El Josep ha dit que un habitatge unit és el tipus global observatori d'organització a sobre de planet a terra del sistema de la Unió Unit. I tenim una conferència cada 20 anys i tenim la primera conferència en 76, en Vancouver, i després tenim la segona conferència en Estambul, en 96, i ara, en 2016, el nostre any, tenim la tercera Conferència Habitat 3 i serà en Quito, en Ecuador. I l'objectiu d'aquesta conferència és fer-ho una anàlisi crítica de l'evaluació de les 20 hores d'organització i una altra anàlisi prospèctica de l'organització. A veure si hi ha alguna conseqüència o algunes idees que podem transmetre a les governes nacionales, que són membres de les Unites Nations, 193, per ara, membres de les Unites Nations, de 189 llocs al món. I també, si estem requerçats, ens adreçarem els nostres advices a les governes ciutadans, els governs regionals, etcètera. Hauríem fet, en les últimes quatre anys, un esforç per analitzar com l'organització és anul·lar en l'esquena planetària lately. I la imatge no és molt bona, no és especial. No, per dir-ho d'alguna manera, l'organització és patir molt la crisi. I l'exercici més gran de l'organització que la Terra ha vist, que ha estat l'última organització xinès en les últimes 30 anys, l'organització xinès, una organització massiva que ha organitzat una cosa com 500 milions de persones, ha estat molt succesa en termes de generar guèlts, però ha estat un total error en termes de conseqüències ambientals i també, probablement, una molt mix d'outcome en termes de la integració social. Però crec que això és una cosa que veiem una mica a la presentació. Jo faré una presentació per no passar les 15 minuts. Next, where is the machine? Here. It's probably here. I have titled this conference Precautionary Tools or perhaps tips for good organization in a period of rapid urban growth. I must say that urbanization, you know, on this graph, more or less, it's growing very much in the world. Now we are something like 3.5 billion people urbanized, but what is interesting is that in the forthcoming years, we are going to have a huge process of urbanization in Africa and in parts of Asia, which is going to urbanize 3 billion more people. That means that from now to 2050, the provisions is that we are going to double the current level of urbanization, which is a huge figures, you know. In 1900, it was not really 1 billion, then in 2003.5 billion, and in 2050, 7 billion people, more or less, perhaps it's going to be 6.5, but the figures are very, very relevant. This again is the graphic of where the growth rate and the population, you see that the browns is where the growth is higher and it's here and here. The rest, in the developed world, we are already not growing. In fact, in the United States and Canada, there is still a little bit of growth because of the migrations, but in Europe stagnation, in Japan stagnation, in China, very interestingly, with the age problem demographics, there is going to be also some kind of stopping of urban growth. But then the rest of the world is going to urbanize in a very important manner. In the United Nations this year, in 2015, we have been approving now in September the 2015-2030 development agenda. You know that in the year 2000, the United Nations produced this issue that it was called the Millennium Development Goals, and the Millennium Development Goals they were supposed to be evaluated this year, in 2015. And now in this year we are, after evaluating the first 15 years, we are preparing for 2030, and those are the goals, 17 goals, which were approved in New York, and I must underline goal number 11 because for the first time in the history of development, urbanization has been taken as a tool for development. That is a breakthrough because if you talk with the development specialists, and I'm sure that there are some of you which are development specialists, they used to say that development is linked to what? Infrastructures, energy, human capital, governance, and what else? Those are the normal topics that in a list of development strategies are always listed. But for the first time we have included urbanization. And urbanization for the sake of development. Urbanization as a tool for development, which is really a conceptual framework, a change. The role of urbanization in development, it's quite clear, but it's not usually recognized, or it's not enough recognized. Eighty percent of the total GDP is generated by urban areas. The quality of urbanization is a major driver of city's value and productive capacity. A lot of the capacity of cities to generate value is related to the quality of their design. And urbanization then is not a passive outcome of development. It's a driver of development, it's a creator of development. How many of you are economists? Can you raise your hands please? No economists in the house? In the London School of Economics, there's no... Oh, goodness.  Okay. Well, urbanization generates a lot of value. It generates money. It's like a printing money machine urbanization. And that should be stressed because it's not the usual approach that sociologists, anthropologists or urbanists, when they look at the urbanization. The usual writing about urbanization is about the problems of urbanization, the ailments of urbanization. Lack of housing, lack of what, lack of that, lack of the other thing. Lack, excess of poverty, concentration of poverty, etc. But there's not enough underlying of the value that the city generates, the urban tissue generates. And it's a lot of value. Sources of urban value. Economies of location, economies of urbanization, geographic economy. And okay, then if you are not economists, either you already know that or if you don't know you go to the books and find for these topics. Then urbanization is a source of money. The London School of Economics knows that very well. Economies of globalization because of specialization, because of the proximity of the factors of production, because of the diminishing cost of transaction, it generates a lot of employment. And when the economy is moving from the primary sector, extractive agriculture and mining, to the secondary sector, industry, to the tertiary sector, services, and in the tertiary sector to the most advanced services, like knowledge economy, the role of urbanization in this process is increasing, is not decreasing, is increasing. Then the future society and its capacity to regenerate value is very much related to urbanization. And the pity is that the quality of urbanization to develop growth and prosperity is related to the quality of its design. Not every kind of urbanization produces the same output. Okay? Then the question mark is, what can I do with my urbanization in order to maximize the capacity production? Eh? Well, here is where we come with some tools or tips for urbanization, but I am going to jump up, and I am going to talk some strategies that after learning of our many mistakes in the past, advising countries and nations and cities and the world, we have learned. What we are proposing now is a national urban policy approach. Why? Because one of the first things that we have learned in our mistakes is that usually the national government is not aware of the relevance and importance of the national government in the quality of urbanization. The national government ministers, presidents, etc. usually they think that the quality of urbanization depends only on the mayor. And if there's something, there's a problem in a city or in a cities, in general, there's a problem of the mayor because it's stupid, it's lazy, it's from the opposition, whatever. But the central government doesn't have the feeling that the central government has anything to do with the quality of urbanization. And this is totally wrong. Contrary to these ideas that the mayors will run the wall, etc. The question nowadays is that the national governments are the level of governments that they establish the rules of the game. They establish the decentralization, the financing capacities of local authorities, the power capacity assigned to the mayors, then the national government in the current existing political circumstances, it has a very important role in the quality of the output of cities. But the issue is that most of the people in the national government, including the president and the ministers, no saben sobre això. I then we have here a kind of autism, a kind of lack of communication, of understanding what is the role of everyone. The national government establish the degree of decentralization, the responsibilities of a level of government, coordination between sub-national levels, the structure of financing of the different levels of administration, the determination of the public debt capacity, including of course cities and urban legislation. And all that is crucial, but I can add more things. I can say that the national policy is establishing the security policy of the country, which then is very important in the city, the migration policy of the country that then is very important on the city. Whatever you can imagine that it's done by a central government, it affects the quality of urbanization. Ok, I think that I can skip that. Once that being said, the other thing that we have done is to analyze what is urbanization and why urbanization has been failing so systematically in terms of producing outcomes of interest in the world in the last years. And we have come with a three-prong approach based on three, to reach proper urbanization, we need to build three kinds of legs to sustain proper urbanization. One is rules and regulations, the other is proper physical design, urban planning, and then is financial design. Unfortunately, in too many occasions, when somebody asks a consultant, a firm, or somebody to go to a city in the developing world to help the country or the mayor to improve the organization, usually it's master planning or urban design. But this sectorial approach is not delivering the transformative capacity in order to change the panorama of urbanization. And this is because there's not a clear understanding that urbanization at the end is a political affair. It's the outcome of different parts that intervene in the urbanization process. And the most important one, because urbanization is a human creation, is the capacity to interact in the society and establish the contract, the social compact, the social pact that allows for the possibility of living together in a compact form. In a city, you have so many agendas, everybody has an agenda, but not just individually, also collectively or corporationally or whatever. Then what is important is really to mix together the rules and regulations, the physical design and the financial plan. And you know that in architecture, the three-legged artifacts, like this thing, is the most secure one, because even if the floor is not flat, the tripod is the best manner to guarantee the stability of an artifact. And then you can... You can... A little bit, variate the length of every one of the legs. You know, to balance a four-legged table is very difficult. And you end up putting paper and whatever. But guaranteeing the stability of a tripod, it's very easy. Then this is why I have chosen this image as the idea that for proper urbanization, we need the three things. Rules and regulations. This is a photo, this is a real photo of Wagadugu. I don't know if you can see it. Wagadugu is a very poor city in Africa, and you see that it was a government until here. And then it changed the government. Do you see the difference of the government? Where do you prefer to live? Here or here? The interesting thing is that this was the previous government. And this is the current government. That means that things can go worse. Not always necessary things go better. Then rules and regulations is very important. Land regulation, regulations for the public protection of the public space, regulations of everything. Plotting regulations, building codes. There's no need to explore that, but in our analysis of urbanization, rules and regulations is the most lacking aspect of urbanization. More than design, it's rules and regulations. In many countries there are too many rules. They copy developed countries or legislation. This kind of legislation, when you copy to a political local place, it's useless. And then you have plenty of lawyers who learn how to work out the regulation and to do whatever the urban developer wants to do. And then there's no authority, there's no rules of the game. A lot of legislation, wrong legislation, implemented partially and just at the end, as if there were no legislation. Urban design. Well, for me, I need to explain a little bit for that. For me, master planning is not urban planning. I repeat, for me, master planning is not urban planning. For me, urban planning is that. The essence of urbanization is the proper design of public space. And, second, the provision of well-structured building plots. And that is what is the city. Master planning, zoning, codification of land, all that, is not urban planning. For me, urban planning is, urban planning and design, is the correlation between the design of the public space and the design of the buildable plots. And this is what constitutes the urban fabric, the addition of the public space and the buildable plots in the form of a city. Well, sorry, let's go back. Here, I must say that this is one of the biggest failures in urbanization in the world nowadays. There's no urban planning. In many countries where they are urbanizing fast. Why? Because nobody has the sense that has the duty of providing urban planning. The local authorities, they are too weak. The investors and the developers, they are, you know, attracted to the city by the mayor. The mayor puts a red carpet if an investor is around. And then when the investor is there, the mayor gives to the investor a big plot and to say, do whatever, but please invest in my city. And nobody cares about urban design. And if you don't have urban design, you will not be surprised if you find African cities or Asian cities that even they are very poor, they became congested immediately. Because we have measured the public space in a city and the public space in a planet city for streets alone. It usually is around 30%. But in the emerging spontaneous urbanization of the poor countries urbanization, the public space is around 10%. That means that there is a huge lack of provision of public space and its connectivity. Financial plan. If there is no financial plan to sustain the cost of urbanization, urbanization decays and the city in itself decays. This is the third leg of the process. And at national level, we propose national urban policies, as I said before. At local level, at city level, we propose planet city extensions. Planet city extensions has disappeared of the history of urbanization. It's not in fashion anymore. What is in fashion is urban projects. But not planet city extensions. And as the urbanization is going very fast, we need to have big extensions, like the ones in these cities that I'm showing here, where to take in the huge growth of urban population for the coming years. There's no way that a weak city can plan the fabric of the urbanization project by project. Key for planet city extensions, an efficient street pattern, a clear and well-defined public space in sufficient quantity and adequate subdivisions enable different typologies of buildings and foshions. I draw the image of the planet city extension in a big scale, because only with big extensions you can alter, for example, the land market of the city. Because doing small projects, project by project, you keep this irrationality of the prices in cities, where even in an African city you can pay for a flat the same price of even more that in London or in New York. And this is because there's no such a provision of sufficient supply of urban planning in order to change the conditions of the market. I see the public space as the ying and yang in the Oriental tradition in the sense that our advice is that the public space should, let's say, streets and parks should be nearly 50% of the land of the city. 30% for the streets, 15% for open spaces. An strict connectivity of 100 between 110 strict crossings per kilometre a square. A strict width of human scales, never more than 60-80 metres for big streaks, predominant width pattern between 20 and 30 metres. 20 metres is New York, 30 metres is Washington. No less than 18, never less than 18 metres of width. Because we are in the 21st century. We are not in the Roman period, where the cities were of two, the streets were of three metres or two and a half metres. Parks and open space, the rest. Then the ying and yang, when you do the drawing of urban design, it converts in like that, where the dark, it's 50% and the white, it's 50%. Okay? You know where is that? Which city is this one? Yes, you have got it. Paris, this is L'Etoile. Well, public space streets rather than roads, human scale of course, walkability instead of this density and compactness. A wealth production capacity of urbanization is related to the quality of design of the urban space. Precaucionari density, to get value in urbanization, it's around 10 to 15, at least 10 to 15 inhabitants per kilometre a square. Most of the urbanization built today in the world is at the scale of 4,000 inhabitants per square kilometre. We are manufacturing a kind of urbanization that is not productive enough. In order to generate economies of aglomeration, by the way, economies of aglomeration of geographic economies, was the reason why Krugman was given the Nobel Prize on economy. In order to have economies of aglomeration, we need certain level of compactness. And when in a city we need certain level of compactness, we need good design. Because if we have compactness and we don't have good design, we have overcrowding. It's one reason to have architects in this world. I am finishing, just a second. Another problem in the developing world is that you go to the mayor and said we need to urbanize. You should urbanize, it's impossible, we don't have money. This is a fallacy. Urbanization generates money. Then you need to have a value-sharing system in order to have the money needed to invest in urbanization. You don't need external money. You don't need money falling from heaven to build the cities. You need a political system to share the value generated by the urbanization in order to invest in the cost of urbanization. For me, like Landry and Joshman or other technologies of acquiring public space, because this is the main problem in Nairobi where I live, the percentage of land for the streets is 10%. They need to multiply by 3. And I say, why don't you acquire or why don't you do more streets? No, it's very expensive because we need to expropriate it. Of course, in order to acquire the public land you need to expropriate, in a poor country you never will have the public land. We need to find alternative means of acquiring public space. And the alternative means of acquiring public space is landry adjustment. Where the... Sir? Ah, I'm finishing, you know? Just a minute. As I am a medical doctor, now I am going to just show you...  This is a body cut in a section at this level, okay? This is the heart, and this is the two lungs, and this is a lung cancer, lung cancer.  Usually all that should be black. All the... all the arrows are the metastases of the lung cancer. And I compare that to the metastatic city when the driver of the urban growth is only the land price. People begin to invest here or here or here because the land is cheap. Instead of following the narrative of urban planning and design. Well, I am finishing. This is the last one. Okay, the tyranny of the international model of architecture. You have here four photos. One is Istanbul, the other is Mexico City, the other is Lagos, and the other is Mumbai. Can you tell me which one of those eats, for example, I don't know? Mexico. Which one? Yeah, one because it's Mexican, eh? This is Istanbul, this is Mexico, this is Lagos, and this is Mumbai. One of the problems of the current architecture of today in making cities is the lack of culture, the lack of personality, the lack of identity, and the market orientation of whatever is done in the cities. There is not really a focus on what is needed for the population. It's kind of upper class, you know, or these in Lagos. Imagine these in Lagos, you know. It's just, it's a joke, it's a joke. It's a joke of bad taste. And this is my last... This is my last advice to all of you. Urbanization doesn't come from heaven. It's a human creation, it's a design creation, which is legal design, physical design and financial design, and it comes by choice, not by chance. Thank you.


Live from Vienna, Austria. It's theCUBE, covering .NEXT Europe 2016. Brought to you by Nutanix. Here's your hoes, Stu Miniman. Welcome to the close of SiliconANGLE Media, theCUBE's coverage of Nutanix .NEXT 2016 Europe here in beautiful Vienna, Austria. It's the first time we've had theCUBE here in Austria for myself and the team. It's been a really good event, good food, beer and wine, great art, culture, music, all of that. But the reason we've been here is to talk to Nutanix, a company that recently went IPO, NTNX on the ticker stand, had a really good pop when it opened, valued over $3 billion, and they brought in over 1,200 partners and customers here in the AMIA theater, and we had the opportunity to talk to many of the executives, including Dearest Panda, the CEO, partners, thought leaders in the space, some guest speakers, like the professor from Columbia University, we had Kate Russell, an author and journalist, as well as a number of customers, including some service providers. So first thing, let's break through what happened at the event itself. Nutanix made a number of announcements. It's the five-ditto version of their release, really expanding their progression that they talked about, moving from storage through really the virtualization layer through cloud, is what they position as enterprise cloud, the theme they've done is enterprise cloud, hashtag on my terms is the marketing campaign they're doing, and what this means is that they want to give customers some of the experience that you would expect from the cloud. What we at Wikibon called true private cloud means that the way I manage it is much a simpler environment. They talked about the learnings that Nutanix had, what we always said from the hyperscale players because some of the early engineers came from companies like Google and Facebook, but the example they gave in the keynote is Amazon. Amazon, big player in the space, and they highlighted both the one-click capability of Amazon.com, as well as the cloud nature of Amazon itself, and building out, they added to the network capabilities of what are now available, working with both networking and security partners to build out the rest of that base infrastructure stack, as well as a number of pieces, container services, file services, object services, everything around the container, the storage side of the stack, and so many pieces that they're doing in that environment. Customers seem really happy. It's still early days, especially here in Europe. They say only about 35% of their total revenue today is outside of North America, so they've got lots of room for growth, and it's a small team globally, but growing fast, and of course one of the concerns people have is that can they keep the passion and the high quality of people in the company when they start adding dozens, hundreds more? I think there are a little over 2,000 employees today. So I want to adjust, we've talked a lot about the good things they're doing. Where are the areas that customers should kind of understand? First of all, there's no one company is going to have every solution for what you need, so on the one hand I say it's great that Nutanix is expanding its ecosystem. There's a good partner pavilion here with a number of companies in here. They are still some of the big players, specifically VMware and Cisco, where the relationship is a bit challenged. I think it's over 70% of Nutanix customers still run VMware, and the corporate relationship between VMware and Nutanix is a difficult one. That being said, when I talked to, there was a service writer I talked to on the show this week, as well as a couple of customers. They're using VMware, they don't have any challenges with Nutanix, but as Nutanix expands what they want to do, how will that bump up and put them into contention with what VMware's doing? From a Cisco standpoint, Nutanix expanded what they're supporting on Cisco. They're now supporting Blade servers and claim to be the first and only hyperconverge company that can offer their solution on Blade servers. Cisco is not exactly on board with this engagement, it's what we call a meet in the field, Presidio has worked with them on that, but it's challenging there. And on the VMware side, VMware is pushing very hard with the likes of their VSAN solution, and that's the VxRail offering that they've got with the Dell EMC pieces. So there will be some strong competitors in the marketplace, VSAN has more customers overall. However, our numbers are that, if you just look at kind of the royal revenue, Nutanix is still in the lead. VMware's a little bit tougher to get at total revenue just because they sell only the software piece. Nutanix and the vast majority of the environments sell the appliance too. That brings up kind of the OEM angle, that Dell EMC relationship is one that will be one we'll want to watch for quite a bit here. The numbers I've heard from the Dell EMC side, it's over a thousand nodes, I think it was like 1200 nodes that they sold of Nutanix, which is a sizable percent. I think they said in the recent quarter, Dell believed they were about a quarter of the overall business. Nutanix does not necessarily recognize all of that revenue when it is sold because there are services and software involved, so they take it in more as a subscription model. So understanding kind of the flows of money are always something we try to pick apart. Now as a public company, we will have more data and be able to understand that. And Nutanix, to their credit, have been very transparent about what they're doing. Last thing I really want to look at is just for enterprises themselves, when you look at how I make my environment simpler, obviously there's lots of proof points that customers that are doing hyper-converged infrastructure do simplify their operations. Hopefully from a capital expense standpoint, it is a cost savings, but from an operation that simplicity standpoint is really where it is better. And that does not mean necessarily that you're lowering headcount. What it does mean is you can really focus on things like the digital transformation, other projects that you need to do internally, things like backup security and the like. There's lots of ways that we make it that customers and especially IT staff can deliver for the business. The caution I think I've been poking at this week is hyper-converged infrastructure or even the full vision that Nutanix has is not a panacea. Companies need to understand what they should do themselves, what they should look to offerings, different offerings to be able to make things easier. For example, I haven't had much discussion about software service SaaS. Most companies, if it's an application that I can move to SaaS, that's probably going to be easier for my environment. Service providers are a great way to get engaged.  There's that spectrum of what I bring in control versus what I can let go of because maybe it's not core to my business or something that I'm greatly skilled at. The great point made by one of the service fighters here is if you look at utilization of resources, the average enterprise greatly underutilizes what they had and even if you buy a simple, small blocks of infrastructure like Nutanix, you are unlikely to reach the level of utilization as if I was an actual service provider or a public cloud provider. So there's always those trade-offs. We tend to overbuy, you know, what we're doing. The long and short is that we have a lot more flexibility in these offerings here. We're always really excited to be able to dig into this technology. On the Wikibon site, wikibon.com, you can see lots of research that we've done on what we call ServerSan. We had, you know, all the revenue market forecasts. We actually go out for 10 years and it is our belief that in five years the hyper-converged category will be the majority of sales for kind of the traditional enterprise environments. That's replacing what was known as SAN and NAS. So that's on the research side. From the video side, siliconangle.tv is, of course, where you can see all the videos, all the videos that we did at this show will be there, many other shows. I've got one more show this year which is Amazon Reinvent Show. So, while I said, you know, I have great kudos to Nutanix that they've had, you know, a lot of people showing up at their US show in Vegas and their show here in Europe. They'll do another show in the US and in Europe next year. Amazon is just a force of nature. They're expecting 25,000 people at that Las Vegas show and I'm excited that I'll be there co-hosting with John Furrier for three days of broadcast there with that exploding ecosystem. So, as we reach the end of the program, I want to thank you for watching. Thank you for all the guests here. Big shout out to the entire team here. Seth, Patrick, and Greg, really appreciate you guys making the trip, you know, checking out some of the local culture here. Thank you so much for watching theCUBE and we look forward to seeing you at the next show.


So today I'm here with Fusion I.O., we're sponsoring SNW, we have a big booth, this is one of our products, we'll see, I don't know if we can fit that into the machinery here in the video station. I'll do the whole Vana thing here later. Yeah, so the demo just to share with folks who might not have a chance to be here in person, the demonstration we're doing today regarding our Fusion I.O. drives is that we have this gigantic video wall and the video wall is supported by 20 servers, each server is serving 225 video streams, so that's a total of 4,500 video streams coming off a single Fusion I.O. drive product. Now that product is a little bit different than this one. Can we get that for this QOS for our bandwidth? Yeah. Come on, you guys are the ones seeing the connectivity. Well no, this is just local, this is just video streaming locally. So what am I showing here, we're going to go back to your thing. Yeah, sure, this is our I.O. drive octal product. Sorry, the I.O. drive octal is in the demo booth. This is our I.O. drive duo. So this product is a PCIe based flash memory card that can go inside a data center server and basically be used to accelerate databases and applications. It's flash memory based, which is obviously much faster than traditional rotating spinning disks. And the real fun part about what's happening right now is we're seeing this trend of taking the process critical data or the active data and putting it as close as possible to the CPU. We went through this wave, really part of the storage networking industry association, about centralizing storage external to the servers. First we had it internal to the servers, then we externalized it. Now we're finding that in order to get the performance that's needed, we have to put it back to the CPU. It also has to be in the same kind of silicon that we have with the CPU to match up the speeds and feeds. And you know, today's servers, they're dealing with more data. They're dealing with more connectivity. People are coming in through every manner possible, not only just computers but laptops and mobile phones. And nobody has any patience. We need everything right away. Yeah, yeah. And so these I.O. drives that we deliver to customers, they can place them in their data center servers, speed up their Oracle database, their Microsoft SQL server database, or use it for virtualization. VDI, as you guys know, is a huge hot topic these days. And we're finding a lot of folks who are able to deliver more virtual machines per server using this kind of product. So that's, you know, a quick overview of what's- But it's interesting the trend you're talking about, for a decade and a half we pushed function out to the other side of the channel and now it's coming back. Exactly. But the difference is this time it's persistent. This time it's persistent. So what does that mean? Well, let's go back. I mean, we'll do a little quick history lesson because I think it's kind of fun and, you know, all this started at the Storage Networking Industry Association, oh, I don't know, 12, 13, 14 years ago. 1999. So what happened is we had servers with disk drives inside them, and that was the model. And the way to get performance out of that infrastructure was to use more disk drives, string them all together. But if you need all those disk drives in a single server, you can only fit so many in that server. So, you know, part of the impetus for externalizing the storage was performance because once it was external, we could put dozens or hundreds of drives together, have that performance, and share that across multiple- Tons I've all been with. Exactly. And so- And certainly there were other management benefits to that as well. Sharing. Sharing, right. But the idea was now we have that performance. Well, today, again, the world has changed a lot. The internet grew just a tiny bit over the last 12, 13 years. And so, more data, more connectivity, need for speed. And so now what we find is if the server is dealing with a request and it has to turn around and go get that from the sand that's back at the other end of the room, the latency is just too much of an impediment. So by now taking the process-critical data and putting it right into the server, using an IO drive, we're finding that we're able to get the performance improvement that people need to meet these kind of workloads. And what we're calling this is this is really- we wrapped this up in sort of data decentralization where you can- you know, we wanted some of the data that was centralized, but now we want to decentralize some just like we've decentralized CPUs. So another interesting analogy to think about here is with the mainframe era, all of the CPUs were in the mainframe.  Well, when we went to client server, we kept some CPUs at the server, but we put some CPUs in the client. Desktop computing. I mean, companies like Microsoft coming up and all the benefits of the applications and the rich experience that we got. Well, now the same things happening with performance oriented storage. We don't want to keep it all locked up inside the equivalent of a storage mainframe and have the servers have to do these acrobatics to go get it and bring it forth. We want to put that process-critical data right into the server. So we sort of refer to that framework as data decentralization. You talked about the latency. Now that's two-fold, right? Because not only is the disk spinning, but there's all kinds of overheads associated with it, right?  Well, it's technically possible to do so. But one of the things that happens in that scenario is you're dealing with a lot of legacy storage protocols. So most frequent ones that we talk about are things like SATA or SAS. SCSI. SCSI. And so those protocols were designed for rotating media and did a great job. SCSI actually was designed for tape, I think. Before that I have to check my history books. But in the world of flash media, that doesn't always do justice to what flash memory is capable of. And so what we advocate is let's put flash memory in the best position to succeed. Let's allow it to put its best foot forward. And doing so means let's not let it hide in the back of the data center behind all these interconnects and all of these protocols. Let's bring it face forward, process critical data close to the CPU because the goal here isn't necessarily just to make the storage faster. The goal is to keep the CPU humming. That is the key cog in the wheel and the utilization that we have to keep going in order to serve the data that we want. More data, more users, more quickly. Multi-core is a big factor there too, right? I mean, a lot of IOs coming out of Intel these days. Exactly. And so as the server platform scale in terms of the number of sockets that they can hold, CPU sockets, and then the number of cores, we get this great scalability at the CPU layer. And we don't necessarily want that all to go through one cable out to a storage array. How about having that available to the entire PCIe bus on that server? So if that server might have four, eight, ten slots for PCIe, you can fill those with FusionIO drives and get a really great parallelization between the CPU bandwidth and the flash memory. The RAM is too expensive and it's volatile. So now we're seeing a hierarchy emerge, John, with a whole new set of applications, right? Yeah. Which is just your sweet spot, right? Yeah. So obviously you're here. Gary Arnstein, who's the vice-president of the product market for FusionIO, innovator in new kinds of storage, data decentralization, or storage decentralization, whatever you want to call it. You guys are going public, so you really, you know, a lot of hype going on around FusionIO, a lot of interesting data coming out from the competitors knowing that you guys are, you know, our hot company. And I wrote a post about this and I want to just ask you this. And that is that there are new companies out there that are in these new franchises, the Zingas, the Facebooks, the Twitter, these new applications that are seeing massive scale. Massive scale. That are relying on things like very intensive database-driven type applications, custom open-source coding, Facebook and Twitter. You know, it's documented in their history about how they're home-growing, a lot of stuff, and operating at scale. And so you guys, you know, sell into these kinds of environments. And so, you know, there was a post going around, around the ideal market for you guys. And one of the things I said was, it's not about selling into Facebook as a per-unit thing or selling into Twitter as a per-unit thing.  So the question to you is, what's going on in the marketplace? Are more companies going to look like Facebook, or more enterprises going to look like Facebook? How does a Facebook or a Twitter or a Zinga, people who are built on cloud, built on essentially high-scale data centers, using cutting-edge techniques like SSD, how are they a proxy for what the future enterprise will look like? Yeah, I think that's a great question. And I think we have to look at it. Certainly companies that are operating at that scale with those kind of applications are a leading indicator of what might come in certain other markets. But at the same time, the applications of a company like a Facebook or a Zinga or a Twitter or something are very different from some of the classic enterprise applications. So I'm not sure it's a one-to-one type of relationship of if one of these large, web-scale companies is building their architecture like this today, we're going to see that in the enterprise in two years. I don't think we can draw necessarily such a... I've done a one-to-one. A philosophical mindset. Sometimes a platform. They're using open source. There's a consumerization of IT trend that's being talked about here that's pretty heavily. Mobility and cloud and... I think what is interesting is that the change in the amount of data, the amount of connectivity, and the need for speed is universal across these different markets. So whether you're in the web-scale market or you're in the enterprise market, everybody's dealing with those same three issues. And so we might solve them a little differently. We might solve a solution for an Oracle database a little bit differently than we would solve a solution to serve millions of photos to millions of users. But the underlying issues there are common, which is that we can no longer rely in today's world more data, more users more quickly of going back to this rotating mechanical media in order to serve the data. I don't know if that answers the question. We asked some of the people at the Stratoconference, the top markets, and we thought, I thought web would be, large-scale web apps would be, or platforms would be number one. Yahoo, Facebook, Google. But apparently, government 2.0, military, healthcare, finance, these are verticals that are exploding utilities. It's not just Facebook and Zynga and Yahoo, it's these other verticals. I'll tell you one of the most interesting things I've seen around is companies that are dealing with literally three workflows in one, which is they have to capture a whole bunch of data, often in real-time, so if you think about things like capturing weather data or capturing some kind of sensor-related data, so there's that incoming stream, then of course everybody wants to visualize or somehow make sense of that data in real-time because we all can't wait for half a second. And then the third thing going on at the same time is they likely can't keep all of that stuff that they need, how they're going to archive some of that data. So these three kind of workflows that capture the real-time analysis and then the simultaneous deciding of, you know, how am I going to archive this, that's a really unique problem that you just can't solve with traditional technologies and you need this kind of approach of take that process critical data, bring it right into the CPU, active data close to the processing, keep the processing humming, and deal with these workflows simultaneously. The other thing is that I think that, you know, the web stuff is very interesting and a great indicator of what's coming, but the enterprise market is really adopting this kind of technology en masse and we see solutions. What are the drivers? What are the drivers for that? The drivers there are databases and, you know, who doesn't want their database to go faster, right? So keep in mind, you know, we talk a lot about applications but the applications are supported by databases, so whether that's Oracle databases or Microsoft SQL Server or MySQL, we have the MySQL conference coming up in Santa Clara, I think it's next week. That's a tremendous area of interest. The HQ opportunity. The other, yeah, we'll see you there. There's no rest for the weird. Sorry, Deb. The other area is virtualization and particularly we're seeing a lot of interest in virtual desktop infrastructure. One of the neat things about virtual desktop infrastructure of course is, right, you can allow everybody to sign in and get that virtual machine on the fly. Yeah, provisioning apps. But if they all come in at the same time, Big BootStorm, yeah. Big BootStorm. So the very simple architecture for giving a boost to your virtual desktop infrastructure is to take that golden master and to take those clones of that operating system and put that on flash memory products such as a Fusionisle and boom, you know, all those problems go away and you can support more virtual machines per server than you could before. What do you think about VDI, virtual desktop, you know, desktop virtualization? I think it's here. You know, it's one of... It is... Isn't it not... It's been talked about, but now we're kind of on the doorstep of mix happening. It's the real thin client, right? Isn't it? It's the final instantiation of what we were all hoping to see with just... I don't know. I'm not sold yet. I mean, I'm happy to be... Why? What makes you not sold? Because I don't want to give up my desktop experience, you know, and I think most users don't. So if I'm a claims operator... Is an iPhone a VDI? Is a tablet VDI? Well, not today, right? Yeah, but if you're working in a large company, right, where you're going in and you're logging in and, you know, it's so much simpler in that environment to provision these virtual desktop... It's simpler for IT. I totally agree with that. It's simpler for IT. But from a user perspective, I don't want to give up that user experience and so that's why... What would you know? What would you know? I mean, I think we're getting to a point... Would you feel like it's transparent today to the user? You know, we're not using virtual...  But I think for the... What you were talking about, Gary, about the thin client vision, the Scott McNeely vision of thin client, I don't think we're there yet. I think... I don't think we're ever going to be there. You never have to take away hard disks from somebody. They're going to have hard disks to play with. And I think it... Because the economics aren't there for a virtual desktop. Yeah, but the economics for companies that are deploying this clearly are there, right? Yeah, oh yeah, oh yeah. For those use cases where it works, it works great. I agree with you. So that's where we're seeing a lot of users, right? For companies that want to deploy lots of virtual desktops to lots of users, they're able to support, you know, more per server. I think I agree. I think I'm going to go Gary on this one. Because I think it's here. I'll tell you why. I think that, you know, back in the PC era, back in, I'd say, early 90s, the notion, you know, when the 46th kind of hit, that team was right on the next gen. You saw a mass distribution of PCs and every distributor or reseller at the time was basically doing, basically burn disks because the resellers didn't want to load windows on every machine.  Guys plugging in a freaking CD-ROM pumping windows on it. So say, hey, master disk, there are all these hard drives and this install the hard drive. So I think what he's referring to is, on an enterprise, everyone's desktop will have some VDI-like app. Right. You might have a hybrid, too, right? You might have a local desktop application or environment for the people who need that. But the ability to pull up a virtual desktop environment. So let's talk about what this means for Microsoft because Microsoft freaking hates desktop virtualization. Yeah, they should. It's really disruptive to Microsoft. I mean, they're doing a lot of promotion around hybrid V. Of course they are, right? Yeah, absolutely. But so when desktop virtualization first started, you know, to come out, Microsoft's now poo-pooing it. Right now, of course, Microsoft's embracing it because they don't want to... Because no one's upgrading Windows 7. Well, so... Maybe because they like it now. But my point is this, we're going to test the lock-in that Microsoft has. And I actually think Microsoft has plenty of knobs that they can turn to keep the VDI camp economically less feasible. They'll just keep ratcheting and now changing the licensing, you know, keeping those customers locked in and keep them extracted. It'll be interesting to watch. So lock-in is now passing. Right? So would you agree lock-in is passing? Well, let's say... Or has it ever been involved? Well, it's horrible in Microsoft. Well, it depends if you talk about from a vendor perspective or from an end-user perspective. That's always been the end-game. Yeah, vendors love lock-in, right?  Listen, like lock-in. But tell me, VMware doesn't have lock-in? I mean, they have a degree of lock-in, right? Yeah, I mean, it's all about choices, right? So does Google have lock-in? Do we have more choice than we did 10 years ago? So here, this is a digression, but it's a fun one. Was the world better or worse when the only choice was an IBM laptop, Windows, BlackBerry, and Microsoft Exchange? I sometimes long for those years. Because of the simplicity, right? It's so complicated. I only had a cell phone in my car, which is great. I played golf and did some things. It was not a phone call. So I want to switch it up. What are some of the interesting things you've seen here at SNW this week? So I just got here about an hour ago and came right into the queue. The most important thing that's happened here at SNW is that the queue is here. So we are here live. We're validating SNW. So SNW has finally stepped into the modern age of media by having us here. I've been reading some of the stuff that I've seen. There's a lot of cloud stuff, right? Yeah, there's a whole cloud exhibit here where they did an area where, you know, folks had a, there were a collection of smaller setups. I'll give you my two cents on this. Dave, just because it's a cloud infrastructure. I don't even need debriefed yet, but my angle is this. The era of innovations is obviously on SNW. They're using Silicon Valley as the kind of place to kind of domicile around innovation. Is this the first time that SNW has been held in Silicon Valley? I was told that in the old days it was held here, but certainly for the first time in the last five or six years. So it's an old show. You guys know it's my first time, and I know about the big whales that were here. But in essence, you know, storage has changed. It's changing, right? You guys, you know that.  So innovation is the theme. I think that's just more of a kind of a bumper sticker to get people pumped up. But the theme I've heard from people is twofold. Cloud and SSD. This is about flash. Flash memory. I've heard a lot of people flash this, flash that. And David Floyer from Wikibon and I were talking at lunch. Performance is a hot one. So to me, this is coming out of the underlying thread here is performance, performance, performance. Performance is important. But you know what I like to share with folks is performance is often the thing that drives people to these kind of solutions. But it also has, there has to be a kicker for cost savings, right?  And so what we find with our customers is that, yeah, performance will bring them in the door, will attract people to a particular solution. But if they don't immediately see some cost savings in terms of consolidation of infrastructure or the need to postpone the purchase of additional infrastructure, some hard dollar savings, then it's no longer interesting. So it's really a one-two punch. It's can we reach some new threshold that's going to allow us to do more than we were able to do previously? But then two, can we pay for that with the savings that we're going to get by using less equipment or not having to buy new equipment? Yeah, yeah. So people who have a database performance problem throw spindles at it, they throw compute at it and they don't solve the problem is what you're saying, right? Yeah, I mean we have a number of case studies where people talk about, you know, I was trying to add more spindles to this configuration. That was, and that's been before, you know, flash media came onto the scene. That was the recommended method for achieving more performance. So people try that and then realize, you know what, this really isn't getting me where I need to go. So I need to take a major step forward. It doesn't scale the way they need to scale. It doesn't scale the way they need to. It's very hard to configure disks for performance, very hard to configure disks for IO operations per second, which then translate into transactions per second for a database or an application. So they'll say, how do I move off of that? And yeah, in the meantime, all this infrastructure for housing all of these disk drives can be repurposed. And so that is a major cost savings from a dollar perspective. The thing that, it's a common thread thing along those lines is that two things are happening. Everyone is trying to think about what's next while it's trying to figure out what's happening today. Right. That's the comment we heard from the entrepreneur earlier. But to me, the common thread on that equation is economics and value add have to be tied together. So it's not just an economic game. Hey, yeah, save money. Sure. So whether it's cloud or whatever you're reporting to this new environment, this innovation that's happening, ultimately it's about change, right? So change is the key. But the change equation is economics and value add. And it's an and equation. Economics and value add. Yeah, you can't just have one. So that's kind of the common theme and all the best companies we hear from you guys and on is that the value add component has to be a major kicker. It can't be, oh, a nice to have. It's like big value add. Whether it's obviously database performance for you guys or something else. So that's kind of our filter. Right. Absolutely. So Dave stepped out. So we've got to wait woefully behind schedule here. OK. Well, thanks very much, guys, for having me on. It was a pleasure. Thanks, Gary. Always a pleasure seeing you. As always. And you'd be able to put this to use in the video machine? Yeah, I hope so. Yeah. Thank you. Can we get some of the screens? OK, we're going to bring Scotch.


Okay, so hopefully this is working. Hi everyone, I'm Freddie. So I am a engineer at Deutsche Bank and I'm going to talk you through a project that we've been working on with Finos for about 18 months now called the cloud service certification project. So I'll quickly introduce myself. So I work in PNL technology at Deutsche. I've been with the bank for about two years and I've been working on this project for about 18 months, pretty much since we first got involved with it. So I'm going to talk you through cloud service certification. The idea behind the cloud service certification project is that all major banks pretty much are trying to adopt public cloud one way or another. And the way they're doing that is by going through each service and working out what risks they need to calculate and what their settings need to say on their cloud services. So if you're trying to create a, if you're trying to put bank data in a Postgres database on the cloud, for example, you would need to have certain settings enabled like maybe encryption at rest or encryption in transit. The ramifications of that is that as a bank, if you're trying to adopt public cloud developers in banks are generally used to only being able to create things that are compliant and secure. So if I'm a developer at the bank and I don't go into Deutsche Bank's policy documents and make sure that I can do what I'm about to do before I deploy to OpenShift internally, for example. I just do it. And the reason I can do that is because I know that anything I'm able to do within Deutsche Bank's network is compliant and secure and complies with the bank's risk appetite. That is often taken for granted by people who work in banks, but there's a huge amount of work that goes into enabling that to be the case and making it easy for developers to focus on solving their problems rather than constantly thinking about, am I missing a regulation here and there? And of course, the reality is that even if banks did require developers to go and look at those policies, that wouldn't be a workable way forward because there's just too much to think about. Deutsche are operating in around 80 countries and we've got nearly 100,000 staff and some banks are bigger. And so that's not really workable to say to a developer every time you want to do anything, you have to go and check those policies. So we've got to maintain that ability for anything that happens internally is compliant and secure by nature. So how do we maintain that while we're adopting public cloud? That's what the cloud service certification project aims to achieve. So a quick introduction to the project. The collaborators to the cloud service certification project are mainly have mainly been Deutsche and JP Morgan up until a few months ago really. Finos has been leading the project and Finos, as many of you will know is a Linux Foundation member joining this year. And so the Finos team have kind of guided Deutsche and JPM to lead this project. We've had a lot more collaborators getting involved over the last, well during 2020 really. We've now got Morgan Stanley. We've had UBS involvement. We've had a lot of help from Red Hat and then the cloud providers themselves, Microsoft and Google and various other companies. We've had CS, we've had City Hub and consulting companies that are helping us to kind of work out the most efficient way of collaborating and solve some of the technical challenges with us. So that's the collaborators and there's sort of banks are in and out on this project and we're really pushing this because we've kind of seen that this could be a really, really valuable asset for us. So the project purpose, the mission of the cloud service certification working group is to accelerate the development, deployment and adoption of a common set of controls and tests for cloud services. You can see that on the screen. And so that the long and the short of that is that we want adoption of public cloud for banks to be very easy. And we've recognized that there's no intellectual property for banks in the ability to adopt public cloud right so you know our IP does not sit in our ability to adopt public cloud all banks are trying to achieve the same thing. A lot of banks are trying to comply with the same regulations so rather than reinventing the wheel and kind of over and over again all of us coming to the same conclusions about the same services. We were just collaborating and doing that work centrally. So why is this why is this necessary. Well the majority of cloud security instance are due to human error. So you can read the quote on the screen and capital one is a really good example of this. Apologies if anyone from capital ones on the call, but last year capital one had a breach in public cloud. That data in the public cloud in an AWS. I think it was an easy to bucket and that data was compromised that data, however, was not hacked in the in the sort of brute force sense of the word so it was a it was a misconfigured container. And so, where does the blame sit so this was one of the first, the first problems of its kind and this was a really interesting case study for those of us that work in financial services, because what it says is. Okay so it was made only as his fault because the container did exactly what it was supposed to do. Was it capital ones fault well. But that that it was it was a case of not having. I guess tested the different settings in AWS and of course that that those switches are not owned by capital one themselves and you know these these cloud services are a complex and there's a lot of. There's a lot of switches there's a lot of settings that you can apply to all the different services, particularly when you're working across different cloud providers Google, Azure, AWS, Ali cloud, etc IBM Oracle. And the result of that was the US bank shares slid nearly 6%. That's what we're all trying to avoid really. So from the bank's point of view, what this project provides is much stronger controls proof of compliance so we will be able to prove to regulators to audit and internally that what we're running in the public cloud is because we'll have tests that show us that genuine multi cloud so a lot of banks are talking about multi cloud. That's kind of not a reality for a lot of banks it's sort of one or the other because of the overhead of adopting an individual set of services you know if you if you decide as a bank to adopt. GCP for example, then you have to train your people in how GCP works. You have to know what is available in GCP and you have to make those risk appetite decisions about whether what your requirements are for the containers that you're you're spinning up in GCP. This project will also provide very fast switching between cloud providers and that can be beneficial where you know banks want to diversify across providers rather than having all their eggs in one basket as it were. And it also provides the engineering culture, which is a huge challenge for banks I think trying to build, you know huge numbers of technologists and trying to operate like in that in that kind of famous tech startup culture that the public cloud providers and you know big tech firms do so well. And you know working really closely with those companies on this project provides a huge engineering culture benefit to the banks as well. From the tech contributors point of view, it's access to the financial services industry, which is you know one of the oldest and most powerful industries in the world, and an incredibly difficult industry to get into and understand as an outsider. And so you know my next point or more in depth understanding the cloud providers particularly are really keen to understand the challenges faced by financial services providers because so many of their customers just don't have those kind of challenges, particularly when you're a bank operating, you know globally across regulatory jurisdictions. And it also gives them influence over the public cloud choice so you know working with us on these projects allows the public cloud providers to show the power of their platforms and and what's what's available what they can offer us. So how exactly does this work. So for each service, we will go through this workflow that you can see on screen. So it will pick a service like postgres for example. Microsoft Azure has a has a postgres database. So first we'll we'll build a policy document. We call that a service approval accelerator, and that is defining the parameters of our risk appetite for that service so that's talking about what is compulsory, what is optional, and, and how should those constraints look on public cloud so what should we you know for a database for example, do we need encryption at rest do we need encryption in transit. What which IP address ranges can we expose. And what are the options there as well so the service approval accelerator not only says, okay all banks have to comply with this or or we don't need to care about these but it actually also says. So there's some options here depending on what kind of data you're putting in the cloud and from a financial services point of view that's really valuable because, of course, the cloud providers themselves could tell us. It could tell us what options there are but they're not going to be able to give us the kind of insight from a financial services point of view as to okay. It could be required by x regulator or there might be a knock on effect of a certain of a certain setting. So once we've defined that service approval accelerator that that policy document, we then move on to creating BDD test scenarios so we want, we really want this to be easily accessible easily readable and as you developers out there will know, you know gherkin files cases are really, really structured easy to understand way of writing tests at the top level, and the really good way of right of mapping tests onto requirements we've defined those requirements in the policy document we're now mapping them on to those BDD test scenarios. So we've written our BDD test scenarios are gherkin feature files. We then map that further onto policies code. And that can be terraform. We're currently having a discussion over terraform versus a couple of other providers and that that policy is code will allow us to spin up actually spin up the containers themselves using the compliance as code that that's in our repository.  And finally, you've got your test fixtures. So those are kind of back testing on the BDD and on your terraform scripts to ensure that once you created your once you created your containers, those are indeed doing what they're supposed to do. And, you know, you can kind of test that the that the behavior is as it's expected. So let's go and look at some code. So I'll flip over to our GitHub repository. This is just illustrating at the moment we've got Google Kubernetes engine is a work in progress postgres honors year. We've just contributed their service approval accelerated for that and Amazon Redshift was contributed by JP Morgan previously. So this is the cloud service certification main project. It's open anyone can join it and if developers would like to get involved then then please do drop me a message afterwards and let me know. I'll show you the service approval accelerator for postgres because I think that's a really good place to start. So the format is a markdown file we want all of it to stay in this GitHub so that we've got a single single place to access the whole project and so that as I say it's as accessible as possible it's as easy to understand and really lots of different financial services institutions can access this information. So if I flick through a couple of these identity and access management, for example, if we look at authorization we're saying that it's recommended to only assign active directory as your active directory groups within postgres not create individual users within postgres itself. So what we're saying is that you'd have an active directory as your active directory instance honors year and those roles are used to define the access to your database. So that's an example of a specific, you know, we're saying this is the way we think you're going to have best control over your authorization to your postgres database. So if I flip down to another one, we've got encryption at rest. So we want encryption at rest it's required for data governance and compliance efforts. We've cited a few government and industry regulations HIPAA PCI Fed ramp laying out specific safeguards regarding data protection and encryption requirements. And we're also saying that we want that data encryption to be using customer managed keys. So, as your allows you to bring your own key be okay for data protection at rest, and that allows you to actually hold the keys yourself rather than having the keys stored in as your key store. So you can flick through this service approval accelerator and you can see plenty of, there's lots of examples so IP firewall rules run to network security now. And we're saying that if you want to create your network honors year, then we've got some recommendations for how you could build that, creating proxies to allow you to access your company network from Azure. And obviously not opening your public IP addresses to the outside world so you only want to be able to access that from within your company network. So that's the service approval accelerator. I'll show you an example quick example of a bit of code so we've got some we've got some pull requests open here. And Kubernetes we have. We find the right one. And Terraform scripts being contributed as well. This is really slow. Apologies. Okay, here we go. So we've got some Kubernetes scripts here. And here's the service approval accelerator for our Google Kubernetes engine. That's our markdown file and then we go in here and you can see, we've got some Terraform scripts. So if I open up the main Terraform script. We're creating Google compute network compute firewall right the way down to the Kubernetes cluster here. And that's using the settings that we've recommended in our server service approval accelerator. So that's how we recommend we're going to we're going to go forward we're really trying to start with the code. And so we're going from the ground up and we're this project is saying let's just pick a service. Many of the companies involved in this project can pick a service and go ahead and, you know, start start building defining a service approval accelerator that's then discussed by the group. And then that that information is contributed to the repository via pull requests. So for Deutsche that's linked up to our internal bit bucket repository and we can push that over a proxy to the outside world for some companies it's not that difficult. Yeah, if you'd like to get involved, then please do let me know. We really welcome individuals and organizations to get involved in this project. Whether you're wanting to contribute Terraform whether you're more on the cloud side or indeed just wanting to get involved in the discussions around the risk appetites and service approval accelerators. That would be really valuable to us. So I'm going to open it up for questions and thank you very much for listening. I hope you have a really good open source strategy for them. Cool. So I think I'm live now. So if anyone wants to ask any questions, please do. I think you, if you type them into the chat, then I'll read them out and answer them live. I'll stick around for the slot which is another 10 minutes. So yeah, please do ask any questions. Have we had the chance to take any of the constitutions back into DB yet. That's a great question by James. James is the champion of the project is one of the few people that's been on it for longer than I have. Yeah, that's a great question. So the ultimate goal of this project right is that we have the scripts, these tests, the service approval accelerators, and we have that covering, you know, a good proportion of the services on predominantly the three main cloud providers, Google Cloud, AWS and Microsoft Azure. And we want to have that catalog of artifacts that banks can re consume. So Deutsche Bank, if you've been following the cloud news has just given a really good example of how this project could be valuable. So Deutsche has signed a letter of intent with Google to work on a 10 year strategic partnership. And I don't have many details, but I'm not really able to talk about it anyway so I won't. But previously, I can say that we were looking at Azure as a solution. And because of our strategic partnership, we're now moving to GCP as part of the wider program. So we're really demonstrating a great use case for this project because if this project was in a more advanced stage, then we would have a catalog of artifacts that we could use to re consume on GCP. So for example, we've done all this work on Azure on working out the settings required for postgres container or for Azure Kubernetes as your Kubernetes service. And we want to move that on to GCP SQL database or Google Kubernetes engine. And we will have the mapping in the cloud service certification project, which has been tested by another bank using Google cloud, using Google Kubernetes engine in GCP. And we could just re consume that. And there's no, there's no IP issue there. So the point I was making in the presentation is that there's no problem with the banks sharing this information because it's not intellectual property. It's just a case of how quickly can we get through our road maps to public cloud? So we've got another question. Has there been any consideration as to how these service accelerators can be tested once people merge in new templates? So thank you for the question, Adam. And we at the moment the process is we have a very open group of individuals on the cloud service certification call and pull requests are reviewed by the wider audience. Often we break out and work with specific organizations together. So some of the big banks, Deutsche and JPMorgan mainly have done some work together reviewing PRs. The service approval accelerators and the artifacts generally are contributed from one organization which has developed it, and that is pushed into the repository. And then once it's, once it's available and the PR is raised, then the group can look at how we can merge that and whether there's any feedback we'd like to give. And that might be valuable feedback that the contributing organization can re consume as well, right? Once people merge in new templates, we will try them. And, you know, so I'll, if I come up with a hypothetical example where there is a Google Kubernetes engine service approval accelerator in our repository already and Deutsche Bank are looking as part of our new deal to move to use GKE. We would re consume the service approval accelerator on GKE. We'd obviously review it internally, but all the headway is done. And we know that, you know, BankX are here in global banking. And we know that they, that the regulators are happy with them using GKE, using the parameters that they've defined in the service approval accelerator. And the regulators are happy and their internal security and compliance are happy. So we're pretty sure that that service approval accelerator is going to be something close to what we want to use as well. So we re consume the GKE service approval accelerator, we have a look at it. There might be some organizationally specific changes we want to make. We might operate in regions that have a specific legislation that the other bank might not have to worry about. So obviously we'll do an internal review, but it's huge to public cloud. And the other point in this is it's solving the problem whereby banks have to go through and analyze the risk down to the lowest detail and go through each service because we have this document already. And we can take this to our internal security and compliance teams and say, this is used by another bank. Is there anything else that we have to think about? Is there anything else that you would like to change as part of our risk appetite? But actually, that's a huge start. And, you know, that could save months, if not years of work on some of the more complex services to accelerate that adoption roadmap. I hope I've answered that. Please do follow up if you'd like to ask anything else on that. James, are you looking for more banks and tech companies to join cloud service certification? Well, absolutely. I mean, you know, if people are members of organizations that would be interested in joining the partnership, we have consultancies, we have banks, we have technology companies, big and small that have joined the project and cloud vendors. And we'd absolutely love contributors equally. We have individuals who contribute as well. So if any of you are here, not part of an organization or, you know, in between organizations or would like to contribute in a personal capacity, that would be that would be hugely welcomed and you're really welcome to join the call. I suppose the way to go about doing that would be through GitHub. James, you might be able to add a better, better pointer than that. But yeah, there's that you're absolutely welcome to join the call and please do contribute. Yeah, there you go. So James has just posted in the chat. For those of you that aren't following it to GitHub link to that's our GitHub repository under the finance organization. And within here, you're really welcome to post and say that you'd like to be involved. Please do contribute anything you can, and we'll link you into the bi-weekly project call where you can be introduced to the rest of the team and get involved. So yeah, you're really welcome to do that. Please do. Okay, we've got two minutes left. Anything else? There we go. We're in, we're in a meeting next Thursday and the agenda will be added to the issue soon. So watch that repository. Follow it with your GitHub account and you'll find an issue will come up by James on GitHub. And that will be our agenda for the next cloud service certification meeting and you're really welcome to join it. With regards to where we are, I can give it, I can give a quick update. So, Deutsche Bank are currently looking at contributing the rest of the work we did on Azure before we made the move to GCP. And then there is a PR for GCP for Google Kubernetes engine rather, which I think has just been approved. So Google Kubernetes engine is now in the repository, if not just before being part of the repository. We tend to try and merge the PRs on the project call because that's exciting and we can all approve it. We have the lead maintainer is a member of Deutsche Bank. And he's, you know, done a huge amount of our work on Azure and Google Cloud. We've got quite a lot of work in the catalog at the moment that was originally contributed by JP Morgan on AWS, but I'm not aware that there is a contributor to the AWS work at the moment so if anyone would like to pick that up then please do. And Google is getting a lot of interest partly because Deutsche are interested in it and partly because we've got other contributors that are keen to get involved in that too. And then there's some Azure work in there which really needs fleshing out so a lot of the time we kind of contribute the service approval accelerators first and then flesh out the code, the terraform, the test, etc. Yeah, so it would be really good to get those fleshed out. I think we're out of time so I'm going to wrap up and thank you very much for joining everybody. I hope you enjoyed the talk and please do get involved. We're really keen for contributors. Thank you.


Hi, this is Professor Gerald Friedman, Department of Economics at the University of Massachusetts. Welcome to our class on worker cooperatives. And I'd like to talk a little bit about why a course in worker cooperatives and what is this all about. And the simple answer is that worker cooperatives, worker cooperation, worker run, worker managed businesses is about democracy, about the idea that your participatory rights, your right to participate in matters that affect you, extends beyond the public realm, what we see as the public realm, to encompass all aspects of your life. So when we vote, we all claim a right to vote in deciding whether the town library should be expanded. We should also have a right to vote, to participate in making decisions about whether our business will expand, whether the place where we work will expand. And this goes back to the rise of capitalism. Capitalism as a social system is relatively new in the world. We think of it as, oh, it's the way things are, and yes they are, it is the way things are all over the world at this point. But that's recent. Capitalism is a new social form. In the 14th, 15th centuries, there was no place in the world where you could identify as capitalism, capitalist. Capitalism arose out of feudalism, out of slavery, and involved two signal changes. Involved the production for sale of commodities. Under capitalism, wage workers, second piece, work under the supervision of a capitalist who controls access to the production place, to the means of production. And the workers produce commodities that are sold. Because workers are working under supervision, they're working in a fundamentally undemocratic way. When you go to work, you follow orders. When you're home, when you're at the public sphere, when you're discussing whether you like Sarah Palin or Barack Obama, when you have those types of discussions, when you're discussing whether to expand the town library, you're a citizen. When you go to work, you check those citizenship rights at the door, and you work under somebody's supervision, and you do what you're told. Worker cooperatives do not necessarily challenge the production of commodities. Worker cooperatives can produce commodities and sell them. But they challenge the idea that workers should be wage slaves while they're at work. Cooperation can involve changes in what you produce, maybe. But what it definitely involves is a change in the way production is controlled. Instead of being a wage slave, you'll be a free citizen at work. Now, this sounds kind of utopian. But from my perspective, it seems very attainable. Many economists have studied worker cooperatives. They found that very productive, generally more productive than capitalist firms. Where I live in Amherst, Massachusetts, we have a whole range of cooperatives. We have a cooperative photocopy place. We have a cooperative car repair place. Cooperatives sold the voltaic production facilities, and they all work at cooperatives all over the place. At the University of Massachusetts, where I teach, there's, I believe, 16 student-run businesses all operating on a cooperative basis. So cooperation can work. It can work very well. And it seems like a good goal for society. If we want to be a democratic society, we should be a democratic society at work. So that's what we'll be talking about. And I might add one final note. This course was designed by a cooperative. We had graduate students, faculty, members of the community all working together discussing, debating, and designing this course. And now we have a videographer helping out. And he took this class. So that's a recommendation. You should take it, too, and enjoy. Thank you very much. Bye-bye.


Hey guys, welcome back to my YouTube channel. This is Daniel Rose here bringing another video from Jerusalem as you guys can hear I have a horrible horrible cold that is stubbornly Stubbornly refusing to get better, but nevertheless, this is a video. That's important to me to make Therefore I am going to make it. So I came across I usually don't firstly Let me just preface this by saying that I usually don't do the Hasbarat thing the Defending Israel on the internet thing. It's not my thing. Why? Because I've done a whole separate vlog about this I don't think it usually is a constructive use of time people who hate Israel hate Israel and It's a bad argument to think that people who hate something on irrational grounds are going to be swayed Biologic, right? That's that's just doesn't make sense So besides second thing is I would say it's a cesspool of negativity to get into the whole fruitless Enterprise of arguing with these people Usually doesn't it's not only a waste of time, which is one thing I think it's actually probably bad for the people doing it because it drags you into a Hate filled environment Nevertheless now and again, there's something I come across on the internet that is so Greegious excuse my use of this weird word That I feel compelled to say something such as the case with this news report on The journal dot ie now for those who don't know the journal dot ie is Pretty much the main online news website I'm gonna just make myself a small bit bigger so you guys could see see my face here on the on the recording It's pretty much the main online news website in Ireland and people will say I've been seeing people on Twitter saying, you know The journal dot ie is not that big. It's actually pretty big now I'm relying on what I knew when I left Ireland seven years ago But it's pretty much like the Irish times of Israel This is not some website that high schooler is running from his mother's basement. This is a legit website that's selling you know advertising to Enterprise companies major sponsors, and it's a legit thing now Not only that but scroll down to the bottom of the journal dot ie and you guys will see that the following text Written in its footer after this Slurry of the usual anti Israel crap that gets published in the comment section on this website And it's consistently anti Israel. And by the way, and I again I use this advisably it frequently veers into transparent Transparent anti-Semitism. I don't say that all criticism of Israel is anti-Semitic But the comment section on the journal dot ie Frequently contains explicit Anti-Semitism and they do usually do nothing about it Stuff like comparing Israel to the Nazis what the Israel what the Israeli Army's doing to the Palestinians is worse than the Nazis Israel control the Jews control the world of media all this complete BS. It's Safe haven for it on the journal dot ie, but take a quick glance. I'm gonna put myself back to Microscopic here take a quick glance at the Footer of the journal lot and you can see the journal dot ie supports the work Look at this grand language of the press council of Ireland and the office of the press ombudsman and Your staff operate within its code of practice Wow You can obtain a copy of the code or contact the council at press council dot ie great So let's go on to press council dot ie and let's check out this Fantastic code of practice that the journal dot ie adheres to here we go guys up on your screen. It's free it's open source and Let me just show you what it says Principle one truth and accuracy in reporting news and information The press shall strive at all times for truth and accuracy principle 1.2 when a significant here we go guys listen carefully When it's significant in accuracy misleading statement or distorted report or picture has been published I Pause deliberately It should be corrected promptly and with due prominence 1.3 when appropriate a Retraction apology explanation or response Shall be published promptly and with due prominence term 1.4 it's not written here But I suggest that it exists and it reads as follows except in the case of reporting About Israel because when you look at this report the Irish Israel allow Alliance more than a day ago Sorry, I'm just trying to grab my cursor back into OBS studio here The Irish Israel Alliance more than 24 hours ago. So we talked about you know reasonable speed here pointed out that this headline is a Disgrace UN demands probe Now by the way for those who don't know this I Study I have actually got a degree in journalism I was initially working as a freelance journalist then I went into communications I actually worked as a summer as a copy editor So I know a thing or two about journalism and how journalism works in This instance is you can see this is wire copy. So this comes from the AFP, which is a wire agency So there's other other wire agencies like Reuters or the Associated Press the AP and Usually how it works whether we're talking about print newspapers or online newspapers is the newspapers will subscribe to a certain wire agency that gives them rights to reprint their wire reports, but the decision of how to wear the headline is Typically made by the news organization itself specifically the copy editors So when you see this here, you end demands probe into killing a valetier journalist by Israeli forces. This guy's is a fricking lie firstly When we talk about the quarter practice of the press council this is presented as an objective fact when it's not And even if we disregard that fact Right now the evidence indicates that there was a gunfire fight between the Israelis going into Janine to conduct an arrest operation of Palestinian militants and I Personally, you can dispute this Think that it's probably safe to say that the fatal shot who killed this Al Jazeera journalist emanated from armed Palestinian militants Irrespective of that the Palestinians have refused to cooperate and an Israeli investigation or for that matter a third-party investigation And there is no way anyone on earth can say that Shireen Abu Akle was killed decisively by Israeli forces. This is a flat-out lie mistruth defamation against Israel written in black and white on the journal.ie and It's been more than 24 hours since the Irish Israel Alliance pointed out that this is a barefaced lie and I've personally again Against my best instincts of getting drawn into this world of Hasbara. I've been tweeting about this and again now What's the point to make this video really there's actually no point except to say that I wanted to record for those who don't believe that there can be such a thing as Explicit anti-Israel bias in the media not surprising it comes from the journal.ie. They Frequently have explicit anti-submitted content in the comment section, but nevertheless it's educating So that's pretty much all I have to say in this video The journal.ie have had more than 24 hours to correct this they claim to subscribe to a code of practice Regulated by the press council of Ireland that demands objectivity in reporting What this demonstrates personally and if you look at the complaint process for the press council You have to be and you have to prove that you are directly affected So it's a waste of time essentially for most people by the way 34,000 people. Let me just go back to the news article here for one sec 34,000 people view this story on the journal.ie. That's the impression count here Now if you that's just people that's knowing a thing or two about digital marketing That's people who view this web page, right? That does not take into account people who viewed this headline Maintaining the lie on the home page of the journal.ie or people who view this headline on Google news or people who view this lie lying headline via RSS feeds or whatever. So I would say the amount of people that have actually viewed this this I Would say almost an inciting headline inciting a mistruth bait inciting anti-israel hatred based upon this complete mistruth at best lie at worst That israel's killed analogies are a journalist of probably three times I would estimate the 34,000 people who've actually clicked into the article and this news organization the journal.ie which claims to subscribe to the Regulatory coder practice of a completely powerless authority and is continuously filled with selective anti-israel hatred pro-israel commons routinely get deleted. It's all a crock of Rubbish, who's gonna say something else, but we'll say rubbish for now That's pretty much all I have to say guys Thank you for watching this YouTube video if you'd like to get more content for me Hopefully with a better voice next time Please subscribe to this YouTube channel