystonin teaches us that there is some discrepancy or discontinuity or disjointedness in the patient and ego-syntony of course indicates congruence, narrative coherence. So we assemble gradually legal, legal-like a healthy core narratives about functioning and happiness that can be assimilated by the patient, the patient can be accepted and in one thing we do for example in this therapy we share our therapy rules with the patient. The process is completely transparent, the patient is a partner, not an ally like in our classic therapeutic alliance but full-scale, full-fledged partner with equal status to the therapist with some of the techniques who are talking about the face after re-traumatization. Very important technique is reparenting and that's why we encourage transference and we actually foster engender with a kind of shared psychotic disorder, a kind of foliage at the beginning. We encourage so that the patient can feel that we are his abusive parents and shift the potential locus of trauma from himself to the therapist and the therapist is the one who owns the paid object, the therapist owns the pain, owns the trauma in the hurt. Splitting is encouraged, even leveraged and the patient now ends up owning only a good object. When this good object is introjected the patient can begin to feel good. Projective identification and introjective identification are very powerful tools. The therapist picks up and contains via projected identification what the patient cannot think about at the unthought known. We have also emotional re-regulation, we encourage a patient to instead of externalizing to internalize, we encourage a patient to shift from grievance to task orientation to avoid rumination, we encourage a patient to move to move from counter dependence, defiance to co-dependence in some respects. We encourage a patient to move from social withdrawal to social functioning and from child psychology we borrow techniques like emotional intensity control, behavioural control, or termination, interpretation of goals of emotional cues, including his own cues, interpretation of social cues, avoidance and aggression balancing, focusing on the positive attention and focus control, impulse control, modeling and not demanding desired behaviour, freedom, consistent strength and self-regulation, no over-stimulation, no excessive frustration, identifying and countering discriminating thoughts and emotions, and moving from internal construction to external representation. All these I must emphasize are after the initial stage of re-traumatizing. In the initial state of re-traumatization, the therapist is the abusive parent and the patient is the child. Emerging from the re-traumatization phase, the therapist is the bed parent holding the bed object and the patient is rendered a good adult identified with a good object. Co-therapy is a highly unusual treatment modality in that it actually makes use of all the artefacts in other therapies which are considered negative and to be avoided, and in that it does not coddle or cuddle the patient or the client on the contrary. It's adversarial, it's much more like a court of law, court of law than a classic therapy setting. But through this conflict, through this repetition compulsion, a new adult emerges with firm boundaries, with a healthy core and with absolutely no need for narcissistic supply or any other forms of external ego function regulation. A healthy, stable sense of self-worth, totally regulated in all environments and all settings. And isn't this the very definition of a healthy normal individual, socially functional and happy in his interpersonal relations? This is the aim of Co-ther, thank you very much for this.


So thank you for joining me today to talk about CICD and a sustainability journey with GitOps. So have you ever wondered what is the energy consumption of the cloud-native tools that you're using or building? Actually the International Energy Agency reported in September 2022, just last month, that data centers account for 1 to 1.5% of global electricity use. That's a lot. Today I will present tools and techniques using GitOps to measure the energy consumption, to measure energy consumption of cloud architectures, but also GitOps-based architectures. In this case we'll be looking at flux. And I'll also discuss how GitOps can help with optimizations for carbon and energy emissions and energy use. So our sustainability journey starts with traditional CI, where CI and CD are tightly coupled and where when tests pass we deploy a workload. It would be great to be able to gather energy metrics about CI so that we can compare the pre-GitOps architecture to a GitOps-based architecture. However, looking at, for example, GitHub Actions, it's extremely difficult, if not impossible right now, to gather metrics. Oh, yeah. Thank you. Yeah, I'll do that. So it's very difficult because GitHub Actions' runners are AC2 instances, which are VMs running on AWS infrastructure, and we don't have access to granular real-time energy data or carbon data. Without actual data, any attempt at making any optimization would be a shot in the dark. So Q Kepler, which is a new EBPF-based tool for gathering energy metrics about any Kubernetes resource using Prometheus. First, we ask ourselves, what data do we want to gather? And Flux, in this case, is essentially for controllers in the Flux system namespace. The four controllers are the source controller, the customized controller, the notifications controller, and the Helm controller. So with this Prometheus query that you see on the screen, we are getting the sum data of the namespace of the pods running in this namespace over 24 hours. And so we are able to get this result in MealyJewels, and we can then convert this to watts and kilowatts per hour and get data about pods, namespace, the whole namespace, a whole node. We can compare this, the pod utilization in the node, et cetera. And so you can scan this barcode where I've created a repo with some scripts, some instructions on how to set up your environment. That is eBPF base, it exposes kernel headers, and you can then run Kepler and Prometheus on it and Flux to reproduce this data. The really cool thing is we can take the MealyJewels and convert them to watts, get the idle kind of energy consumption of idle Flux controllers over 24 hours, and now we can see that this is nearly 200 watts, we can see it's nearly 200 watts over 24 hours, and that's the equivalent of nearly 10 smartphones being charged according to data from the U.S. Environmental Protection Agency, which has a calculator for converting watts to relatable metrics. And so now this might seem like a lot, right? We're not using smart phones in 24 hours, but that's actually just four pods. We're just not used to seeing energy metrics about Kubernetes resources. They're not something that we can easily relate to, because we didn't have the data until now. So it might seem like a lot, but they're just four pods. Imagine what else we can do with these metrics. If we have this number, and we can use API, such as what time API, or electricity maps, to get the marginal carbon emissions index of a specific grid, and we can convert this number to the carbon emissions, like kilos of carbon emissions produced in a region, like by the Kubernetes resources that we're running. So that's pretty amazing. And what else can we do with GitOps? We can leverage one of the greatest things about GitOps, which is the declarative aspect which was intended for disaster recovery, or turning IT off and on. Once we have monitoring in place, we have the data, we can move on to optimizations, we can use metrics and GitOps with scheduling and policies. And so with this stack, we can do a lot of things related to carbon and energy optimizations. GitOps also facilitates green tools. We have a lot of tools that we're discussing the environmental sustainability tag, which was just created. Please join our meetings if you're interested in continuing the conversation. So we have energy metrics and carbon metrics, and then we can do scheduling. We can do scheduling with Carpenter, we can do scheduling with Keda, Nomad, with the new Intel Kubernetes power manager. And the next steps is to use these metrics to compare and optimize architectures running on Kubernetes. And we also need to make Kepler available in more environments, because right now it's limited by an environment that has kernel headers. This can be read-only for anyone who has security considerations in mind, which should be everyone. So yes, that's something we really need to do to make this data available everywhere. And if this is of interest, we're also forming a subgroup in the GitOps working group, open GitOps, to talk about environmental sustainability. And we hope that this format, this kind of space, is going to be created all over the CNCF ecosystem. And you can join our first meeting on the 15th of November. That's all I had. Yeah. Thank you for this.