Ladies and gentlemen, moving ahead with our first panel discussion for the day, this is going to be an interesting discussion on three piece of communication, pandemic perseverance and PR, how communication plays a vital role in crisis. Now ladies and gentlemen, join me as we welcome our session chair for the panel discussion, Taranjit Ratan, founder PR, POI. I would request Taranjit to kindly take over the charge. A very warm welcome to you. Hey, hi, Cathy. Thank you. Thank you so much. A very warm welcome, firstly. Thank you. Good to see you in the morning. OK, so welcome. Good morning, everyone. Welcome to this panel discussion. And it's the first one of the day.  And it is a good crisis as an opportunity for a PR team to be able to do a good success. Can I request everybody who's watching this? I think it's much easier. There's a lot of background noise. Excellent. And when somebody wants to kind of contribute to an answer or is answering, please switch it on. It'll be easier for all our audiences to listen to. So if I may restate, it's often said in PR that a good crisis is an opportunity for a PR team to prove its perseverance and move toward success. But how has our PR industry fared in this crisis? Did it embrace the three piece of communication, pandemic, perseverance in PR? And what and how did this showcase and enhance the value of distrust currency? To discuss this today on our E4M panel at the 11th edition of IPRCCA conference, we have with us an illustrious panel who will share their views with us today. Let me introduce our panel who all come with vast experience across different sectors and have been weathered by many a crisis. I did get a chance to meet a few of them at the awards yesterday and I'm hoping that they will be able to share a lot of their experience in our discussion today. So today we have with us Deep Shikha Dharamraj, CEO of Genesis BCW, Dilip Yadav, founding partner, first partners, Udip Parthak, director of Media Mantra, Deepak Jolly, founder and director of Consortia Advisory, Aman Gupta, co-founder and managing director, FPAG Asia, along with Raji Chibbar, the vice president, external affairs of Sahajnand, medical technologies, private limited. So let's start with Shikha. Shikha, could you share with us how crisis management, deep pillar in PR, transforms a team's position at the brand table? You know, crisis has always been critical in any PR professional's life. In the last 26 plus years that I've been in PR, it was interesting. PR people are most remembered when a crisis happens in an organization. And I still remember the early days, right? You know how it is that, oh, otherwise I don't want PR and we're all good and everything is working and having a long, but God forbid a crisis happens. That's when you go running saying, I need a good PR agency. So the role of PR in crisis, I think it's undeniable. The good news is that today we have matured as PR professionals and having faced so many crises and our clients over the years. We today know and understand what it takes to provide the right kind of counsel and advice. And I think that's what every PR professional aims to do is we should be sitting at the board table at that time to be able to give the right counsel and advice. And the second thing, which I think is important is look holistically at all the stakeholders who are affected by that issue or crisis. It's never going to be the most obvious consumer or customer, but there are a whole lot of others stakeholders. So I believe PR professionals really did live up to their ask during this crisis because there was not just one client in crisis, which is normally the case one or two. This time we had probably all clients in crisis at the same time. So it was a tough task and I think the industry did well in this time. Absolutely. Amun, would you want to add to that? Sure. I think Deep Sikha definitely covered in terms of the role of the PR firms in the crisis. But what I want to add to that is that while we as PR communicators understand the role, I think there is still a long way from the client side to understand that it's not just about when the crisis hits you when you need us. I think the important part is that this is an ongoing exercise. How you really build a risk insurance within the system so that when the crisis happens, you're able to mitigate it at a very, very early stage. You don't need to really reach the level where it starts to hurt the brand. It starts to hurt the operations. And I think that is something which during this pandemic clients started to realize. And I think that is how a more investment has started to happen. Which is not just in terms of having PR firms on the board but also to build internal systems so that you could have an early warning systems of how a crisis is coming in and can I really reduce something at a very, very early stage. And it's something where the top leadership is getting more involved into. So I think that's something which we have seen happening in the last, say, couple of quarters of the pandemic. Absolutely. So you know, Sikha mentioned a very interesting point that it's not just one client who was in crisis in the last couple of quarters. I think it was every client who was on fire. And if I were to add one more P to the three P's that we are discussing, it would be people, right? Because I believe it's people on both ends that need to be managed to be able to handle a crisis. So Udi, this question is for you. Can you help us understand how you managed people during this crisis? So Taranjit, what we did as an organization and as a firm was give power, more power to people, right? And since we work with a very decent amount in startups, our people were very interested as well, right? So we gave more power to them. And you know, I was amazed at the level of maturity these guys showed during the time of crisis and they are showing it right now as well. And the innovation which was sending a different idea as to the client side, you know, I was actually amazed. So, you know, when we gave more power, we realized that, you know, people have a lot of potential and I'm talking about my internal, my organization, right? And we built a lot of leaders during these times that, you know, well, we will be now set for the next one soon, but we have already identified at least five to seven new leaders in the organization. Long way to go with us. So I think this crisis gave us an opportunity, right? This was an event of such big magnitude, right? So what we realized was that, okay, we need to create, you know, build leaders and we need to make sure that it's an opportunity for us as an organization. And that's, here we are, you know, we have already identified our people and I think, you know, this was good for us, you know, in a way, because we realize the potential as well. Absolutely. So we can look forward to a lot of interesting leaders coming from your organization and I'm sure you'll get a lot of promotions this year. Yeah. Yeah, you're also equally surprised at, you know, a kind of, I'm coming from the client center as well. Dilip? Okay. Okay, you know, so I would say that, yes, there was a lot of, I think, you know, fast action that a lot of clients took. And so not just kind of managing things from the crisis, but some of the clients were responding extremely fast to the whole thing. And that was only a reflection of how prepared they were. And we were supposed to kind of manage that and that is exactly what we were able to do. You know, I also want to make another point, which is that, like you spoke about the opportunity part and this is what we saw with many big clients as well. And every crisis will bring an opportunity along with it. If we look at the historical perspective, disasters and walls have been the biggest ground for sharp recovery from a lot of innovation and for a lot of reconstruction. And we did see that coming from many of our organizations. So if we go back, for example, you know, post-war World War, Italy had, you know, products, new products coming out, which we never anticipated. People thought that it would be the era of, you know, more economical cars, but we saw a lot of luxury cars like the Maserati and Lamborghini and all of that coming out from that era. So, you know, so crisis will also bring its own set of close crisis opportunities, which I think the organizations with a vision would be focused on. And as a communication partner, you have to be, you know, going along with that vision and just managing the immediate, but also preparing for the future. Absolutely. And I think we've seen a lot of innovation coming from, you know, our clients as well in terms of how to handle the crisis and move on. Rajiv, I would like to direct the next question to you. What is the disadvantageous approach that you have to handle a crisis in the last year? Well, hi. Good morning, everyone. So, actually, are you in my order? Thank you. Rajiv, you're right. Yeah, yeah. So, you know, I directly come from the healthcare sector and that was the sector which was like focused at that point of time.  In fact, I would really want to tell you that the day the government started the lockdown, the day they were, you know, interactions happening. The first thing which I got as a message from the Department of Pharmaceuticals, the Ministry of Health and Family Welfare, since we were into, you know, medical devices. And at that point of time, there was a dearth of medical devices, tickets, masks, nothing was there in India, which was being produced. And they had to really, you know, raise that industry. The other part was the whole, you know, hospitals which were now going to be overburdened and the entire health landscape which had to be re-looked by the government. So, buying time was something which the government wanted. And at that point of time, all these ministries, including the Prime Minister's office, reached out to us and they said that we want to maintain an FIR. And we were like all looking at each other, what's an FIR? And they said, in a time of crisis, what we call this is the first information and response mechanism team which is going to be made. So, I was fortunate that, you know, I was a part of the entire kitchen cabinet with the Department of Pharmaceuticals, with the Ministry of Health, with the industry and trade ministry, et cetera, to really look at that. But then, you know, it was largely to demystify any rumors, any misinformation at that point of time. It was largely to also look at the role of a comms person from a corporate affairs perspective also. And that time, you know, we understood the role of really working with the government, really working as a corporate affairs professional, not to only position our companies in that sense, but also work towards as a domestic company and Atma Nirbhar Bharat, which was the clarion call made later. So, you know, I feel there was an immense task which was cut out. The way, you know, everything was managed and everything was really shared on a common platform. And what Udit said or what Dilip said and Aman Debshika said, people was first, then came the policies, then came the, you know, entire programmatic value of spreading out communications. So, this was a real eye opener at that point of time. And I'm still, I mean, we're still working and grappling with it. It's not that the pandemic is over. Now we have a new challenge of demystifying the entire, you know, the COVID shots. I had taken pride in calling that I'm the first private cop comms person who's got shot the first time, but both cleared from my side got both the shots.  I mean, the normalcy will really touch by the quarter. I just want to sort of add to what Rajiv's talked about. I think one of the things which has emerged and, you know, we were fortunate to work with WHO during the whole pandemic was one of the key things with Dr. Rajiv talked about was the misinformation, the rumors, which were floating around because more than anything else, there was this whole conversation happening in social media space. And not just talking about India, we were working with WHO for a whole Southeast Asia.  And one of the new sciences which has emerged from there is called infodemiology. So WHO has come out with a new department altogether, which is looking at how you look at information as it's floating in social media, and how do you manage to use this misinformation, a new department has been created. And we were fortunate to develop this whole ecosystem, you know, with WHO and how you sort of do it almost in a real time across multiple languages and ensure that we are able to mitigate any crisis emerging from this kind of a rumors, which could have a multiple impact, not just from a virus, but the information related to the virus. Brilliant. That's really brilliant. So, you know, this is an open question to all the panelists. While there have been a lot of innovation that has happened on the client as well to handle this, and I think the PR industry as a whole has touched their entire country on how they would like to handle a crisis. I want to understand from the panel, if there is any new innovation that has happened on an agency end, right, apart from what we typically do to handle a crisis, what is it that you have focused on that innovating deeper? Yeah. So, you know, I think this was a time, can you put on mute please? Thank you. So, you know, this is a time when you had to reorient and rethink about, as the panelists have said, about people. People in your agency needed to be first given an assurance, guys. We are with you and we are going to operate in a completely different paradigm shift. Like the first, I think the second one was, for me, who was a bit tech challenged. How do I use technology in my system quickly? So, you know, how do you get to do Microsoft, WebEx, you name it, and use the best telecom equipment, the best broadband, and make sure that everybody in my 30 member team are well networked and well engaged. I think that was the first challenge, that was the first challenge. The second was that if you have to, you know, reorient yourself, then you have to reorient your customers. Right. And many of the customers and the clients said, if there's no more brand promotion, no more this, no more that, no more events. So, you went into a completely, you shifted the gear and you had to tell the client it's not about your crisis. It's a national crisis. It's a global crisis. And the narrative has to fit into the global crisis, then the Indian crisis, then your city crisis. So, you know, so you have, you had, yeah, basically, so the, and that, so I'm glad that at least 12 new clients came to different pandemic. And that they said, my quotes are can you help me to move? It was a lighting client and he wrote all their narratives to the government, went to the government, wrote the letters, got the clearances done, the movements of the goods had.  Entertainment said, how do you open that? I think the biggest thing where my adrenaline rush happens when a crisis happens. And I said, in your narrative, it is all about SOPs for your sector. People didn't agree with, in the beginning when I said, you will, we will write your narrative. We will make films. We will make sure that we are responsible, safe, and making sure that when we open, we will adhere. And if the idea shut us down. And I'm so glad that on June 8th, as a shopping sector organization, we were able to open all this, so we got a central notification. And then it was, we had to escalate or de-escalate it to the state level. So I wrote 2,700 letters to different stakeholders. While Deepak is talking about some of this, I think what's important is to also understand the innovations in our sector. I think, you know, and everything is very, very critical, as Deepak has pointed out. But I think the biggest area of difference, one was our adoption of digital. And it's not just meeting platforms. But I think it was understanding social media and being able to listen into sentiment and then being able to respond appropriately to that. So data and analytics was a big one. I think a lot of us were sort of slowly creeping along that journey of trying to figure out how data analytics works in our business. But the last year forced us to do it really quickly. And I think the most innovative part is how we then able to use that data and analytics. And which brings me to the second big thing that happened as a trend was the idea of purpose. Saying very clearly that do you have a core purpose at the thought of your campaign, at the heart of your strategy? Because gone are the days when you just, you know, do nice lip service and say, okay, buy my product because of benefits ABCD. The pandemic really did teach us that it has to be purpose led creativity. If you're going to survive this, and if you're going to thrive in a future growth mindset, you have to think through your not just your communication, but even your business strategies. I think that was another big trend and innovation that we saw. So for me, these two are the big ones of using digital data and analytics to the benefit of communication. And the second one was getting purpose led creativity going for organizations. One point here, you know, you had to think about loss of lives and unemployment much more than, you know, that your business earlier, the business, you know, because what used to happen was when you're in a crisis, you start talking about your mounting losses. Your mounting losses narrative will not work. You have to come out with, you know, positive, future looking growth, absolutely. That narrative helped in opening up the economy. And that narrative helped our bureaucrats are government. And I must say, they were very helpful. And they used to say how people can create a win-win? How can we make sure sectors grow? And that was a very, very helpful way. Yeah, I think PM Modi is already talking about how the private sector has such a strong role to play in the revival of an of our economy. Now, where we're talking about the recovery and just in his speech, I think they were talking about how don't look to the government only for all the solutions. The private sector has so many solutions. And I think we all know from our work that we are doing. And the government also recognizes that that it has to be a joint effort often led possibly by the private sector, and then supported adequately by the government by doing the right things. You know, as community, the biggest contribution that as communicators that we make is through the intellectual contribution. And it's not that we come with huge processes, we need a tremendous amount of technology and all of that to really do a good job at what we do. So I think the biggest innovation that I saw and we kind of pushing it at our end as well, was the way we kind of intellectually kind of re-oriented the communication piece with our clients because a lot of activities were shut down. And I think trust, there were a lot of rumors like what Amit Muhammad wanted out. And trust was something which was missing, I think the most. It was important that there was a need for communication coming from credible sources. So just to getting, for example, and I'm giving this as one of the examples, there were many things, getting the company's leaders to become the source of communication and maybe over communicate a little bit. And sometimes with the background kind of videos and calls and to kind of shed the corporate bloke of trying to do it in a very prim and proper manner, but to do it in human kind of communication was very important. And that is something that we should come up with. Leadership communication, I think leadership communication has kind of taken provenance for every kind of other vertical that we would earlier talk about. I think leaders now have to get comfortable being the face of the company whether they like it or not. Having said that, policy making is also an essential point.  You've been speaking a lot about policy making, government advocacy, and brand crisis communication. How intricately are the leaders at what point does the PR team need to activate it? Well, I think one thing which we have seen in the pandemic happening is that it's now become a more of a multi-stakeholder approach. So the government, and I think Bivak talked about the fact that the government and its role during the pandemic was very important. For example, and as a healthcare person, one of the big things was how do you ensure supply chain of pharmaceuticals, drugs, and not just in India, but globally as we realize that Indian pharma industry rose to the occasion and became the supplier across the world. And despite the fact that it was a lockdown, everything moved. And the reason why it moved was because there was a complete cohesiveness between industry and the policy makers. And how do you ensure that communication is that thread which is able to connect all of these stakeholders to ensure that the right communication is going out, it's the right positivity which is coming out. And you're able to trickle down this messaging to all different stakeholders, not just from a central to the stage, to the people at a district level, because you need to sort of work with stakeholders which are multiple layered and everybody is trying to ensure things sort of, you know, and that is where the role of a communicator to ensure that he's able to connect all these dots became a very, very important aspect. So another point, Aman, great point I would just like to add here. One of the things when you communicate during a crisis, you have to be very short and precise. Right. And you have to, in case you are asking the stakeholders, then what is the answer? If you are communicating, you are in trouble, then what is the top two points? Don't, because people don't have the time to listen. Crisis come, then crisis doesn't knock on your door and crisis happens. And people have the people and in panic they do wrong things and speak wrong things. The first and foremost is make sure during a crisis, guys, hold your horses. So that's why we need to pre-train our people who handle crisis. That's the other big thing, right? And we all as PR professionals do what is called the crisis preparedness. So in the earlier days, you remember, Deepak, when you used to tell a managing director, chairman that we need to pre-train you for a crisis. And they'd be like, no, no, no, don't say crisis word. If you say it, it'll happen. And I don't want to believe it. Today, you remember those days, this is superstitiously crisis, but Bolo is boardroom. And if you're adding to the thing, the complexity of the social media nowadays. See, if I, we just look at from the last, all of us has been in the industry for more than 20 years. Earlier, it was much more simple. The fact that the social media, as it happens, this in real time, and the leadership is exposed to that. What do you say? If you're not saying that's also not right. If you have to say, you have to say the right thing, build up on the purpose what you talk about on here. Also trust authenticity as the other big one. Because in a crisis, if you speak and try to spin it, you could actually be in bigger trouble. It has to be genuine. It has to be genuine. It has to be authentic. And it should be something which follows from an action, not just the talk. You have to act and then showcase, you've been able to make a difference in the lives of the people. So I would want to add a very important thing. So while there was this entire cabinet, which was formed the prime minister's office, the Ministry of Health and Family Welfare and WHO and the Department of Pharmaceuticals created an Eagle's Nest. At the Eagle's Nest, one way to look at COVID, which is C-O-V-I-D, which was dispel, which was actually told to us that use this acronym when you are doing communication was clear communication for opportunity, voice first, identify relevance and information, dispel and display solidarity. So this was C-O-V-I-D. And it was actually, we call that center, the Eagle's Nest. That's where it is. I'm curious why they called it Eagle's Nest. Eagle's Nest was Hitler's special place of history during World War II. Well, you know, it was a warfare acronym. Actually, this was warfare. Yeah. This was genuine information warfare, which was being handled at the government's level with every stakeholder in mind. So I think the piece which we're talking about, the three piece or we talk about five piece, that completely covered the entire COVID pandemic.  I learned a lot.  We've all been crisis communications experts at one time or the other. But over a decade or over multiple decades, this kind of crisis comes. And we were fortunate to write the diet today. So we are going to do it now. I think that's the end of the fact. I was saying that, you know, it was more the focus on the facts rather than the perspectives, which becomes important in a crisis situation. So, you know, for example, a simple innovation run by a student at Johns Hopkins University, which actually became then the global source for people to track what's going on and where in pandemic became, you know, people are tracking John Hopkins site and information more than the government and their source, because they trusted it more. And even WHO, because that trust was more. Sorry about that, you know, but... So this was a simple example of what was the focus. Focus was on facts. If you can stay close to the facts, be very brief. Like Deepak rightly said, keep it very short and stay factual. People will follow. And that is, I think, an opportunity window for you to then kind of bring in concern then can bring in perspective what you call the cap concern action perspective. Absolutely. I would like to add here. I'll just like to add one more point. I'd just like to add one more point because two lessons, which you need to learn in a crisis. One, you need to have a war room. And the war room concept is not understood by many and they fail and then the crisis keeps multiplying. So one is the war room. The second most important is the crisis management team. Who in the crisis management team will do what? Not more than six to seven members. And those six to seven members will then lead to whether it is people, what is to be said outside, what is to be said to everyone. That role has to be identified very quickly. Absolutely. Absolutely. Absolutely. These two are very cardinal principles of crisis. I've written many manuals for multinationals on crisis management. But these two come very anti whether it's a pandemic or it is a crisis of a city or a company. Just wanted to add one more point. Absolutely. So you have been talking about policy making. Just to add. Yeah, just to add. Next question would be nice. Sorry, I'm actually not able to hear a lot of people because of some internet issues. But still one thing which I would like to add while we've been talking about crisis at the client side, we need to talk about that we were also in crisis. As leaders, as entrepreneurs, we've been leading firms, we all were into a crisis. So how did we manage the crisis was also a learning because nobody knew about the pandemic. Nobody knew what will be the next steps which we will take. So I think as an industry together, we all spoke with each other on a regular basis. I think we have done really well. We have handled this crisis far from maturely than other industries have handled. And we have connected as an industry together these days. So I think that's important for us to also talk. One learning which completely failed during this crisis. So all our lives and in the last 25 years have been constantly drilled this thing that preparedness is the answer to handling crisis. And this pandemic I think demonstrated very well the best of the minds in the world, the best of the governments in the world, were not prepared. Nobody was prepared. And in whatever preparation they had trained completely. So what do you really do? So I think what we clearly saw it was also the duration of opportunities. So while a lot of businesses were going down, there were businesses which were acquiring. And the biggest of the deals in the country were happening. You know the Facebook deal with clients and all of that. So we also saw that businesses which were more than not just prepared but I think they went beyond preparation to play safe from the very go. So the over-leveraged business models, the high-risk business models were kind of they failed completely. They crashed immediately. So I think there is some sense in Indian frugal approach of following the basics and being careful. And this is even beyond being prepared. You could be prepared. But if you have an averaged model then your preparation can go for a toss because something on who sees happening. You can only prepare for what you can anticipate. But there is something you're going to prepare for something that you can never anticipate. And that is the thing. Yeah. This was like a... I'm taking the question back if I'm taking the question back to the policy making part of it. I'm very intrigued when you guys spoke about it. I want to understand from you how much of it does in policy making, how much of a part does PR play now because I believe it has expanded as Cooper work has expanded to take part in all these larger discussions as well. Earlier it was a specialized team like Deepak's or maybe a couple of verticals that we would say this is government work. But now I think every team is being asked to be a part of it. So how much of a piece for the PR guys? Rajeev, I would like to answer and then Deepak to answer. Okay, sir. Yeah. So there is a theoretical and a practical part but I think I can speak on that. Deepak. Okay. Yeah, I think so. Okay, let me let me. So there is a theoretical part. So theoretically, you know, we are in a democracy and we are about discussions. You know, democracies are about discussions and there is there are windows which are created by the government for discussions to come in for viewpoints to come in. But I think we also live in an environment which where this is a we live in a democracy of verdicts where a verdict is announced that the lockdown has started now. You know, and there is no room for discussion. There is no scope for anything. So I think the policy environment is also changing. So while discussions would be very relevant, but we also need to understand and recognize that there are verdicts which are and which is really the practical part of it. So how do you deal with these verdicts? So I think I heard that there was least amount of feedback or, you know, counter views on the current budget. That was also because this is this is the times of the verdicts. So in an environment like this, I think the policy-making process and the communications role in shaping that also has to become very, I would say, underneath. You cannot make visible communication. You have to go a little invisible. You have to go direct. And so I think the whole landscape has changed from a very direct, sorry, indirect communication using a lot of media power to communicate to more direct communication coming from the right people with right reasons, with right logic which intelligent people can understand. So I think that's a major change that I see. Don't you think that, you know, the PR guys have on the seat at the table and the reputation of the reputation industry has been enhanced from last year. It does not need to be indirect routes anymore. I think it's going very well to make these policy decisions. Your take on it. You know, let's look at the IT industry, for example. Right. You know, there are examples of the IT industry that they will work from home till the end of this year. And maybe in future, the IT industry may work from home. Now these are norms which will change the way of working. And we will have to live. So you will have to, you know, try to work on these points in the future. Technology will have to be adopted. Of course, you can always say, I have my sympathy for the sectors like tourism and hospitality, but the fact is for the next two years, this sector is going very, very badly impacted. So we are helping as consultants. We are trying to see what are the new things? What are the innovations? How do we make sure that this industry survives? And one interesting point I would just like to add, you know, for hotel association of India, we try to make sure that if they are losing jobs, can we get their jobs into some other areas? And Nokia.com is forward. That's right. We will help them to provide the jobs and put the bio data in a manner. This was across India. And this is where the cross-organization of industries will start working and working towards the benefit. Pandemic is still here. It's not gone. Absolutely. Absolutely. We are in the issue. It is looking down, but like many western countries, which is going down completely, you can have a spike again. So we have to be well prepared for any type of issue that may happen in the future. People will 100% attendance in the office. We need to be on the session now. Yeah, I think so. Thank you. Thank you. You are the next question. Rajeev? Yeah. Yeah. I looked at it from a very different angle when I worked with the government and they told me a very clear PPP model. We're talking about three P's here. They had their own PPP model, which we fought. And that was partnership for a public purpose. Now, that was really crystal clear. What you think over, whatever you look at it, it's for public purpose. So I think that was where that will ratified into public policies. So we have a couple, you know, I'm hoping we have five minutes left. I'm going to ask you a few quick questions. I want each one of you to respond for a couple of minutes. Yeah, all of these names are really set for this, which I had almost 20 years ago and it pretty much hit you like a trucker. I would be remiss if I did not ask this. Can't hear you properly, Talin. Can everybody go on to mute, please? Yeah. Really? Now? Better? Awesome. Awesome. So I would be remiss if I did not ask this panel about their first PR crisis case. What was it like? If I can have a quick answer from everyone, though I know it's very difficult, but let's start with our one. Okay. First crisis being in healthcare, it was an issue, it was an issue which was one of, I can't name the client, but one of the leading hospital chains in India at that time, and you had a kind of a death of a politician which happened at the hospital and therefore there was a huge backlash about the conduct of the hospital or the conduct of the doctors and it was something which, I would say I have still not seen it in that kind of a crisis because the client was in the media almost on a daily basis, almost every possible journalist lashed out about how inhuman the whole thing was and it took us about a month to get that whole situation back into control, but we really used the science communication as a way to sort of explain that how what the hospital did was medically the best way to be done. Of course, it's not an exact science and there are things which are unknown still in the medical science part of it, but they did what was the right thing to be done and it's something which globally is accepted. So, but after that, that client was with us for almost 10 years and we did what Deepak talked about, prepared them for the future crisis and after that, they did not have that kind of a crisis. A few minus happened, but they learned the lesson that it needs to be a part of the system now. Absolutely, Shikha. Yeah, I can tell you this and Deepak would probably remember that's when I think we first met. So it was a multinational fast food business which had come into India. I think I was barely two years into the working life of mine and there were a whole lot of NGO and activists and animal rights who were objecting because of the entry of this MNC into the country and they were actually going to spread across the country. They had great plans. It was a very well known and respected business around the world and I still remember we started working on it and we said, okay, the activism and all that, we'll handle it, we had the statements, we had the points of view and all that we were doing. We opened our first store and what we were not ready for was a huge crowd of farmers who appeared and there was stone throwing and belting and the whole store front crashed and broke and I still remember I was inside that store with the chief marketing officer and the head of the business standing next to me and we were like completely gone, smacked. Now what? And of course there were the television channels and everybody. I don't think we ever, you know, we acted really fast and it was just pure gut reaction at that time.   So yeah. Absolutely, absolutely. Thank you for sharing that. So my first question was yeah, my sorry if I can because I have something related to what Deepakas has said. So mine was a learning from this I was handling the McDonald's entry into India and what she's talking about the KFC's entry and stoning down of the outlet in Bangalore. So at McDonald's we learned it extremely well. We picked up the lessons from KFC and what has got to be done. Sorry. I like that. I like that. Let's go. Let's go. Let's go. Let's go. Let's go. Let's go. You can never talk about the climb. I mean I have something I've been used in for the last couple of years is so I think that was years ago. So the most important part of any crisis lesson is to of course to learn from others mistakes or never repeat that. So I think we were we we spent a lot of time preparing to build the story a credible story so that which farmers would buy which politicians would buy and they would not come back come attacking us because they feel threatened by us. They would they should see value coming to the country. So there's a lot of work that we do. So it was a crisis environment that we entered into with the brand and when we opened there was no crisis because we worked very hard. So that's where this whole thing about you know being better prepared all that really came wrong. Okay. Over to Deepan. Yeah. So one last point again teacher so learning from what happened to KFC we at Pepsi way back in 1995 decided to have a full strategy what has happened to Enron and what has happened to KFC and we started mass contact program with such leaders farmer leaders farming members of parliament we brought out so many different things and look thank God what work we did there and now you know when I look at the Pepsi share price hundred thirty dollars we say wow some contribution plus profit from us so crisis is good that means crisis is good for you it wakes you up it gets you oh that's a lot of crisis absolutely. Absolutely. So Khyati here that's the last question yeah Rajiv and Odit if I can ask you to pick and talk about your face crisis case study my first crisis I was working with a firm I cannot name the firm and I cannot name the client but that was that was really really bad you know when I was talking Aman was talking about you know healthcare and we were working with Dhariana's biggest hospital locally which I have a lot of hospitals in tier two and tier three cities in one of the centers the dead bodies exchanged and we were we were we were called for and that was a crisis and that would you know and we were we were I was actually afraid because I was a young guy at that point I was not aware how media will react to this everybody was standing there electronic media was all over the place you know newspapers and everybody and the president of the hospital was standing right there and I was the only person who was there and you know then the entire strategy happened you know I spoke with the people and everything but then you know one thing was sure that I said you know sorry I'm not going to handle another crisis but then you know when the maturity happened you know you keep on meeting clients which have different you know crisis during the time and I think we learned from that absolutely thinking on your feet and the first time one is the first one is always tough Raji your first crisis I'll just take 10 seconds my first crisis was to handle the intergovernmental panel on climate change India's report and how the government reacted to it and then finally almost a month's time coming up with a productive report for India on climate change and achieving sustainability awesome you know it just listening to all of this just makes you actually aware that everybody has to start somewhere right and crisis communication I think now is part and parcel of what we do so with that I'll bring this discussion to a close and hand it over to Kyati thank you panelists for the wonderful insights and our audience for staying with us for this conversation I wish you thank you thank you it was our pleasure thank you everyone thank you so much thank you thank you thank you thank you Kyati thank you so much thank you bye bye


You're young, you've got your whole life ahead of you, you'll zealous for liberty and in some capacity or another you want to spend your life in the meaningful pursuit of a better world. What do you do with your life? In this article I'm going to argue that if your goal is liberty, electoral politics is the last path you should consider. Then I will suggest a far more exciting, fulfilling, enriching and most importantly effective path to a better, freer world. In dealing with the problems of social and economic policies, Mises writes, the social sciences consider only one question, whether the measures suggested are really suited to bringing about the effects sought by their authors. The entire course of your life will be shaped by your answer to this question. Even more, the entire course of history has been shaped by various leaders answered to this question. Isn't it the basic source of all political divisions? Putting aside all the polarising rhetoric of opposing sides, does anyone honestly believe political leaders set out with an end goal of misery, poverty, famine, genocide, holocaust, war and atrocities? Yet the vastly different outcomes of the life work of Marx and Mises, Lincoln and Jefferson, Obama and Ron Paul etc. Clearly demonstrate the highly consequential nature and importance of correctly discerning the best means to achieve the mutually desired ends of liberty, prosperity and peace. Imagine spending your whole life believing you are fighting for the cause of liberty, only to realise on your deathbed that the means you chose, your life work and legacy, only resulted in advancing tyranny. Is what you've chosen to do with your life truly an effective means of promoting liberty? Answering this question requires some thoughtful inquiry into what creates liberty and what destroys it. If there be any truth in political science, perfectly clear it is that centralised power is but another name for despotic power, precisely in proportion as you centralise in the same proportion to your approach absolute power. Power begets power and a tendency to centralisation that in the long run will reach tyranny. To render power innocuous it must be broken up into fragments. If centralised power is the opposite of liberty then the pursuit of liberty is principally the fight for the decentralisation of power. What then are the best means to decentralise power? The American experiment was an attempt to maintain decentralised power by making power holders promise to obey a power limiting document, the constitution, that was written by, is interpreted by, enforced by and usually simply ignored by the very power holders it is intended to regulate. Oh but when those in power fail to self-regulate the people are allowed to offer pleas or threats, the political process, in hopes that power will uncorrupt. They've been taking oaths and getting fired for over 200 years now. Look around you. How's it working out? The political process as a means to liberty has been about as effective as socialism as a means to prosperity. Even wild success in the political process means only that the progress of centralisation has been temporarily delayed until our man retires or the next scheme, bill or despot comes along. Yet we continue dumping most of our energies, monies and lives into the political process, trying to convince ourselves that despite its dismal record of failure, this means is still the appropriate path to our desire at end. We continue in the delusion that through the political process we can somehow transform the will of power towards opposing centralisation, or believing this idea that by giving power to our people we can negate its corrupting effects, yet we of all people should be able to recognise and admit the incorrigibly malignant nature of power. I suggest we act accordingly by ceasing to waste our time and energy attempting to redeem it, and instead begin working to undermine power's very ability to centralise altogether. To undermine power's ability to centralise you must understand how power consolidates and centralises.   The means to power then simply consists of working towards monopoly control of a needed resource, the stronger the monopoly, the greater the power.  With that in mind let's now ask the question, what is the best means of preventing or undermining the monopolisation of a resource? Despite all its promise of god-like power for whoever controls it, oxygen has never been monopolised. Why? Because its sheer abundance makes it impossible to control. The scarcer a resource, the easier it is to control. The more abundant a resource, the harder it is to control. He seems to lend itself to the centralisation of power, but abundance denies the very possibility. The best means then for preventing centralised power is to identify the scarce resources which it would monopolise and to make those same resources so abundant that maintaining control of them becomes practically impossible. Undermining a monopoly of resources that remain scarce simply requires the introduction of competition, which by definition results in a more decentralised control of it. Fortunately the defining characteristic and function of capitalism is to take scarce resources and make them abundant, a process fully aided and abetted by competition. No wonder the state is so hell-bent on maintaining the scarcity of its monopolised resources and will use every form of violence to crush any threat of competition. To figure out specifically what scarce resources the nation state currently builds and centralises its power on, imagine the absence of the state. What resources or sector of the economy immediately come to mind? Who would build the roads? Transportation? Who would provide school for the children? Education? Who would settle disputes? Judicial system? Who would protect against aggressors? Defence? Etc. Once you've identified these often state-monopolised resources, begin to brainstorm about how you could, by the nature of the capitalist process, make the resource more abundant and or offer competition by providing it better and cheaper. Most of us spend our days complaining of the utter incompetence and ridiculously wasteful nature of the state, but from the perspective of an entrepreneur desiring to undermine a monopoly, that attribute in your competition couldn't provide a better opportunity. Now let's consider some real examples of the possibilities of this approach. Think of how the printing press and ultimately the internet have destroyed the scarcity of information, making it super abundant and rendering any hopes for a monopoly over the flow of information, a pipe dream. For education, imagine how the Khan Academy, with its incredible K-12 education available to anyone anywhere for absolutely free, could undermine the current costly and ineffective state-run school system. For college level there's MIT's OpenCourseWare, one among many programs pioneering the trend of making the most prestigious college educations available for free. As for gaining an official degree, a failed approach to credentialing, Mozilla's Open Badge project may present a superior model for skills-based credentialing. All these could work together to make education ubiquitous and free, putting the state out of the education business. What about other local services like public services and utilities? Think about the private firefighting companies like wildland defence systems, hired by insurance companies or even entirely privatised cities like Celebration, Florida. For transportation, moving beyond privatised toll roads, how about the Tokyo Expressway, a free-to-the-public, privately-owned and profitable highway? Isn't this essentially what parking lots, a substantial percentage of the paved services in the US, are already? For medicine, the Surgery Centre of Oklahoma is obliterating its state-subsidised competitors by providing superior healthcare at a fraction of the cost, providing a model that could make the Affordable Healthcare Act irrelevant. For trade, the Silk Road, a black-market Amazon, is offering a marketplace with no third-party limitations on voluntary transactions between individuals. As for the state's attempt to wield power by claiming the sole right to sanction who you hire to limit the division of labour, to block your access to foreign talent with immigration barriers and to subsidise inefficiency through unions with their resulting protective tariffs and wars, they can be easily undermined through sites like Elance or offshore office space like the Blue Seed Project. Currency monopolies, sanctions and capital controls, no problem, Bitcoin or gold-based debit cards. Looking to the future, what about a tricorder device that helps increase the abundance of accessible diagnostics and doctors, further decentralising control of the medical industry? Good advances in 3D printing someday radically decentralise the production industry. How do you compete with the state in more difficult resources like geography, dispute settlement and defence? Seasteading or free trade zones could offer an exciting alternative to the monopolisation of land by nation states. For dispute settlement, try private arbitration like judge.me. For defence, if you concealed carry, you're already decentralising the state's control of defence and providing a superior alternative. Large scale defence? How about those insurance companies who in the face of the incompetent state are forming private navies to protect the private property of shipping companies from pirates? Want to end war? The Middle East and Africa are a hotbed for water wars. Imagine you take that scarce resource and through something like graphene desalination, you make fresh water super abundant. Wars over. What if we did the same for energy? Imagine a scientist discovers a source of power that fits into a freezer sized box and can independently power any home. Technology that completely makes energy abundant and decentralised. When the geopolitical strategic wars over scarce energy resources become pointless. The only reason wars are still fought over water or energy or anything else is because they are still scarce and therefore hold the promise of power to whoever controls them. Who's fighting wars over oxygen or for water in the West where it isn't so scarce? Why don't we in pursuit of liberty and peace intentionally pursue technologies that subvert government monopolies by offering a superior, cheaper and more abundant product? After a brief venture into electoral politics I began to think long and hard about what a life in the political process might look like.   All that sacrifice for what, if history is any guide, would at best result in a minor slowing of tyranny, a stop-gap measure. Is that really the best we can do? The whole prospect compelled me to re-examine the efficacy of the political process as a means to liberty, and I'm beginning to think that this state sanctioned mechanism for change may not actually be the most appropriate means for our desired end. Perhaps it's time to rethink all this, to demote on our priority list the stop-gap measures of the political process and to begin fervently pouring our talents, energies and moneys into a targeted capitalism, if you will. Liberty lovers everywhere intentionally targeting state monopolised resources and disintegrating those monopolies through the capitalist process. These means are by nature decentralising and can be pursued while completely disregarding the will of power. Enough of this pleading with our oppressors not to oppress us so much. Let's stop being depressed victims of the state and instead start imagining all the endless opportunities its incompetencies create. In the process we can be around people we like, create wealth by offering real value for the masses, live adventurously with a clean conscience and most importantly live free. And that is why I'm quitting politics and starting a business.


The soldiers didn't know I'd face dying people. Great, thank you very much, I appreciate it. Don't you miss on us?  That's the only reason for me to be here. Jimmy, Don, Tony. Jimmy, get in here. OK, Jimmy, next to Don. Richard, next to him. Nice, clean picture. OK. They're going to go across this line. Get in here. Thank you. When they get to you, take a picture. OK. Well, I guess we're going to stand. OK. Can you mind that? This. Come on, I'll eat this. I don't know about the red shoes. Tony. Tony. Tony. Tony. Tony. Tony. Tony. Tony. Tony. Tony. Tony. Tony. Yeah. This shows in yonkers a lot, I guess. Don't worry about it. That's fine. OK. We'll bring Yankei up. Do you want a paw at Sir? No. It's OK. Oh. I'll get down, don't worry. Thank you very much. You said you're getting married. How was the yank? Just great. Better than you? Now the business I'm in, the proper thing for me to say is you bet. You better bet. Just great. I have to tell you something. I really came here with mixed emotions. I don't quite know how it is going to feel. I feel good. You can come tomorrow. Okay, you guys can load up in a little play. Thank you. Let's go please.


Welcome to simple Java game library, which is made for beginners with Tokyo ed tech. That is me Today I want to introduce you to something. I've been working on I think it's finally in a state where I could share it with people and you might be able to actually use it for something useful I call it the simple Java game library So I'm gonna talk to you about what this is you can probably guess from the title I'm gonna show you how to download it. It's really easy. I'm gonna show you a little sample game I'm still working on but it kind of demonstrates the power of this particular simple Java game library and I hope you get started and show you some of the classes and things that you can use to make some games so Simple Java game library is as the name indicates it is a Library for making simple 2d games in Java. I wrote it for my students you is Basically really I think really aimed at beginners something that they can understand even with just kind of basic Java knowledge and Java and Java coding knowledge so to download it you just go to my github and It is wine and 1 0 0 4 and I'll put a link down below and you'll see actually go to this page. You'll see Projects simple Python game library. Don't get the wrong one You'll see simple Java game library and touring machine Emulator that of course could change depending on when you watch this video So I'm gonna go to simple Java game library and you'll see here where it says code I'm gonna click download zip And it will download. It's about 7.4 megabytes. I think seven of those megabytes are actually just an audio file, but Yeah, yeah, so I've downloaded it. You'll see simple Java game library and I'm gonna double-click that to Open it. I'm gonna extract it now again I'm running Linux, you know what you see will be compared different depending on if you're running what Mac or Windows I've tested on Mac, but I haven't tested it on Windows yet. So Windows people let me know how it goes So but it's Java so it should work so I'm gonna go into simple Java game library and The Java files here. There's a few of them. There's SJ GL. That's the actual main library There's the sound class sound sprite class There is a label class and there is a demo game as well And there is a template. I'm gonna show you how to use those here shortly Let me show you this demo game. This will kind of give you an idea of what this can do and The idea here is to make this as simple as possible for beginners to You know start getting used to making simple games So this is the demo game and it is 112 lines long basically it's just it's just the beginning of a side-scrolling shooter So I'm gonna go ahead and hit compile and I'm running genie now It automatically compiles all of the files in the directory for me I'm gonna go ahead and execute it and you should see It's on the box really bring it up. Okay, so you can see I Got a little background See this basically shows you everything that this can do we got sounds. We've got sprites. We've got labels where we can print text and Yeah, that's it. We got a screen. Let me close that for you it's a little loud and So this is included in in the file right now probably rearrange things later I just want to get this out. I was really excited to share this with the world So let me go ahead and open up the template So you'll see template dot job. So if I open that up and basically it's got some comments here So if you run this you'll see it's basically one two three four five six actually basically five lines of code if I compile this and I run it it puts Basically it puts up a blank window Okay, now that should be 1024 by 768 I think that's the default but you can control that completely so you can see here We are able to set the background color using the built-in AWT colors So again, one of the things I wanted to do with this was to introduce my students to how Java works But avoid some of the complexity of you know how game programming works with you know You know asynchronous timers and things like that. I'll show you some of that a little bit probably So let's try. Let's try green. Just see how that goes. So I'm gonna compile it again And I'm gonna run it and hopefully we will see a now a green screen very very exciting I'll put that back to black Okay, so Basically what happens is you create a new game object And that game object has several methods and things that you can use One of one of which of course is set background color Now speaking of sprites, which are 2d game objects We have background sprites which basically you know shown in the background and don't interact They don't collide with anything. They're just there for You know really background So in the previous example you saw, you know, you saw the background so to create a background sprite you need to Create a sprite and give it a name. So for example, let's let's go ahead and do the background there. So background image And it's a new sprite and I'm gonna put that at 00 which is the top left part of the screen and let me just copy that because I forget what exactly what I called it Now one of the things I did to make this easy for my students Especially today's students who are not very good at file management Was just make it work so that everything is in the same folder. So as long as This is in the same folder. It should work. So you'll see You know background 1024768 jpeg and now if I compile that and run it You won't see anything Okay, it's missing and the reason is that creating it's one step, but we actually have to add it to The the game and say the game engine or whatever you want to call it So game dot add background sprite and then in this case this sprite is called background image So I compile that and run it again. I Should see my nice little background and I forgot where I got this image from what it's in the commit where I actually Committed that to my repo here. So you see got a nice little background so far. So good Yeah, then we can now go ahead and create a sprite for like our game objects. So let's go ahead and create the player Is that what I wanted? Yeah, so Player and that's gonna be a new sprite and in this case what I do is I I'm gonna put the sprite in on the left side of the screen It's 0x and the screen. I think by default is seven six eight. So 350 well say 360 let's put it around 360 on the y and I think I called it. What did I call? I'll see if I called a player that PNG so We'll run it and see what happens. Do you feel lucky? Okay, okay, it did compile it is running and I Forgot to add it to the game sprites. So notice. I'm adding background sprites and I'm adding Regular like to the game game sprites Again, these do not interact. They're just for there for the background It could be moving clouds. It could be anything moving in the background the game will render them first So the active sprites will be printed in front The background sprites will be printed or renders to say in the background. So let's go ahead and try that again. I guess my Okay, and we don't see anything here Because sprite name is not correct player All right, let's try that again So you probably see this pattern. So you create the object and then you add it Okay, and now you can see there is the player object so let's go ahead and move it so For this game to work Again, it's trying to keep this as simple as humanly possible for my students So we basically set up our game here. We create the game object We can set the background color adds a background sprites at our game sprites You know, I'll talk about sounds in a minute's labels And then we have a wild true loop, which is basically our game is going to run Okay, so that's where our game code is gonna go So I'm just gonna go ahead and kind of scroll down through here without not doing everything You know on live this is just kind of an introduction. So you'll see here. It says deal with key presses so I'm just gonna go ahead and copy that and I'll explain what that does here in a second So paste that in there so you'll see here that Currently there is a way of getting the current key that is pressed So it's game and get key again trying to keep it as simple as possible We have object dot method something that my students are you know It all levels can really understand and then we have various key events And these are just straight out of the standard Java key event class So vk underscore up vk underscore down and what that does is it sets our dy and dx of our Sprite so run that Or compiles you say I'm gonna run it now when I press the up arrow My sprite goes up and when I press it it goes down Okay, so and again this this will run faster. It's running slowly because I'm doing the screen recording I'm surprised. It's this small though. That's the thing Maybe my screen resolution is a lot bigger than I thought it was So Where are we at there? Okay, so you can see how we can get some keyboard input That's in there. Now if I open up the sprite class Sprite class has quite a few things going on there and eventually once I get this fully set up I will do a proper explanation some proper it's some proper documentation, but You know, the sprite has an x-coordinate a y-coordinate the top left not the center It has a dx and dy which is the speed that it moves Left and right and up and down.  You can change is it visible? There's all kinds of all kinds of different things we can do Again, I'm not gonna go through everything. It's just you know kind of give you an idea of You know what each class does and there's all kinds of stuff you can rotate you do all the kind of normal Kind of cool stuff you do you can obviously do Collisions there's something that's colliding and kind of go from there Let's see here a couple other Classes in here. We want to take a look at sounds so if you want to create a sound It's sound and you give it a name So let's go ahead and So BGM so that's background music and this is one of the limitations because I wanted to keep this easy To download and cross-platform and just very simple to deal with I had to I only use the built-in Java classes So you are limited to basically wave files, so you can't do MP3's you have to convert them Yeah, it was a conscious decision to keep it simple And also I wanted the students my students to be able to actually look at the code and kind of see how it's working and then another thing I did here to keep it simple is BGM dot play if you want to play a sound and What's what makes this work really well is each sound can only play once at a time I should say so if You know if you're playing it and it's already playing it won't play it will ignore that second play until it's done So that's why the background music keeps playing because of the loop that it's in Okay, so that's a background music playing and that will go You know that will keep playing for us in the background again key here was keeping it simple as possible Labels are pretty simple to use as well. So I might say here, you know score a label and I will say score you start the game to zero and we'll put that 512 and we'll put it down about 50 and see what happens there and then also don't forget We need to add the label to the game So the game like library takes care of you know all the rendering and all that sort of stuff for you label space Yeah, normally my tutorials are I wouldn't call this a tutorial. It's kind of an introduction, but Yeah, I just wanted to get this out. It's something I've been working on. I'm really happy with so Should see here the score is zero and we can you know set that to any XY You know the game engine basically takes care of all the rendering for you so Again, I wanted to keep this as simple as humanly possible for Beginners so you know add a background image Add a add a sprite add a sound play it add a label You know just it's you know, just you know, I see all these game engines that are supposedly good for beginners They are not good for real beginners They they're just far too complex wait. There's way too much presumed knowledge that Most students just don't have At the early stages of their learning and so that is why I created this So, let me just kind of go through show you a couple quick things in some of the code to kind of give you an idea So the actual library itself. It isn't that long It's only a few hundred lines like 370 lines give or take and there is some rudimentary support for mouse as well I got some of the basic code from this website here. I didn't know how to do a lot of these things I've been working on this for about a month and Finally got a few things working that were kind of causing some problems and but as a user You don't really need to look at this But it is here if you're curious how all of this stuff works and that was one of the other things I really wanted to The students to be able to do is to look at this and say oh, I can kind of see how that works I mean, you see there's still some testing code in there This this is it very much a work in progress, but again, I think it's at a point where you know You can actually do some things with it one of the things Yeah, I had a problem earlier with it But I fixed that literally this morning was it would just crash when you had too many sprites on the screen So let me go ahead and add from 30 to 300 enemies And I'll show you how that works Now it's gonna be slow because I'm doing the screen recording, but on my desktop computer. It runs pretty smoothly So I can shoot so this is 300 different sprites going on the screen just pretty cool and It's working I think pretty well, I don't have a particularly powerful laptop or anything Let's see if we get 3,000. Let's just see what happens That might crash. We'll see Okay, well still making sprites, I think Yeah, if you see this part down here, this this is when there's a It's the system's kind of overloaded. That's what I fixed today Every time that happened it used to crash but now now all the sprites are created So now I've got 3,000 sprites on this running at the same time well 3,002 if you count the player So I think that's a pretty impressive Tally to get 3,000 sprites running on a you know, five-year-old laptop not his Linux So it does run a little bit faster, but Anyway, so that was that's kind of it. You know, you can kind of take a look at the Demo code you can see here how collisions work You know, there's quite a lot going on here, but it's not super challenging. There's some Code here for mouse clicks to test that But there's no mouse clicking in this game, but it's pretty simple It's pretty straightforward, you know, create your game objects. You can change the frames per second set your background color When we do a background sprite create some sprites, you know, I have a missile in the game, obviously you know create some random enemies and There's an explosion sound.  It doesn't register So you'll see explosion dot play so it'll play that explosion sound and then we can remove sprites from the game that was part of what I got fixed this morning and Yeah, so Yeah, hope and it was a little quick and wasn't really a tutorial per se But hopefully that's enough to get you started playing with it if you're interested if you have any questions, you know Drop me a message down below You know, I'm like said, I'm really happy with this I'm gonna actually I started actually using it with my students a couple weeks ago an early version But now it's really to a point where I can actually do some interesting stuff with it But I just wanted to get them exposed to it and just so they have the basic idea how these things work So anyway, that is that I think I covered everything Yeah, so the main classes SJ GL sprites sound and Label so I think with this engine you can make basically, you know, a lot of classic 2d games You do a platformer. There's there's a gravity thing that's built in and you know, it's it needs some work But there's quite a lot that you can do with it. So Thanks for watching. I know it was quick, but I just want to get this out there Like I said, I'm really excited a little bit proud of this to be honest I think it's it's gonna really change I think the way I approach teaching Java to some of my students and you know students that have done some Java They can apply what they learn students that are learning Java You'll give them something kind of cool and visual to do rather than just a bunch of boring old text Anyway, thanks for watching. Keep on coding


Let them go. Let them go. Let them go. Let them go. Let's go, man. Check it, man. Got them E's in the building. Yeah, man. How does it get, nigga? Uh-huh. Uh-huh. You want them? No. Back in that action. Back to these packages. Back to kidnap him. Here we on Boss Talk 101. Here we at. I got a question. So, talking back, saying, if you had to advise the younger you, because I know there's a lot of kids out here who are still in the streets and very talented where music is concerned, but won't leave the streets alone to pursue their music, to pursue their dreams, because you can't just make the money right off the bat where music is concerned, but when you go to the street, you know what I mean? So how can you advise them to follow their dreams? That's real. Good question. Oh, that's a tough one, because, I mean, you just got to believe in yourself.  And it's going to have a whole lot of obstacles. That's one reason why I went to the Feds, though. I'm going to keep it real. Because at that point in time, I tried to do music without hustling. Without selling drugs, I tried to do music, you know? A lot of travel and tribulations hit me tough, you know? I can't meet now, right now, who I am today. I wasn't strong enough. So, I mean, what's up? You scared? Scared of what? Kid dropped me the beat right now. Yeah, I'm better get them to get this beat. You can look at the niggas, too. Yeah, I can look at you. Okay, here we go. We back on this. Let's go. Let them go. Let them go, man. Let them go. Let's go, man. Check it, man. Got them E's in the building. Yeah, man. How does it get, nigga? Maybe. A lot of them? No. Back in that action. Back to these packages. Back to kidnappers. Niggas ain't bothered. They acting.  So don't ask me. Police, release. Labrasse. Then try to lock them in. I was no towel. Bang with some G's. Free list of the B's. You all away vibing with me. See ready, get ready. Shit fit to get dead.   I'm the Dundun. Dada Laguna. Who hotter than me? 32 shot. Got extension. The beam came with it. I got it. Tuck down on my jeans. Not a probation. Still got that eraser. Don't play me.  Every morning I play chess with a murderer. He say, Laguna, you just like me. I ain't get caught, but he just got convicted. Remind Diamond ain't doing no snitching. Nigga say that they want money out here. Drop thug and get jammed. Yo real gon' squir. I pray the real really get up here. Man, keep it solid. I know how you feel. Man, hold up, man. Man, hold up, man.   Man, you just said rap, man. Hold on. Didn't say let the nigga out the case. Let the nigga go, man. You make that 11 go over, man. You in that. So you in the projects? Yes, sir. Wow. How was it? Like, I know we had a couple of people on here to tell some stories about Stop 6, Rupa Circle, Fishtrap. Like, how was it over there? What was the thing that stuck out? I've heard stories from people being shot in the leagues and all that. Like, like a lot of shootings and stuff going on. How was it coming up over there for you? Was it just a lot of drugs? As a kid. You know, how was it? See, my mama was, even though she did what she did, she wanted us to stay out of the streets.  You know what I'm sayin'? You're looking at more shootings, seeing more killings. So it's like, yeah … Maybe somebody's close to you, too. Who go I kill? A guy named Duda said, you know, when he died, it was like a awe to the eye. You know, so it was like, yeah.    Game-bang. Wow.  I didn't know you before, to be honest with you, but I just heard you here recently. I heard you. I seen you do a freestyle. My son is 28. So he's sending me all this stuff, bro. OK. And he's sending me this stuff. You see, he's a man there. You got to check this one out. You got to check this one out. Because, you know, I'm not tapped in like that. You know, I'm not checking for you. But at the end of the day, he's checking. So he called in everybody. I think he called. You had a manager. Your manager was, I think it was Cornelius. And he called him. He was like, man, I want to get gonna meet you on the show. This happened a few times. But I don't know. I just know he tell me all the stuff that he had done. But anyway, and then another nigga named Sho called and tried it. But it was just time when people were trying to get you on the platform because you had a dope style. You know what I'm saying? So I heard that. I heard the freestyle, the outside freestyle by Bobby Billion. You ripped that. You know what I do with them haters? Only one of my ops who ride in a box you know what I'm gonna do when I see them. Calico they gonna eat them. Hit them and leave them. Move this thing, get back, leak back.  You got a lot of, the way that you, the way that your sound is, the way that you ripped the mic. What inspired that? Oh, the streets.  So it's like, that's the way I've been. You know, I don't talk a lot.