We are talking about national cultures and in this particular topic. We are going to discuss interpersonal trust as a national culture dimension Trust is something which you give to somebody when you are confident about the person who you are trusting This tendency to trust someone that also comes from the Background that you come from and the culture that you belong to there are some cultures in which there is a general tendency for people not trusting others because there is a general Understanding that people are not trustworthy. They are dishonest. They are going to betray you They are going to do something behind your back and that kind of a mindset. It prevails Culturally it's not that people are Good or bad in a particular culture It's just that the culture of a place of a society of a Nationality it has that it has developed that kind of mindset over Centuries and over decades That leads to such kind of mindset that people in some cultures are ready to trust each other and in some They are not ready to do so very easily so in Cultures where people are ready to trust each other then in organizations as well managers are willing to share their power and authority with their subordinates when they can trust and What they can trust actually in organizations. It's not just that you can trust their intentions But also you need to trust their ability. So a Manager can trust his or her employee on two dimensions One is that the person has got the ability to do the task Agar manager ko yeh lagta hoga ke Jo subordinate hai vo kaam nahi kar sakta ya us me ability hi nahi hai So as a situation may the manager will not be able to trust the employee with the work that needs to be done and then the manager will have to Supervise the employee continuously and then the second thing is very important And that is intentions that whether the employee has got the right kind of intentions Wo dishonesty to ni karega us k intentions to kharaab nahi hai us ki near to kharaab nahi hai So these are the two dimensions if they are present then the manager will be ready to trust the employee So are they capable of making decisions on their own if they think if they trust then they will let the Employee take decisions. Do they have sufficient knowledge about the task at hand that is also important and Will they put the company's interest before their own that is something very important That is something which is related to the intentions ke unko apna fahida sochne wo apna fahida sochhenge Ya wo company ka fahida sochhenge agar wo apna fahida sochhenge aur company ka fahida Jehe wo bypass hota hai ya usko neglect karte hai. So that means that their intentions are not right So these three aspects if they are there then the managers will be ready to trust the employees In some cultures People have Low levels of trust on their employees and in some cultures the level of trust is high on what reasons and what Factors it is dependent that the level of trust will be high or low Number one is corruption and on the other hand transparency in some cultures There is culture of corruption for example Pakistan is higher in the corruption index and low in the Transparency index whereas on the other hand the developed countries for example the UK it is higher on the Transparency index and low on the corruption index alone ko yeh a general trust ki feeling goti hai ke low Corruption nahi karenge aise cultures ke andar whereas Pakistan mein agar employee ne naan bhi corruption karni ho to Ye expect kar liya jata hai ya ye assume kar liya jata hai ke low corruption Karne ki unki andar tendency maju de aur agar unko mokha milega toh wo karenge So that is one aspect because of which there is trust in people and mistrust in some cultures Then there is second thing which is an important factor is a general You know view of general view of honesty in some cultures people generally are Honest they do not lie to each other. They do not give a sense of equivocation They do not hide the facts. They do not try to trick others and fool others Whereas in some cultures unfortunately that kind of situation prevails that some cultures They have a lot of general dishonesty problems. For example, if you go to Egypt Tourism ke liye khaslaur pe logon ko ka jata hai ki aap apne bag sabhaal ke rakhe hai Aapne jor keemti ashiya hai unko sabhaal ke rakhe hai Kyu ke wo aapne log aap ko baah zahda trick karte hai Baah zahda theft baah zahda hota hai And people are extremely dishonest in Egyptian culture particularly in the Kaira city So there are certain cultures which are considered to be high in this general dishonesty dimension And there are certain cultures which are generally honest Then the third thing is availability of skill and of skill and abilities So particularly from the aspect of the organization and human resource management The level of trust will be high if there is high availability of skill and abilities Because then the manager would know that yes the person, the employee is able to conduct his own work And able to make his own decisions and does not need supervision O kaam khraab nahi karteega So if there is availability of skill and abilities Then people they will not And that also contributes towards trust Because jab aap ko apna kaam karna aatao To aap ko yeh zoroorat nahi hodi ki aap ko yeh tere mede tari ke se kaam kare Aap ko yeh shot cut lehi Aap ko yeh kisi tarah se usko bypass karne hi koshish kare So agar aap ko kaam karna aatao to yeh general nature hai logon ki Ke aap kaam karne you would prefer to do the work rather than making shot cuts And then finally the fourth aspect which is very important in determining the level of trust Is the level of work ethic in some organizations So some cultures they have high work ethic and some cultures have got low work ethic Work ethic means that people are professional People are regular They complete their tasks without supervision They are ethical about their behaviors They are not dishonest All the aspects of being ethical in the organization And then there are some cultures which are low in work ethic So people are unprofessional They do not come to offices on time They are not regular They are not punctual They are not fulfilling the requirements Even if they have the ability They say let them do the work So if they do the work They will get more responsibility So these kind of things prevail in a low work ethic culture So according to that if a low work ethic culture is there Then definitely the managers cannot put in a lot of trust in the employees and the subordinates So the interpersonal trust dimension of national culture is something which translates into the organizational culture And then it affects the various different dimensions of how you can manage people in a particular organization


Hi everyone, Joe for Jaspie is doing a recap from our fanatics live stream on Sunday the 10th It's a Sunday fun day three box football mixer featuring a box of 2022 Panini one football 2023 fanatics under wraps mini helmets from the draft and 2023 elite football. This is random team break number three Big thanks everybody here for making it happen. Thanks for bidding on those random team spots on the fanatics live app Appreciate you Alright now, let's see what we got at the Bijan Robinson rookie on deck to Sean Watson vellis jones jr Stroud We got the Stafford relic Roshan Johnson pen pals on card autograph the die cuts they die cuts a flowers rock party We got a Breton strange one out of five John's and mingo and got a nice John Jason Taylor not Jonathan Taylor, but Jason Taylor Dolphins nice quad relic on card auto auto also out of five that went to Miami That was for Shane Shane all aboard the big hit Express And the mini helmet Who did the mini helmet go to forgot break number three? It went to Sparty fan Wow He had the He had the mingo There it is Jonathan mingo the receiver for Carolina. They need to make better use of the canvas there, but But there it is or the fanatic sticker right there nice little mini helmet Good detail. It's got the grills got the chin strap. It's pretty cute. There you go. There you go, everybody Thanks for watching. Thanks for breaking with us. I'll see you next time on Fanatics live


Our next presenter is my fellow co-chair, Aparna Subramanian. Aparna is the Director of Production Engineering at Shopify, and today she's going to answer the question we all want to know. Is Kubernetes delivering on its promise? Please welcome Aparna Subramanian. Hello again. My name is Aparna Subramanian. I'm a long-time CubeCon CloudNativeCon attendee, and this is my first time being a co-chair. I'm truly excited to be serving in this role, alongside my wonderful co-chairs, Emily and Frederick. I'm also the co-chair for the CNCF EndUser Developer Experience Sync. So in CNCF parlance, EndUser means a very specific thing. So EndUser are members who use cloud-native technologies, but they do not sell cloud-native services. So we are basically non-benders. So this Sync, the CNCF EndUser Developer Experience Sync, we are a community of end-users, and we come together to discuss all things related to building and operating a Kubernetes platform. So in this talk, I will be presenting a summary of our experience and attempt to answer the question, is Kubernetes delivering on its promise objectively? So these are the key topics I'll be covering in this presentation. I'll start off by discussing why we need an internal platform, and then I'll talk about the promise of Kubernetes and how it was a perfect match for building an internal platform. And then I'll provide an evaluation summary based on the perspective of platform engineering teams. To understand why we need an internal platform, let's look at the key stakeholders and their expectations. So we have application developers. They don't want to deal with the complexity of infrastructure. They want simple building blocks that they can self-serve. They want well-established golden path to production for each of their different applications. And they want full integration to the platform from within their development workflows. And then we have our business stakeholders. They care about fast time-to-market. They want to make sure we avoid costly production issues that have financial implications for the business or can erode customer trust. And they want uniform enforcement of security and compliance, which, if not done correctly, could expose the business to a lot of risk. And then we have our platform engineers. They care about scalability, reliability, resiliency, but most importantly, they care about extensibility because that is what helps them build a platform that exactly serves the very specific needs of their internal customers. So let's see what it takes to build an internal platform. And let's imagine this was a time before Kubernetes. And I know that feels like eons ago, but it's a really helpful comparison to put things in context. And I'm going to highlight some key components. So most platforms back in the day had an orchestrator. At Shopify, we had our own home-grown orchestrator, which was basically a collection of bash scripts that would SSH into each host, restart the container, and roll out the application changes. We did not have anything like auto-scaling. We couldn't even restart a failed container automatically or move it to another node. And most platforms also had a central configuration management database.  And there were tools for logging, security scanning, CI CD, et cetera. And if it was an advanced platform, developers could self-service all of this using a service catalog. You probably know where I'm going with this. This platform was not great. It needed an army of experts, and it took many, many months to build such an internal platform before you can actually start running a business on top. So compared to the platforms that we have today, this was mostly infrastructure as a service, plus some collection of tools on top, and then some best practice guidelines to the application developers, hoping that they'll do the right thing. So this was the landscape before Kubernetes. And then Kubernetes came in with the promise of a scalable container management platform that will enable us to run containers anywhere and everywhere. So several end users were really hungry for a solution like this and became early adopters. And fast forward to what they have today, Kubernetes has given them such a head start in building these internal platforms. You can see the power of Kubernetes and its rich ecosystem of tools, because that's what they've used to build every aspect of their platform. Kubernetes has a well-structured API and a well-understood extensibility mechanism that we can use to model, configure, and deploy all of these resources consistently inside the platform. It has truly enabled platform teams to operate with greater velocity. So a big picture takeaway. If you're a new business and you want an internal platform for your business, you can get started in a matter of weeks. And this is not just infrastructure as a service, this enables platform teams to truly operate platform as a service and in turn helps their application developers operate with greater velocity and get that fast time to market that the business stakeholders need. So now's the objective evaluation part of Kubernetes. First is portability. I would give portability five stars. Clearly Kubernetes is portable and it has created this layer of standardization across infrastructure and multiple cloud providers. And more importantly, as a platform team, our skills are also portable. Next is reliability. Reliability is also five stars. Platform teams have learned to treat everything as replaceable, things that can come and go. We have no longer treat things as sacred and something that needs a whole lot of protection. And this has overall helped with the reliability of the platform. Next is extensibility. This is what makes Kubernetes really powerful and much more than a container orchestration system. By leveraging the power of custom resources and operators, we can model and lifecycle manage every aspect of our infrastructure. Scalability. Kubernetes is good at scale, but end users like Shopify and other end users that I talked to, we've really stretched the limits of Kubernetes. Although we've been able to work around most of these issues by just creating more clusters, I would give scalability only three stars because we are constantly raising the bar here on scalability. And finally, simplicity. Kubernetes is a complex system and it is not an out-of-the-box solution for application developers to use. It is powerful and it's flexible enough for platform teams to use and we don't mind the complexity. Many successful businesses, including Shopify, have built their entire platform on top of this technology. I'd like to outline some challenges that platform teams are still grappling with. Number one is YAML configuration complexity. There's trade-offs between simple defaults and exposing enough flexibility for applications to use, but when you're doing this at a scale of thousands of apps across a global fleet, this problem just gets so much harder. And Kubernetes upgrades are painful. It has gotten better than before, but it is still an area of work in progress. Platform teams are happier to deal with one less upgrade each year. It's now three per year, compared to four per year in the past. And the third thing is multi-cluster management. I mean, I mentioned how to deal with the limitations and scalability we've ended up creating more clusters. That's not the only reason why we've ended up with clusters for all. When you operate across regions and multiple cloud providers, creating more clusters is almost unavoidable. And there are other organizational reasons why we create more clusters. Shared ownership is really hard, and when most things are only configurable at the cluster level, you almost have to create one cluster or a set of clusters per organization. And there are other operational considerations why we create more clusters to separate our stateless and stateful workloads. So, combined with all of this, we've now ended up in a situation where we have just too many clusters, and there's a new set of challenges around multi-cluster management. We always look for solutions in the ecosystem before we build in-house solutions. And I would say this is a great area of opportunity, business opportunity in the ecosystem, because most end users that I talk to are building heavy in-house solutions for multi-cluster management. Before the final verdict, I would like to talk about different options that you have when you're building a platform, because you may be wondering, well, if I can only leverage the power of Kubernetes if I have a large platform team, well, I don't have that luxury, right? So, this is how I think about the various options in terms of building a platform. And I think of this as a four-layer cake, and let's start from the bottom. You can build your own Kubernetes platform in your own data center. This will probably give you the most flexibility and the most freedom for innovation, but also the most effort. Let's say if that's too much, but you all have existing capital investments in your data center, and you're working on your Kubernetes skills. The next best option would be to use a vendor platform, like OpenShift or Tanzu or similar, and leverage that platform. And if you don't want to deal with infrastructure at all, the next best option would be to use, or if you're born in the cloud, the next best option would be to leverage a cloud platform. So, you use a cloud provider, get their VMs, and you build out your Kubernetes platform on top of their VMs. Or the other option is using all of the benefits of the cloud and using the Kubernetes managed services that the cloud vendor offers. This has, this is definitely less effort, but it will also give you less flexibility. So, when making these decisions, the trade-off is obviously going to be between simplicity and flexibility. Cost is another dimension, but it's hard to generalize and say which of these would be cheaper. You can also mix and match your approach based on the problem that you're trying to solve, and I'll give you a few examples. I'll go back to the previous slide.  You may want to use cloud and the managed service because it's fairly straightforward. We all know Kubernetes works really well for stateless apps. And let's say you want to build an AI ML platform or a database platform on top of Kubernetes, and you want to have the flexibility to turn all the knobs, optimize, tweak it continuously because we know that this problem is hard, so you'll have, it won't just work out of the box. So, you may want to consider building a platform on the cloud or using a vendor platform so that you have the flexibility to control the control plane, the worker nodes, and continuously optimize them. And yesterday, I was talking to an end user who's in the telecom industry, and they have very strict latency requirements. So, they are using the first layer of the stake, which is they build their own Kubernetes platform in their data center, and they're actively considering the clouds, but it's going to be a while before the cloud providers can meet their latency requirements. So, that's how I think of in terms of the various options, so you definitely consider your own personal situation, the size of the platform teams that you have, the workload itself, the use case, and then the differentiated value that you're able to add to your business by going with each of these options. So, here's the final verdict, and I'll start off by saying, platform teams love Kubernetes. I can't imagine any of us wanting to go back to using homegrown scripts to orchestrate containers and production. Given the growth of scale and complexity over the past years, Kubernetes has truly been the engine of progress for businesses, and it is the engine of productivity for platform teams. Overall, Kubernetes has more than fulfilled its promise, and with its impressive ecosystem of tools, the possibilities for innovation are truly endless. And I'll use this opportunity to invite you to join the developer experiencing. We are a community of learners, and we grow together by learning from each other. Our next meeting will be on May 4th, and I'll share the QR codes shortly. And here's a plug for a great end user panel discussion that's happening at 11 a.m., where you'll be able to directly hear from several of our end users and how they are dealing with this particular challenge of platform efficiency. And if you're interested, we would love to have you. Thank you for your time. Please scan the QR code on your left to join the developer experiencing, and the QR code on the right to provide session feedback. Thank you.


Well, thank you for listening and I pray that this video has been very helpful to you as you've heard Sin described judgment described the person in work of Christ explained in our response to the gospel and thinking about on our Analogy that we started with that analogy of the doctor the doctor coming into the room with good news Often it means that there was bad news that came before and now in the context of that bad news We have great news. I hope that you see the gospel in a similar fashion that you understand the bad news of our sin We have sinned against God because of that sin God who is holy and just and righteous and perfect is Right to judge us for our sins and that judgment is a terrifying judgment and that judgment is a real judgment and apart from Christ we are hopelessly destined for an eternity of judgment paying for our sin But look at the great news the doctor burst into the room and says I've got great news that God Condescended to take the form of a man God in the flesh Jesus Christ came he lived a perfect Sinless life where we could not and being perfect being sinless Jesus Christ perfectly satisfies the righteous and just demands of God's law in our place And then he is crucified He's hung on the tree. He dies Bearing the awful penalty of our sin in his body on the tree Taking that penalty of sin that we rightly deserve and Breaking the power of sin in the lives of those who would respond to the gospel rightly With repentance and faith that Jesus Christ was risen from the dead on the third day according to the scriptures proving there will be a resurrection for you and I and Proving that he conquered death fully and finally so that's a great news great news that we can trust and hope in Christ and Christ alone to save us from our sin. It's important you understand There's nothing that we can do there is no good in us that will merit favor with all holy and just perfect and righteous God We must have the righteousness of Christ His is the only perfect righteousness that will satisfy God's demands We must be clothed in those perfect white linen garments of Christ's righteousness in order to be able to stand before God Justified it's all because of Christ. And so if you will turn from your sin Forsake living life for yourself It's gonna burn this life will be over It'll be a vapor here one minute gone the next Forsake that life of living for yourself and turn to Christ turn and trust The Savior trust in Christ who has made provision in his own sacrifices own death For our sin trust him and be saved be right with God and live for eternity as a child in God's kingdom Live for eternity in heaven Worshiping and praising God worshiping and praising Christ for all eternity as a child of his it's a glorious blessing It's a glorious grace. It's an amazing grace that God gives in the gospel If you've heard this and you have questions, we want you to be able to get answers to your questions Please call us. You can call us at 407 971 souls<PHONE_NUMBER> or feel free to go to our website at www.cornerstoneorlando.org We'd love to hear from you. We'd love to hear your questions and make sure that you get answers to your questions If you're here come and visit us sometime 3370 Snow Hill Road Chuliotta, Florida C-H-U-L U-O-T-A That's zip code three two seven six six For me, I'm pastor Mark Brashear and from all the brothers that participated in this video We'll be praying that this video is an encouragement to you a blessing to you and we look forward to hearing from you.


Well, this year we've focused on being in better condition and better fundamentally. I think we're a little bit better right now than we were last year on defense and each and every day. The kids are getting better, so we've had one scrimmage and trying to get us ready for this Friday. We got the one scrimmage against Perry Central and we didn't have one this last week, so I don't know how we'll be coming Friday, but the kids are looking forward to it because I know they're tired of practicing, and so we're ready to get to it. We're learning each and every day. We're trying to settle on some things offensively and defensively, what we think our personnel can do, and last year we were all over the place, especially defensively, and that was mainly my fault, but we're getting consistent and the kids are fitting in good. I think we've got to execute and, of course, take care of the football and not make no turnovers and not give up no big plays. They've got some athletes. Their quarterback is real shifty, fast. They've got two real good wide receivers out there. Their line blocks well, and I think they've went to the spread this year, passing the ball. So we've got to be able to defend the pass and get some pressure on the quarterback.