As a unified city, we've come together, even in isolation, to prevent the spread of COVID-19 and we can see the beginning of a leveling off of cases across our community and our state. Now it's time to take the next step to make sure that we not just halt, but eradicate this virus from our community. Now everyone across the Midlands can help in the fight against the coronavirus by taking part in our citywide testing initiative. It's our goal to screen everyone in the City of Columbia. Testing is our window into the novel coronavirus. It shows where it may continue to spread in Colombia. Testing provides us data on who may be carrying the virus. Without data on who's infected, we do not have a clear understanding of where to focus our resources and which members of our population might be most at risk. We didn't know who's been affected so we can isolate them from spreading disease and more importantly, so we can treat them to help overcome the illness. We are fortunate to have so many partners helping out by setting up testing sites all across the city. Partners such as the South Carolina Department of Health and Environmental Control, Walmart, Kroger Health, Precision Genetics, Prisma Health and local healthcare providers have joined our efforts to make sure everyone has access to testing. We encourage everyone in the Midlands to find the testing site most convenient to you and take part in the easy, painless and quick testing process. You can find locations of the many testing sites throughout the Midlands by visiting our resilient Columbia website or South Carolina DHEC's interactive testing map. Both of those websites are shown below. Thank you to everyone in our city for getting us this far and reducing the threat of COVID-19. We can win the battle against this virus if we all continue to do our part. Right now it's everyone's duty to have themselves tested. Stay safe, stay healthy and get tested today. I come to you with my greatest thanks and proud to be your Mayor, Steve Benjamin.


All right, hi everybody. Thank you for coming. My name is Mary Warby. I am head of a of a team called design transformation at the global bank BBBA and design transformation probably never heard of that kind of a team because it didn't exist until about two years ago. We made it up. And our role in the bank is to be transformers, literally. And we are working to bring design beyond the design team and out into the organization. And as Alan said this morning, you can apply design to small things or to very, very large things. So in this case, we're applying design to make the entire organization more innovative, more customer centered and more responsive. So today's agenda, we're going to talk a little bit about the business case for design. You've already heard quite a bit of it this morning. So I'm going to go through that pretty fast. And then we're going to walk you through what we think is an alternative paradigm to change management from what you might be familiar with. And that's because we're basically we're practicing backward thinking as thinking from the back as Alan said this morning. And that really tends to flip paradigms. We're going to go through that and then we're going to conclude with a little bit of discussion around how you can take these ideas and start to influence your own organizations. So who's here has heard of BBBA? Okay, that's pretty good. We are a global bank based in Spain. We have 132,020, mostly in 13 countries, but we're really in about 25 countries. And we've been around for 160 years. So when you think about the rapid pace of technological change, BBBA has a lot of legacy, not just legacy technology, but legacy practices, processes, structures, ideas. And he came in a few years ago. We looked around and we said we need to change this in order for BBBA to be competitive because the banking world is changing very, very quickly. Okay, better, better. Alright, yeah. So three years ago, BBBA was just starting out on the design road, like many of you may be today. And we had a handful of designers, less than six. Today we have above 200 around in seven or eight countries on the global design team. So in two years, we've gone light years. Now, we also have 1100 these guys, and we call them design ambassadors. What they really are is their design thinking hybrids. They're people like you, who are non designers, who we have put through training and coaching and mentoring in order to supplement what you or they already do to give you essentially an extra toolkit in your practice. So I want to show you a quick video that I have to jump out of here. So this is about our design ambassador. Design thinking is a proven methodology for solving complex problems creatively and collaboratively. We put the user at the center of our thinking and we keep them there throughout the process. And I've seen design thinking apply to countless situations, from socio-economic problems in developing countries, complex problems in organizations, until planning family vacations. It's supposed to be a change that focuses on digital transformation, but above all to think in an innovative way and to change the rules of the game when we're thinking about the products and services we generate. All 140,000 of us are making decisions that impact the customer experience. Often we're not thinking about it in those ways. So what the design ambassadors program aims to do is create more clarity and more focus on the customer so that we're all thinking about the customer every time we make a decision. The purpose of this program is that all the employees of BVBA share the same way of working and language. Possibly the collaboration between countries, teams and disciplines to offer value solutions to our customers. I think that design thinking can really put BVBA in places where I don't think the bank can imagine. What it's going to allow is that we can create innovative products in time. We want to surprise the client that we want to turn that around. And I think that starting by working in this way we can someday be in that position. The teacher is going to teach the team and that collective construction makes it generate better ideas and real plans to implement. People who are changing their position and their role because simply with their new set of tools it's capable of doing new things and this I think will gradually generate a lot of changes and better changes within the organization. I encourage all of you who are training in this discipline to learn their techniques and to apply them in the resolution of the problems of your day to day so that we can succeed in our transformation. I want to turn the lens on you guys for one second and ask, what about your company? So are there any designers here today? Awesome, okay we've got some designers. I'm curious, ask yourself these questions because we're going to come back to this at the end. How many people in your company? And then, how many people on your design? And that's going to give you an interesting ratio. I was kind of bragging, okay we've got 200 designers now at BBBA, we have 132,000 employees. So we're tiny, we're super tiny. And many of you may be in a similar situation where you have a very small design team and a very very large organization and the question is how can you start to take that design team and go beyond its numbers and really create impact of design throughout your organization. So keep these in mind and we're going to come back to that later. Now an even more important question is where are you on this spectrum? So here design can live in many things. Now maybe you use design purely as production. The individual design and the engineers or the business people put together the screens, the applications, the ideas for the products and services. They hand it off to a designer and they say make this look pretty. You might be there. Or maybe number two, design starts to take hold and you have a few end to end projects that really start to prove the value of design. Somebody this morning in Alan's talk asked an interesting question. What do you do if they don't want to work this way? And that's very very common and we face it all the time and we say hey okay see you later. And then we go and we work with the people who want to work with us. And a little while later those projects start to have impact. People notice and then those skeptics come back and they say hey now we want to work with you. Sure, welcome. Number three, a significant investment in design is usually made at some point. This is where I entered UDDA. They had come to the realization that design was important. They're a bank. But years ago they were already thinking that their competitors were not the other banks. They were Google and Apple. Super forward thinking. And to compete with Google and Apple you need design. Design thinking is permeated into your organization. Number four, design starts to be distributed into the organization through designers. And then that magic comes at number five. Where design becomes increased. And that's where everybody regardless of their role starts to think about the customer. Starts to think about more creative ways to solve problems. And collaborates more.  Now, we need to slide through that. Ah, good. So when I started, as I said, BBBA is on a piece of sporadic design project. Started to see the value. They were making an investment. And I came to BBBA. You might have played notes. I'm not Spanish. I come from the United States. And I worked at a design consultant in San Francisco. One day we showed up for work and it was a surprise. We've been purchased by BBBA. We all had to Google BBBA. Because they're not present in California where I'm from. So we were relieved with this idea that our competitors were not the other banks. They were Google and Apple. So we knew we were in a very forward-looking company which made a big difference. Now, I want to talk a little bit about the business case of design. I think the fact that you're all here may mean that you already know this. Now, design is good business. And Steve Jobs said it best that design, the word, is a little bit misleading. Because it makes it sound like it's about how things look. The color of this bag, the fobs, all that was design. But the kind of design that we're talking about here is different. It's about how do things work. You need to look under the covers, under the hood of the car. You need to see how things work and use that as your starting point. And it's amazing. Steve said this over 20 years ago. And the message is still sinking in into business. So IBM, GE into it, they're all on a road similar to VVDA now. They are hiring, purchasing, finding thousands of designs. Two years ago, and GE both said we're going to hire a thousand designers. And everybody was like, ah, come on. They've actually, they're nearly at over 2,000, those two companies. And they've homegrown thousands more of these hybrids. Design consultancies are now, they're all internal. Now they're competent. And last, Cooper, who was just recently purchased. The Supreme Studio, purchased by VVDA. So it's another path to bringing design into the organization. And this is why. Design-infused companies are over 200 times more profitable than their non-design-infused S&P peers. That is super significant. So there's something here. Now, what it is, it's innovation. And that's what we've been talking about all morning. And design is particularly good at innovation. It's not the only way to innovate, but it's a proven recipe for innovation. And like the speakers this morning said, this is about being different. Thinking differently, doing things differently. And design is good at that. So, also good, but meeting the human needs that we've been talking about. I didn't use the user word. For me, it goes way back. And yeah, drugs are the other place, the other industry that uses it. But design and design thinking has been proven to lower costs. It's been proven to reduce market risk. It's been proven to increase efficiency and to increase engagement. And here, I don't just mean customer engagement. I mean employee engagement. When people start working in the way, they go from sort of the walking dead where they're not engaged. And they come out and they're excited and empowered. And that is worth millions and millions of dollars. So, we're familiar with this curve. Anybody ever seen this before? What is it? A death cycle of a product? A market?  Start, it's not this little kind of book, period of incubation, rapid growth. But that's something that happens. If you're a human, we just get older. The world around us changes.  Competition, things change, user tastes change. Something happens. If you just stay the same, you're going to go into that inevitable decline. And a lot of people think, this is it, but you can keep innovating. And continuous innovation is the key to cheap death in our products, our businesses, and our markets. So, by continuously innovating, we're able to stay ahead and stay competitive. If you stand still, that's it. Everybody passes you by. So, the key to innovation are these little, I call them innovation wells, those little investment books. And that's where design lives. That's where it lives. And design answers the who, who are we designing for, the why, what do they need, what problem are we really solving for. And then finally the what. What's the solution to the user, there I go, to the customer or human beings problem. And once we know the answer to those three questions, the who, the what, and the why, then agile comes in. And agile's out. Agile gets it done. Design and agile are better. They should be married. They belong together. And each one is weaker than the other. Design has a tendency to turn, not really get things done. Design can build things that much. At least we build models. If you get it out into customers' hands, we need developers. Developers on the other hand are great at building stuff, but they don't often stop to think about is why, who, what. And design can give you guys the tools for design and agile.  And the first one is that design is human-centered. We're always thinking about the people. Who's in the center? Who are we solving for? What are their needs? What are their dreams? Their aspirations? We put them there at the beginning and we keep them there. The alcohol process. So that's the most important thing to remember about design. Human-centered superpowers. Collaborative. We deal with really complex problems. The bigger the problem, the more complex. And the more heads we need to solve it. More disabilities and areas of expertise that come together. The better the solution, the faster the solution. Design thinking is a tool set specifically designed for collaboration. You guys use post-its, so do we. And post-its are really good at that. We're beautiful. And that visual structure of design and design thinking helps people stay on the same page, come together, and solve complex problems. Design thinking is experimental. We have baked failure into the process. Because failure is inevitable. You're not failing. You're not trying hard enough. So think of your ideas, the solutions to customers' problems as hypothesis. It's a hypothesis that needs to be tested. And so we create experiments to test our ideas. And then finally, design thinking, it's validated. We're measuring all the time and we iterate. The process just is continuing and continuing. Better, better, better each time. We have a saying, you should fall in love with your problem, not your solution.  It's the best idea ever. The customers are going to love it. You stop. You stop thinking. You stop innovating. You stop thinking. So if you love your problem, you're always looking for another solution to that problem that's going to be even better. You love your problems. Now, design thinking has a lot of different ways of doing it. Some of them are branded or out there. To me, that's not important. The process is essentially the same across all of these different models. At BBBA, we have a four-step model. It starts with understanding. We do research. We understand our customer, what problem they're facing, and what problem are we trying to solve? Because often, somebody will come to us and say, here's a problem. Once we start to dig, and we do our research, we realize that it's not actually a problem. It's a problem way over here. And that's the most important thing. Because if you start down the road of solving one problem, the problem is really over there. You get all the way down the road, and you're not going to be in the right place. So knowing what problem you're trying to solve. We're two, we ideate. We come together. We put together any ideas that we can. We form a competition of ideas, and the best ideas win out. Number three, we create a prototype, which is our testable model. That's our experiment. To see if those ideas get won, are they really good? And that's the evaluation and testing model. And then repeat, repeat, repeat. So design with business and technology. And good products, they actually live in the middle. Design without business, get things done. Design without technology, again, can't get things done. Business and technology without design may not be solving the users' needs. So all companies need one another, and they're crucial. We've been mostly talking about products and services. We all work with companies, and everybody, there's almost an established wisdom now that you need design to create amazing products and services. That's design lives, products and services. I don't think so. We've been fighting for 20, 30 years now, over my age, to get a seat at this table. Bigger seat at the product and services table. And once I joined EPA, I started to realize, there's another table. This is not the only table. It's an organizational table. It sits behind the products and services. The whole organization that's enabling this machine, so they appreciate to run and create amazing products and services. Procurement, risk, legal, facilities. Human resources. All of these teams that are not directly engaged in the product and service pipeline have tremendous power over that pipeline, indirect power. And you think about, in a case like EPA, 132,000 people. Everybody, all day long, five days a week, making decisions. Some of those people, most of them, don't ever even see a customer. But their decisions are impacting the customer experience in indirect ways. Now, what if we lived in a world where everybody was thinking about the customer, regardless of their access to the product and service pipeline. And that's what we're starting to do at BDDA. So the organization, we're starting processes, mindsets, behaviors, norms, ultimately culture. That's where we're going to spend the rest of the talk on this organizational side. Product and service side, that's five other books that I could write about that. And I think you guys probably know a lot about that. The other table, this is interesting, because it's been, the design, been behind the curtain, and we haven't really thought about it. And it's a super interesting place. So what I'm going to propose to you is a design-driven approach to organizational change. Now, organizational change is not new. We think about, okay, we've got to change BDDA as bank, it's very threatened. It still is. Banks are all threatened right now. And that is a high motivator. Now, we need to go through a big transformation. But think about this idea that back to that curve, you stop moving, the market passes by. So we're always in a change. It's actually not. So think of this not as, we're only going to apply it when we need to go through a big transformation, quiet day to day. We've got it that way. So there is a lot of established wisdom there. According to Candy, 25,000 books have been written about organizational change. Now, Concotter is one of the greats in this field. He's been at it for 40 years at Harvard. He's got an eight-step model. And when we sat down at BDA, we thought, okay, what do we do here? We bought Concotter's books. We got a whole big stack of them. We said everybody on the team, read this book. And so we've got step number one, create urgency. We had that. The bank was in trouble. Step number two, form a powerful coalition. That was happening. Even the purchase of Supreme Studio proved that. Number three, create a vision for change. Send really a pop-up. Or communicate that vision so far so good. We move obstacles. Create short-term wins. I love it. Build on change. Anchor change in culture. That's where my brain came to a screeching halt. Why is culture last? Then everybody said, of course it's last. It's the hardest thing. It's last. Do everything else, and then you can culture in that bug. So I went over and I checked out Mackenzie. And Mackenzie, similar model. Set your strategic objectives. Good. Access current capabilities. Good. Create a portfolio of initiatives. Yeah. Get the rotation model. And then sustain it. Keep going. There's something still wrong. So here's the problem. 25,000 books. Awesome models. But this fact is true. And I've seen statistics that it's up to 70%. 70. So I think we need more books or something. Something is not right here. So think about the paradigm. A few things. First, they always begin with the organizational needs. And they apply that. What does that remind you? We heard it this morning. So businesses often start with business needs. They apply them to the customers. You know that doesn't work. Often, the business needs, if you start there, don't correspond to the customers. Starting with the customer needs, extrapolating back to the business, then you can have success in the media business. So that idea of starting with the organization and pushing it to people, that was contrary to design thinking. The designer. The strategy was very top-down and leadership-driven, driven from the top. And we have 132,000 people. Carlos Torres is one guy. He can't run 132,000 people in all these countries. So we needed something more distributed. The implementation dynamic is very linear. And as Alan said this morning, you don't know what you don't know. So my planning, step 8.2.3, I don't know. It's really the right step. But planning too far in advance. Focus is on process and efficiency. Not very human. You want a date of measurement? We'll talk about that later. And then failure is an accident. We don't want that. We don't want failure. So we're not going to plan for it. It's not going to happen. If we plan hard enough, it won't happen. So we are going to turn that on its head. Every single one of those tenets, we flipped that BBBA. We started with an assumption that there was going to be a gap between the leadership vision and the employee capacity. We knew what was there. What we did is we started with research as design thinking should understand what problem are we really facing. So every company has a vision. They have a mission. Different companies, different missions. Google provides access to the world's information with one click. BBBA, bringing the age of opportunity to everyone. Both ways. Both globally being providers of sustainable mobility. Now, these are lost goals. And they're abstract. So how are these attitude actions on this? These are first and foremost. So the leadership vision, the employee capacity, or the employee needs, that's a vision. It's a gap. Now, that gap can be filled with all kinds of problems. You need to open up the hood and look in that gap and see what's there. Now, it could be a skill gap. It could be communication disconnects. It could be internal politics. All kinds of things can be in that gap. If we looked under the hood at BBBA, we saw three things. We saw that many of those 132,000 people were removed from the custody. We saw that they were siloed. Big corporations, they're machines. And to move fast, there's often a lot of siloing. And then finally, we observed a business as usual mindset. And by that, we mean that's how we've always done it. We've always done it this way, 160 years. We don't need to change, except the world is the key to changing that. So we set out to solve those three challenges that we had specifically identified. And for removal from the customer, we wanted to talk siloed. We wanted to build bridges for collaboration and have a business as usual mindset. We wanted to give people tools to start to creatively solve problems. So that brings us to steps two and three. And I put these together because they happen simultaneously for us. And step two and three, step two, empower employees with the needed capabilities. Step three, create local leaders that will create pockets of what? Culture change. So in this model, culture change is not step eight, step two and a half. Because culture is not a monolith. It's not one thing. It's pockets. So what we wanted to do was start to create these pockets of culture that would ultimately be the little stones that led to something bigger. So to accomplish those goals, we started to look at different models of what other companies were doing. And strategy A. You create an online course. It's an hour long, two hours maybe. Everybody in the company takes it. And then you really hear there, right? Well, the change in mindset and behavior is so marginal that it's just chipping away at the edges.  Now strategy B. It's a very common one as well. Let's just train the scrumings. Just the product and service pipeline. That's all we need. The rest of the people, they don't matter. But again, you're moving mostly the organization. So strategy three was a little bit different. We went with a scatter shot where we identified individuals or pairs or groups all across the organization and we gave them very, very deep training. Four full days, four nine hour days, 200 page manual in design thinking, tools, facilitation cards, all of these tools for them to start working differently. And the idea was we would give them the training and they would become change agents. We would create a little army of change agents all the way through the year. And they would go back to their areas and create these micro communities, these pockets of coalitions. And what we asked of them was to initiate behavior change to start to interact with their customers. Some of the time the customers were outside at the bank. Sometimes they were other businesses. Some of them they were also within the bank. Everybody's at the bank. So we asked the city to interact to connect with other areas to collaborate to invite people into the process to experiment with new ideas. Don't follow the thing that's the way we've always been at. To prototype and test those concepts, iterate their solutions, and then that's the clincher. Pass on what they learned. And a lot of times they'd be like, oh my God, I can't run a class. Can't do it. All you have to do is leave by example. For those individuals that got the training, they went back to their teams and they started to work with them. And mostly the most important thing that they did was they asked some questions. Why are we doing it this way? Just that question is enough to start to create ownership in their team. So these are a few scenes from our workshops. We've had upwards of 50 of them in 10 countries now and created 1,100 of these change agents. As I said, we have our manual and all of our materials. And what we were creating were these hybrids. And they're an interesting group. Way behind. So they're an interesting group because they are something plus design thinkers. And we have 1,100 of these weird combinations. Now some of them make sense. Designers, et cetera. But we've also got administrative assistants, risk analysts, all of these different people. And I want to tell you three quick stories. Vagonia, she is an engineer who's involved with security. She was our first ambassador. She went back and she's trained hundreds of people. At first through example, but now she actually does teaching. The guy in the middle, Javier, he works for our human resources team. He wanted to boost employee engagement. He opened a bread shop in our corporate headquarters so that people could buy fresh bread during the day. And then that's Sarah on the end. She's an agile coach. Once she took the course and became an ambassador, she started to integrate design thinking into the way she coached that style. So step four, build strategic partnerships because you need to start to scale. So scaling is through partnership. And here, you think on the product and service side, natural partners, business, engineering, sales, marketing. Look at this other side, legal, communication, totally different set of stakeholders and partners. Products and services, they're concrete. The timeline is short. On the other side, it's hard to measure because I don't think it's quite as long as product. The ways of measuring impact. You have a product, a service, it goes into market, you can measure sales, all kinds of things. On the other side, you don't have the tools yet to measure. Finally, the role of design is very different on these two sides. Role of design and products and services, strategy and execution. Role of design on the other side, coaching and measuring. It's really different. So when we finished the ambassador program with our four-day intense workshop, we had managed to plug some of that gap. We needed to do more. The next thing we did, we created an executive training because you need to convince the top. I'm not here to say the top is not important. The leadership vision is. It's the execution of that vision that I'm questioning. We also created easy and non-ramps for people to start to learn about design, events, booklets, posters, things like that. Then we created master classes for the ambassador to keep improving. Finally, next month we're launching our express course. If you think back to those three strategies, we ultimately did all three. That's what I would advocate. You do all three. The shallow, the targeted, as well as the distributed. It's the choice of what sequence to do it in and where to start. You want to start with impact. Now, the other thing, we have a coach. Only about 30% of what you learn, you learn in the classroom. The rest of it, you learn by doing. So, we need to create a huge coaching effort to help these people move forward. And we ultimately put together a very complex system. Step five, this one's really important, foster capacity to identify and remove organizational obstacles. Now, we had our story. They went out. They did their micro communities. Here's what really happened. They hit roadblocks. The organization pushed back in thousands of little ways. You can't buy the right post-its. You can't put anything on it. Lots and lots of little, tiny things. And so, you think about those top-down models. They're looking for roadblocks from the top looking down. The real roadblocks to innovation are to the sides. Little things that you can't see from the top. This is our analogy. You can't see unless you've got one of these. So, what happened was the ambassadors were able to spot these little roadblocks that nobody else saw. In fact, their own team didn't see them. Something's been there a while. You know, you're going to walk around it. Our ambassadors came out of classes. We told them, oh, we're different. We changed the bank. We got excited. They were like, why is this thing not there? Why are we doing it this way? And those questions, they identified roadblocks that nobody else saw because it had become so normal that these blocks, it's been there. It's always been there. We're in the process of creating this draft set of cards. These are roadblock removal cards. We also have opportunity cards to accelerate it. These are basically little recipes that start to remove these tiny roadblocks so that over time, little by little, the whole organization starts to become more friendly to innovation. Finally, learn and evolve, accept failures, reward what's working, and give it if you need to. So I want to quickly go through what this paradigm looks like. It begins with human needs and it extrapolates back to the organization. The strategy is bottom-up discovery-driven. People are doing it, they're experimenting and they're learning. Leadership is distributed and organic. Our goal was to create leaders all over the bank, not just a few at the top. Implementation dynamic is experimental. It's not linear. We know we don't know things. Focus is on people in engagement, not process and efficiency. It's more quantitative. Stories have changed that we don't know how to measure yet, but we see they're there. Better is learning because it's going to happen. I'll share this slide, but we put together a circular model for design thinking that we just went through. I want you to think that to this ratio. Don't be sad if it's a really big difference. You can create this middle-round. It's hybrid. Wherever you are here, remember, two and a half years ago, BVBA went down there. Today we're up here. But also remember, one way, you can slide back. They're a company that started with design infused 20, 30 years ago and now they're the dinosaurs. Dinosaurs happen fast now. Remember, if you have these two sides, don't just think about products and services. Think about the whole organization that supports that product and service pipeline. B-Learnings from BVBA focus on people. Activate the whole organization. Share design with everyone. Your designers, some of them don't like it, some of them may not, but they'll come to love it. Trigger behavior change. It's great, mindset is great, but at the end of the day, you have to act differently for things to turn out differently. Create early wins that prove the success of what you're doing. Align, cooperate, and partner with everybody. Invite everybody in. Transformation cannot be owned by anyone. We all have to share it. Find and remove those organizational roadblocks. Let people do it, though. Most of them are too small to be seen by the rest of us. Measure and report, get baselines before you start this project. Keep learning and evolving. Because your design team may look like this. That's what ours is at. You need a microphone. But your design impact can look like this. So... 30 seconds for questions. Huh? One minute. A pastor. You know, try to convince people who are otherwise not willing to be convinced. What is in it for them? A lot. It's different for everybody.


Yeah, remember me for creating a better world where Aerochrome is available at your local photography retailer Jason your doctor came in and literally broke down crying when he looked at your chart the other day. Don't drink that It's time to put it down Today's episode is sponsored by Squarespace Well in my ongoing journey to review every film stock in existence Which will probably end in me dying from a mysterious curse 12 days after I finally review foam a pan I thought maybe it was time to do a review for Kodak gold 120 Which I wasn't invited to be an early tester for in case you haven't heard because you've been living under extreme Kodak ignorance Kodak gold a popular 35 millimeter budget friendly film stock has made its way back to medium format as a cheaper alternative to Portra 400 or a cheaper alternative to literally any 120 film because that expensive We heard murmurs for a long time that Kodak would be bringing back a stock that they once held in their inventory Which of course is super exciting because there's always a little bit of wiggle room for that to be interpreted as Aerochrome, but we got Kodak gold in 120 instead, which is also good. It's not really something I think people are going totally animal planet over because I think Gold was always available in 35. Think of it kind of like the person who invented chili dogs They didn't really do anything new They just put two things that people already love together into one massive ass bomb Anyway, I was forever committed to 35 millimeter Kodak gold ever since I shot a roll of it And it came back sexier than Centaur Adam driver from there It was pretty hard for me to even consider using any other film stock as my default option I was kind of like mr. Crabs. I made Kodak gold my entire existence So when the news got dropped earlier this year that Kodak gold be coming to 120 I nearly blacked out and had to go lay down for a little bit I'd probably literally die of exhaustion from partying if it ever made its way to large format But is this new version of gold just the 35 millimeter version scaled up for a larger negative? Maybe I have my doubts But we'll get into all that later, or I don't know. Maybe we won't sometimes I forget to cover some topics Anyway to test some gold 120 again not as part of the early testing program that I wasn't invited to but it's fine I've moved on and I'm in a better place now Emotionally I called up the keep it litty committee Which is just Caleb and we hit the unforgiving streets of Echo Park in our finest linens at least I think it was Echo Park It's wherever they did that Tesla jump video knowing that we'd have to climb some hills and get exercise in general I decided to bring my heavy-ass Pentax 6x7 to make my life extra difficult So first impressions of the new Kodak gold 120 I like it a lot, but it doesn't really remind me of the Kodak gold that I foolishly fell in love with for some reason I don't know what that reason is though. I think of Kodak gold and 35 I think of how brown and well gold the tones can be they act more of like an undertone and they don't slap you straight on It's just something that you feel inside like existential dread gold 120 seems to be a bit more neutral Like it lands somewhere in between Kodak gold and portrait 400 the color red certainly does pop a lot And the overall saturation is up quite a bit which is certainly spanktastic I have heard that the film bases between 35 and 120 are different somehow I don't really know if that's true though much less how that affects color rendering if it would at all I also took this shot, which I think is downright nasty, but in a good way However, you may also be seeing what I'm seeing which if you are is probably blurry double vision because I haven't eaten today And I've only chugged a flaming hot Mountain Dew But this shot definitely has some green flair or smudge or shrek themed stain I don't know a few of my shots actually had this problem And I don't really think it's a light leak because typically those are kind of red orange that and this green aurora borealis Didn't show up on any other roles Anyway, because we're lame irrelevant photographers using an outdated medium that barely anyone cares about anymore We had to lean hard into the old car trope But believe it or not, I actually really like this shot. I think that the colors really hit Especially this banger mix slammer. So surprise surprise. I had a roll of Kodak gold 100 Be good to me in 120 that I picked up from the folks over at hidden light in Flagstaff, Arizona when we did our 66 trip Mmm. Good year. It's the year Star Wars episode one a fan of menace came out You just have a lot of good trivia trivia knowledge.  It doesn't bother me I was probably busy doing something totally cooler that day anyway But then gold fabulously exploded onto the scene in 120 and this relic became a little less relevant So I decided to shoot it for a comparison Here's a side-by-side on a fresh gold 200 and expired gold 100 which was rated at 80 ISO We soon found some more old cars and you already know what was going down We just can't help ourselves sometimes the heart wants with the heart wants But yeah, these shots are okay I kind of wish there wasn't a port-a-potty looming ominously in the background Maybe we should have tipped it over to get it out of the shot So after much thinking which gave me a headache that still hasn't gone away I would say that all versions of Kodak gold are similar, but not exactly the same This older gold 100 definitely delivers the warm brown tones that I look for a little bit more But it also leans into magenta a little bit more Which is actually something that I noticed in the highlights of the new fresh gold 120 to be fair though This gold 100 is expired and may not be producing results that are consistent with when it was fresh Anyway back in reality or what we perceive is reality Though it's truly a computer simulation akin to the sims on some omnipotent alien beings sticky laptop Caleb's camera itself again No, thank you, which will probably be a clip we end up using repeatedly for the years to come But like a good film shooting friend instead of comforting him by holding him gently and helping him diagnose the issue I left Caleb's ass behind to chase down some decent light on old film that probably won't do it justice Eventually I finished that role and put in some more fresh new gold So here's another comparison of the expired and unexpired That's done when Kodak announced gold and 120 earlier this year. They used the tagline if you don't like it We're just gonna give up. I'm just kidding. There was no tagline They were just presenting it as a more economical way to shoot 120 I actually really like that Kodak is taking this approach and I gotta give them credit words do trying to find a More economical way to shoot 120 is something that's been plaguing the film community for a long time now And it's nice that Kodak is at least trying to do their part I just wish that they could keep up with demand and make it for large format and it while I'm making a wishlist That'll never be fulfilled much less seen bring back ectochrome 1600. Yeah, that was a pretty wild film stock Jason you gotta stop Stop being so handsome. Okay Anyway, as the sun was doing its Irish goodbye. I started wishing I had a little more ISO to work with in low light 200 is fine I guess 100 is kind of where I draw the line numerous random people who are probably making it up Hold me that gold is actually a true 160 ISO film stock So do whatever you want with that info if it changes your life in some major way Then you probably didn't have much going for you I've actually seen some people push gold to 800 with varying amounts of success So it seems pretty versatile for a more economical film stock Anyway before I wrap up the video However, I'd like to quickly thank today's sponsor Squarespace Squarespace is an all-in-one website building platform that allows you to custom build your own website to the fullest capacity of your creativity With hundreds of professionally designed templates at your disposal getting started with a good foundation is easy with Squarespace's intuitive user interface You can simply add or subtract modules to design your own custom look that suits your creative vision For this reason, I've been personally using Squarespace for several years to host my online photography portfolio The ease of customization allows me to try out new arrangements and layouts for my work in a smooth and quick fashion In fact, I was able to renovate my entire website in under two hours a couple of weeks ago Plus if you have questions or need help building your site, you can contact Squarespace's award-winning 24 7 customer support portal So what are you waiting for? If you're ready to build a website, you can start a free trial today at squarespace.com slash grainy days And if you use the code grainy days at checkout, you can get 10 off your first purchase In the end, what can I say about Kodak gold in 120? It's fine It's not really what I expected, but it can certainly deliver in the right conditions. I do personally enjoy it I think it's a better film stock than portrait 400 just for my own needs But I still don't think it's quite the same look as the 35 millimeter version for whatever reason The 35 millimeter version of gold oozes nice warm tones and the 120 version is a bit more neutrally balanced in my own findings So again, like mr. Krabs. I was a little bit disappointed there But it's based on a real treasure chest I kind of look at Kodak gold 120 now is more or less off-brand portrait 400 in that it's cheaper Almost as neutral in color and it's just one stop slower nearly the same thing But overall I think that we in the film community should be looking at the return of Kodak gold in medium format is a good thing After all more choices, more problems I mean more choices the better like how Kodak didn't choose me to test this film stock early Which is fine. It doesn't bother me at all. And I barely ever bring it up to my therapist


By special recording, General Mills, makers of Wheaties, breakfast of champions, and Cheerios, the Oats cereal ready to eat, presents, The Lone Ranger! Fiery horse with a speed of light, a cloud of dust, and a hockey-hio silver! The Lone Ranger! With his faithful Indian companion Toto, the daring and resourceful mask rider of the plains led the fight for law and order in the early western United States. Nowhere in the pages of history can one find a greater champion of justice. Return with us now to those thrilling days of yesteryear. From out of the past come the thundering hoofbeats of the Great Horse Silver! The Lone Ranger rides again! Let's go, big fellow! Are you still there? This is the Lone Ranger. If you want to be a champion at anything, remember, others have done it in spite of obstacles. Take rodeo champion Bob Maynard. He did it the hard way. He proved champions are made, not born. Bob didn't even have the advantage of growing up on a western ranch. As a boy, he lived in Chicago. But Bob started riding when he was 8 years old. At 14 in California, he became a stable hand. Today, Bob Maynard is one of the top money winners in rodeo competition. He sure is Lone Ranger, and like many champions in all sports, Bob still chooses Wheaties for his favorite training dish. There's no question about it. Champions are made, not born. And there's no question why champions choose Wheaties for their training diet. They want that famous wheat energy. They get it with Wheaties, because there's a whole kernel of wheat in every Wheaties flake. Champions are made, not born! Get on your way with Wheaties! Breakfast of champions! Nation embraced the territory that is now Oklahoma and extended from the northern border of Texas to the southern border of Kansas. The herd of cattle being driven northward through the nation was a small one. It was dawn when the herd riders guiding the animals along a trail that wound through the hilly country rode into the ambush. The Texas common were unprepared, and their attackers, outlaws disguised as Indians, outnumbered them 3 to 1. The fury of the rustlers on the slaughter and their blazing guns overcame the Texas before the latter could save themselves and their herd. When the outlaws wore their way a few minutes later, they drove the stolen cattle through the thickly wooded country to the west. Chokhtaw Plains, a once thriving community in the Indian nation, had become a ghost town. Only four men remained in a deserted hamlet, and among these was the former marshal of the town, Tom Dawson. Though his office had long been abolished, Tom still wore his badge and was called Marshall by all who knew and remembered him. remembered him. On the afternoon of the ambush, a rider galloped into Choctaw Plains and ran into the ramshackle house where Tom Dawson and the three other pioneers were playing cards. The engines are on the warpath. I just came across a lot of dead and wounded trailhands from Texas on the main road near Twin Hills. I was able to bandage some of them but they'll need help. They returned with a covered wagon to the scene of the carnage. They treated the wounds of the survivors and heard the story of the attack from those who were able to talk. After the wounded men were placed in the wagon to be taken to Choctaw Plains, Marshall Dawson said, Taking back to our shack men and try to keep them alive. I'll start for Kansas Territory now. If I ride hard, I'll reach there by tomorrow night. Then go ahead, Marshall. We'll do like you said. Ben, he coming? Ben? When I come back, I'll have the army with me as well as your doctor. Later that day, in near sunset, miles from the scene of the attack, the murdering wrestlers rested, safe in a secret canyon that was their hideout. Oh, well. Gang leader Fort Gary returned from inspecting the stolen cattle, now grazing in the lush fields. He stood talking to Joe Romapo, one of the wrestlers. Oh, that's a fine lot of beef. They'll take on weight too with all the grass and water down here. Yeah, they'd be worth plenty when we take them into Kansas later on. So, are you going to start changing their brands tomorrow? No, we have plenty of time. Nobody will ever locate us in this place. When the time comes to start our drive to Dodge City, we'll have ten times as many cows as we have here now. Ten times as many? Oh, boss, you're kidding. No, I'm not. I have Red Seward and Doc Belden planted in one of the North Texas ranches, the Circle RO. They'll notify us when the Circle RO herd quits Texas and heads this way, like Pete did about that bunch today. The Circle RO is a big outfit, boss. Sure is. Red's worked himself in with old man Ogden, the owner. Red's said word he thinks they'll be driving more than 2,000 head. Hey, boss, you don't expect to take over 2,000 cows, do you? Then all the pins and what? Joe, look, someone's driving down from the rim.  Of course, it must be one of our men. Nobody else would ever find their way through that slit in the rocks up there. We can't take chances. Keep that umbrella covered all the way. Of course. It looks like Doc Belden's horse, see? Yeah. And that is Doc Belden. Ah, you're right. Put your guns away. Doc Belden had been riding for almost two days. After greeting the outlaws, he told Ford Gary, Boss, I rode with the Circle RO outfit as far as the Canadian River. Doc, you mean they're that near to here? Yeah, we took off last week. But Red told me to hang on for a while before riding to let you know. He said he'll arrange to have the outfit stopped where he said he would on the day after tomorrow. Well, what do you know? How's he arranging that? Red said he told old man Ogden who owns the outfit talked him into making him the trail boss. Yeah, he said he knows every inch of the Indian nation. He wasn't lying when he said that. Boys, you heard that, didn't you? Then sticking those engine clothes till the day after tomorrow. Red and I arranged a plan a long time ago. Now it's going to work. We'll take over the Circle RO outfit at the bend in the Hill Road. Oh, good old Red. The lone ranger and tanto had been in Kansas. On the morning after the attack by the rustlers, they crossed the Simran River and headed south through the Indian nation. That afternoon, they slowed their horses as they saw a rider coming toward them. Easy, easy, easy, easy. Oh, that's Tom Dawson from Choptor Plain. During his years in the Indian nation, Marshall Tom Dawson had been helped often by the mask man in Indian when trouble threatened him. The free man exchanged greetings. Then, without prompting, the former lawman seething with indignation gave an account of the Indian ambush as related to him by the wounded Texans. The Indian ranger listened with interest. But when Dawson finished, the mask man spoke with a tone of puzzled unbelief. Marshall, I don't doubt the story. Yet I can't conceive any tribe in the Indian nation making such an attack. Ah, why not? Well, for one thing, the Indians have just signed a treaty with our government. Ah, treaties mean nothing to them? Oh, I don't agree. But regardless of that, Indians don't usually attack trail herds in the way you describe. That true Kimusabi. Did you see the government agent for this territory? No, he's way over west. It'd be waste of time. Well, what about Chief Red Eagle? Did you go to his reservation or inquire about the attack? No, suppose it was his tribe that did the russon. I'd be scouted before I could get help. No, sir, there's only one thing to do. Get the army. And that's where I'm heading. So long. Be careful. As the impatient Tex Marshall rode away, the lone ranger spoke to Tatto. We arrived at the Sea of the Ambush and tried to pick up a trail there. But first we go to the reservation of Chief Red Eagle. Come on, sir. When the lone ranger and Tatto reached the reservation of the great chief Red Eagle that night, all was quiet. What's going on? Red Eagle knew the lone ranger was a friend of the Indians. After warm salutations, he was told the reason for the mask man's visit. The Indian chief denied all knowledge of the murderous attack.  The dead can't lie, Red Eagle. The men who are wounded have no reason to. Maybe so. Me not lie.  Well, perhaps one of your tribes may have acted without your knowing it.  Yes, that's right. We intend to ride there until we leave this camp. Then Red Eagle won Indian braves to go with man who cover face. Red Eagle, no good Indians want to find whoever kill white men. We get brave, ready to ride now. And when them go, Red Eagle ride with them. Less than an hour later, as others had been sent to other tribes, Chief Red Eagle and his warriors rode from the reservation with the Lone Ranger and Tatto. The curtain falls on the first act of our Lone Ranger adventure. Before the next exciting scenes, please permit us to pause for just a few moments. Did you ever hear of a cereal box that sings? Well, I'm going to tell you about a special Pweeties box that practically does just that. Here, listen to a few seconds of this record. Now, wasn't that record sharp and clear? But here's an amazing thing about it. It came from the front of a special Pweeties box. That's right. There's an actual 5 inch plastic record sealed right on the front of this special Pweeties box I'm talking about. All you do is take a pair of scissors and cut the record out, easy as pie. Then play it on NA 78 RPM manually controlled record player. And listen, Pony Boy is just one of the tunes you can get. There's also on top of all smoky, full worm, blue tail fly. Take me out to the ball game, and many others. So go down to your grocer right now and pick up the special Pweeties record box. Remember, these records are absolutely free of extra cost.  Now to continue. Shortly before noon, Fort Gary and his band of rustlers all in Indian disguise prepared to leave the secret valley. Boys, this is our biggest job. To do more shooting than we ever did before. And we gotta keep the cows from stampeding when we do. You know how the trail narrows after the turn at Snake Bend? And how there's a lot of boulders on both sides of the road between the road and the woods? Well, that's where we'll be waiting. Some of us on one side of the road and some on the other. You stay here with Tex and Slim and keep an eye on the cows and watch the entrance. I don't think we're ever going to have visitors here but it's best to keep on the lookout All right, boss. Come on, Tex, Slim. The rest of you boys, follow me. Get it! Come on! The Long Ranger, Tato and the Indians followed the prints left by the stolen cattle and the horses of the rustlers from the scene of the ambush. The trail ended at the entrance to the secret valley from which the rustlers had ridden away but a few minutes before. Red Eagle spoke. Oh, this were trail leads. Red Eagle know this place. See space between rocks? Yes. Between rocks, path which lead to valley which Red Eagle think nobody but Indians know. You mean there's a secret valley on the other side of that passage? It'd be a good place. Hide cows. Come. We ride. See. Red Eagle led the other horsemen between the brush-covered rocks. The path began to slant downward and the rock walls ended. Suddenly the riders found themselves heading down a wide grassy incline that led to a vast pasture hemmed in on all sides by high slate walls. Keepers happy. Look. Many cows there. Yes. No doubt about it. This is the rustlers' hideout. Joe Ramapo and the other two rustlers, Tex and Slim, saw the Long Ranger and the Indians heading down into their valley. They began to shoot at the invaders. The Long Ranger and Tato reached for their guns and a masked man called the Red Eagle. There are only three men so far that's right down there shooting. The Long Ranger, followed by Tato, led the way into the secret valley. The Indians followed and as the sloping trail widened, the air was filled with the sound of their shots. Hello. We hit one of those men. He'd have a crook, too. He'd fall. There seems to be no more than those three. Other men stopped shooting in way of bandana. He's surrendering. Come on. Let's get there Joe Ramapo, unwounded, was frightened by the appearance of the hostile Indian band. While Tato and the Indians bandaged the wounded rustlers, the Long Ranger, using the threat of punishment by the Indians who stood with him, forced Joe Ramapo to tell everything. He concluded... And they're going to ambush the outfit of the Snake Bend about two miles from here. Me, no place him say. We find them. Good. Chief, leave one of your men to guard these three. We'll ride the Snake Bend. The Long Ranger, Tato and the Indians, rode from the secret valley. They followed Red Eagle until he raised his hand in a signal of halt near a thickly wooded area. The men dismounted, and Red Eagle, speaking low, said to the Long Ranger, Snake Bend, other side trees. That place where crooks tell us rustlers wait. If we move through the trees slowly, we may be able to sneak up behind them. Grass high, too. Crawl through grass. Then let's start crawling. Come on, Tato. Chief, look straight ahead. We see. Men dressed like Indians hide behind rocks. They evidently plan to carry out their ambush on foot from behind the boulders. You must hurry. Man and horse come from road, right to where they stand. Making some report to them. Chief, let's start crawling toward them again. We'll do it. The horseman who had come from the road to where the rustlers waited behind a giant boulder was Doc Belden. He'd been sent to locate the whereabouts of the circle R.O. Herd, and was now giving Ford Gary the information. Boss, I located them. They're on the back trail, about a mile or so from here. They'll be along soon. Red has the outfit slowed down to a walk, and he's riding far out in front of it with old man Ogden. You know what to do now when they get here. They're on the other side of the road, huh, boss? Yeah.  Let's go, boys. The rustlers, rustlers Indians turned their horses in straddle surprise to behold a mask man and a band of Indians rise from the tall grass with guns aimed at them. Look, real Indians and a mask man. Boys, we're in a trap. Stop shooting. We'll tell you all what you do. The mask man and the Indians with him were firing before the rustlers to use their guns effectively. Uplaws fell from their horses to the ground, and a shot from the lone ranger caught Ford Gary in the shoulder. You're too slow, mister. Look, outlaws raising hands. Some of the outlaws, seeing their leaders shot and finding little chance of escape, were raising their hands and surrender. We're not going to get our money. So we give up. I'm not going to lose my life for no reason. All right.  If you don't...  Red Eagle, do you have your man look after these killers? Me, too. Do that, Tutto. Red Eagle, we'll ride down to the road. I want to be there when that man, Red Suird, gives his signal for the attack. Red Suird, road far ahead of the herd, with rancher Russell Ogden. Ogden was puzzled as they rode around, abandoned the road. Red, look at this. Rocks and boulders on both sides of the road here. The cows can't come through here. It's too narrow. We'll have to stop the herd and go through slowly. Yes, sir. That's what I figured. What? It'll make things easier. What are you talking about? Oh, boy! You crazy? Who are you yelling at?  Red, that gun, don't shoot.  I got it right now. Oh, my arm! Who did that? Oh, a mask man. Mr. Ogden, turn around. Ride back and keep the herd from coming through here. I'll take care of this man. Sure, sure. Get up there. The sun was low in the sky. The entire circle RO herd was grazing alongside the back trail, a short distance from the bend where Russell Ogden had succeeded in stopping the animals' progress. A band of Indians stood guard over the rustlers, who, on close inspection, resembled not at all the Indians they pretended to be. Mr. Ogden was talking to his riders and to Chief Red Eagle.  He also saved my stock when he did that. But they might have been crushed. They might have stampeded. They might have... Well, anything might have happened. But it didn't, boss. That's all it counts. You're right, Harry. Our cattle safe. In the outfit that was ambushed a few days ago, we'll get theirs back from that secret valley. Crooks to meet soldiers who come with Marshall. We'll help you, Chief. We'll go back to the main trail and head north together. Too bad the mask man didn't stay with us to see final justice done to these crooks. Final justice being the gallows. Man who cover face do everything to get crooks. When him do that, him let law do rest. I know he certainly has done everything for me. Him do everything for Indians, too.  If him not come and tell Red Eagle, maybe soldiers, Marshall, never believe Red Eagle not kill white men, steal cows. All I can say is a lot of things did happen. Just like a lot of other things didn't. Like we all agree, the dids and the didn'ts were only possible because of that fellow you call a lone ranger. I'll steal it. Thing Doris is 13 and she is a diving queen. She can do a flip because she knows she's got goats, yes she's got goats.  It's made from oats and every delicious spoonful of Cheerios and milk is real muscle building food. Each spoonful contains vitamins, minerals and proteins your body needs. Yes, those good things in a Cheerios breakfast do good things for your body. Help give you healthy nerves, good red blood, strong bones and muscles. Cheerios, the cereal shaped like little leather rolls. Have Cheerios every morning. Then you'll hear people say She's feeling her Cheerios. Ranger, a copyrighted feature of the lone ranger incorporated is created by George W. Trendle. Produced by Trendle Campbell Muir Incorporated Directed by Charles D. Livingston and edited by Fran Stryker. The part of the lone ranger is played by Brace Beamer. Your announcer, Fred Foy. The lone ranger is brought to you by General Mills every Monday, Wednesday and Friday at this same time. Be sure to listen. This recorded program has come to you from Detroit. This is ABC Radio Network.


As the slide says up here, my name is Robert Stout and I'm currently an employee at IBM. And I'd like to start off by thanking my manager for a foot in the bill to get me out here and approving me to do this talk. I think that's pretty cool. You know, even though it's something that I was working on my own time. Anywho, as you can see up here, I've got a couple of quotes. Can't hear me. Any better? Alright, I'll try talking on the mic. There we go. Game time. I thought I'd do something a little bit different here to try to get everyone a little excited into this.  This first quote we got up here is the one that actually was the genesis for my desire to do this talk. Now I'd like to open up to the floor to anyone out there to name either the company or the author of this quote. And for the correct answer, you get one of these fabulous EFF shirts. Oh, come on. Nope, nope. Nope to all of those. I'm going to give this one to you guys. It's you. No. President and CEO of Hortica. I just love this quote. It is important for our customers to know that these tapes cannot be read without specific computer equipment and software. Duh. How about this next one here? The missing tapes require a tape drive to be read. That's a genius. And it cannot be viewed from a PC. That's just plain wrong. Any guesses on this one? Oh, come on. EFF shirt. Free EFF shirt. IBM. IBM. Who said IBM? You get yourself a free shirt. All fairness. I guess you could consider this one of my brothers in arms, if you will. I probably wouldn't, but it really helps demonstrate out to everyone what these spokesmen can do to your company.  And one last quote here. This one was relatively recent. So hopefully someone will be able to get this one also. Continue to maintain that it does not believe the information has been accessed because it would require specific hardware, software, and expertise. Ohio. Who said Ohio? You get yourself a free shirt, sir. And I see our supporter. Excellent. Ohio State, the administration. So today what I'm going to be going through as a summation is some of the reported cases that we have in the media regarding tapes being lost. The cost to a company for losing tapes. We're also going to be going over a bit on data breach laws, how they can affect you, and what we should know on the white side or on the incident handling side as far as the legal laws and when do we need to grab our lawyers. And then the fun part, recovering the data. How are we going to get the stuff off the tape when we find it out in the gutter somewhere? And then protecting it. What can we do to protect that stuff? Here are some of the larger incidences that we've had in the media recently. Ohio State lost almost a half a million employees. State, taxpayers, school. I think it was even lottery winners. Hortica, my good old friend of the CEO with social security numbers. We've got IBM, of course, lost an undisclosed amount of information. IRS, 26 tapes. I could just imagine how many people that holds. That's just plain scary. And then a couple others there. And for anyone who's really interested, down there on the bottom, we've got the data breaches website. They have a great listing of all the different data breaches, information about it, what was lost, how it was lost and such. And what does losing a tape do to your company? Well, there's a whole bunch of things that you can happen. You can be looking at losing your trade secrets. If your company willingly gives up a tape, do you still own those trade secrets? That'd be a good question for a lawyer. Confidential information, financials. Employee data, your SPI, sensitive personal information. That's when we start getting into the data breach laws. And then, of course, the company image. When you get the spokesman going out there saying, you need a tape drive, be able to read a tape. Civil Damages website there has a rather interesting calculator which you can plug in different information as far as how many pieces of data you've lost, how many people. And it can give you a range estimator as far as how much it's going to cost per person. And the basic ranges that they give out there is you can expect to spend between $1,000 and $21,000 per person, at least here in the States. For a case in point, especially with the cost. Akron Beacon Journal, I got these quotes out of. As you can see, Ohio State has spent at least $700,000 to implement some identity protection for the state employees alone. And then, I personally love this one quote there. The tape was stolen on June 10th from an unlocked car of an intern who quote directly out of the article and who quoted a person from the administration who had been designated to take the backup device home as part of a standard security procedure. What can you say about that? If that's your security procedure, so far we've talked about tapes being lost through theft. During transit, the IBM tapes bounced off of the back of the carrier, third-party. No fault to IBM, it was just a bad human error on the third-party. But what about the discarded tapes? What happens to those tapes when you're done using them in your corporation? What do you do with them? Do you burn them? Excellent. Let's see, who are those folks that take care of the environment, the EPA? They're going to be talking to you pretty soon. I'll be showing you why, too. I shred them, that's an excellent way. Digouse them, destroy them. But you'd be surprised how many people eBay them. Corporate auctions. And then dumps are diving. If no one has ever done dumps are diving before, you've got to try it at least once. So a case study here. I've got a big, fat library at home. A nice, gorgeous storage tech timber wolf. Beautiful, I love it. It's fun. Old school, yeah. It's fun. Good stuff to play with. Well, I bought over 100 tapes off of eBay. And then going through all these tapes, I started wondering, you know, what is actually on these things? So I saved about 20 of those tapes, set them aside, and then just started perusing through them. And as I show up here on the screen, one of the tapes was just totally screwed. Yeah, that happens. Get something off of eBay, it happens. Two of them were actually for a DLT-8000. I'm kind of cheap. I still have the 7000 model. I can't touch it. Five of them were short erased. That means that it was a DLT-7000 or older. So I could read the data, except someone did a shorter race on it. And I'll talk about that later. And then 12 of the tapes actually contained corporate backup. Scary. That's a question I do when I ask the EFF folks. When you do purchase a tape containing corporate data and assuming it wasn't stolen in the first place, does that mean that's truly my data now? Does that mean that I can post it out on the Internet? Yeah, being someone that does have some money, I don't want to have the lawyers chewing me all up. So anyway, the question is, do you securely erase your tapes?  Obviously one gentleman out there does do them. Now getting into the legal. One of the things that I have to mention here, I'm not a lawyer. I never want to be one. I never will be. But I think for incident management perspective, it's really important for us to have a basic understanding of what the laws are like out there. So when we do encounter a situation where we are missing tapes, when we are missing data, we actually understand why we need to engage the lawyers and at what points. So starting off at the lowest levels here for the United States, we have state laws. Of course it all started off with California. They kind of set the path. From there, several of the states, most of the states by now, have enacted similar laws. None of them really as strict as what California has given us. But what we end up having is we have just gobs and gobs of different laws. So depending on where your tape was lost at, what data was on there, what type of person was on there, what state they were located at, it depends on what you have to tell the people. So one thing that I found during my investigation on writing up this paper was a Vigilant Minds has an excellent summarization of all the laws out there. And they've given me permission to put their slide up here. Of course, no one here, even on the front row, is going to be able to see it. But what I wanted to portray to everyone here is on the last slide there is a link out to their PDF file. But what I wanted to give you guys was the idea that they have each and every state listed across there and then the basic breakdown of what the laws are. What are the requirements for data breach notification to the end user? And this, for us at least, I think will give us an excellent footstep, a basic idea of what's required for us when we start having to notify folks. Moving on up, we've got the federal laws. At this point, they pretty much suck. We have this thing called Safe Harbor.  And then currently, there's about six or so laws out on the House and Senate floor getting proposed that will hopefully pass and will give us some sort of firm foundation as far as what we have to follow across all the states. Oh, when we get down into all these laws, a lot of the folks out here, I'm sure, are working in companies that are international. So it's one thing to realize you've got a tape that's lost here in the States with just Ohioans' data on it. I think that's a word. But what happens when all of a sudden you also have data from Brazil, Brazil folks, from India, from Russia? China, the list goes on and on. At that point, you start getting really screwed. I guess that's why the lawyers get all their big money. Well, I'm pretty much flying through these slides here, but this is the part where I really wanted to get into, the fun part, recovering the data. Everyone knows, except for the press secretaries, there are several different types of drives. You've got your DLTs, your 8mm, 4mm, what have you. Then you've got different encoding types. Then you've got different models of each of the drives. But does any of that really matter? For our purposes here, I'm going to say no. If you get the most current drive, it's going to be backwards compatible, so you can read whatever tape it was before. Or if you're in my situation, you've got a next-to-current drive for the DLT lower-end DLT series, you can read everything up to the 7000s and back. So you're pretty good. If you get the current stuff, you're pretty good. A couple things I do want to point out is there are two fairly decent papers on forensics on tape. The whole concept of forensic analysis on tape media is nowhere near what hard drive media is. For obvious reasons, being linear, but the tape drives themselves the way that they operate. We don't have as much control over it, so it makes it far more difficult. We do have concepts of slack space on tapes, and the end-of-data, end-of-file markers. You can have some random data that's thrown out there. It could have been from previous rides or what have you. But that's stuff that we can't get ahold of. Perhaps the two-third-party services that I've got there might have some nice, interesting equipment that could pull the stuff off. But for us, that's pretty much out of our hands. Like I was saying, forensics, tapes aren't a hard drive. But for the most part, we can still use DD to pull the data off the tapes and then work on the local copy of it, which is, of course, much faster, much easier to get through. And the end-of-data markers in shorter races. The concept behind a shorter race on DLT drives, at least, keep in mind that other drive formats are different. 8-millimeter drives or 8-millimeter tapes, you actually can get past the end-of-data marker. It's much more relaxed. But on DLTs, at least, the end-of-data marker is something that's hard-coded in the firmware. Once you hit the end-of-data marker on a tape, that's it. On a DLT tape, you cannot go past that. There's a couple of concepts as far as how you can get past them. And I've tried one unsuccessfully. Might eventually do some of the others. But as you can imagine, having five tapes at home where I can see, they put an end-of-data marker, shorter race. A shorter race, let me backtrack here, is just where you start at the very beginning of the tape and you just say, this is the end of the data. So all the rest of the data is still left on that tape. Everything that was on there originally still exists, except the drives firmware will refuse to let you get past that initial end-of-data marker, which is at the very forefront of that tape. Here I'm trying to illustrate a bit of what that end-of-data marker is. Ah, nice good old mouse. So here at the beginning of my pretty little graphic, we've got the beginning of tape marker. Just says, here we are. And then here we're going through an assumption that we've previously used this tape. We've written several files out there all the way to the very end of the tape itself, where the end-of-tape marker is. But then we came back and rewrote these first two files, at which point our drive immediately, as soon as we close out file number two, puts an end-of-data marker on there, which means file five, although it truly and still does exist out there. We cannot get out to it. As soon as we try to forward over to that, the drive's going to say, huh, we're not going to get there. One of the concepts that Bruce brought up in the forensic paper that I pointed out earlier was the idea of starting to write to your tape drive, and then during that write, yank the power off of that drive before it has the opportunity to write that end-of-data marker. Unfortunately, I found this might work, but not if you have the latest respect firmware on there, because as soon as, of course, you know, getting the new drives, and I got brand-news DLT7000 drives for myself, and as soon as I did that, I upgraded them all to the same firmware, because they're all in the same library. And as soon as I do that, I can't get past it. But anyway, I give you a little story of what happened. You know, I write it out. I start writing junk data to the tape, and then I yank the power off of there, you know, all well and good at this point. But as soon as I plug that power back into the tape drive, it realizes there's a tape in there, realizes the write did not finish, so it goes through, plays with the tape a bit, tries to find out where the data should have ended at, and politely puts an end-of-data marker there for me so I can't get past it. Really annoying. But another concept there to bypass that is a physical splice of the tape, actually ripping the thing open, slicing it out, just trying to find exactly where that end-of-data marker is, and just slicing that puppy out. Now, that one I'm kind of afraid of totally wasting my heads on.  But with the DLTs, you've got the little spindle that you spin it up on. But yeah, you might be able to take it out and then just pull it out eventually. But, you know, once again, I didn't pay that much off of eBay for these drives, but I don't want to screw them over. That's a good idea. Using a maintenance tape. I'll tell you about that later. You've got a sec. Basic recovery steps under Lennox. Really rather simple. Very similar to what you're going to do for a hard drive. A couple things different, of course, is you're going to be using the tape devices. The tape info command there is just going to tell you information about the tape itself. It's going to query the firmware off the drive, tell you what type of format it's in, if it's compressed, if so, what kind, and all that good jazz. MT, what you want to do is just set the tape drive itself to a variable block and also with your DD, set your block size to the greatest to ensure that you can pull off whatever block size is on the tape. There's other ways you can figure out exactly what size your block is on the tape, but you know why bother. Just set it to the largest and you're good to go. And then you wash, rinse and repeat. Keep running the DD over and over again for each of the files that are on the tape. A couple of tools out there already that will help automate some of this. We've got tape cap. It will go through. It's probably written for Amanda though, but it can retrieve some information about Amanda that could be useful for some of you folks out there. But to recover the data on the tapes themselves, we can yank off the images from the tape with DD, but to actually recover the binary files off of those tapes, the easiest way that we can do that is grab the original software it was written on. So once we grab some of those files off of the tape, we can start looking through it, you know, with our strings, with our hex dump, and see exactly what format it was written out on and what backup utility we were using or they were using when they originally did it. And just go out there, grab it, use it to restore your tape. And for the most part, it works rather well unless you're looking at something like a... what is that ArcSurf thing? I don't know if they're even still selling that thing, but it could be rather expensive. And of course TSM is not free. One caveat with this though is TSM, and that's where the majority of the rest of my talk is going to be going to. TSM for everyone who has not used it, which I'm going to take a wild guess, is 99.9% of y'all. Could I get a raise of hands for anyone that has used TSM? Except for the IBMers. So we do got a couple out there. So basically, the basic concepts of TSM is completely different off of all the other backup utilities. TSM uses a database to track all files on the tape. In essence, TSM doesn't even care what's on the tape. All it cares about is where the database says the data is on each of the tapes. So it'll just say, you know, tape three has the fifth file, which is a file we want. But that introduces an issue when we find a TSM tape on the side of the street or say on the highway if it bounces off of a truck. Because we can't just go out and grab TSM from our friendly Egghead software place and install it to recover the tape because TSM has no concept of importing a road tape. And here are just some of the highlights of TSM, why it's different, how it's different. One of the unique concepts that TSM has is it's always an incremental backup. Even the very first backup you've ever done on any brand new system is considered incremental. From there, everything is incremental. Such thing as a full backup. Database is the heart. There's no import already mentioned. And the last bullet here brings up an interesting twist for anyone who needs to identify what data was on the tape. Say after it's lost. Because, you know, assuming the tape was just written, then the database knows exactly what was on that tape. But if that tape was written a week, a month, two months ago, then the database has started to expire the information that existed on that tape. So if you core the database, it's going to say the tape was 85% full and these are the 85% of the files out there. But it has no idea of the remaining files that were out there. And here I'm trying to illustrate that concept. Where is my mouse? So here we go. We've got basically two tapes out here. On our first tape, we run through, we do a client backup of files one through six. And then on the second tape, we go through and start picking up the backups again, but from files four through, what have you. Now, making the assumption that the system only uses one set of files, only retains one set of files for the backups, TSM is going to expire the client file four, five, and six on tape one. So if you ask the database in TSM, what files do I have on tape one, because I just lost it and I need to know what's out there? TSM is going to say, well, you've got files one, two, and three, and you have no idea that any of the other files existed on that tape. The way you can get around that is if you happen to have a database backup from the time when the database realized it, you can restore it, big pen in the ass, probably not worth it. Now we're starting to break down into the TSM tape layout itself. When you start looking at the TSM tape, the first file you see on that tape is going to be the TSM label. It's written in the IBM 871 character set, which looks like googly gosh, until you convert it over to something a little more legible C&ISO standard. At which point you can see, I've got it highlighted there, that the tape that I've got in question here that I found out in my library had a volume idea of 100227. Going on, as we look on the next file that's on that tape, we actually start seeing some of the juicy stuff. This is where TSM actually puts the data for the files out there. Here on the slide, I'm sure the folks in the back can't see it, but a quick rundown, which we're looking at here, is we can see up here on top, the host that this file was owned by was Mayo. It was a Linux X86, and it was backed up on the standard domain. And of course down here, we've got the file information, where was it located, the file name itself, some more TSM specific stuff of the management groups. It even tells us who was the owner of that file, the ASCII representation of the owner, which happens to be replay. And if we look at the very bottom here, we can see that the beginning, as we know by looking at the file itself, it's a JPEG, and looking at the bottom of this hex dump, we can see the, can't think of the name for it, but the fingerprint, fingerprint for the JPEG itself. So we can see that the data is actually embedded right there. So if we wanted to, we could go through there, cut it out, dissect it, save it, and then we could view our JPEG file from that way. So as we can see, we can just go through the tape, we can just extract the information we want by using simple commands, DDE, hex dump, strings. We can go through, manually save the files off of our tape if we wanted to, but when you're starting to look at 40 gigs worth of data, do you really want to go out there and save a couple thousand files? No, no, not me. I'm a little lazy. So looking out there, I found this great little program called ADS on tape. It's written by this Icelandic gentleman. And by the way, Icelandic language is not a good thing when it comes to debuggers, especially a community debugger, freaks it out really bad, but long story on that one. But anyway, the problem with ADS on tape is it's written for the predecessor to TSM, which is of course, Adstars ADSM, which was bought out by Tivoli, and only supported version 2 and version 3, and only runs under AIX. So, you know, not having, not wanting to run under AIX and having version 5 of a tape, decided we'd do a little updating for ADS on tape. Again, I give you TSM tape. It's available out on SourceForge. It runs under Linux and can read 5 TSM 5.x tapes. Of course, I only tested on 5.2. That's the only tape that I've got. It's based off of Thor Holler's ADSM tape and is under the GPL license, just as he had his. So anyone interested? Go right ahead. It's out there.  A little screenshot of the command line options you've got. All rather basic. You can either restore specific files. Say if you just want to look at the Etsy Shadow file, you can just dump that bad boy right on out. It also has the ability just to audit the tape, just to go through, find all the information about each of the files, the length, the owner, the size, what have you. Here's the output from running it on the tape that we were showing you earlier. As you can see, the volume label, we get dumped out to the screen. And the first file on there is also the same file that we were looking at the hex dump of. And as you can see, it restored it for me. And it's a bit for a bit coffee. One of the special features you get on the TSM tape software itself is it also creates a restore log CSV file. Through there, it grabs a little bit of additional information that the TSM protocol has embedded into the tape itself. From there you can see the node name that the backup was done on, the OS, the user that it was backed up, that owned it. The permissions of the file when the backup occurred, and even the UID and group ID of the files. Okay, we're now getting into the mitigation portion of it. So now that we know that you can really read those tapes when they're lost, and that special equipment isn't really necessary, stuff you can go pick off of eBay for 50 bucks, not a big deal. Now we're going to take a fun look at protecting the data. First off, no brainer, you've got to know what you've got before you can protect it. If you don't have a good inventory, no holds barred. Probably the easiest way to protect your data is doing client-side encryption, especially so for TSM. It's built in, really simple to set up. And at that point, even the administrators can't even look at your data. It's encrypted. Downside of that, of course, is if you lose your key from the client, you're screwed. You can't look at it either. So you've got some good key management going on. And then, of course, a little plug for IBM, LT04. Got some built-in encryption right into the tape drive itself. Easy whiz bang, going to cost some bucks though. Now for data destruction. You know, degaussers. I love these things. They're really cool. But this one in particular, the Eliminator 4000FS.  It's going to blow everything on there. You're probably going to have a little smoking charge by the time this thing runs through. I have no idea how much they cost, but the name is excellent. Other comical sides. A couple of links here. Do-it-yourself data destruction. The link has an excellent display of bash it, heat it, smelt it, microwave, shred it. And then the fine art of data protection. Pulverize, then liquefy. I hear that the Brits like doing that. But my personal favorite is Thermite. Now getting back to the original comment out there in the audience regarding burning them. This is how I know that tapes make one hell of a snow. Now Thermite. I'm sure everyone is aware of it, but Thermite is actually used for the railroad industry. You can weld, steal together with this stuff. It burns, what was it, 2,000 or 4,000 degrees. Huge sparks. Excellent. As my daughter said, anything that makes fire is cool. And I've got a... I'm not sure if this is going to work, but I'm going to try it. Here we go. There we go. Fire. You just got to love it. Now the ironic part of it was, you could tell at the very bottom I have a huge steel plate that was the basis of a railroad track that I was setting this on. But the very bottom tape, the very bottom of it still existed. But the rest of everything on top was just charred remnants of tape. It was excellent. But anyway, folks, that's my presentation. Thank you for suffering through me. If anyone's got any questions, please do speak up. Otherwise, thank you much.


Hi, I am Dr. Aditya Shah, consultant gastroenterologist from Manipal Hospital, Whitefield. What is fatty liver? Fatty liver is a condition in which there is excessive accumulation of fat in the liver. How dangerous is fatty liver disease? Fatty liver disease is dangerous if it is not managed properly. It can lead to permanent scarring of the liver which can lead to liver failure. At times it can also lead to liver cancer. What are the causes of fatty liver? The common causes of fatty liver are obesity, high cholesterol levels and diabetes. It is also seen in patients who have normal body weight. So it doesn't mean that patients with normal body weight do not have fatty liver. There have been instances in which patients usually who are thin, lean and normal body mass usually also have a fatty liver. Does it affect children? Fatty liver was considered a rare entity amongst children. Currently due to the increasing obesity amongst the children, fatty liver has also been started to be seen in children. How is it diagnosed? The preliminary test to diagnose a fatty liver disease is an ultrasound abdomen. The liver function tests are done in order to confirm if there is any ongoing inflammation. Techniques like fibroscan of the liver are usually used in order to confirm the extent of progression of the disease. How does it progress? The non-alcoholic fatty liver disease usually progresses into non-alcoholic steatohepatitis which is the inflammation of the liver cells. This is a reversible condition. At times the non-alcoholic steatohepatitis further progresses into condition of cirrhosis which is fibrosis of the liver and it is a irreversible condition. In such condition the patient may at times also lead to liver transplantation. Patients get scared the moment they see a report which says fatty liver disease. There is nothing to be scared of. Patients control your lifestyle and things will start getting better. Myths and facts of fatty liver disease. Patients usually get scared the moment they see the report suggestive of fatty liver disease. There is nothing to be scared of. Just change your lifestyle and treat the cause, things will turn out to be better. How dangerous is fatty liver disease? Fatty liver disease is dangerous if it is not managed properly. Patients may land up in liver failure which is due to the continuous irritation of the liver cells caused by the accumulated fat. It can lead to scarring of the liver which may in turn lead to cirrhosis and may in turn require liver transplantation. Does it affect children? Fatty liver was considered a rare entity amongst the children. Usually due to the prevalence of obesity amongst the children there is an increased incidence of fatty liver amongst children. What are the symptoms of fatty liver disease? In the early stages patients with fatty liver disease usually do not show any symptoms. The patients usually start showing symptoms once the disease has progressed to the stage of inflammation and scarring of the liver. Fatty liver disease patients usually show symptoms of patients suffering from cirrhosis of liver.