Live from the Sands Convention Center, Las Vegas, Nevada, extracting the signal from the noise. It's theCUBE, covering HP Discover 2015. Brought to you by HP. And now your hosts, Dave Vellante and Jeff Frick. Everybody, this is Dave Vellante with Jeff Frick and this is theCUBE. This is our day three of HP Discover 2015. Jeff, we've been covering HP Discover since 2010. We've also done three HP Discoverers in Europe, one in Frankfurt, two in Barcelona. This year, HP Discover in Europe is in London. What HP does generally is they've got, not generally, specifically, they do HP Discover as a big customer meeting in June and then they bring that to Europe in the December timeframe. Like I said, they've done Frankfurt, Barcelona the last two years, this year is going to be in London. And in fact, I think the European show is actually a bit bigger than the US show. I'd say there's what, seven to 10,000 people here, maybe? No, here I think there's more. I think it's closer to 10 or even more than 10. So, I don't know, you were in Barcelona the last year? Yeah, it's around there, maybe a little bit higher. Maybe it just feels that way because it's kind of a zoo over there. But the big news this year, Jeff, has been sort of the new messaging and positioning that Meg Whitman put forth on day one. In particular, first thing is she talked about splitting the company in two. HP Inc, which is going to sell Inc, as well as printers, INC was going to sell INK, which is printers and INC and personal devices, personal computers, and that is a high cash flow business. They're both going to be Fortune 50 companies. The second one is HP Enterprise, and HP Enterprise is just that. It's the servers, the storage, the networking, the services associated with enterprise technology. So, the splitting those companies up, they're both Fortune 50 companies. HP Enterprise, ostensibly, is the growth company. Now parts of HP Enterprise are growing. The enterprise group, 65% of the HP's business, really, their enterprise business, is growing at about 5% in constant currency, which is pretty good. The big challenge, really, Jeff, is they got to split these companies in two. That's a massive, massive undertaking. It's going to be expensive. They're about $400 to $500 million in dis synergies from splitting those companies apart. We heard in a discussion yesterday the scope of this, in terms of 50,000 servers, 17,000 application interfaces. 1700 applications have been moved to the new cloud-based sort of infrastructure that they're talking about here. So essentially, they're splitting IT, they're splitting legal, they're splitting marketing, they're splitting the P&Ls, they're splitting the company. Meg Whitman will be the non-executive chairman of HP, Inc., and she'll be the CEO and chairman of the board for HP Enterprise. So massive, massive undertaking. Some big risks there. Now, they plan to go live, I believe it's in November. November. And their IT, we heard yesterday, is going to be ready by August 1st, I believe, was the target. That is massive.  I remember when DG did it, they moved off their Amdahl mainframe and they took a blip. I remember Sun did the same thing. Sun moved to an all-Sun environment and they took a big hit. That's decades ago. I think IT planning is much more solid these days, but nonetheless, there's big risks there that HP has to manage. But it's interesting, Dave. One of your quotes, and you've said it time and time again, is HP has to shrink to grow. Clearly, this is, the big thing is shrinking by splitting, how does this fit into your thought process of shrinking to grow? Because the other thing here is a lot of talk of business outcomes, user experience. And I was looking through the sheet today of breakfast of all of these different sessions that are going on while we're here at theCUBE. They're all enterprise. They're healing in cloud, they're big data. I didn't see anything that had to do with printers. I didn't see anything that had to do with medical devices. I walked the floor. It's an amazing amount of assortment of products that HP has. And they talked before that it was really more of a product-centric organization. Now we're shifting to business incomes. So how does this split, kind of support, validate, make you feel about your statement that HP needs to shrink to grow? Well, this is definitely not Bill and Dave's HP. No question about it. I mean, Carly Fiorina, who's now making a run, is kind of rewriting history. She said basically under my watch, HP grew, of course it grew because she acquired compacts. And of course HP subsequently acquired EDS. Those are two massive ingestions of people and technology and companies and systems. So that was not organic growth. Unfortunately, even the compact business, the compact business comprised the Digital Equipment Corporation, which at its peak was a $13 billion company and clearly is much smaller today than it was back then. And so the challenge was HP inherited a lot of cool stuff that allowed it to grow because it's had huge heft. But it also inherited a lot of legacy products that are now shrinking. And so my feeling is that the split is inevitable. There are two different businesses, two different gross margin businesses. One's higher margin, one's super low margin. You can't go from selling ink one minute and then the same sentence, you're selling superdoms and high end systems and Apollo's. They're just different business models, different channels of distribution and fundamentally require different management approaches and go to market models and R&D approaches. So the split is inevitable, but it will be disruptive. It's impossible for it not to be disruptive. But I think to answer your question, the outcome will be very clearly more focused and it'll be a lot easier to follow HP, to track HP for investors to understand HP. The investor who wants dividends and steady sort of cash flow can go to HP Inc. And the investor who's betting on growth and upside can go to HP Enterprise. And I think there is a lot of upside in HP Enterprise. Yeah, I can imagine the financial models that the financial analysts try to put together to figure out what the price of HP should be. It's very, very complicated. So that will be simplified significantly. Well, I think they keep it at a pretty high level and that's the best they can do. But it's, you know, you're on the conference calls and they're asking about PCs on one hand and they're asking about the enterprise business on the other hand. And it's just, it's hard even for an analyst an analyst specializes maybe in mobile devices and the same analyst is being asked to cover HP. It's very complicated. Unlike IBM, IBM, big business is very complicated but it's clean, it's an enterprise business. And so in many respects, HP is sort of mimicking from a structure what IBM has done. The difference is IBM sold off those PC division. It's sold off, it's low end commodity pieces, HP's keeping that and sprinting it out as a separate Fortune 50 company which I don't really have a problem with. I think from an investor standpoint, that's not a bad thing to do. I mean, what's Meg's job? Meg's job is to, she always talks about the customer, sure, but her real job is to increase shareholder value and she's done that to a decent extent. I think there's a lot more upside there. HP still trades at 60 cents on the revenue dollar. Same problem that Dell had, by the way.  They just want to make money. So, I think, again, I see some similarities there. Difference, again, being HP's going to stay in the public eye. I think the big question, I've talked to John Furrier about this this morning. He had to leave his daughters, graduating from Palo Alto High School today, but so we were talking about the messaging that we heard on day one, which wasn't a bunch of product messaging. It was more high level, the idea economy, invoking Uber as a poster child. I know Quentin Hardy wrote a piece in the New York Times on the blog, kind of criticizing the vision. John Furrier said, yesterday in the cube in the morning before he left, it's kind of like nailing Jell-O to a wall. Sort of hard to get my hands around exactly what this vision is all about. I, on the other hand, feel like at least they're putting their foot forward in this digital economy, and I'd love to get your take. But here's the bottom line, sort of the conclusion that I'm having here is, you've got the old and you've got the new. And the problem is that we hear it all the time. People can't just rip and replace and go from point A to point B, they need a bridge. So what is that bridge? If you over rotate to the Uber style of doing business, you're going to not do enough business. So you have to care and feed those existing customers. So OpenStack, for example, is the future. And HP's put a lot of emphasis on OpenStack, but they're not making a ton of money out of OpenStack today. So what do you do? OpenSource is the future, but HP's not making money out of OpenSource. So what do you do? Well, you have to have those bridges. That's what Helion is all about. Helion is really in the early days, though, kind of just getting started. And I want to come back and talk about that. But so, you know, various point I think was, look, if you put fourth Uber and Airbnb as the new style of business, but you can't deliver that new style of business today, and that's not where you're making money. You run the risk of over rotating to that new style of business. So my takeaway from that, and I kind of agree with John, my takeaway from that is I do want to hear about products because this is a product company, and they need hot products. This is why I like 3Par. The storage guys will talk about 3Par. They talk about what you can buy today, and they can drive revenue from 3Par. I think the same thing is true with the server guys. And so you can buy a Gen 9 today. Those are good products. Those are leading products, best of breed products in their class. Put those forward. Okay, so let me hold you right there, because another one of your great quotes that you use over and over again, which is terrific, is that, you know, 3Par's the gift that keeps on giving. And it's interesting here, now that the new big acquisition, and as you've said before, HP wasn't in an acquisition mode for a while. They were kind of getting things buttoned up, but now they've purchased Aruba. So Aruba's got the wireless thing in Levi's, which is an interesting case study. Obviously, Levi's Stadium, right in the backyard of Silicon Valley, really a lot of press about it's going to be the optimum kind of user experience inside of any outdoor stadium in the world. And the word kind of in the trenches on the streets was that all the traditional kind of big names that you'd expect to get that wireless deal ran away. So whether they didn't think they could make any money, the challenge was too hard, you know, high density wireless is really, really hard if everybody wants to watch that replay immediately. And here Aruba gets that deal. It's a great experience. And I think you maybe said it, you know, is Aruba on the networking side, what three par was on the storage side, right? Cause it's store, compute and networking. Aruba's the new shiny acquisition. The Levi's story is pretty powerful. And I was really impressed by the story from yesterday about how wireless, the way we use wireless today has nothing to do with what wireless was originally developed to do.  So do you think Aruba is the three par? And is that another really big leg on the networking side that they haven't had in investment of energy, technology, et cetera? I think, well, I think Aruba could be the next three par. I said it's HP's attempt to make a judo move against Cisco. I think Cisco's good, right? Cisco's not going to stand still. Cisco's making its own acquisitions of wireless and Cisco will flood the market with messaging and its own sort of wireless product portfolio. And so that's not, Cisco's not standing still and HP's got to do a better job in networking. But I would come back to the product piece. Compare HP to IBM. Name a product that IBM has that is the best product. You know, you could debate it, IBM would, you know, the engineers would be all over me, but the one product you can point to in IBM's portfolio is the mainframe. Now, compare that to HP. They're number one in printers. They got the best storage array in three par. They got, you know, Gen 9 is the best server out there. So they have best of B products. That's the piece that, I don't think HP should be shy about putting products forward. I think it needs to do that. It's kind of the Steve Jobs, you know, pitching a product, Larry Ellison pitching products. And I think HP should not apologize for doing that. So, okay, that's good. This is a day three. We got a lot of good stuff coming on. We're going to be talking storage. We're going to be talking servers today. We got converged infrastructure. The cloud guys are coming back on. We got some customers coming on today. Calvin Zito is going to be on wrapping things up. So keep it right there, buddy. Jeff Frick and I will be back with our next guest right after this word.


Please a warm welcome for Bob Weisman. Thank you. Make sure the clicker works. Great. Delighted to be here. Next. Okay, good. This is just the abstract. You've already seen that. Personally, what happens is I've been on the client side for 30 years. I was a member of government, mainly in defense for that. After that, I was 10 years over at CGI where I started the EA practice and insist that we start using open standards and the TOGAF. And this was back in 2004. So I'm a long-term supporter of open standards and some of the lessons learned might drive that home for you now. Most of my time now is spent doing pro bono work, working in the university, educating the people, as they say in French, Don Berceau, in the cradle. So we get the young students, we get them thinking enterprise architecture from the get-go. So I'll just give you a quick introduction. I'll come to you from some lessons learned. Now we're trying to distill 40 years' worth of experience into about 40 minutes. So as a consequence, I'll do my best to be fairly short and come out with some concluding material for that. Now we'll take a look at the issues. We've been working now in an electronic government. I have certainly since 1979. Okay, so this is nothing new. Yet in 2012, we basically ended up having systems where 55,000 Canadian seniors, for example, did not receive their public pension. You know, the public service basically responded while they didn't apply. People were living in poverty. We have to change the way service delivery. In 2016, we have a pay system in Canada that will replace one that was actually working, or replace several that was actually working, 80,000 public servants, 1,100 had to leave because they weren't paid for eight months. I mean, why are we still having these problems after more than 20 years of government transformation? And I think that is one of the issues that we really have to address when we're taking a look at saying, is why are we still having the same problems? Okay, for that. And you know, why? Government knew what age the citizens were and the government knew exactly who works where and what level. So there's somewhere still a mix up between the business needs and also getting the technology fielded. It's more just fielding technology. It has to work. Let's take a look. What is enterprise architecture? There are lots of definitions out there. For me, I just simply say, take much more of a business bend to it. It's explicit knowledge, an explicit knowledge of the enterprise context, assets, their relationships and their evolution over time. It's essentially rigorous planning. And when I talk to the business people, I say, this is not an IT paradigm. This is a digitizing the enterprise paradigm, but it's just business planning. I use it when I was in portfolio management. I used enterprise architecture as a tool. We didn't have an enterprise architecture. So we just call this strategic direction. We're planning an architecture-based decision making. We're basically combined. Okay, for that. And that was back in the 1990s. Okay, now the context and technology continuously change. You have to handle it. It's not a big problem if you plan for it. Okay, for that. And government context, and this is one thing that a lot of the enterprise architects don't get, is that it includes politics and legislation. Often when you're doing a government, you're going to have to change legislation. So you just have to take that into account. It's not a big deal. That's why governments are there. As the deputy mayor of Paris alluded to, it's that you have to change the organizational structure of the government sometimes to accommodate digitization. So you have to take a look at the enterprise from end to end when you're talking about digital government. Okay, for that. So it's a question of handling it. Now let's talk about EA. A lot of people talk about EA. You've got to understand that three main EA deliverables are where the organization is, where the organization is going to, and how to get there. If those three elements aren't present in an enterprise architecture, it's incomplete. I find a lot of people worry about one aspect of that particular one, namely the baseline or the target, and they forget about the other pieces. This is just planning 101. Okay, for that. And successfully guessing, you know, all EA is about business transformation. And when you're dealing with electronic government, you are transforming the way that the government's moving forward. All of these slides, by the way, should already be posted to the conference website. Okay, for that. What I really want to emphasize is don't frame business problems as IT problems. What I've often seen is that they wanted to solve, they had a business issue, and they said, well, let the IT guys handle it. We had one example, for example, in Human Resources, where they wanted to integrate several hundred systems, and they said, fine, we'll just use one application. So they tried to solve it at the IT folks. Every department and ministry modified the application so that there was no information interoperability between them. So the actual gain and the modification of the particular system didn't solve the problem. That's what we really need to take a look at the whole thing.  The process does not use IT. You need to rewrite the book. We were working in defense, when we realized about digitizing, and I don't want to sound bellicose, but, you know, digitizing the battle space, we had to take a look at, not new legislation, but we had to take a look at completely writing all the doctor in every business processes. The forces had to reorganize. That's part of the driver for joint staff, joint forces, because we were trying to get away from all the differentiation. We had to transform the entire enterprise. It wasn't just throwing IT at it. And a lot of the broad times, you also have, like in modernizing service Canadians, where the associate deputy minister said, if we need to change legislation, let us know. And we said, fine. But invariably, the IT guy said, oh, we can't change legislation. The people started retreating back into, you know, very cautious, okay, for that. And that's one reason it's important, and we put that in the Togat 9.1, to think in terms of capabilities, in terms of delivering business value. The other thing is, you don't want to deliver it one fell swoop, you want to deliver it incrementally. So you take about chunking it out of capability increments. Now, from an IT and engineering perspective, I can guarantee you this is not the most efficient way of delivering. But you know what, it's the most effective way. And when you're taking a look at all these capability increments and capabilities, you always take a look at the people, okay, per process, and you take a look at the material dimension. This, by the way, came out of government, we put it into Togat 9. Okay, that was one of the reasons. We wanted people to take a look at the whole thing. Now, from a software engineering perspective, you always had people process technology, but people didn't practice it. Or they were doing it at the micro level, rather than at the macro level. You want to make sure that enterprise architecture is used appropriately. Some, the documentation still reads, and I have trouble when I'm finding document, finding business value. They're always talking about reducing the information and communications and technology spend. That's not why you do enterprise architecture. It's a transformational. You have to judge it on the value that it brings to the business. And that is one of the really important aspects that you have to focus on. And when you're talking about creating digital government, you're integrating management technology and knowledge management. So these are the things that enterprise architecture brings to the table. So when you're using EA, don't just use it, I want to reduce the amount of money I spend on ICT. That's not the reason you do it. It might be a byproduct, an outcome, but that's not the reason you do it. You're dealing with the e-government. You want to create, and this comes out of Jeanne Ross' book, Enterprise Architecture Strategy, what you want to do is have strategic initiatives, and you want to use enterprise architecture as a way of validating that the strategic initiatives are feasible. And that is a very foundation role. Essentially, EA becomes a rigorous planning, confirmatory planning for, you want to do this? How are you going to do it? What are the implications of it? It's a more detailed form of planning.  I would recommend that this, the Jeanne Ross book, a lot of the stuff in there was written about 2006 or 2007. That still contains a lot of seminal information about enterprise architecture. But this is the way you really want to take a look at enterprise architecture where it's an integral part of the enterprise building and strategy, planning and strategy for that. Integrative thinking, Roger Martin, the metaskill of being able to face and take two models and integrate them together for that. Now, what you're trying to do is take a look at various concepts and put them together. Because often, one model will not suit. That's one reason, for example, let's take Togaf. Often you have to customize that or integrate it with other models to make it worthwhile for the particular client situation. And in government, you need better model for each government's needs. I'm working with smart cities. They don't have the same concerns as the federal or provincial governments or state governments. So what happens is you can't use templated solutions. Often you have to take multiple frameworks put them together so that it suits the needs of the client. It's called integrative thinking. A lot of people are still, when you're doing enterprise architecture, where's the template? Fill in the template and away they go. That's not the way things work. Okay, for that. One of the other things in lessons learned that I find particularly important are mindsets. Now, when you're looking at the business literature a lot of it basically deals with how people think, how people approach things. And they come out with two different mindsets. One is called reliability and the other one is called validity. Let's take a look at the differences for them. Managers, they exploit the status quo. Those are the people that take an existing business model and essentially make it work really well. When you're dealing with, you know, it's consistent and predictable and you're dealing with algorithmic type of reasoning. You're dealing with persistence of the past. You're dealing with you want to eliminate bias. Oh, it's extrapolations of big data and the like. And those people need facts. They need board to say, well, this worked in 1925. This works here and this works here. So what happens is we need something here. They're the ones that are going to make your existing business really work well. But the thing is you also need people that are leaders and what happens is you're not just managers exploiting, you're not exploiting the status quo. You're creating a new status quo. You want to innovate and you want to take a look at outcomes. Okay, for that. You want to take a look at people that are generally heuristic, rules of thumb, ways of looking at things much more flexibly. By the way, this comes out of the body of knowledge of business design. Okay, for that. And you also want to take a look at breaking with the past. You want to make a change. Now when you're dealing with the past, you're having a, this is really transformational. And what happens is what worked in the past is not necessarily relevant to what's going to work in the future. Okay, for that. And a lot of the time what happens is you have to be able to accept risk. Most of the people that are reliability based, guess what? They don't like risk and they will not accept it. Whereas when you deal with people that are validity based, they're basically generally much more will manage it. Salavie.  There's risk walking across the street. Especially here in Paris. Okay, for that. And what happens is they deal with intuitive skills. So these are two different mindsets. Now where do you think what do you think that most governments have in abundance? They have the reliability mindset. That causes problems. They will let the existing business. Now if you've got everybody with a reliability mindset and you're trying to pitch the government and get it working it's going to be very difficult. What you need is a team. Because validity people don't think the wheels will fall off if you're not careful. You need a group that are basically both combined of reliability and validity mindsets. We were pitching new e-government concepts to a group of people at the assistant deputy minister level and those were the decision makers, senior executives and what, guess what? Every one of them around the table were reliability mindset and they said no, this is too much of a change. We wanted to go to life event based, for example what the deputy mayor was saying from Paris. Life event based planning rather than always program planning and pool planning and modernizing service. You wouldn't have anything to do with it because they were worried about the risk which is definitely there. Now where is enterprise architecture? In the management side of the house you've got the reliability mindset. You've got analytical insights or data rich. They're basically exploiters and they're dealing for perfection. They're going to go six sigma and they're going to grind all those products into the ground and then basically they're very risk averse. The leaderships the leaders are going to be validity mindset. They're going to be dealing with intuitive insights. It's not necessarily an extrapolation of saying this is a new possibility for the future and your data porn you're dealing with outliers. They're explorers, they're innovators for that. They said risk you're going to manage. Now and they're also used to dealing with a much more descriptive environment. Not learning by rote. What happens they'll say is well we'll handle these things. It's much more a horrific way of planning. Enterprise architecture has to be right down the middle. You have to have both because you can't go to a new state or you know you need the managers to make sure that your systems are working. I'm talking about systems in the big system word okay whereas the leaders are going to move it in the right direction. You need to have a combination of the two of them. Enterprise architects have to have both business design thinking. They have to have both management and leadership concerns involved in there. Then there's mind the execution gap. You've got your strategic vision. You've got the people and projects and operations. That happens all the time. They have a wonderful plan and the people on the ground actually building the stuff and running it have no idea what the planners want to intend. And enterprise architecture really has to fill this operational plans and architectures that space. In most cases I've seen they don't. Execution is a major problem. They have high level architectures and they don't grind them down to the solution architectures and the solution architectures end up being destroyed. Okay for that. So execution is not the only management framework and if management frameworks have to work in cooperation you know you get the guys you're not aligned you know you've got the keeping the lights on you've got the people the unconstrained programmers that want to just I want to build something I can't help myself I want to build it. You've got the CEO throwing up his hands because he has no idea how the plans are being operationalized. The clients are not happy people for that. And you've got the business execs and the CIO trying to play referee between all these different conflicting requirements. This is not trivial. You've got to sort it out for example. Now in the new governance frameworks that are developed out by the information system by the auditors essentially. They differentiate governance from management. Issue of governance is often strategic and a little bit woolly whereas the management people is tyranny of the immediate. They're always worried about the stuff that's going wrong. I've seen entire meetings of senior executives dissolve because the blackberries aren't working properly that day. I mean guys focus you've got people working on that. Okay for that. And you also coordinate the plan build and run aspects. Now enterprise architecture really has to address all of those communities. Especially the planned site. That's where the enterprise architecture creates its benefits for that. Now part of the problem is if enterprise architecture isn't there. Guess who's got 90 to 95% of the budget. Operations maintenance. So guess who is going to be calling their shots to people running the system and they're worried about the tyranny and they're not going to be your innovators. So this is one role that enterprise architecture really has to sort out in a reasonably coherent manner. Okay for that. Now one of the ways you can do it is by at least having an integrated repository. I know I was working with, I had the pleasure of working with the auditor general and we were auditing some of these large apartments and you know what's the status of a project. Well it depends what system you asked. We had one project that was both green, yellow and red in terms of deliverables. The only reason it was green is because the project manager decided to cut the scope and cut out the various elements that were needed by the other projects in the enterprise architecture but the enterprise architecture wasn't consumable. And he said well it's on the book it's on page 242 at the bottom of page, at the bottom of the page in a footnote. I said you know that might be given a bit more prominence. Master data management is not a trivial exercise and if you want to share amongst various projects you've got to make sure that when you put it in your architecture project managers don't all of a sudden take off and change it. Okay for that you want to make sure the initiative synchronization works. We did this in the United States is we didn't call it enterprise architecture as part of the IMIT plan so we were sponsored by the deputy minister. Okay so that was the highest public servant in there and what we did is we put in a governance framework and then we put in a project management framework. They didn't have it and then essentially what they did is we put in like who's providing what to whom and we made sure that everything was totally integrated through the governance framework. It worked quite well but this is where they had a department that had all of a sudden been put together it ended up being a gold did they want the gold medal from the state of New York for that. So that was a good lesson learned. Also what happens is most projects now end up being generated bottom up. You have some person folding a help desk and then all of a sudden before you know it it's turned into a massive project. Okay it's tactical projects that are being generated. What you have to do is you have to enable strategic project management. Now that does not mean that you forget about tactical project management but you've got to integrate it governance in a lot in the IT field especially they separate governance for operations and maintenance from governance for capital. So you've got people fixing a system that you want to get rid of. You can't do that. When you're dealing with digital governments you really have to make sure that all of your spend is put on the table and you know what's happening. Now I'd like to say that's abnormal but I started my life as a civil engineer we were doing civil engineering planning we had the same issues but it was integrated. So we didn't have that conflict. In civil engineering that was resolved. That's one reason why I came into IT as a user representative. I just said this is chaotic. This is another example from Australia where we essentially looked at where does our enterprise architecture fit. I don't expect you to read everything but all I'm saying is right now we had the business level then what we did is and that was business accountability then we essentially created the business in IT architecture with strategic capabilities and we had the architecture working with the business folks then when it came down to the architecture when it came down to the architecture you saw the colors were simply used on one page to see whose turf was where and I hate to use the word turf as sort of an anglicism for empire whatever this sort of thing because everybody has their own and they don't want anybody playing in it. But this way we did we took a look with the building architects and what we did is over here is that everything was linked together and essentially the implementation of migration planning a lot of that was done by the project management office or at that time was the deputy minister in charge of the assistant deputy minister for delivery they didn't call it project management they called the delivery this is not a bad thing to do in your preliminary planning is to figure out how well these things are done it's important that enterprise architecture is done it doesn't mean that the enterprise architecture cell has to do all of it matter of fact it's much better who owned enterprise architecture here with the government and you want to bring all these groups together this is a good way to basically approach it for that. Now you got to take a look also at the EA value proposition the executive dilemma right now is they've got every consultancy and you know group pitching their own methodologies and these methodologies are stovepipe I belong to about 10 different professional associations I spend most of my time just saying you realize that they're doing this already and you might want to use this and basically acting as a maven as a coordinator okay for that it's a real problem because the executives don't know which one to basically put together and that's one reason with enterprise architecture can sort of create sort of a cohesive glue between these various frameworks that alone is a huge value proposition and in government especially everybody's got their own territory okay so as a consequence you need somebody to say this is how the territories will interact with one another okay for that now one of the things too is from your talking about the value proposition is we have to understand we're going from first generation where we essentially automated the manual processes and right now the applications are dying and the infrastructures is dead to second generation where we're actually changing the business most countries are in that and you know what it's all the first generation people that are still around and you're trying to do the same things they did in first generation not really it's the second generation requires a holistic perspective so this is just simply you know 2G and all these other expressions this is important to understand to bring on board okay for that now one of the problems you have is because this is sort of this is just an artifact from first generation IT this is complicated it's too complicated and one of the enterprise architecture value proposition should be keep it simple it got the tower of Babel there talking about 28 different languages you've got the language issue you've got the interoperability issue there's a simpler way of doing that okay for that stickiness remember lessons learned this is again government is supposed to be a learning organization they don't remember so in 1995 in one department we had a wonderful plan which was integrated with the enterprise architecture we had segment enterprise architectures everything worked well well 2016 all the segments were building and they didn't have enterprise interoperability because they forgot about the overarching architecture and now what happens is all the segments are creating their own enterprise architecture with each other because they need it I mean this is a lesson that was learned why are we having to relearn it and these are the things and when you're pulling out artifacts from 20 years old and saying well we need to do this I just say why don't you try this as a baseline that's one advantage of being old and being a pack rat you just keep this stuff around the unclassified material and you say I'm not going to do it for you you've already done it and give it back to the clients so it's an interesting time now you also want to have rollback and release management this is just simply motherhood or it should be there was a document management system fielded in government and in 2014 they didn't update of it they didn't have they went straight into production with the update and for two weeks everybody in the department had no access to their documents so they said afterwards two weeks well we fixed it nobody was going to use that again it was back to shared files and folders because they didn't trust the central system okay for that pay 2016 again issue 80,000 or 300,000 public servants received incorrect pay there were probably about 2,000 that were not paid at all for 8 months 1100 left the public service in order to pay for their daycare okay for that 720 are still without pay now as we speak this is not a trivial problem so as a consequence we really have to take a look at you've got to take a look at the lessons learned they were learned the best practices for a reason I don't know where we're making these mistakes again quality of services I've also seen in government service level agreement they're not using service level agreement for shared services and that's causing a major problem quality of service is not a nice to have it's mandatory and again in the auditing role you end up seeing a great deal of this lessons learned IT failure take a look at this 1997 61% of projects failed okay well it went down 50% guess where we're at right now 61% and again it's the same old issues project goals and expectations which you do in your enterprise architecture weren't put in requirements were unclear insufficient technical knowledge problematic technology I went to a a paper that was written in 1986 called the prison report some of you might remember that or not and the failure factors were identical I mean this is 1986 and now it's 2016 there's something wrong with stickiness okay for that for that lessons learned and also I just want to make just a point is that innovation is not project failure when you're doing your fail fast item make sure that you have good ideas but you have a place to try them out keep the tires don't if you're going to create a project they have to build something so make sure that the concept of the project before you create a project is works before you make it a project and funded and get it forward so you can innovate in the innovation facility in your sort of your sandbox then what you do is you create a project I guess I've had people disjoint architecture at the project level you're going to get silos post implementation integration headache e-government the main asset is information okay it's not and you know and stakeholder management for example you got to know what information they need in all types of forms it's not just database data okay for that case study information sharing they've got 10 layers of process decompositions mountains of enterprise architecture the problem was the executives didn't want to share the data okay and again so you got that cultural issue as well managing service for Canadians information-centric analysis it's key to getting your services properly sorted out we're going from program based service delivery where people have to pull for programs into life event based service delivery this is a huge transformation where you say this is the situation of the client what services multi-jurisdictional are available to the client and this has been proving to be a major issue because people don't have the same viewpoint of client just trying to integrate federal government services let alone integrate the provincial municipal is a nightmare okay for that this was an example of selling the information model client-centric service delivery where we essentially said they belong to a segment now remember older people are segments they don't have smartphones some of them do but most of them don't they belong to a segment they have life event it uses a channel to access an interaction point to describe a need that they have to get services and benefits they're helped by government and service providers they collaborate and activity and then they get an integrated service offering so I might simply say as I've turned let's say for example I turn 65 well all of the government's all of the government services from all the levels of government come over and say congratulations you're 65 here's your bundle of services from all of us you're dealing with one stop shopping this is a very powerful model this is the digital e-government of the future this by the way came from 2006 it still hits a lot then you have to have this integrated delivery model but this is one way of just illustrating some of the potentials of e-government and you're going from that enterprise decision making this is no surprise to most people decision quality is terrible because they don't have decent information holdings it's an absolute disaster in many cases information management perspectives part of the problem with information is that you're dealing with various communities you got the library science you've got records and archives you've got programmers you've got data scientists you've got IM executives and you've got stakeholders so what you have to do is reconcile it's more than just data in a database this is one of the things too is when you're dealing with the information take a look at a holistic view of it the rise of the chief DJ data or digital officer what is the issue why do we need a chief data officer you have chief information officer well guess what you get to now it's turning into the CTO is chief knowledge officer chief data officer and they're basically separating their responsibilities into IT and information management now you're dealing with IT you sort of want to say take a look at the definition of IT we put in the TOGAF 9 to avoid this problem doesn't seem to have made much of an impact life cycle management information related and related information and technology within an organization sorry the last one is technology so the whole idea was to be information centric and the entire way that we're doing enterprise architecture for that there's also lesson 7 which is show business advantages to the stakeholders prototype prototype prototype so they can visualize the capability understand the possibilities and take get buy-in transiliance is something called if you can't absorb change we were trying to do major changes and we're dealing with people that didn't have the educational background to have a clue as to what we were talking about and in one nation the presentation we could give it when we changed nations we had to give a different presentation we were dealing with different stakeholders and this is one of the things you really have to understand is if you want to do a change you have to make sure that the people have those skill sets in order to change in both technology and management e-government is not a technology problem it's a business it is an enterprise problem I don't want to use word business because that's a business segment it's an enterprise wide problem that you have to take a look at and you really have to have a combination of education and mindsets to take a look at the new capabilities in the business context now let's take a look at Voli v. Gant okay at the time this was the state of the art so the architecture basically the architect had to come up and said how are we going to build this this was this was great this was a basically the prototype for Versailles and on Fouquet I found out that you shouldn't compete with stuff you know when it comes down to Louis Vuitton's but that's another thing so what happens you have the conceptual view and then you end up having the logical view of how the pieces all fit together generally speak when you're putting your e-government together keep architecture in place for that this is an example I'll just quickly go through it of how you basically take a look at an oil spill-up in the Canadian north and you get all the different government departments they say well this is our part this is what we do this is how the resources have to be put together and then you come up with the information outcome right decision, right time, right information and you take a look at the foundation architecture but you do this with the enterprise wide view and then you're dealing with how you share information between the various government departments this is an illustration of the business scenario it comes right out of Togaf for that so you take a look at that the business scenario in context you've got your corporate strategic objectives you've got your business scenarios that becomes part of your vision you have use cases which are based on your scenario and you have your test cases and then you have your learning cases your training cases as well but you notice here this doesn't very much from the previous one that I showed you from MIT that was put out as enterprise architecture strategy it's where your business scenarios validate that the strategic objectives are doable are feasible and when you're dealing in the military for example we were dealing with multi-billion dollar projects we ended up having innovation facilities and environments where he just makes us say well what works we had a combination of subject matter experts, scientists, engineers, operations research and simulation simulation is a great tool it's much underrated okay and I know that virtual reality will be the way we'll be shopping in not too distant future use a synthetic environment how many companies have a synthetic environment it's not as similar to the skunkworks that Lockheed had this is something to take into consideration but I've yet to see a government where they have a place a simulated environment where they can basically say would this service be good I mean there's this whole part of the whole open government type of exercise you've got to be opportunistic and be flexible a plan as a common basis for change that's the way you've got to look at an enterprise architecture people talk about it being agile well it's dynamic I mean it's always been that way it just hasn't been implemented that way why too many reliability people and they end up saying the plan is the plan is the plan we will follow the plan you take a look at building blocks that's a way of chunking out business value and we did a case study in health where we essentially had various government departments and we came out with ways we just said one pagers and we said these are the clients these are the technology stakeholders trying to quantify what exactly was the issue and also what solution was being put in place to resolve that so this is part of your enterprise architecture it was all business related technology was just one of the items that was involved for that lesson 9 the person with the gold makes the rules make sure that your enterprise architecture is in the right place in the US federal enterprise architecture enterprise architecture is part of planning and budgeting and that's the way it should be put in place because if you don't have control over the money you can have the best architecture in the world you're not going anywhere security and privacy you're going to have to have it's often ignored until too late I've just tons of examples where they tried to fix it after the thing was fielded and cost 10 to 100 times more to implement the security architecture for that and when you're dealing with big data the real challenge is that you're integrating information systems and critical infrastructure through SCADA systems control systems this is a major problem a major challenge you've got to make sure you architect for that you don't want a person on a smart phone hacking into your water purification plant within a city so you got to make sure also privacy make sure you get it right privacy is becoming a major government concern people give information and they should be the ones to control where it goes so in conclusion I would say is that one of the things for the government we really have to take a look at is open standards they're absolutely key we got to focus on information interoperability and standards such as the open data element framework that we have here within the open group are good ways and the enterprise architecture implementing these standards are good ways to move forward sharing information is difficult we have also squeezing the technology social innovation gap normally we have technology then we have social innovation enterprise architecture should be seen as a way of trying to get value out of these new technologies as quickly as possible okay and that's what it means and time means money in government and private sector for that IMIT skills for the future they've been focused in the back in the past on platform and infrastructure they're going to be up here in the knowledge enterprise environment decision support analytics right now a lot of people are hiding their head there was one CIO he basically ended up spending all those new resources on people that were on infrastructure and platform rather than retraining people for analytics guess where those people are the CIO groups being disbanded okay for that so concluding EA is a solid planning methodology it's a management discipline it's a business transformation methodology it also describes where you were where you want to get it's also an integrated framework so it serves many purpose EA works just do it end to end that's the main conclusion so that's my question last thing I'll say is we get together for the second e-government another e-government for the conference July 2017 in Ottawa


I know you have great ideas in your mind. You know how you wanna be perceived, but somehow your brand isn't sticking.  And it comes from not understanding these tools when it comes to PR, social media influencers, et cetera, et cetera. I'm gonna break down why the big, big gap between why I can run campaigns and build a brand successfully over and over again in a year's time, easily, like clockwork, predictably. And a lot of people are just missing the mark, spending and wasting money in the stars like this.  So I was sitting down on the couch next to my wife and I opened up YouTube. And next thing you know, this woman starts talking in this sultry voice about how her man got all this energy after taking these pills and it made him go longer and go stronger. If you know what I mean, right? I'll leave it at that. And my wife turned around like, where, what are you listening to? And I'm like, look, this is some lady talking, but, and she was like, well, what's up with your algorithm? I said, this is an ad. Well, why are they targeting you? And I had to explain myself, all right, out of a situation, all right, to make this make sense to her, but it also made me realize this is what a lot of artists are missing. One, I said, look, the reason she's targeting me or not necessarily she, the reason this company is targeting me is because I'm a male, right? And they're using a woman in the ad to talk about how great her man is, right, after taking these pills, because hearing it straight from a man is not the same impact as hearing it from a woman, right? So you're going to have all these guys hear this woman talk about how amazing her man was and they're thinking, my woman to talk about me like that, right? Simple as that, that small context. And yes, you're going to have a man say the same thing and tell a story of how great he was, but it doesn't hit as hard. And I could tell you the stats, the stats show. I've been behind a lot of campaigns and I have a lot of marketer frames who are running campaigns across all kind of industries. Women in general convert better, that's a tip for y'all. Women in general convert better when it comes to ads, but especially things like that, all right? Now, how does this relate? Directly related to a campaign that I just saw this morning. This is why it's on my mind. I wasn't going to tell y'all about that ad, but I was scrolling through TikTok, no, Instagram. Got on underground sound and that's a page, by the way. And I saw this post that said, all the shorties who love Wolf Face Joey, all the women who love Wolf Face Joey. And you know what happens when you scroll through the carousel? It's women after women or after a woman, like just listening to a song, whether they're doing like selfies in the mirror.  And another one, there's another video of him being surrounded by women. And why is that important? Well, his audience, right? And the brand that they're trying to establish with his audience is girls like my stuff, right? Not in a way like, oh, yourself, but in a way that makes me look cool. That's what's being established. And why is this important? You can spend a lot of money on influencers and your stuff not go viral. And the way that most people think about influencers is only am I going to go viral? Do I get streams? Most artists that I speak with don't understand the ability to use influencers to build their brand, right? How much money did it cost back in the day to have to go hire all these models and try to find all these good-looking women or whatever if you wanted to be like a cool brand and then put them behind you in the video and do all this stuff? Today, you can just hire somebody for a TikTok, not even care if it does 100 views, but you still chose this person that meets the look or a vibe that you want. In this case, he wanted to go for good-looking women or his team, whoever. Bam. Now I just got to make sure that video gets seen by my audience in the right place at the right time. Doesn't matter what it did on her page, but I got the brand equity, right? And that's about going deep versus trying to go wide, trying to go viral. Most people spend that time trying to go viral, all right? And there's a couple things that were done very well here. Ruby Rose is one of the people in this post. That's something little extra. So it's one thing to have women in general, but within this guy's audience, and on this particular page, Ruby Rose is a well-known woman. She's an artist, all right, in her own right, but she's a woman that's like fond. This audience and his fans are pretty fond of her in particular, where there's other fan bases that might not even know who Ruby Rose is. Man or woman, right? So one, having women in general, and then two, having somebody who specifically looked highly upon in that audience that is a woman kind of makes him validated, right? It makes him, it makes him stamped. So there's two levels to that, right? The initial brand and then also understanding the impact within that brand as well. Now, what does that look like from there? The first thing you need to understand is who is your audience? What does your audience care about? If you're trying to create a brand with that audience, all right, you need to understand what they care about, and you need to make sure they see you in that context. Whatever you want to be seen as, you have to build the world, like hire influencers or whatever, right? People that look and describe the brand that you want to create and then just show it to them. In the context that meets their standards, right? Some people look at some things as corny or chill or like very ad driven, right? You got a different language in a way of delivering it for every audience. I'll tell you, I'll talk to artists after artists after artists, manager after manager, and everybody has their own version of what's corny, what's lame.  You just got to worry about what makes sense for you and your audience. So don't get too caught up in that type of stuff. Here's a couple more examples though.  So like let's just think about Republicans and Democrats. You can take something to a Republican and then it could be like negative about a Republican. And then, no, actually I'll say this way, take something to a Republican and then say something negative about a Democrat. And they instantly like believe the story and it'll be emotionally driven, et cetera, right? Now you can go back to that same Republican and say something negative about a Republican. And then all of a sudden, and this is not you trying to sway them. All of a sudden you'll hear them take the news with a lot more logic and think through issues in ways where it might not be as bad as people are making it seem, right? Same thing happens for a Democrat. It goes both ways. So don't get it twisted for those of y'all who are strongly on one side. This isn't anything about that. You will notice, right? You tell somebody something they disagree with, all right? They will instantly hop on it. You tell somebody something that, whoa, they disagree with. Oh, no, my side can't be evil. They're gonna find logical ways to see it differently. Why is this important? It goes back into another form of placement. So if I have a message, all right, and I use them as examples because it's very clear the one side or the other. If I have a message that I want to be polarizing, which many of y'all have tried polarizing campaigns and they don't work. This is why. I have to make sure the side that's going to feel some level of hate or be highly emotionally driven sees that message, right? So if I say, if I show something to a Democrat that's negative about Democrats and think, oh, I'm gonna blow this up and bam, I'm throwing it on Democrats and Democrats are seeing a message. You know what's gonna happen? It's gonna be suppressed, right? Or it's gonna be ignored. It's not gonna be taken with the same level of energy. And pretty much it'll fall by the wayside. But if I take that same message to the Republican side, it's gonna blow up, right? And then once it blows up with them because they have more ammo that they can throw at the Democrats, you can then tell the Democrats, look at what the Republicans are saying about you. And now you got fussing and fighting, polarization. Insert that with any other group that you in any type of polarization that you're trying to establish. So you see how placement, right? Is very meaningful. And most people try to go towards virally in step one.   Oh, I just want that to go viral. No, no, no, no, no. We ensure by as much as we can control as possible that this will go viral, right? Or this will get some level of clear progress because we're controlling every single variable. I don't care if something goes viral off initial post, right? It's great, I hope, I always hope. But if it doesn't, I have plan A, B, C, D. And what happens is people will listen to a lot of, you know, quote unquote marketers or look at people as marketing genius when they'll have those lucky moments when something happens once. But then things, people get fleshed out on what's real and who's real when they can't repeat something. And they have trouble because they don't understand all the elements. Everybody can get lucky in marketing. And that should be even a good thing for you, right? Like anybody should be encouraged by that message. That's the same reason that we can all just post a billion times on TikTok and maybe one of them goes super viral and who cares? Hey, we made it, we just went viral. All right, we all can do that. But the part when you're trying to build a brand, you're trying to be intentional, you're trying not to waste money, you have to be intentional about who you're hiring for your influencer campaign, who you're hiring in terms of PR outlet and understanding their audience, right? And also understanding your audience, right? And what you're trying to accomplish. So hopefully that's clear. I could break this down like really clinically, but I just saw that at like two days ago, then I saw this post one day ago, no, this morning. And I was like, no, let me drop this here because I've been seeing a lot of people struggle with this for a long time. Placement is everything, context is everything. You'll hear some people talk about, well, what if I ran an ad to Milwaukee or ad to Chicago? And then I actually tweaked the language and say, hey, Chicago, hey, Milwaukee, all right? That specificity, that's what context is, right? Understanding the audience and then leaning into that audience in particular. That was the guy using Ruby Rose, where he could have used Zendaya. And Zendaya is another artist, well, yes, she is an artist, another woman that people like holding high regards for her looks and her talent, et cetera. But her audience, his audience isn't as charged by her as they are by Ruby Rose. You know what I mean? So understanding the context like that and then making sure the right people see it is the important thing. And if you have polarization and you're trying to do that type of campaign, it's not, oh, I got to just show it to the people who love me because sometimes you might need to show it to the people that hate you and then go tell the people that love you, look at those people hating me. That's the best way I could say it. Hopefully that sticks. If y'all have questions or don't understand what I'm going through, I meant what I'm going through in this video, feel free to drop a comment, ask questions, detail. I'll try to make sure I look in the comment section of this video in particular to expand on things or maybe even do another video as well. Other than that, this is yet another Saturdays with Sean's video. Subscribe to The Vibe and watch the next video. Tune in next Saturday. Peace. Appreciate you for watching. If you like content like this, you'll love seeing our music marketing strategies that we use as an agency to actually blow up artists to millions and even billions of streams that are available for free at nolabelsnecessary.com and the cool part about it that's going to really make you love it is we don't have to be all entertaining and add all this fluff just to get some views that we do on YouTube. We get straight to the information. There's play by play in courses that give you a breakdown of every step that you should do to get success and you have the ability to have communication with us. We get on live talks, a lot of cool things for members and it's free just to hop in. So check it out right now at nolabelsnecessary.com.


This amazing Buddhist temple on the beach There's something else here on top of this rock Not sure what it is just coming to the end of a four or five hour drive And they will have pictures and videos of that on My Instagram story very soon. So check out my Instagram. It is naks5u2 White sand palm trees Quite some big waves today though But there's also something here That you might not normally expect to see on a beach And I don't know if you can see it there in the distance But yes It is a cow For some reason there is a cow laying on the beach And I have to say it is something I've not seen before Amazing temple there Really beautiful Yes, there is a cow On the beach has anyone ever seen a cow on the beach before? Let me know in the comments down below Because this is a first for me I've seen a cow on the beach before But he or she Looks like they're having a good time just relaxing here just as I am So onto the topic of this video cut off all contact with them They don't like it when you do that They take it as rejection. It makes them feel completely worthless and insignificant It makes them feel unimportant and irrelevant Because they look at it like if they mattered if they were significant to you. How could you just go no contact with them? Just think about how much effort they put into their manipulation and to secure in you as a source of supply They do that to keep you stuck to keep you hooked on them And when you just go no contact They can't believe it.     It's as simple as that And by knowing this I'm being aware of it It can help you to prevent it and that's why I'm out here. I'm living my best life I'd like to think that's that's why I've had to go through all of the shit that I've gone through So that I can learn from it I can gain that experience and then I can share it with you so that you don't have to go through it Well, at least so you want to have to go through the worst of it Because now knowing this it can help you to prevent it But yeah, if you want to make the narcissist suffer forever Go no contact and live your best life That's really all you have to do because nothing will hurt them more than that. It will make them sick It will disgust them because They can't stand to see you happy they can't stand to see you moving on and just live in your life Just look back at all of my videos from the very beginning I've Been saying this right from the start Look at my first video The narcissist does not want you to look good or feel good And my second video. I think that was the narcissist hates your accomplishments my third video Was the narcissist wants to destroy you And there's been plenty of other videos after that the narcissist does not want you to experience real life The narcissist does not want to see you happy it goes on and on I've got hundreds of videos like this because I know exactly how it is. I've always known this Right from the beginning Why my first video that I put out was the narcissist Does not want you to look good or feel good That is very important. There is a reason why that is the first video on this channel That is extremely important and anyone who has been involved with a narcissist will know that They will know that that is completely true A narcissist does not want to see you look good or feel good They don't want you to feel good about yourself They don't want you to feel good about your life They don't want you to feel good about your future your past your present whatever it is They don't want you to feel good about nothing Nothing I think this cow is living its best life too All the other cows are in the fields This cow is coming up to the beach The palm trees are the back the waves are coming in Save the sale this cow is living its best life And I hope you are too If you're not then start doing it now go to contact move on and live your best life The narcissist hates it. They can't stand it. You've got to do it for yourself You've got to do it because this is what you want to do You want to move on you want to be happy you want to make the most of your life Because life is short. We've only got a certain amount of time on this planet. We have to make the most of it That's why you see me every day Today I am living my best life. I'm traveling. I'm going to restaurants. I'm staying at nice hotels. I'm driving cool cars That is why every day I am making the most of my life and you should be too You should be doing it too And if you're not then start doing it now Start doing it right now I know some of you you may be in a difficult financial situation Maybe you haven't got much money to do the things that you want to do You can't just take a trip You can't just go on vacation. I understand that So Find ways to make money Start looking for work get a job start a business Opportunities are everywhere. We can all do it and trust me as you can see From what I do every day I've been on here Making videos now for almost five years delivering coaching sessions.   They will try to tear you down If it's anything good, they won't be happy with it They are opposed to anything positive If it's anything good, they don't like it So of course they will work against you And It might give you this defeatist mentality. You might think that it's all over for you You might think that you can't move on.  You just got to keep trying. Don't ever give up Don't ever give up We just have to look back at our ancestors. They never gave up. They kept going no matter what It's been very difficult times In their past there were wars There were plagues everything And that's a message they wanted to send to us to never give up to keep trying And this is the message that we need to send for generations to come to our children, our grandchildren, our great-grandchildren We don't want them ever to think that it's all over for them that they should stop trying No one should ever think like that People thought like that. We wouldn't have made it this far. We would have ceased to exist a long time ago But yeah, if you want to make the narcissist suffer forever, what are you going to do?  They're perfect. They do everything right They winners, the champions, all of this.  I am living my best life Because I know that is what God wants me to do. I know that God wants the best for us He does not want us to be in pain.  We care about the world. We care about other people. We want to do what is right So of course We need to have the tools to move on and live our best lives Right. I'm going to get back to by traveling On to the next destination The car is very muddy as I have been driving off-road But this is A great off-road car. It can drive on any terrain. It could drive in the snow or ice Forests sand I was actually driving for the sand earlier today I don't was there for less for this car. It was really good. Really fun Okay, that's it for today I hope you enjoyed the video. If it was helpful, please give it a thumbs up down below Share the video subscribe Leave your thoughts down in the comment section and Check out by tiktok and instagram. It is nark survivor youtube And if you'd like to book a one-on-one session with me, you can do that from my website. It is narksurvivor.co.uk Thank you all for joining me. Thank you for your support and I will talk to you in another one very soon


Welcome back to my channel guys. It's your girl Coco styles and on this channel. We talk about beauty fashion and lifestyle But in today's video, I'm gonna give you guys five tips on how to Get rid of cramps and guys. I'm gonna give you a little backstory on my cycle and how that whole thing was happening for me, but first I am a vegan. So I do not eat any meat any cheese Any dairy for whatever reason people still ask me those questions, but I don't eat any of that stuff So I was an alkaline vegan, which I am probably like 95% alkaline now because I have incorporated some other vegetables and stuff that's not alkaline, but That's neither here nor there. However some years back, you know, I decided to go vegan and Just you know change my lifestyle, whatever because it is a lifestyle, but I noticed that my menstrual cycle was changing and I don't know if it was because The foods that I was in taking because I don't buy regular rice Sometimes I would eat it if I go out, but 98% of the time I am eating wild rice. So Last week, maybe maybe a couple of weeks ago I decided to do a raw vegan diet I did document it guys and I did lose like five pounds and like a half an inch. I think on my waist, but For a couple of years I've been trying to document my cycle and how My cramps were like the flow and stuff like that But I decided to do this video because this last time that I you know, did have my my cycle I had zero cramps guys And I would say I would like to give credit to doing the raw vegan the week before but I do know that Being a vegan does help well What I would say cutting out carbs and sugars and anything like that and fried foods and stuff but this time I had zero cramps now I Have some notes in for you guys because one of the things on my list that I want to tell you guys is a herb that I've been drinking for a couple of years now and I don't drink it every day I just drink it the week before my cycle and the week of my cycle So I'll try to start in taking it a couple of times a week before and then the week of it I usually drink it two times a day. Maybe just to make sure that I'm good But I'm just gonna get started guys.  So I'm just gonna get right into it really quick guys And like I said, I am looking down here because I wanted to make sure that I grabbed everything for you so Like I said, the story behind me is just that it was just it wasn't cramps every day It was probably like that third day and it just would take me out for the count. So again, I am vegan So I did do some things differently the last week the week the last time the week before my cycle started so First thing I would say is number one is to eat clean and what I mean by eat clean is no fried foods No starches no sugar try to eat raw if you can and I'm only saying raw because like I said this last time I didn't even realize that it was on to be honest So stay away from sugar stay away from fried foods if you can Try your best to eat raw is only through your cycle You know what I would say the week before your cycle Because that's how I did it. So the week before your cycle try your best to eat as clean as you possibly can Don't drink any liquor. Don't do any of that stuff And see if you notice a difference in your cycle when you are on it You know the following week or whatever, but just kind of keep track of it and Eat the cleanest as you can the week before and I'm telling you guys you will definitely See a difference in even your flow of stuff. So that's number one is to eat clean try to eat clean take out everything that is no bueno for you and You know go from there. So if you have to Write it down today. I'm gonna do this or write down prepare what you're gonna eat for the week I Would say do that because that did help me too because it's hard You know, you don't realize how much like hot food until you can't have hot food So I would say kind of write that stuff down what you want to eat if you guys want me to because I did document my thing I'm probably gonna load a video sooner or later on the things that I did eat but eat clean and Just take out all fried foods breads and rice take all that out the week before guys So that's tip number one tip number two is the herb that I was telling you start incorporating some herbs stinging nettle That's the name of the herb guys this herb listen to me this herb is like Magic for me. So I recommend you guys trying it out. Try it out. Just try it out You need you only need a little bit and get you like a nice teapot Or something where you can fuse like the herbs and stuff in it and drink it throughout the week before You know a couple of days out the week, but the week of like I said, I would recommend you guys Drinking it two to three times a day You don't have to do it through your entire cycle because you'll notice that you're not having any cramps So that's tip number two drinking herbs in this particular herb is called stinging nettle And I will link I would try to link some There's some Instagram pages that you know people saw hers, but you could actually find it online on your local herb store I recommend that too because you could actually go in there and pick out all the herbs that you need So that's tip number two tip number three is to Incorporate another herb called I always pronounce it wrong Sausage of perilla you have the Jamaican kind and you have the Mexican kind I haven't seen other ones out there, but those are the two that I normally get now those are really high in iron and I recommend also in taking that too when you are on your on your cycle because you're actually losing blood And you want to get that iron back in and it's a natural way not an iron pill just a tea Drink a tea in guys. I'm telling you you will be golden. I'm telling you guys so that's number three So that's two teas. I'm gonna link everything below for you guys so you can get the spelling correct So pick up those two herbs and keep them in your home. I keep them on rotation here because one I Cycle I mean I have a cycle every month, right? So that's something that I want to keep and I don't want to like run out of it since I know it works for me so that's number three Tip number four is a heating pad Now tips one two and three Should work. I'm telling you it should work. It should work. It should work. Okay, if that does not work For you tip number four would be is to get a heating pad so Prior to me even Knowing about this herb. I used to just use a heating pad and for whatever reason it helped But I was still in pain I would fall asleep with it on my stomach and it was just one dangerous because it's like plugged in To you know, it just wasn't Something that I can I couldn't leave it on my stomach all day You can't go to work with a heating pad on your stomach You can't walk around your house with a heating pad on so but I do think that it does help with relieving Some of the cramps in your stomach So I would say keep that on standby If you really really need it, so that's number four is to have a heating pad on Standby we need one anyway because it does help with like your shoulders being tight and stuff like that so that's tip number four and tip number five will be a hot shower and It's the same thing like the heating pad Getting shower let the warm water just hit your stomach I don't know what it does But it's loosening up something inside in my opinion because I always feel better after But again tips one two and three I am almost a hundred percent sure that it's going to help you now Tip number one was eating clean right but preferably eating raw It's not easy That's why I said to plant it out and see exactly what you are gonna eat because it's easy to kind of like backslide Especially if you are not the healthiest eater anyway, if you are vegan now, you'll be fine Well, let me not say that you'll be okay because you're still gonna miss that hot food But you still will feel it'll be a lot easier for you to just completely go raw post to a person who's Not vegan at all because they have to cut out me then you have to now cut out hot food. So Tips one two one two and three, you know try that out and I want you guys like when you try it out Come back to this video Comment, I'm sure I'll be watching to see whoever tried it and see if it works for you and if it does work for you guys just Come back to this video and leave a comment or something at least I know that you tried it But I definitely think that this is something that every woman should actually try because it isn't a natural way to do things opposed to taking pills and I think that Trying something naturally is just better than picking up a Pill you know, I don't even know what's in those things, but Those are my five tips guys and I want you guys to just try it out and let me know if it works for you I know a lot of women suffer from really really bad menstrual cramps and sometimes they don't even want to go outside They don't want to go to the store. They don't want to you know, it may stop you from Let's say if you are a person that jogs around a neighborhood It may stop you from jogging if you work out at the gym It may stop you from going to the gym if you are a swimmer, you know These these cramps in this cycle business will have some of us jacked up so Try these five tips out and like I said tips one two and three I almost a hundred percent sure that it's really gonna help help you but that eating raw the week before was was really a detox for my body and I definitely think that that helped with the entire thing. So Those are my five tips guys if you like videos like this, please hit that like button and comment below Comment any other videos you would like to see and if you stay to the end of this video Please comment Coco we see you and I will see you guys in the next one. Bye