Welcome to this session on arrays. With this session, we are moving into an exciting discussion on how to use arrays and matrices to handle a large number of values which often crop up in computational problems. In this lecture, we will be looking at the need for representing a set of values such that the entire set has a single name and individual elements of the set can be used in computations. An array structure is known in mathematics, so we shall look at that and we will see how elements of an array can be accessed using index expressions. First, we will look back at a program to find some of given values. Imagine that we are given four numbers whose sum we need to find out. We had done this program earlier. We just have v 1, v 2, v 3, v 4 as four integer variables, a variable for sum. We input the values of all four variables.  This is a simple program except that the question is what do we do when we have a large number of values? If we only need to find their sum, well, we can use only one location and keep on adding the new input value into that sum iteratively. In this case, we require only one location. Here is a program which finds some of marks for say n students. Suppose they have given a quiz and the quiz marks are available. I now declare only a single variable marks. I of course, declare sum with an initial value of 0. I propose to use count as an integer variable to set up a for iteration. You are familiar with the for iteration. n is the number of marks or number of students whose marks I wish to add. I input the value of n and I set up this iteration. You are all familiar with this for count equal to 1, count less than equal to n, count equal to count plus 1 sets up an iteration which starts with count equal to 1 and ends with count equal to n. So, 1, 2, 3, 4, 5, 6 n times it will do this iteration. In each iteration, I read the value of marks and I immediately add it to the sum. So, sum becomes sum kind of a running sum. In fact, when the iteration control goes back to the next iteration, the next value of marks is read in the same variable. It gets added to sum. At the end, it is very obvious that sum will contain the sum of all n individual marks that have been submitted. So, whatever we achieved, we have actually succeeded in finding sum of marks of n students without having n individual variable. This works, but it works only when we need to find sum or any value based on sum such as an average. Having calculated the sum, we know that we divide it by n and we will find the average. So, we get the required result, but we lose individual value. Now, there may be occasions when we need to retain excess and use these values later. For example, suppose we need to find not just the sum, but we need to find the sum. We need to find the standard deviation of given marks for which we need the average, of course, which means that we will need to access all those elements again. Suppose we need to arrange and print all marks in descending order. We cannot throw away any mark that we have read, because after reading the mark somehow, we will have to rearrange them in descending order and print them. These are the limitations which we cannot solve using ordinary variables. We now look at the arrays as we know them in mathematics. We know when we want to represent a set of numbers. Often arranged as a table of rows and columns is called a matrix. For example, an array is nothing but a one-dimensional matrix with just one row. Now, an array A, let us say, contains some 11 integers. We may be able to write it as A equal to 73, 14, 3, 128, etcetera. These are all 11 values. Mathematically, we immediately understand that A is an array. We often use the notation A subscript i to represent the ith element of array A. Here, i is said to be an index, because it indicates a specific element of the array A. So, for example, A 2 represents the second element, which is 14. A 5 represents the fifth element 1, 2, 3, 4, 5, which is 3926. And this is how we can refer to individual elements. Observe that this mathematical structure is so elegant. It has a single name for all its elements. And individual elements can be addressed by using a subscript, which is nothing but an index to an element. For this array, we can denote the sum of n elements of such an array as sum is equal to sigma i, i varying from 1 to n. This is a typical standard mathematical notation. For example, here, if n is 4, then the sum will be nothing but the total of the first 4 elements 73, 14, 3 and 128, which works out to 280. How nice it would be if this concept of a mathematical array is made available to us as a programming construct. What we need is, see therefore, is if we can have adjacent memory locations allocated not to different variables, but allocated to different elements of an array and all the elements together are collectively referred to by a single name, say A. So, an individual element can be identified by an index like 1, 2, 3, 4, 5. In short, we look for such a facility. There are indeed arrays in C plus plus, a structure which provides a single name for entire collection and it permits us to access individual elements using an index. In a program, how do we declare an array? How do we write references to individual elements? Can we use a variable like i as an index? These are the questions that we shall see in the next session. In summary, we need an array to store a large number of similar values. We must be able to access and process individual elements. An array is indeed a collection of adjacent memory locations and an index is used to refer to an individual element. However, mathematical formulation of an array and its representation are slightly different than the C plus plus representation, but we note that C plus plus does provide us with such a data structure. We will next study the details of using C plus plus arrays. Thank you very much.


Well, it's time now for our hot topic and we're focusing on on those states. There is a sunset and there is a dawn in on those state right now. But before we go to the nitty gritty of that, we have our guest here who will be talking about these issues Dr. Ibrahim Oshinowo, Enterprise and Investment Risk expert has joined us to talk on a do on on those state Good morning and welcome to the program doctor. Thank you for having me. Thank you. Yeah, like I said, it's a sunset for Keredolu. He's no more, but it is a dawn of a new day for Ayed Etiwa in on those state. Ayed Etiwa has been sworn in as we bid farewell to Keredolu at this time. So let's let's just get you your your opinion on issues leading to this moment and what you respect from on those state from here on out. Yeah, this was actually a great one. He is a symbol of someone you can call a patriot. But he loves his country. He loves on those states.  I could remember when I was in the University of in Mandela. My mom elder said better than was the chief engineer of the UCH. So I met him in 1990. As a young guy, he was already a lawyer in a molotov. And when we go for student you know, the same back in the days, I remember came and a boyfriend was actually the lawyer for the so-called bad boys in school who used the unison to speak or they oppressed and challenged the military. But we were dealt with. But up against the law and a boyfriend was actually one of the pwnier who we call three and the rest of the fair. But the law system was the latest. But what they have to was also in the fair. And a boy that grew up was also in the fair. If I am going to grow up was the most expended and resticated. Back in the days. But of course, if you are you are in the if it is the same link road to both universities. So most of the union boys, student boys who are in the fair and the world in the University of Mandela are mostly linked. And many of us were suspended from school, causing trouble, protesting, the military. And these are legal luminary, who stood firm for us as young boys who naively behave as sometimes. So actually pan-Africanism is a case of oppression. It does not count be oppressed. I will remember also when he lost his first election through Agaku. I briefly worked closely, not so much. I was.  Professional, you know, Texas is thanks to Texas research that we had in Switzerland, a part of the Western Africa where we're developing with the enterprises to be measured in terms of funding of projects, you know, before you have to quit the project, soil text, you know, ever met the past assessments and, you know, funding of investment in terms of, you know, entertaining the risk analysis of any project.  Also, if you could remember, during the forming of APC, Kobuna Keido was actually one of the pillar of the part, you know, is truth fair. He doesn't, he doesn't really, really care about how you feel as long as his interest and his mode of, you know, expression is for the people.  Let's just know that if you are here, you must transfer power.  And I like, I'm very happy that, you know, my dear friend and brother, S.A.M. also alluded that if you knew that Keido, that he knows, if he has the opportunity to write or is capable of delivering species, he would have transferred power to Yair Agua and I'm very sure the day I heard that comment from Kairudair Julesi, I was very impressed, you know, he's not a greedy person and he's also a constitutionalist, he lost to and trained to the dictates of the Constitution. He was elected also as the president, you know, unanimously and performed credibly with nobody in this country.  A lot of people will remember him. Also, during the famous South North, where the North wanted to retain power, is poor, even challenging the president, unless he knew that either you like it or not, the Constitution is built on rotation, North cannot retain power, either by correct influencing the process or proxying it, through using PDP to get a candidate from the North, is to frame and spoke, you know, altruistically, he doesn't, you know, he doesn't, if he knew him, a lot of people that knows, Governor Haley will tell you that he will speak out, he's not a, he's not a, you know, he pretends to speak out, he will speak out. He would not mind if the moon is going to, it's going to be cloudy and sunny at the same time, he will speak out.   Same thing as the then-government, it is Mr. Fiershey, you know, close and brave, you know, the intelligence Southwesterners that will take with them. And in general, I can tell you that the Southwesterners, we have lost a very rare gem, we have lost a fighter, we have lost a nationalist, and we have lost, you know, one of our best prey, you know, is, if you look at his reign also, let's take a small dith in dusted, you know, it took power six years ago to go to dusted, most of the projects in there were executed, you know, to the best of the world class, you know, he applied this branch of, you know, background as a professional, you know, legal, luminary, into the governance, most of these things are told transparently. So it's hard for you to hear anything bad about a criminal. It's very hard for you to hear anything. They talk to family, it's a true burden in general, the first lady from in most states, for instance, you can imagine the wife that he got married to 40 years ago from the east, so he shows his nationalism in terms of his attitude, his personality, what he believes, he believes in this country, he believes the general is still going to be great, you know. So he's a man of many, many parts, so it's a very sad, you know, event for us, you know, we share the same sentiments, we share the same sentiments with you, we were talking earlier how we would like to remember him for all the things that you have mentioned here and even more, especially in terms of security, you didn't mention Amotecun, but we know that his contribution led to the formation of that Amotecun and the funding of Amotecun to make it stand as it is right now. Towards the end of his life, not even his tenure, it seems as if some people were trying to rubbish his image and doing things that were attributed to him that may not be attributed to him or may not have emanated from him, but that aside, that would be another kettle to fry another day, but how do you think we should immortalize somebody as great as Akeredulu was in the Nigeria sphere? What do you think we can do to immortalize a man like that so that tomorrow another person might just see and say, okay, it's good to be a patriot like Akeredulu was, because I too will be immortalized? A lot of ways that we can immortalize such, you know, a rare thing. First of all, we call on the new governor to be magnanimous and show, you know, absolute loyalty to Akeredulu's legacy, because without God, Akeredulu would not be here. Akeredulu, if you remember, removed Angora, the then deputy governor, and been walking from nowhere, from nowhere, I mean from nowhere to become the deputy governor so he definitely, you know, who Akeredulu, even after, in his grave, who Akeredulu, so what I expect to tell the new governor of not-to-do is to continue the good work the chancellor, the late governor Akeredulu has been doing. Don't forget that people from those states voted for what they mean by Akeredulu, not your care either, Tewa, but the constitution must take its precedent, must take its, must find its way. That is what happened yesterday by, you know, not in the setting of space in governance, somebody must be there. And Akeredulu is now the governor of those states, continue from where Governor Akeredulu stopped. So, what I expect him to do is to give him one of the, you know, best befitting period, number one. Two, don't rubbish his image or his legacy project. Most of this project, even those ones that are going, I will encourage him to continue and ensure that he commissioned all of them in the name of Akeredulu. Most of his, you know, reform in all those states judiciary also should, you know, continue. I will encourage him to build one of the best icons in Akweru for him, name it after him. And I'm sure Akeredulu will be smiling at him in his grave. Most of the courts should be renovated. Most of the courts in those states, you know, should be upgraded. And many more things to do for him. And I can only wish the new governor all the best. Now to the federal governments, I'll call on them, especially I know Ashuradu knows, if you look at Ashuradu's, Mr. President's press release yesterday, you know, it makes sure that a lot of things, and it shows how quality of a being that Akeredulu was. The federal University of Akweru, Kuta, can be named, is a suggestion, which, you know, by naming it after, let's come to Akeredulu University. That would not be a bad idea. Any other universities that you think is good for him. And I'm sure most of the universities, the faculties of law, will also do something to motorize the late, you know, NBA president, deputy governor. So these are things that they can do to, to motorize him. At the same time, life must move on. Governors must move them. And his family also should be remembered in terms of, you know, kind them along in governance without, without, you know, particular, you know, people who are showing tendency of improv within his family. But it can be one or two people to work with and let them see that it's a respect. You know, the teller just left them one year, and if the new governor is lucky enough to be elected, he asked enough, enough time to be elected. He will be, he will be, he will be, if possible, he is able to contest and win his elector. He can govern on those days for the next eight years, adding to the one Akeredulu left. That's going to be nine years. So he has to be magnanimous and make sure that his boss name keeps winning this short span of one year that he is going to, you know, govern on those days. But in the, in the meantime, when these problems were going on, you know, those Akeredulu left power, did they sign these, did they do that and all that? I'm sure there must have been some bad blood between camp A and B, whatever that might be. So what do you think the new governor should do to be able to bring all the camps together? Because a family divided cannot stand. So what are some of the things you would recommend for Ayate Tiwa to do, to unify the people, first of all, and then move forward from there? Let me tell you about governors in India. I've mentioned a few things that if governor Ayate Tiwa is listening, he will be from there. It's very simple. Camp A can be from the time Akeredulu was pronounced dead. I can tell you there's no camp in the middle state again. From the time that gentleman who was sworn in yesterday as a governor of those states, everybody will fall on them immediately. That's the power of the governor. If you don't have a governor, that's not what was, I'm just laughing at that, I'm sorry with your respect to your governor Fubara. You take time, you take time and I'm reading the question. You can see what I'm trying. All of the presidents, they are shadow, presidents, shadow, and governor's shadow. He's from New York. There's no camp again. It doesn't start time talking about camp. All those camps that you are seeing, all of them, you can see what most of the staunch enemy of Ayate Tiwa were in the home, singing praises on him. I want to take a pound of flesh. I want to take his pound of flesh, you know. That's what we're hoping was not. But out of that, they were falling. All of them, including the speaker. You can see the speaker, the speaker that wanted to be fishing. We'll try to decide it. Look in that place. It's a place. What are you talking about? It controls the resources of the states. It's the chief security of the state. It's the number one gentleman of the state. All seven, nine million population of those, good people of those states, it controls them. He's not the party leader in those states. He helps the government. He wants to remove the speaker now. He doesn't, he doesn't cost too many things to remove the speaker. Majority of, maybe out of all the, even those who are signing pitchmate notice, some of them must have been signing. Some of them have been without this money, prostrating. The only list which was, prostrating. Please, I don't know. It is the speaker that is out. Even the party chairman, engineer, so what is his name? The party chairman. Who is running around? He immediately will be begging. So don't let us tell them about camp. Camp is no more. He's the government now. He wears the crown now. He holds the sword. He can cut anybody, but he should not do that. Yes, that's what I was going to say. We only do that. He should not do that. He should not do that. He should remember that although people voted for Ruthie Mead, he should not do that. I'm not encouraging him to do that if he engaged in, you know, vicious campaign, plus politics comes with pain, betraying. If he engaged in that, the consequence would be larger. He should not do that. He should be magnanimous. He should call everybody, have a stick under him. Both leaders, his national assembly members, he should discuss with anybody. And move forward to get somebody who wants to impeach me. They are not impeaching me. They are doing that. Those ones. But I can tell you, there's no camp A, camp B. Okay. No, nobody. Nobody is good. So now that's dependent on what we're going to do that issue with Mead. You're all the leader now. That is a governor. He's not acting governor. He's executive governor now. Executive governor of Ruthie and Dostoe. So he saw that problem there. So I'm going to ask now that he is the governor. Can he fill the shoes of Akira Dulu? And what would the people of Dostoe be expecting from him? Because for a long time, about a few months, they did not have a governor before he was even sworn in as the acting governor. Now that he is the executive governor of the state, what can the people of Dostoe expect from him? And how can he move on Dostoe forward in this time? The few things he can do, obviously, he needs to be man of himself. He has his own agenda. It's now the image of Odo people. There's a poverty in the land. He needs to make sure that Odo people smile again. He needs to make sure that business in those state tribes, he needs to make sure that the governance of those states, the resources of those states, is prudently used for the benefit of Odo people and make sure that the resources and economic viability of those states tries. It's not going to be fair for us to say that he needs to still run in the shoe of Akedi Dulu. No, he needs to do his own things. Now he is in charge. He needs to come out. Maybe some policies that he feels is better as a deputy governor might not be able to express it. Now this is the opportunity. In terms of SMEs, in terms of the business community in those states, in terms of markets, in terms of hospital health, sector, what is going on there, I noticed that most of the primary schools were not well programmed. It can build more primary schools, build more secondary schools, good primary healthcare centers, good inner roads, good pipe bomb water for Odo people. Odo is very rich. He is a holy rich state. He can do a lot of things. He needs to be man of himself. He needs to be man of himself and do something good for his people. He doesn't necessarily need to run on that care. Akedi Dulu is gone. Forget it. He's gone. It's just his legacy that we just have to reach a little bit. But he's gone. So we must move on. Is there any talk about a deputy yet or is he going to do a one-man show till the end of this tenure? So the deputy governor? Yes. Yes. That's his own priority. He has the right to choose anybody he wants to be. He will nominate anybody as a deputy governor. But our advice to him to consult widely is from the interstate, where I'm not sure they would use any governor for a very long time. I'm not sure they have any companies. Between the central and the south or north, Odo knows where Akedi Dulu comes from. So I think it is a good opportunity for him if he's able to manage these people. Because the agenda where he comes from has never produced a government. The Agola tribe is the former deputy governor. He didn't win. You know, the battle is always between Akedi Dulu and the eastern agenda. So now he has the opportunity to showcase himself within one year, make sure he's able to bury himself within the people, the grassroots and you know make himself as accessible, come out with a better program to sell himself, then the larger people can also you know produce the next government in the next four years. So it's not a lonely journey for him. He has a lot of power either. He has a lot of tax. Yes, he's sweet, but he needs to you know roll up his sleeves. Not laughter. Not laughter is scary. Okay. Actually he needs to work hard. Don't forget that Hita Odegege there from PDP is there. He and Akedi Dulu. Let's part of the fact that Akedi Dulu was actually on crime is a battle we have for both of them. You know, the disparity in number between both of them is only about 10,000, 15,000 votes. Not much. So not to talk of either, who is you know, you know, if a new card in the game. So he's calling to you know, Hita Odege is a national figure, he's seen a bit of Nigeria also. So he needs to start working immediately and don't quote anybody or go on a vengeance mission. We wish him well. We wish on those people well and time shall tell what will happen. We do hope that whether he continues and contests and wins as governor after this tenure or not, we hope that this one year will be a very productive year for the people of Andu state. Yes. So let me add one more thing also. On the deputy also, he needs to go back to probably also just to go back to the Akedi Dulu's local government or the federal constituency to bring another person so that it can you know, show you know, some you know, some good will and love to people of Akedi Dulu. It can be someone credible for Akedi Dulu side. Yeah. You know, we have a lot of people there, the likes of Begele, who have crossed the likes of so many of them there from Akedi Dulu for space. And take one of them as a deputy. So we wish him luck in finding his deputy and moving on this, moving under state forward at this time. We want to say thank you for joining our program and thank you for talking with us. And we pray that the legacy of Akedi Dulu will continue to live on. Thank you so much. Thank you for having me again. Yes. All right, we've been speaking to Mr. Dr. Ibrahim Otinowa. He is an investment and risk expert and we've been talking about the legacy of Akedi Dulu and the new dawn for Aida Tewa, who is now the executive governor of under state. But that's where we wrap it up on today's show. The final Thursday in 2023 and tomorrow is going to be the final breakfast show for 2023. Yeah. Well, it's been a very lovely ride with you guys. This speech should be reserved till tomorrow. But it's so lovely knowing that you're always there. Thank you for being a part of our lives till this moment. By the way, that tomorrow will come. And until then, I still remain Yamgul Akedi. I am Rume Paulson. Have a wonderful day. Bye for now.


Greetings from the National Archives' flagship building in Washington, D.C., which sits on the ancestral lands of the Nacotchtank peoples. I'm David Ferriero, Archivist of the United States, and it's my pleasure to welcome you to today's screening of December 7th, presented in commemoration of the 80th anniversary of the attack on Pearl Harbor in the United States' entry into the Second World War. This screening is presented with our National Archives motion picture preservation staff, and the film today will be introduced by Audrey Amidon from that staff. Before we begin, I'd like to tell you about two programs coming up soon on our YouTube channel. On Wednesday, December 8th, at 1 p.m., Bruce A. Ragsdale will tell us about his new book, Washington at the Plough, which takes a fresh, original look at George Washington as an innovative land manager whose passion for farming would unexpectedly lead him to reject slavery. And on Thursday, December 9th, at 7 p.m., join us as Supreme Court Justice Stephen Breyer discusses his recently published book, The Authority of the Court and the Paral of Politics. Following the conversation with Justice Breyer, a panel of experts will respond and debate the central argument of his new text and other challenges facing the nation and the court. 80 years ago today, a surprise attack on the U.S. Pacific Fleet at Pearl Harbor, Hawaii, left the fleet in ruins and killed more than 2,400 Americans. The next day, the United States declared war on Japan and became an active participant in the Second World War. The attack on Pearl Harbor on December 7th, 1941 is well documented in the holdings of the National Archives. Photographs documenting the aftermath of the attack may be found in the general photographic file of the Navy, color photographs of signal core activity, and photographs of American military operations. Our cartographic unit holds maps and aerial photographs depicting Pearl Harbor, as well as plans for ships that were present on December 7th, 1941. Among our textual records, logbooks of U.S. Navy ships give firsthand accounts of that Sunday morning. A Navy radiogram sent on December 7th, 12 ships in the Hawaiian area, declares this is no drill, and Navy dispatches announced the attack to the U.S. mainland. Because the bombing of Pearl Harbor was a surprise, there was very little American motion picture footage of the attack itself. As you will learn today, the vast majority of the footage in December 7th was recreated. The film December 7th was created by Director John Ford's Field Photographic Unit and released by the U.S. Navy in 1943. The 20-minute film won the Academy Award in 1944 for Best Documentary Short Subject. Today's screening will show this award-winning film, as well as Daitoe News, a captured Japanese newsreel that chronicles the attack from their perspective. To set the context of these films from our holdings, we'll hear from Audrey Amidon, a motion picture preservation specialist here at the National Archives. Audrey Amidon has worked in the National Archives Motion Picture Preservation Lab since 2006. In the lab, she and her colleagues preserve and make accessible the motion picture holdings of the National Archives, including the films you will be seeing today. In 2005, Audrey completed an MA in film studies and film archiving at the University of East Anglia in Norwich, England. She writes about the work of the lab and shares stories about our film holdings on NARA's unwritten record blog. Now, let's hear from Audrey Amidon in C. December 7th. Thank you for joining us today. In my work in the National Archives Motion Picture Preservation Lab, I'm fortunate to spend a lot of time with our nation's film records. Whether I'm winding through a film and repairing broken perforations or watching closely for digital artifacts while scanning films for access, I learn new things about our history every single day. One thing I always ask myself is, why was this film made? Because that tells me something new about what our government was doing behind the story we all know. We can find illuminating answers to this question in the government films made after the attack on Pearl Harbor. While we pause today to honor those who died when Japanese planes attacked on December 7th, 1941, we may focus on the factual account of the attack. The lives lost, the ships sunk, the planes shot down. However, there is another history of what Pearl Harbor came to mean. After the smoke had dissipated and the dead had been counted, there was a secondary battle over the narrative. Both the United States and Japan used the events to rally their citizens and influence public sentiment about the new war front. Today's screening features two examples of wartime propaganda films about Pearl Harbor. The first is the Slicker American production, December 7th, made for domestic audiences. The second, Daitoan News Number One, is a Japanese newsreel that was clearly made for English-speaking audiences in the Philippines and possibly other countries occupied by Japan during the war. While the Japanese newsreel would have been compiled and distributed soon after the attack on Pearl Harbor, the American documentary December 7th took more than a year to produce. The film had an impressive pedigree from the start with Oscar-winning cinematographer Greg Toland assigned to direct. When the war began, Toland was a member of John Ford's Navy Field Photo Unit. John Ford, of course, directed more than 100 films over 50 years, including some of the best-known classics of the Golden Age of Hollywood. Greg Toland was responsible for the distinctive look of films like Orson Welles, Citizen Kane and John Ford's The Graves of Wrath. And he's still remembered as one of the greatest American cinematographers in our film history. December 7th was his first and only project as director. Toland brought his considerable skills with the camera to December 7th, although not much of what he shot ended up in the final picture. The internet will tell you that what we're showing you today is the censored version, but that's not really true. Toland's 85-minute version was just dreadful. In Toland's version of the film, we see long sequences of Uncle Sam, played by Walter Houston, being admonished by a personified conscience, played by character actor Harry Davenport, for vacationing too much and not taking seriously the threat of the quote-unquote hyphenated Japanese Americans. In Toland's film, every single American with Japanese ancestry was a potential spy, including children. Certainly, with the issuance of Executive Order 9066, just two months after the attack and the resulting incarceration of more than 100,000 Japanese Americans, official government policy agreed with Toland's message. The assignment for the filmmaker, however, was to unify the American public against an enemy nation, not to justify the imprisonment of our own citizens. Everyone who saw Toland's version of December 7th was alarmed. John Ford, who was ultimately responsible for Toland, went to work recutting the film and removed nearly an hour of footage. Gone were all the bizarre dream-like sequences where Uncle Sam was chastised by his conscience and the extended scene at the end showing the ghost of an American soldier strolling through a military cemetery and relating an unwieldy baseball metaphor to demonstrate his belief in the American cause. The final film is a more straightforward account, including both real and staged footage of the attack and the aftermath. Remaining and more prominent in the shorter film is a segment countering the triumphant Japanese narrative of Pearl Harbor and refuting the supposed claims of Prime Minister Tojo. While the film uses an actor performing with a bad Japanese accent, Daito in news number one does include a graphic proudly claiming twice the actual American losses. Correcting the record is a significant part of the shorter, final version of December 7th. Also included is a sequence narrated by The Voice of the Dead, featuring the families of a multiracial group of sailors. The message here is that they are all the same voice because as Americans they are all essentially the same. In Tolan's version, that message was buried in the repeated, drawn out scenes casting suspicion and blame on Japanese Americans. Influencing how the public felt about Pearl Harbor and the war in general was an important part of the war effort. While Greg Tolan's version was beautifully shot and included all of the elements of the final film, John Ford's editing choices pulled out the more positive and hopeful elements and focused on strength, recovery, and the human spirit. December 7th was finally released in 1943 and won the 1944 Academy Award for Best Documentary Short. War and Navy departments present December 7th. Early Sunday morning on the island of Oahu, safe and secure behind its military and naval ramparts, the city of Honolulu, like many another unsuspecting American community, was also asleep. At all the Army and Navy establishments on the island, after repeated warnings from the war and Navy departments, a number one alert had secretly been in effect for 11 days. This alert provided suitable defense against possible acts of sabotage and uprisings within the island itself, but made no provision against attack or invasion. At Hickam Field, the Army's bomber base, precautions were taken to safeguard the equipment against sabotage. Hence on this Sunday morning, the planes were concentrated in hangars or lined up row by row on the open field. Immediately adjacent to Hickam Field is Pearl Harbor. Here on this morning of a tragic day of reckoning, capital ships, heavy and light cruisers lay at anchor. At anchor two lay several destroyers, tenders, minesweepers and repair ships, 86 vessels in all. By seven of them to stir. For the most part, the atmosphere was serene and quiet. At Coniore, a field mass was being held. Shipmates, today is the third Sunday of Advent, the 7th of December, which means that Christmas is not far ahead. I don't have to remind you fellows that the old earling is about to shove off, carrying Christmas gifts and letters to the home side. Why not buy them a few presents?  I think they'd rather have something for little Johnny out here in Hawaii. It was 7.50 a.m. by the clock on the Aloha Tower when the drone of planes was faintly heard. Out of the misty Pacific skies, like tiny locusts, they swarmed in from the sea. Past Diamond Head and over Waikiki Beach, the treachery of an empire was on the wing.  Man-made hell, made in Japan. And 50 minutes of perfidy. The last wave of the invaders was beaten off, about 200 strong, only about 150 when they departed. They left about 50 of their planes. Most of them were scattered on the airfields in charred, twisted and mangled wreckage. A few had crashed into the sea and were washed up on the shore. Yes, this, as indeed the whole diabolical plan of the attack, was conceived and aimed toward achieving one objective and one objective only. To catch us off guard, smash our fleet, cripple our standing as a sea power and put us out of business. In this it failed, but tragic and terrible was the scene of destruction. Heart-breaking, the sight of ships built to fight and die proudly, now left burning in shallow graves. Always, said President Roosevelt, always will our whole nation remember the character of the onslaught against us. A record for all history to read in amazement, in sorrow, in horror and disgust. Those also were President Roosevelt's words. Horror and disgust, amazement and sorrow, sorrow, yes, bitter, grievous, mortifying sorrow. For on this Sabbath day, 2,343 officers and enlisted men of our army, Navy and Marine Corps, gave their young lives in the service of our country. Who were these young Americans? Let us pause for a few minutes at their hallowed graves and ask a few of them to make themselves known. Who are you boys? Come on, speak up some of you. I am Robert R. Kelly, United States Army. I came from Finlay, Ohio. My parents are Mr. and Mrs. James E. Kelly. I am Alfred Aaron Rosenthal, United States Navy. I lived in Brooklyn, New York. My parents are Mr. and Mrs. Henry L. Rosenthal. I am Theodore Stephen Zabel, United States Marine Corps. My hometown is Castelia, Iowa. Those are my parents, Mr. and Mrs. Stephen Zabel. I am Moses Anderson Allen, United States Navy. I lived on a farm in Cove, North Carolina. My mother is Mrs. Annie Allen. I am James Webster Leight, United States Navy. I'm from Huntington Park, California. My folks are Mr. and Mrs. William J. Leight. I am Antonio S. Tafoya, United States Army. I live just outside of Albuquerque, New Mexico. My father and mother are Mr. and Mrs. Jesus A. Tafoya. How does it happen that all of you sound and talk alike? We are all alike. We are all Americans. Snuggers hockey. Cowboy. Otaro. His Excellency, Premier General, Head Secretary, Tojo, will report to the nation. For many years, the democracy of the United States has threatened to enslave the life of our peace-loving nation. That threat has now effectively been disposed of. I held the honor to report that our banners have struck an annihilating blow at the United States. The power. Almost immediately the crowing began. Let's listen to the facts. The battleship Arizona sunk and lost. Regrettably, that's correct, Mr. Tojo. The aircraft carrier Enterprise cut flies and lost. Incorrect. That's the old target ship Utah. The battleship Oklahoma capsized and lost. Capsized but not lost. Plans are underway for writing her. The battleship California, Nevada, and West Virginia, finally damaged beyond repair. Temporarily damaged, but just a minute, Mr. Tojo, before you go any further with your facts, meet Captain H. N. Walden of our Navy. He is the Bureau of Ships expert on salvage and repair. Together with hundreds of civilian technicians, machinists, welders, mechanics, engineers, many of whom were recruited from the mainland and working in complete harmony with Navy personnel, he began a 24-hour, around-the-clock job of salvage and repair that will stand forever as one of the great achievements in maritime history. Above and below the water's surface, this epic of masterful engineering went on.  He calls your facts by a rich Navy word, scuttlebutt. And from the very moment the attack was over, he set out to scuttle your kind of scuttlebutt. The 23-year-old California, known affectionately to our blue jackets as the prune barge, with her ugly wounds temporarily bound, was refloated and towed to dry dock. Similar attention was given to the 28-year-old Nevada and the 21-year-old West Virginia. Here in dry dock, in record-breaking time, they were overhauled and improved from stem to stern, from hull to peak. Now dressed in their up-to-the-minute fighting garb and rare and to go, these mighty warriors and their proud crews stand out to sea. Godspeed. Wait a minute. Who is this saucy little gal, Captain Walden? Hi, George, it looks like this. Yes, it is. The mine layer, or glala. A 4,000-ton surprise package. Given up and reported as lost, this former Fall River Line passenger ship was rited and refloated. The ship was refloated and towed to dry dock. This former Fall River Line passenger ship was rited and refloated. Taken to dry dock, this small, dauntless craft was refitted and repaired. Now spanking new, a symbol of the fighting spirit of our men who build and man our ships. This veteran of World War I again takes up her battle station. Godspeed, old girl. Thus, war came to Hawaii, USA. The Loha Tower, once the symbol of welcome and hospitality, now stands clad in weird war paint. No longer do luxurious liners bring vacation-bent tourists to these once-happy aisles. The liners, too, have gone to war. No longer is Waikiki Beach the sun-kissed playground of the Pacific. Barbed wire has changed its face, too. Now, at twilight, the city streets are empty and deserted. Blackouts start each day promptly at dusk. Well, you may crow, Mr. Tojo. You've done a good job of stabbing in the back. You've darkened our cities. You've destroyed our property. You've spilled our blood. Our faith tells us that to all this treachery there can be but one answer, a time-honored answer. For all they that take the sword shall perish with the sword. Since America and Britain on December 8, 1941, the Nippon Navy attacked Pearl Harbor, which the United States boasted its strength as the strongest in the world. Here are many miles from far Nippon on the Pacific. Our carriers creep toward Hawaii and all preparations on board are completed. Strong wind blows at a velocity of 17 meters per second. The sea is rough and the waves are high, splashing it against the side of the ship with a soundless noise. All men on our deck and the commander of the Imperial Air Squadron deliver an address. Now, the greatest air attack in the end of the war will be carried out in a few moments. War heroes determined to respond to their country's call beyond life and death. One by one, Navy eagles pop off from the deck carrying the load of countless of the seagulls. A memorable day to be exact on the morning of Sunday, December 8. Squadrons of the Nippon bombers creep toward Hawaii and dim light. First, Nippon planes attack Wheeler Field, America's air base. For the island, Nippon planes release heavy charges. Dive bombers go into action. Enemy aircraft guns bark, but the scores are hit directly on enemy battleships and cruisers in the harbor. This shows the miserable state of American Navy which once boasted of its strongest fleet in the world. Nippon now commands the vast water to the Pacific. Her mighty warships plow the waves majestically. The greatest victory in Hawaii facilitates Nippon to carry out her operations over the wide area of the Philippines, Malaya, and Dutch East Indies. The retreat of America in Britain from East Asia is imminent. A new chapter in the history of Asia begins. Nippon flings down the gondolas to army attacks Hong Kong the base of downed bulls military action in East Asia for a century. In accordance with Bushido, Nippon demands surrender, to use the siege of Hong Kong begins. From land, sea, and air, a general offensive is launched, the artillery goes into action. Relentlessly, the Nippon attack continues as the sound of bursting shrapnel and shells reverberates throughout the doom city of Hong Kong. At the crack of dawn, the Imperial forces get ready for surprise landing.  Transport cuts through the waves and are rapidly nearing the enemy shore. Great formations, black units of the Nippon Air Force wing their way toward their goal. The mighty armada of the air is ready to blow up the island fortress. Directly below us, we can see the huge tanks for oil for the invasion of East Asia is stored. Searching for targets, playing dive bombs with a terrific speed, the Atlantic Air Force escapes a British warship dwarfed and swayed. There is no way out. There are kits, finally sealed in space. Another instrument of invasions is destroyed. As Nippon wild eagles continue to drop deadly missiles from the air, the oil tanks burst into flames, jet-black smoke rolling up high into the sky, presenting a ghastly scene. Horror for enemy pillboxes and fortresses crumble like paper before Nippon attacks. They have won again and will win again. The Nippon forces complete the occupation of entire Hong Kong, no longer able to resist the British surrender on Christmas Day, December 25, 1941. Banzai! Banzai! Nippon Banzai! In this battle, eleven thousand British soldiers are taken prisoners and numerous boy-horses war, captured by the imperial forces. Same as that officer who negotiated the terms of surrender, emerges from the building with a heavy heart. The rising sun flags are hoisted all over the city. The day of triumph and entry into Hong Kong is here. From the air, the formations of Nippon planes make their appearance. Simultaneously, along the two flying streets, the commanders-in-chief of the army and navy forces in the Hong Kong area make their formal entry followed by cracked Nippon troops. With the fall of Hong Kong, the formal space of British imperialism and anti-Nippon movement, Jambo has lost a vital organ of aggression. And instead, we will build a new base for the construction of the Greater East Asia Co-prosperity block. It means the dawn of a new era and the era of peace and happiness is here to stay for all of us. Thank you.


I assume people can hear me. Excellent. Okay, hi. I'm Roy Rappelport. A few words about me. Hopefully this is actually contextual rather than me just talking about myself. I've been in technology for about 20 years.  I've been at Netflix for a while. Some people who know me at Netflix know that I typically actually count these things in days. That doesn't mean I haven't liked it. I'm just that kind of guy. I work in monitoring engineering by the way where we build the telemetry and alerting platform for Netflix. So it's a good place for somebody who looks at telemetry as a way to sort of distinguish his experience at Netflix. Before I was on the monitoring engineering side, I was in IT ops, as Gene mentioned. One of I think maybe eight people or so who moved over from IT ops in the last few years to the engineering side as part of the migration to the cloud. I was a troubleshooter.  I was the first person who operated a bunch of Python stuff in our cloud and wrote a bunch of libraries to do that that all of the people used because it was either that or learn Java. I've got nothing against Java. So here's one more thing about me actually. This is my commute to work. It's about 15 minutes on a good day. It's about 45 miles each way. This is actually relevant because this is the reason why I chose this car. This car is much cleaner than mine. But it's the same model. It's a Hyundai Elantra 2011. And it gets about 32 miles per gallon, which is pretty decent and kind of important if you're driving 45 miles each way. This is not the Hyundai Elantra 2011. This is a Maserati Quad reported 2009. It's significantly more powerful. It has a horrific gas mileage. Now, the reason I bring this up is because you don't get one of these cars for a purpose for which the other car is good. I actually have an acquaintance who owns a Maserati Quad reported 2009. And the reason I was thinking of that particular car is because I recently heard him complain to me about the gas mileage he got on his way to LA. I get to complain about gas mileage. If you drive a Maserati, you don't. So, the whole point is that if you look at something and you try to figure out whether or not it is a good thing, and I'm being very vague here, you've got to look at what are you actually designing this thing for. So, when we talk about cloud operations and Netflix, we have to start with what's actually important to Netflix. And the number one thing that's important to Netflix is speed of innovation. Above anything else, above in fact, the number two thing, which is availability, at least on the operations side, speed of innovation is the key because we're pretty much never gonna be available enough to beat our competitors. Nobody's ever gonna go, well, that other company has much better personalization and they really helped me find this stuff that I want, but they have like 99.995 availability and Netflix has 100% availability, so I'm just gonna give Netflix my $7.99 a month. So, speed of innovation is really the key for us. Availability, second, and frankly, cost is third. It's a nice place to be if you're an engineer and you're interested in getting stuff done. And if you look at how we've designed the company and the culture to actually support our priorities, what you find is that the first thing we talk about, and Adrienne talked about this, is freedom and responsibility. Freedom and responsibility has a whole bunch of elements of it, but basically what you can look at that is we hire smart people and we hire smart experience people. The difference is distinct because there's really not a lot of supervision at Netflix. I'm a manager at Netflix and managing Netflix is in some respects the easiest job in the world because you've got a bunch of really smart people who just know what they need to be doing. So in order to do that, they need to have some experience to know how to figure out what it is that you need to be doing. So we hire those smart people. We basically set them loose and then we watch magic happen. So one way to look at that is the people who are the keynote talked about we need better requirements, we need better product managers. For my team, again, we build monitoring and alerting platforms. That means that our engineers are product managers and that means that, for example, recently when we were completely overhauling our alerting platform, I had my engineer who was gonna be responsible for that. I basically said to her, listen, I'm hoping that we're gonna be somewhat backwards compatible to whatever degree you think is reasonable. Have a nice day. And she went and talked to a bunch of customers and recruited some UI people and some UX people and then a month and a half later came up with something that frankly, if I came up with requirements would not have in any way been what I required. It was just so much better, so unimaginable and this is the kind of surprise that I think managers here at Netflix get a lot. When you unleash engineers to do something, when you don't constrain what it is they're gonna do, it's incredible. So, getting back to operations. I wanna talk about what operations does and I think frankly should do as a previous operations guy, this is something I feel passionate about, but almost as passionate about how operations should do things and what it should do, I'm also passionate and maybe more ranty to be honest about what operations shouldn't do. So, let's start with this. How many people here have ever worked in organizations where operations deploys code that engineering gives them? Okay, and how many of you guys were told that the reason we do this is because of separation of duties? Okay, so here's the thing. There's no such thing, like separation of duties this thing that was, yeah, okay, so it was made up. It's not in socks, it's not in ISO. In fact, there's a presentation that John DeLuca, I wanna say, James DeLuca from Ernst & Young gives later on in the day about compliance. You go talk to James, because I had dinner with James last night and I was talking to him and I was like, separation of duties and he's like, yeah, that's not a thing. So, the other thing that I don't think operations should do is manage by runbook and there's a bunch of reasons for why managing by runbook is just terrible. For one thing, it externalizes the cost of operations. Managing by runbook basically means that as developers, you get to deploy pretty bad code that, for example, might require the server to be rebooted like every few hours and I've been there and I've been on the far side of that runbook and at least one developer from Netflix right now is laughing here. And basically you can deploy bad code that requires server reboots and then add to the runbook when the server hits this percentage memory utilization, go ahead and reboot the server. It's terrible.  This is something that I realized actually only recently.    And I don't mean this like as a derogatory term about these people because I know that as soon as they left that organization, they became smart again. But if you look at the last keynote of the day, I wanna say Linda is talking about myths of organizational change.  The other thing that you really should try to not do is stop people from making mistakes which may seem a little counterintuitive. There's a few reasons for that. One is fundamentally you're creating conflict because nobody actually thinks they're making a mistake when they make a mistake. I've never seen a deployment go bad at Netflix where when we did a post-mortem and I'll talk about the post-mortem later, the engineer in question was like, you know, I knew that was the wrong thing to do. I knew that was a mistake, but I did it anyway. So you're creating unnecessary conflict. The other thing is that you're working around the problem which is frankly judgment. And you're working around basically an endemic problem that you should actually do with head-on. And the last thing is that you're actually stopping people from making the right call. For one thing, if you're trying to make people not make mistakes, you're assuming that your judgment is right there. For another thing is you can't actually presume that you're gonna know always what the right call is. We recently had a problem with a vendor where somebody did something that completely violated their policies and they caused us some downtime.   So here's what we're gonna do to make sure this doesn't happen again. We're gonna make sure that our tools do not allow people to violate policy. Okay, so that's great. As long as your tools never getting your way of making the right decision when some sort of condition actually comes up where the right decision is to violate policy. That would never fly with us. And I think it frankly should not fly anywhere else. And lastly, it also means that frankly, you're lowering the bar for what successful people in your organization need to display in terms of judgment. So that's a whole bunch of operations don't. Let's talk a little about what I think you should be doing. I think fundamentally what you're looking at is you've gotta help your developers make better decisions. So that's on the education side. It's not enforcement, it's more evangelism. We'll talk about that in a second. The other thing is you've gotta look at basically better and faster recovery to some degree it's preventing downtime. But I think when you try to prevent downtime it's too easy to look at preventing downtime as actually slowing your ability to change the environment. So I would actually focus at maximizing your rapid response and being able to actually respond to the downtime incidents faster and minimize them because that actually gives you the comfort to put more stuff into production, put faster stuff into production, break more often. That ends up basically looking like trying to minimize time to detect, trying to minimize time to recovery. So what does that actually look like for us and for our cloud operations and reliability engineering group? Well for one thing it means that our core group again cloud operations and reliability engineering does a lot of, whoops, sorry, animation. You gotta love it. So there's a lot of best practice and evangelism work and talks about availability patterns with teams. So that means that for example, when we started moving toward active active which was two, three months ago, I wasn't even sure I was gonna be able to talk about active active but then Adrian mentioned it. Our cloud ops people actually drove the process to figure out how as an organization we would switch between regions in case of an outage and came up with the processes that would support that both in terms of a better understanding of what the decision criteria would be and also in terms of some of the tooling around that. It means that our cloud ops people work with teams to adopt things like latency monkey and chaos monkey to make services more resilient. The other thing that they do is they build a learning. So we have an incredibly powerful alerting platform at Netflix and I know because my team is responsible for it we built it from scratch. It is, well here, here's the definition of an alert. There you go. This is what happens when you have PhDs building tools by the way. So it is an incredibly powerful system and we've made it easier for people to do simpler things with it. But I would definitely say that our cloud ops group is probably in the top 5% of users at Netflix who knows how to extract incredible value out of our alerting platform. The other things that ops does is they build tools focusing on improving TTD and TTR. So for example, Kronos is a tool that ops built. Adrian mentioned it briefly but not by name that simply basically takes a feat of changes in production because it turns out that, man I don't know about you guys but whenever I've had to deal with a production issue the first question I always ask is what's changed in production? Anybody else ever have that question? Yeah, okay.  So we actually built a system that lets every system that creates a change in our environment feed into it a log of what it did. That means that we can very quickly by using Kronos figure out very quickly, sorry very quickly, what changes happened. For example, what code was deployed or what fast property was changed. It's massively reduced. Our time to react, our time to analyze and our time to recover. The other thing that they built was the central alert gateway. This is what happens when you try to find pictures that can note a concept that is kind of hard to find with reasonable CC attribution. So this is a random picture of the Hoover Dam. But the reason we created the central alert gateway was because when we started using PagerDuty, who here uses PagerDuty by the way? So PagerDuty is fantastic, right? One of the things that is great about them is when you send an incident with a given incident key and you send a bunch more incidents with that incident key as long as that incident is open, you don't get more calls, which is great. The thing is when we are looking at how we wanted to do alerting, we also wanted what we called minor incidents which would just be via email, which PagerDuty didn't support. So the central alert gateway basically lets you send an event into this, say it's minor or major. If it's major it goes to PagerDuty, if it's minor it sends an email to the person who's actually on call based on PagerDuty schedules. But dedupts that and only sends about one email an hour. So it's been incredibly helpful. This was actually sort of a prototype that CORE came up with about two years ago and for the last two years it's handled something on the order of about 100 to 200,000 alerts per day. It's been really wonderful. More closely to what people know that we've built, we've got ChaosGorilla, which is actually the system we built to simulate losing an availability zone. So how many people know about ChaosMonkey? Okay, so most people. So you guys know ChaosMonkey basically just terminates a given instance in a given application. ChaosGorilla actually lets us simulate losing a whole availability zone within a given region. We've used that several times. We try to have manual exercises using ChaosGorilla at least once a quarter or thereabouts to make sure that when we do lose AZs, which happens less often than we fear and more often than we'd like, we can actually handle that reasonably well. And most lately we've got ChaosCon. So now that we have two regions, we wanna make sure that we can actually address losing a region pretty well. So whereas ChaosMonkey lost an instance, ChaosGorilla loses an availability zone, ChaosCon will actually simulate losing an entire region. I don't know what goes beyond ChaosCon. I think we'll have to leave the Simeon theme potentially. The last thing that operations ends up doing is frankly, firefighting. Stuff goes bump in the night, right? And firefighting actually looks like three kinds of activities. On one hand, you've got the low-level coordination. So there's a relatively low-level operation person who will start conference calls, who will page people, who will start looking at a dashboard when things go wrong. By the way, this is very important. If your ops people's job is to look at dashboards, I would argue you're doing it wrong because it doesn't matter how good your ops people are.  But these people will look at dashboards as a way to figure out what's going on once we know that there's a problem. Now that's sort of at the low-level coordination side. On a higher level, we actually have a role called the Engineering Crisis Manager. Now for an interesting historical perspective, the Engineering Crisis Manager, or ECM, used to be a role that rotated among all managers and directors in engineering. And then it turned out that if you had a manager in engineering who was the crisis manager, who was the crisis manager every like three months, they weren't very good at that. So we now actually have cycle liability engineers rotating that responsibility.  So everybody wants to go in the right direction and everybody's pretty sure that they know which direction that is. Some things that we found ECMs are really helpful in is not pursuing root cause analysis. Because frankly, when we have an outage, what we care about is not RCA, but bringing availability back, bringing the service back. And the other one is sort of coordinating both efforts and sort of plan Bs. So we're gonna do this, and in 10 minutes, if we don't see progress, let's do that. It's been incredibly helpful. Lastly, for those who can't read from afar, this is the San Francisco Medical Examiner Mobile Command Unit, which is a bit morbid. So incident reviews. Incident reviews in Netflix are actually pretty easy because it turns out that in an environment that values judgment, that values basically failing more often, there's really not a lot of blame and there's not a lot of defensiveness. I remember in incident review for which I was an ECM where we walked in and we said, okay, so let's talk a little about the timeline and we had the engineer stand up. And then for the next 25 minutes, he walked us through every step that he made and included a lot of commentary like, and this is where I made the wrong choice. This is where I should have included somebody to check over my work. This is where I should have clicked there instead of this. And basically concluded the whole thing with, and this is how I screwed up. It's all my fault. I'm really sorry, guys. That's a terrible root cause. So I'm a big fan of John Ospa and his talk about incident post-mortems. And I also happen to believe, much like John, that human error is not a root cause because you can't tell humans don't make a mistake. So for a lot of reasons like that, what we find is that our ops group has to look at these incident reviews and figure out what are we actually going to do? Well, how are we going to improve our tooling, our systems to prevent these sort of outages and not simply take somebody falling on their sword as the answer to what happened and what we should not to do again? So overall, what does that mean? What does it take? Well, several things. Obviously, grace under pressure. I mean, this is not a Netflix thing, right? I mean, anybody here who's in ops, anybody who's here who's been in ops knows what grace under pressure looks like and has probably worked with at least one ops person who did not have this. It also means that you've got to have fantastic technical skills and in our environment what that looks like is actually two kinds of distinct domains. One is an understanding of how to debug very complex, large distributed systems. You know, in our service-oriented architecture, we have something like 500, 600 different applications. Inter-application relationships can become a little complex. The other part is actually building tools. If you look at Kronos, if you look at the Central Alert Gateway, if you look at ChaosCon, we're looking for people who are actually pretty strong at building these sort of tools. It means a passion for making things better. I mean, I've got to tell you, I've been at Netflix for a while now and one of the things that is incredibly rewarding at Netflix is the ability to walk into work every day and make something better. And in fact, that's what we get judged on. And lastly, because it is a freedom and responsibility culture, I was actually previewing this with one of our SREs yesterday. And he said, you know, you should have something there about persuasion because unlike a lot of ops groups elsewhere, we can't actually tell people what to do. And that means that, even though you're working with a bunch of really smart people, sometimes what it looks like is they're doing something, you think they should be doing something different and then the job there is to actually be persuasive to evangelize successfully because you're never gonna stand in their way. And that's an interesting challenge for me as somebody who loves persuasion. It's a wonderful opportunity. It's not an opportunity for everybody. So I wanna leave some time for people to ask questions. So I just have a TLDR here. Stay out of the way. Help other people stay out of their own way.  Improve visibility and recover faster. That's it. And that's actually all I've got. So what can I tell you that you don't already know? Hi, earlier you were mentioning a case where you had someone go off and do a task.  And so there's this kind of thinking of like giving people freedom to go out and do things. So I'm just wondering how you kind of like go through the process of defining a feature or do you have user stories or what's the process of kind of trying to bound what you're trying to do in some sense and give directions to engineers to go build things? I try very hard not to do that. So in this case, specifically, we're looking at rebuilding the central alert gateway tag because we were moving it from core to my group. We were rewriting it from Python to Scala. Thanks for the plug for Python and Scala, by the way, Adrian. So I gave it to my engineer. I said, ideally we should try to minimize user pain as part of this process. And ideally we should end this by the end of this quarter. That's it. So from my perspective, that's all that was given in terms of context.  And really, I mean, the standard stuff, right? I mean, the point is that she did that herself. She was the product owner for this system and she frankly continues to be the product owner for this system. So she released a 1.0 that was very successful and now is looking at 1.1 features. And by the way, in at least one of those cases, she's going to release a feature in this product that I don't think she should do, but she owns the product. So she's doing. Did that answer your question? So Roy, you talked about the ESmart people. Do you give them like two or three kind of sign posts, right? Then you get out of the way. So what do you do most of your time? What do you spend? I mean, I don't mean that in a bad way or anything, but there's stuff that you're doing that's really cool, what is that? You mean other than slash dot? So I look at the strategic direction for monitoring engineering. So my team is actually really good at figuring out where we're gonna go over the next quarter. And in fact, if you look at our quarterly goals, I don't really set our quarterly goals.  That's fantastic. But I talked to our customers. So for example, Sangeeta there is one of the engineering, hi, is one of the engineering managers for our API team, which is one of our leading edge customers. So I have a lot of conversations with API about where they think monitoring needs to be in a year. So we can continue to sort of align our product with their direction. Yeah, yeah, something like that. I also deal with occasional problems like my team is frustrated with something. Primarily my job is to get obstacles out of the way of my team and give my team context about what I see from customers, not from the perspective of specific requirements, but how our customers think about monitoring, telemetry, and alerting, again, 12 to 18 months from now. Did that answer your question? How does Netflix prioritize across the many different requests? Well, Netflix doesn't. Each team figures out how to prioritize across its many different requests. I can tell you what the answer is for monitoring engineering, that's my group. Would that be useful? So this is something that I, so I've only been managing monitoring engineering for about 680 something. No, no, no, sorry. Not that long. So the way we figured this out, actually this was a sort of a big sort of aha moment I had about two, three months ago, is we have two kinds of customers at Netflix. And by the way, our customers are all internal development and BI groups. They all sort of consume information from us. We have leading edge customers and trailing edge customers. Our leading edge customers always want more from us and are willing to pay more for that. Our trailing edge customers want us mostly to not change anything. And what I discovered was we can't actually serve those two customer groups equally well because that ends up meaning that you serve both of them pretty badly. So what I've actually come up with officially and I've had conversations with our leading edge customers and I've had conversations with our trailing edge customers about this. So I've been totally transparent is we're gonna prioritize future development for our leading edge customers. And to whatever degree is possible, we're gonna minimize changes that affect our trailing edge customers. But our focus in development is what are leading edge customers need and what are leading edge customers believe they're gonna need over the next 12, 13 months. That's it. Now that's a very high broad ambiguous statement and that's exactly right because what that actually means on the ground is whatever the engineers who are in my organization think it means on the ground. That's for them to implement. Does that make sense? It seems like a really unsatisfying answer. Any time for one more? Hey, so my question is a lot of what you're talking about is very systematic, right? Sort of end to end and thinking when you're hiring people, like what do you look for when you're hiring people? Because you're talking about, hey, do the right thing. A lot of people work in organizations where there may be sort of different values in place and maybe they don't think it's systematically. So Netflix talks a lot about its culture. I would say that interviewing is really important to us because fundamentally, when people are the primary asset you've got, you've gotta be very careful about your selection. Obviously we look for smart people. Okay, who here works for organizations that say that they look for dumb people? So obviously we're looking for smart people. We're looking for people with good judgment. We're looking for people with the insight which means that one of the things that I look at when I talk to people is tell me about mistakes you've made. Tell me about failures you've had. We're looking for people who are going to be not too arrogant. One of the, I've done a bunch of interviews in Netflix in my time.  And Netflix has a no brilliant jerk policy and we take that policy really, really seriously. So that's something where we miss something in the interview. We try not to miss that. Did that answer your question? Good. Awesome, thank you so much guys. And now you have to tell you, I have loved every interaction I've ever had with Roy and anytime I get an email or a tweet usually I have to spend days studying it. So thank you so much Roy.