and within Philips, I see very many familiar faces around that, right? And I'm going to cover quite a bit of stuff in the next 20 minutes, probably some of those things. The way I have kept the slides is to be more self-informative, right? At any point of time, do reach out to us in terms of what we have done. And this is a work that has been done by a transformation team within Philips. Many of my transformation colleagues are there with me, right? So I represent them, okay? Just a small introduction about myself. I'm responsible for running this agile transformation program within Philips. We started this journey somewhere in mid of 2014. We had an external assessment from McKinsey, where they indicated the top three issues that are there, right? So the first one was, from the time we write a software code to the time it is available, right? In a system or an in-customer environment, it takes about 18 months, right? From the time you write your software. From the time a customer needs a change to the time it is available back to the customer, it takes about two years, right? So, and then we had some quality issues and things like that. There were pockets of excellence that is available within the organization, but is it getting scaled up to the other parts, right? The same teams continues to do more, but is it getting transformed to the other teams? So these are some of the key things that were presented back to us by McKinsey. And then that's where we looked into different models that is available in the industry. And then we did a good evaluation about these models and we decided to go with many flavors of agile, primarily with the scaled agile framework. So that's in a nutshell, the start of this journey. Okay, so I would cover about this, the program and some of these activities I'll just move over here. So this is the structure what we have put across within Philips. So if you actually look here, basically right starting from the goal, what is that we want to do, right? So having the software in a predictable, fast and agile way, primarily in simple terms, apart from the good English that is written over there, it is basically look into time to market and quality. So these were the two fundamental objectives of this particular program. And this is a transformation program where we said that we would touch about 8,000 people of R&D spreading over to other divisions like hardware, mechanical, electrical, then moving on to HR, quality management system because ours is a heavily regulated industry, right? So what is the structures that are needed? Associated with it, starting with, you know, how do you build the practice? What type of trainings do you need for the organization? What is the governance structure? Who is going to be involved? Who is the coach who is working, going to work hands-on? What is the cultural transformation that is going to happen in the organization? How do you transfer, share, learn, disseminate practices? So that is over here. So far what we have done, okay? So we have good results that are coming up, which I would talk about in the next slides as well, right? So we have now, first, fundamentally, we have decoupled releases from development, okay? So if you take a platform team, we make a release once in three months. If you take software-only teams, we hit the market once in six months. If you take the big iron machines, we hit the market once in a year. Primarily, you know, the interview, bed monitors and things like that because the hospital needs those releases only once in a year. So the development cadence always goes through and the anytime release, at any point of time, you want to make a release that is very clearly structured and taken. And at that point of release, now we also have the FDA requirements also taken care of, okay? So that also has been merged into the system. Currently, we have about 25 agile release trains that are running in the organization globally, right? So we have currently about 15 or 16 locations in the globe where the agile release trains are running. Many of them are distributed agile release trains. And if you take the individual number of RPEs or the program increments that has been done, we have touched about 76 RPE events so far. And by end of this year, we would be somewhere about 175 agile release trains within the organization. And we are also now, as we speak, we are cracking the systems part of it. There are three system lead deployments that are running, basically with the safe 4.0 with electrical, mechanical and all the other hardware teams together in the same agile release train and with value streams being implemented. So that is the current work that is happening, okay? We have touched about 3,000 people in the business so far in SAFE. We have trained about 2,400 people. We have about 50 SPCs in the organization. The way we do training is that these are the SPCs go and do the certification programs and other things. We have roughly about 900 plus certificates primarily on SAFE Agilist and the SPM PO, right? So these are two certifications which we focus on and then to the leadership, we focus on the SPC sessions, right? And these people go and further populate this information across, right? So there were few recognitions. We won the prestigious internal speed award. So this is an award where about 30 teams globally in Philips participate and we won that award. And then, you know, many more conferences and other things where we have won and shade what we have done. The model, how do we, what is the strategy and approach that we have done? The Agil release trains what we have scales up with about 40 people to a maximum of about 120 or 125 people, right? So that's the number of people on the Agil release trains what we have. And how we do this, we start with information called as diagnostic, right? We go to the business and find out what their pain points are. This is not an audit. It is basically a series of interviews with the leadership team across the organization right to the team level to find out what is their most important pain point that has to be solved. For example, this could be like, you know, my whole validation pipe is show, okay? I am not hitting the releases to the market. We are getting a lot of issues with respect to regression, right? So these are some of the very clear pain points, continuous integration. We have something like 200 tools within the organization. How do we enable continuous integration, right? We look at those very clear pain points and come with the solution design. So that is what it is all here. And then we just move the teams across the journey starting with basic Agile. In basic Agile, what we do is primarily we focus on Scrum XP and Scrum Initiatives. If it is a maintenance type of a project, we look at Kanban for them, okay? And then we scale up to safe, then the continuous integration, DevOps, and the delivering into the production. Okay, some of the key success, the next two slides are going to be a bit crowded slides. I just want to spend a minute here. The first statement from Deming, yes. It is very clearly recognizable. Only management can change the system. The second one is from our senior vice president, sponsor Mr. Diego Oleg, where, you know, when we started this program, right? He said to us, any transformation program is successful if you actively seek and solve business problems, right? If you just implement this safe as a framework like a CMMI or a CMM or a model, right? Again, we are not going to be successful. Go back to the business, find out what their problems are, right? And try to resolve them. The second statement he made was two years, three years down the line, right? Our team will not be remembered for the work what we do. But the cultural change what we do in the organization would remain for next many years to come, right? As a team, we would move to the next transformation and to the next work, right? People will not remember, right? No, X did this work, why did this work? We always put the business in the front, okay? So we say to the business, you are leading this transformation change. We are not leading, we are just an enabler. So this has been one of our very key success points and because there is no longer, like you know, should I take the credit? Should you take the credit? Who will own this, right? So those type of discussions are never on the table, okay? So these two are pretty busy slides. What we have done, we always start with the executive leadership. It's a one-day session where we tell the leadership what to expect when the teams are in agile, okay? We tell the leadership very clearly, don't look at daily status reporting, okay? You are all in agile. Can you send me your status report for the day, right? So we make those statements very explicit to the leadership and that's what happens here, right? We have something called as agile software playbook from the deployment so far. We have collected about 300 artifacts that has been done and then everything is centrally deposited and stored here. Any person in the organization can go here, refer and then he comes back to the community of practice to know, right? So what to learn from it, right? How do I decipher this? And also, we have globally about 20 coaches as part of this transformation program plus another 20 coaches from the business because we work with them for some time, transfer it back to the business and then we move to the next business line deployment and then people come back to the coaches and ask for how should we do or how should we continue this, okay? Here again, we saw some good aspects in the previous from Fabiola, right? Some of the people who were here, right? So these were some of the things I, what we do in HR, right? HR is linked with this transformation, right? So they are not outside. We are even thinking about how to move from the traditional appraisal system to a team-based appraisal system. We have created job families, job catalog in order to support this safe journey, right? So those things have been enabled, right? So what are the behavioral changes or the cultural changes that is needed in the leadership that is available, that is taken care of, right? Change management, a key element that would actually impact about four layers in the organization. So you have the team, you have the middle management. This is where we had the most challenges, okay? So once the team started getting into this agile way of working, they started questioning the, especially the managers, what we call as the project manager and the program manager, right? Okay, I mean, sorry for using the crude word, right? Let's not have intermediaries. Let's not have postmen's, okay? Can we talk to the content owner directly? Okay, what should I do in order to talk there? Because just a person to say that or pick up some information from there and pass it on to the team, we don't need you, right? So they started moving into the next roles, okay? So this is one of our key changes that we factored in, okay? And then between teams, right? Between, if you are in a platform team, right? So how do you work with a product team? If you are, if you need a hardware, okay? How do you work with the hardware team? So those people were brought into the agile release trains. If you have to deal with a UX engineer who has to give you the information and feedback, they were brought into the agile release trains and they welcome the change. They wanted to be part of it, okay? And then the leadership, which we explained. So some of the results, so the work, what we did, does it transform in two results, right? So as I said that we were hitting the markets once in two years, right? So in, I just picked up some sample, the releases are three to five X faster, which means that money starts flowing in back into your kitty as soon as you make your releases. What you used to realize once in two years, now for the features that has been delivered till now, you start realizing your money, okay? This particular one, so this is a project which has about 17,000 test cases, right? And they have something like 17 to 18 product lines in which this particular platform releases are taken. And then they have started hitting zero regression, which means that once in two days, about 17,000 test cases start running in the system, okay? Is it translating to what the customer sees? Because as I said earlier, look into, right? What is the problem and what is the solution you have to? You are going to offer, right? Just look at some of these statesmen, right? We never thought Phillips would come such a long way in delivering these features. Chairman of Department of Radiology, right? Are we listening back to the customer? So a direct statement, okay? And then, you know, somewhere here, your development teams did an amazing job. Okay, so a direct reflection on what is being done translating into results. I just tried to map this with the, like, you know, what we see in the safe slide, right? Feature cycle time reduced by 60%. We are able to make releases once in six months, okay? So time to market, we are able to address quality. Yes, it has improved significantly because if you have so many bugs in the system, you cannot make your releases. And this is where continuous integration also plays a very big role, right? Starting from your code checking, starting from your review, the unit testing, the automated build tests followed by functional tests and then leading into automation suite of about 17,000 test cases. So this is where it is showing to show the impact. Last year we measured what is the savings out of this particular program. So this is given by our finance, right? So the savings is about 10 million euro, right? So direct cost translation in productivity, okay? And then this is most important. We have few videos also, of course. I don't have time to play it now, where after just an RPE event, right? The team just did a, called us a train dance, okay? So very clearly you can see, right? In fact, we wanted to pass it on to Scaled Agile Academy as well, right? This is what we do in agile release trains. So the whole team of about 50 people just did a train dance. So very clearly, right? People are, especially, you can see the difference. Of course, all the 100% of the teams have not moved into agile. We see the difference. The teams which are in a safe way of working to the teams which are yet to migrate, very clearly the pressure situations, right? So people are coming in. So some of the, just to give a summarize, right? We said that first we start with the diagnostic. We get to a leadership involvement where we say don't look for daily status reports, right? Then we learn together. So we just take the entire team through a scrum master coaching, product owner, release train engineer, development teams, right? So there is a training under coaching. The coaches are associated with the team for about two program increments, right? For six months they do hands-on coaching to the whole team. It's not that we just come train for two weeks and then we move over or come over there after three months to check what is the status. So they are with the team, okay? Then we move over to the first agile release train. So typically, you know, our experience with the first agile release trains, we get about something like 55% to 60% predictability. There is a lot of chaos, okay? People don't know what to do, right? People, they don't have roles and responsibilities very clear. And consciously we don't make it like only after 95% of all these structures or results we will get to an RP. Probably that will take about one year, okay? We, from the time somebody is interested, any business is interested in safe, typically we take about four weeks, okay? So that's our lead time. We work backwards and say that four weeks from now we are in your first agile release train or max six weeks, okay? So that's how we move forward. Collaboration, straightforward. Then you know, this is where the HR and the leadership impact change, right? And then, so this is how the loop is. I just want to spend a minute here. So this is what we figured out, okay? So if you want to change the culture of the organization, right? So what we thought, we just, you know, analyze this. First, we have to deal with the behaviors, right? We look at, for example, you know, command and control as a behavior within the organization. So that is there, right? A scrum master, a project manager has moved as a scrum master. So if he has to come out of this typical command and control methodology, right? So then, you know, we work with them. Three or four scrum masters start exhibiting the new behavior. So they actually form a pattern. This particular pattern is observed by all the other scrum masters, product owners, release train engineers in the organization. And then that becomes an habit because no longer people see that what is this team is doing differently, okay? And what we are doing differently. How is that they are able to see success? What is that we are missing, right? So people start imbibing those habits. Habits leads to a cultural change. So if you want to change the culture of an organization, the first aspect you need to address is behavior, okay? Also just giving two years before, we never knew about SAFE. Philips as an organization, we were never there, okay? Now SAFE is becoming a culture in the organization, right? So if you want to change culture, bring changes to the behavior first. So are we 100% successful in this, right? I would call it as a learning journey. Still there are more things which we need to do. Some of these things, for example, leadership engagement and other things we have addressed it, but the other aspects, you know, we are still working on it. Tooling, we had about 200 plus tools in the organization. Continuous integration still continues to be a challenge. We have given a couple of top recommendations in terms of tooling. For software only, we recommend TFS. For a systems only, we recommend RTC, IBM, RTC suite of tools, right? We are also looking at Atlassian, right? Into the whole aspect. So for new businesses, if they want to start with any other new tool, our recommendation is don't do that, okay? Please don't go into that direction. Otherwise, again, you will hit a new problem, okay? Change management, right? There are parts of the organization which has changed. There are still parts of the organization which we need to change. As I said, this is a four-year program. We have covered about 32% of the organization so far. We have another 68% of the organization to go forward which would write, you know, this program, as I told you, will run till 2018, 2019, right? New roles and responsibilities. Yes, we have the job family catalog, right? So we have invited Fabio also for a talk in our organization tomorrow, right? We have to take some of the powerful messages which she gave, right? Fire fast, right? So these are some things, you know.  So how it would, because we have to evaluate, right? How it would work in an organization which has a cultural history of about 120 years, right? So if you have to bring these changes, it is not something like, you know, you can do something today and tomorrow you will see results, right? So that is another challenge which we need to focus and address, right? So organizing themes around values versus silos, right? You know, now look into the end-to-end value that would be generated. Move away from the silo mindset. I will do only for electrical department, some work in Scrum, okay? I will do some work only for my development team with respect to SAFE. I am going to do only localized SAFE, right? So these are some of the silo mentalities which we are breaking and then, you know, making them people to see the end-to-end value in doing these work, right? And then finally, Enterprise Geizen where we are able to get improvements as a whole, okay? How can we make the release cycles much more shorter? Okay, now, and also this, the whole change is moving towards as the development teams have started adopting this, the pressure on the marketing, the product management, okay, that is becoming higher now, okay? Because we have something called as the GTM or the go-to market, the pressure on them is increasing currently, okay? Now, the development is ready with all the information and needed contents for the release, right? How can I give this to the market, okay? So we have food that is cooked in the kitchen, right? How do you take it out and serve, okay? So basically, the development teams have moved out of the critical part and then the next in the chain comes into the critical part automatically, right? So as a message, right? This is also, I say, very frequently, okay? Either safe or any other methodology or a model is not an end goal in itself, okay? The end goal is basically to realize the value that is needed for the end customer, okay? So these are means to achieve that end goal. And now if you ask me that, you know, did safe work for us, the answer is a clear yes, because using that as a vehicle, are we able to address the needs of our end customer and our stakeholders, right? I think, you know, we have some good success stories to share with all of you. Questions? Yeah, so when we actually started, right? What I mean by inconsistent teams over there is that two problems were there initially. There were teams which are actually doing a waterfall way of scrum, okay? And there were teams which are actually in pure waterfall. To give an example, a project manager approached me and said that, okay, I am following Agile, I am in scrum, okay? I want a coach with you or you can come and help me. Can we make a plan together for the next 52 weeks, right? So, see, I mean, how do you address this? These are typical challenges, okay? He says, next April 2017 is my release. I want you to help me to make a plan for 52 weeks, okay? Then, you know, bring them, right?  So those are like, you know, these were some of the second is on tooling, okay? We have started everything, but productivity remains the same. Nothing happens over there. Because if you go and ask the configuration manager, he says that, you know, everything is working fine. If you ask the developer, he says that I have checked in. Okay, and then what happens next in the chain? It gets done. So consciously, you know, that's why I said the diagnostic piece is very important for us. Consciously, we look into what is the problem for that particular business and then what is that we need to solve for that business. And we involve the leadership there. Yeah, it's a good question. See, more than looking at that way, how many SPCs we need, right? One of the, when we said that the coaches would be available with you for some time and then, you know, we would move on. So we said that any team which has 40 members plus, right, because it is not possible that for a long duration of time, you can have some external consultants as coaches with these teams. So we said that we will identify a person within your team to whom we will ask him to go through the SPC certification course and then he would be the agile change agent and champion within your department. So as coaches move out after six months, the whole work that is being done is transferred back to this particular SPC. Okay, so the person is, for example, all our RTEs are SPCs. So we don't look at somebody, you know, to come there as a special role for it. So a product manager is an SPC.  You know, the whole repository of learning is also available if you actually look into that, the agile software playbook, practices playbook and then, you know, we bring them together. Absolutely. Yeah, and I'd like to start with them. Yes. Very well. Rather than, you know, trying to identify a role who would continue this transformation journey, these are we giving it to a senior person who is already available, make them aware of what this work is all about and then giving it to them. Yes, we did it. Maybe I'll take that question during lunch and also my whole team is there who were with me for that evaluation, right? You know, we will take it in lunch. Yeah, one minute, just his final question because very tough to be very honest with you because for a long, they immediately jumped in us, I will become a scrum master. But as a scrum master, right, you know, they were actually doing the role of a project manager, right, when our coaches went for the standup meetings, sometimes we have to hijack the project manager from the scene, which we did it, okay? And then, you know, we just hijacked that person and said that, and you know, we said to the team, one week, the scrum master is on leave, continue. Initially, the resistance was very high from them, okay? In terms of responsibilities, you know, if you look at it as a scrum master, right, you move more towards a servant leadership to a facilitator and this is more on the behavioral aspects. The other part is, in Phillips' work, you need a lot of technical people, especially understanding the medical domain and things like that, so otherwise the team is not going to respect you for that. These project managers, they already had those qualities, okay? So the only transition what we need to do was remove this command and control and the, you know, becoming a daily status manager role from them. So that is where we focused, a role-based coaching.


Welcome to the Pyramid Insider. I'm Tyler Patner, and today we're taking a look at the air rifle version of the Ruger 1022 and 177 caliber. The Ruger 1022 firearm is probably the most popular 22 long rifle firearm of all time. It's been around for years and years and years, and pretty much everybody shot one at some point. Now, it's a semi-automatic, like I said, 22 long rifle. The air rifle version is an exact replica of that, except it is a CO2-powered, 177 caliber pellet shooter. Announced at Shacho 2019 by Umarex, some very nice features being packed into this package here. Very excited to shoot this 1022. Before we get into some more detail about it, go ahead, click that like button. Don't forget to comment down below and let us know what you think of the 1022 and subscribe. Starting at the front of the gun, we do have a non-adjustable front sight. We do have a little brass bead there, which is going to contrast nicely. We've seen these before on the Umarex lever action, so this should work very well for most of you out there that are going to run the 1022 with the open sights. Now, working our way back, we do have an 18-inch rifle barrel, and that's how it's kind of in this faux shroud there. It doesn't actually do anything. This is just to give you that profile of the real firearm. Working our way back, we do have a barrel band that covers the whole action as well as the stock there. And then moving on back to the breech, which is really the meat and potatoes of the rifle here. We've already gone ahead and installed a Picatinny rail. This is an option we're going to have for you guys. For those of you that do want to mount a scope, because the 1022 doesn't come with traditional mounts, so you do need to get an adapter of some sort to go ahead and put an optic on this gun. And one thing I actually just missed, blew right by it there, is this rear sight. Now, this is elevation-adjustable only, but it does also flip down forward so that you can mount a scope that's maybe a little longer, has a little bit bigger objective bell on it. Now, we've gone ahead and mounted a Mantis 3-9x32 in some Leapers rings on here for you. It has the adjustable objective, mill dot reticle. This is going to be a nice complement to this rifle. It's going to be very nice for plinking. And we're going to actually be packaging this with the mounts, with the scope rail, and everything for you guys so you can get it just set up right like this if that's what you want. Now, moving over to the right-hand side of the breech, this is probably one of the nicest features that Umarex has gone and added into this rifle. Traditionally, this 1022 is going to be a double-action trigger, so not a true semi-auto. So when you pull that trigger, and we've already gone ahead and made sure the gun's safe, no CO2 in it, you are actually bringing the hammer back and then releasing it as well. What Umarex has done is actually added a cocking mechanism to this so you can eliminate that first action. So now we have a single-action trigger, and you can see the trigger has been set back. It's much lighter, much crisper, feels a heck of a lot better. So for those of you that are going to be doing more target shooting, plinking with this gun, and don't want that fast follow-up of having that semi-auto capability, I suppose you could say that double-action feel, this is going to be great for you.  Now coming around to the left-hand side of the gun, we do have a cross-bolt style safety.  Now moving forward to the magazine, this is patterned exactly like the firearm, which is very cool to see, it's the same profile and everything. You're going to go ahead and put your thumb onto this tab and push forward. You're going to reach your finger into this indent section here, and then just pull out, very easy to do. Now we have our magazine housing out, let's check this out in a little bit more detail. The magazine is a pretty simple design, here's what you're going to do. So we have our magazine housing, which is this black piece, and then our clip or our magazine itself, which is the red piece there. It has a locking mechanism on it. You're going to slide this guy back and pull the actual clip out. This is a 10-round rotary style mag, so you're going to load 10 pellets into here, drop it back in, and then lock it in place, and you are good to go. To load your magazine back into the gun, very simple, just go ahead, press it up there. One note, it doesn't drop free, so if you pop that tab forward, the magazine is not going anywhere, you're not going to lose it in the field or anything like that a lot. Talking about the stock, obviously it's a polymer stock, nice feel to it. You have some nice checkering in the grip and the fore-end areas as well. The gun comes into the shoulder nicely, not a raised cheek piece or anything like that, but still has a nice feel to it, obviously, very similar to the real thing, guys. One other nice feature I should mention here, they have gone ahead and built-in swivel points for you to mount a sling onto this gun. So you have one in the rear, one in the front, nice little feature add on there if you're going to be carrying this around, plinking with it. Now, loading CO2, very easy to do on this 10-22. You'd normally use a coin for this next part, but I can just use my finger.  Umarex is great at doing this in terms of working the Allen key into the gun, so you really can't lose it. I like that a lot. You're going to take the Allen key, put it into the end of your piercing cap. Now, this is a very long piece here, and once you have that piercing cap loose, you just pull it on out. You can see we have a seal there and also a piercing stud right in the end, and that's because you're piercing both cartridges at the same time. We'll show you how that works.  You're going to take your two CO2 cartridges. Got them here. You're going to load the first one face down so that tip is going to go down. There's a piercing screw on the inside of the gun. Make sure that goes down all the way, and then you're going to take your second cartridge and go ahead and put it tip up. Now, we're going to go ahead and replace the piercing cap, so we're just going to get it started there, and then we're going to take our Allen key and drive it home. And I don't know if you guys just heard it pressurize, but it's popping those two CO2 cartridges at the same time, so very nice and easy process there.  So that's what we're going to do, guys. We're going to head out to the range, see how the 10-22 performs. So for our accuracy testing today, we took the 10-22 out to 20 yards, figured most of you guys were going to be going that 20-25 yard range max with the CO2-powered gun. So taking a look at our results here, the H&N Barracuda Field Target pellets, a 9.5-grain pellet, 0.92 inches for five shots, pretty solid there, but a little bit better. The Crossman Premier Hollow points at 7.9 grains, a 0.85-inch group, very solid results. Now, all of our groups, five shots here, and everything was done from that single-action position for the trigger. So pulling that bolt back for each shot makes my life a little bit easier and reduces the trigger pull significantly.  But that double-action sure is a lot of fun for getting rounds downrange quickly. Overall, the 10-22 definitely has the goods from an accuracy perspective. Pretty pleased with these results. If you enjoyed today's video on the Ruger 10-22, hit that like button. Go ahead, comment down below. Let us know what you think of the gun if you're going to be picking one up soon. And as always, don't forget to subscribe. To wrap things up today, overall, I'm very pleased with this 10-22 replica. Really glad that somebody, Umarex, namely, has finally brought that 10-22 replica into the market of air guns. That's a fantastic offering, and it's a lot of fun to shoot, whether you're a backyard plinker or you're looking for more target application in the backyard. This is going to be a great option. The double-action pull is obviously a little heavy, guys, but does give you that fast follow-up shot capability. But I really, really like the ability to run this gun as a single action. Lighten that trigger pull and shorten it up a bit makes it a lot more target shooting friendly. You're getting a good number of shots on 212-gram CO2s, right around 70 to 80. Good velocity, 550 out of an 8-grain pellet. Overall, the performance is there. Sub 1-inch groups out to 20 yards. This is going to be a plinker's dream for the backyard. Definitely check it out next time you're on pyramidair.com for the insider. I'm Tyler Patner. We'll see you guys at the next one.


Stephen Hawking Passes Away At Age 76 Late Tuesday night the family of Stephen Hawking announced that the physicist has passed away at the age of 76. Awarded more than a dozen honorary degrees, Hawking theorized that black holes emitted a form of thermal radiation, and contributed to work trying to unify Einstein's theory of relativity with quantum physics. In 1988 he wrote a brief history of time, serving as an overview of astronomy and modern physics, which went on to sell more than 10 million copies, spurring a biographical documentary directed by Errol Morris and produced by Steven Spielberg. In 2014, Eddie Redmayne won a Best Actor Oscar for his portrayal of Hawking in The Theory of Everything, based on accounts of his early life by his first wife Jane Hawking. After contracting amyotrophic lateral sclerosis, ALS, in 1963, he was told by doctors that he had two years to live but survive for 55. The disease eventually reduced his body control to flexing a finger and eye movements, so Hawking relied on his wheelchair for movement and a computer controlled by a eye tracking to speak. The software he used to communicate was released for free, and the scientist experienced zero gravity aboard the Vomit Comet during a flight in 2007. In a statement, his three children said, We are deeply saddened that our beloved father passed away today. He was a great scientist and an extraordinary man whose work and legacy will live on for many years. His courage and persistence with his brilliance and humor inspired people across the world. He once said, It would not be much of a universe if it wasn't home to the people you love. We will miss him forever.


What is up gamers? Real is the game in here. Today we're gonna be playing the Krusty Cellar. Now this is supposed to be like a SpongeBob type of horror game, so these are always awesome. And let's see what we get ourselves into today, so let's play. Play. Okay, so it seems like we started already. Go down and talk to Mr. Krabs. Alrighty, okay, mouse, look, a wise walk. Okay, so walk. Escape equals pause. Okay, I'm just double checking guys and shift equals run. Okay, let's go down here and talk to him. Oh, there he is. It went up, Mr. Krabs. No! SpongeBob me boy, bad news. Okay, I hid the formula in the chocolate bar. Why would he hide it in a chocolate bar? And I lost it down here, great. Find it for me, great. Okay, so now he's gonna make SpongeBob do everything for him like he always does. Okay, so now we have to go in here? Okay, press space. Oh my god, there's a lot of money down here, Mr. Krabs. Hello, I like money. I wish I could just take it and run. Find the chocolate bar. Dude, this guy just stacked with money. He's so greedy, he's such a greedy man. Okay, let's go over here. What? Isn't that the guy that's with the old lady that gives out free ice cream? Okay, so where is this chocolate bar? What if we, oh my god, there's the old lady, the old ice cream lady. Okay, let's not go down that way. Dude, this guy is everywhere. Oh my god, okay, so yes, I'm trying to find the chocolate bar around here. Oh, there it is, nice. Okay, so that wasn't too hard, we turned to Mr. Krabs. Okay, so let's go back this way. Oh my god, okay, we can't go that way. It is blocked off. Okay, what if we just go back towards the main entrance? Oh my god, dude, there was like ten of them right there. Okay, we could definitely not go back that way. Great, now I'm trapped, you guys. Oh my god, okay, so they trapped me here. How do I get out? Somebody show me the way out. Okay, nice, we could go back this way. Okay, go this way, down here, down the tunnel. Where is this taking me? Oh great, it's a dead end. You gotta be kidding me. Okay, so the exit is over here, but there's like four of them blocking it. Maybe we have to go over here and they disappear. And if we come back, they'll be gone. Okay, let's go around this way. Just a little detour so they can vanish. Oh my god, yes, we made it. Dude, that guy's chasing us. Oh my god, what is that thing? Please, go, go, go. Oh, it's just a hologram. And he's still chasing me. Okay, let's close it. And we made it out of there. Hey, what's up, man? I got your secret formula. Shiver beat the birds. Oh my god, okay, so now he's happy because he doesn't have to worry about the crabby patty formula being lost. Thanks so much, boyo. All right, I'm making you employee of the month. Wait, isn't he always employee of the month? Wait, that was pretty quick. This is not a game by the owners of SpongeBob. This is a fan-made game by Hank by Hawk Sandwich. I created all the models in this game, but I did not claim to own the character design. Yeah, because then this guy could get in a lot of trouble. Okay, fine. Yeah, yeah, whatever. Okay, so that's it. Credits, quit, play options. Well, that was a crusty salary, guys. Oh my god, okay, so we were being chased around by the old lady that baits the wheelchair guy for ice cream, and then he eats them. I don't know if you guys have seen the SpongeBob. We'll be able to be pretty cool. Well, thank you guys for watching. Thank you guys for the amazing support. If you guys enjoyed the video, make sure to slap the like button. If you're new to the channel, make sure to subscribe and turn that notification bell on. And I will see you guys in the next one. Bye!


For some reason, I still don't see Luffy winning this. Like, man. He got triple anime replayed. That's a terrible sign. He's still... Ow! Is this a galaing? My God! He's giving it everything. Everything!  Push, baby! Oh, my God. He pushed him through!


I want to thank you for the opportunity to testify today about addressing this deeply troubling issue. I am grateful for your involvement and for your continued interest in providing our commanders and sailors the tools to help stamp out the crime of sexual assault from within our ranks. Sexual assault is a serious offense. It is contrary to everything that we stand for, and it is not who we are. For me, this represents a significant safety issue, and is an existential threat to our core values. It is a defining challenge for our time. Our sailors deserve a safe environment in which to serve their nation, and I am outraged and I find it inconceivable that a shipmate would assault another shipmate, someone with whom they stand watch and trust their lives at sea, and with whom they will go into combat. However, my outrage alone is not enough. We need thoughtful, deliberate, relentless, and effective action. We need to dig into the root causes and establish and put in place sustained improvements that can be institutionalized and assessed over the long term. At a minimum, our current and future readiness are at stake. Three years ago, we began a sustained effort to improve our prevention and response programs. One outcome was the development and integration of a pilot program that we instituted at our training command in Great Lakes, Illinois. We chose an environment that we felt we could more readily control a school environment, and the results over two years have been sustained and substantial reduction in the prevalence of sexual assaults and conduct violations. Based on these positive results, we have instituted similar programs at the Aviation Training Command in Pensacola, the Naval Academy, and Naval Station in San Diego. Further, we will be implementing these programs in Naples, Italy, and Yoskosa, Japan within the next six months. Initial feedback from sailors in San Diego thus far has generally been positive, again, reduction in conduct violations and sexual assault reports, and more confidence in their security environment. The foundation of these pilots has been focused and engaged leadership at every echelon of the command. Now, these are just a snapshot of initiatives to improve command climates, to weed out perpetrators, and to create an environment that dissuades these crimes from occurring. We have much more work to do in this area. Our sailors must be confident in our reporting process. Sailors inform us that simple, multiple, reliable, and readily available means of discreetly reporting of sexual assault imbues confidence in the reporting process for sexual assault. All our sailors need to know how to do this, and in April we completed the training for every sailor in the Navy. We reinforced that there are multiple options available in every unit to report an assault. For example, sailors can report a sexual assault to victim advocates, a sexual assault response coordinator, the DOD safe line by web or phone, medical personnel, the chain of command, judge advocates, 911 or base police, an NCIS agent, or the chaplain. We are hiring additional professional credentialed response coordinators and victim advocates to augment the existing 3,500 trained active duty advocates that we have today. In addition to numerous efforts in prevention and victim support, we recognize our military justice system and processes may need to evolve. Previous challenges such as drug abuse in the 70s and the early 80s demonstrated that the uniform code of military justice must be able to adapt to better serve our sailors and to provide adequate support for our commanders. Accordingly, as with the department's Article 60 proposal, we have to ensure that our proposed modifications to the military justice system are deliberate, they consider second order effects, and do not ultimately adversely impact the best interest of justice, the victims' rights, and due process rights of the accused. Further, the unit commander's authority and role, as the singular individual accountable for the welfare of his or her sailors, should be preserved such that the commander is able to carry out his or her mission. I believe that for complex and comprehensive changes, those that propose structural changes to the military justice system and the uniform code of military justice, particularly the role of the commander, the response systems panel created by Section 576 should be given the opportunity to complete an independent assessment. It is clear that preventing and responding to sexual assault is not just a legal issue. It is assuredly a leadership issue and fundamentally embedded in what we call the charge of command. The commanding officer is responsible and accountable for everything that happens in his or her ship, squadron, or unit, and we expect our commanders to create a safe environment founded on dignity and respect, one that reinforces our core values of honor, courage, and commitment. To reinforce this concept, each sexual assault report is briefed by the unit commander to the first flag in the chain of command, focusing on root causes, location, environment, and the means for future avoidance. I review the collation of these results quarterly with my Navy four-star commanders focusing on trends, progress, and a framework for further action. And we have found that successful effect of impermanent changes in our military are best done through our commanders, the chain of command. And I believe this is true for the military justice process as well. From initial disposition through convening authority to post-trial review, the chain of command should be involved. Recently, in the interest of improving the military justice process, in cases of the commission of or the attempt to commit rape, sexual assault, or forcible sodomy, the department elevated the disposition authority to the 06 level to enhance seniority, experience, and the objectivity in this important element of the military justice process. Navy commanders are often required to make independent decisions, bar from shore, in uncertain or hazardous conditions. Given the unique nature of their responsibility and the authority and accountability we be still on them for the welfare of their crew and mission accomplishment, I believe it is essential that our commanders be involved in each phase of the military justice process. Mr. Chairman, we know there's more to do. We remain committed to preventing these crimes, to weeding out perpetrators, and to providing compassionate and coordinated support for sexual assault victims, to holding commanders accountable, and to ensuring that sexual assault cases are processed through a fair, effective, and efficient military justice system. Thank you for the opportunity to testify today. Thank you very much, Admiral Greenert. General Amos.


Right, so Europe, o deall! How do you solve a problem like Europe? That's a cultural reference to the sound of music. How do you solve a problem like Europe? And I can tell you in advance that Europe is not like the nice ladies in sound of music. I'm going to go through the hand, I said it's why it's so important to have it. You see that in point one I summarise the whole of European history over the last two centuries in three Greek words. Ethos, pathos and bathos. Progressive European civilization from 1815 to 1914 was full of ethos, full of energy and spirit, amazing period in history of the world, Europe developed fabulously in every conceivable way, led to considerable extent by economics, obviously at development of industry and commerce. Then between 1914 and 1945 there was an unfortunate episode that I called pathos, suffering, when we very nearly destroyed ourselves finally and completely physically. Then after 1945, I'm calling it pathos, we sort of went to sleep as a civilisation. We were exhausted. It was a spiritual crisis in Europe after 1945. We'd given birth to modern civilisation Europe had, so we were in some sense exhausted. What else is there to do? We'd almost destroyed modern civilisation, so we felt shame, there was a sense of shame in Europe in which people from other parts of the world sometimes remind us of the shame of 1914 to 1945. So if you look back, what happened in the 19th century that led to the 20th century? Well, there are only about 100,000 books on that subject, but in point three I suggest what happened. What had gone wrong with the European history in the 19th century? And I list here four things that went wrong. The first manic intra-national cultural and social progress propelled by economic development and it was manic within our society, man. Secondly, unequal and faltering intra-national political development, what I call neurotic revolutionism, Europe politically in the 19th century was a sort of manhouse of self-reforming and self-re-creating. And then a catastrophic confusion of pathological nationalism, patriotism, good thing, nationalism, pathological nationalism, a very bad thing, and that became mixed with the crudest form of statism leading to phenomena we know of in the 20th century. And fourthly, international atavism, primativism in the great and ancient game of diplomacy and war that just went on despite all the European progress. We were still messing around in diplomacy and war. Well, point four after 1945, European integration was designed to abolish all these geological faults, everybody knew them, at a single stroke. And it was what I call here a monolithic off-hable of inherited contradictions, off-hable then the Hegelian word for the resolution of a dialectic, overcoming the surpassing of a dialectical opposition. So that's what European integration was seeking to do, a great off-hable of all our faults. And the way it would be done says point five is unification would be propelled by the overwhelming energy of the economy. Political structures would be made uniform. We underestimate the extent to which there has been revolution from above in Europe, peaceful revolution from above. The European Union has been transforming the internal political systems all over Europe. Now particularly in Central and Eastern and Southern Europe. And then rational statism, I can hardly bring myself to utter those words because it's what we and the Americans most dislike in the world, rational statism, would overcome nationalism. The states would be rational enterprises. And communal government would replace diplomacy. Europe is supposed now to have given up diplomacy into say among itself. And we now have communal government in said where we fight over the tables of Brussels. So I'm now in point six want to ask what's caused the subsequent permanent crisis. I'll post 1945 European integration. You may not think there is a permanent crisis. I have been dealing with this for the last 40 years. I think there is a permanent crisis and what I suggest is an answer to that is that the authors of European integration overlooked some very big lessons of European history. If you look at European history in a much longer perspective than just oh what happened between 1914 and 1945, there are some big lessons of European history. And one has the feeling that the people who created the European Union simply didn't know them or had forgotten these lessons. And I list them, 10 of them here. The first is that the historical unification of the separate nations in Europe, whatever its economic aspect, and there was always an economic aspect to unification, was far from natural and repeatedly required the threat or use of force by governments. If you think of this country, the four elements of this country, the amount of violence and force involved in unifying this country was great. Similarly with Germany in the 19th century, force had to be used. It wasn't a natural process, Italy. Before Italy was united towards the end of the 19th century, there had to be wars in Italy in which other countries intervened. So unification is not a natural process. It requires enormous effort and perhaps violence. Secondly, the proud claim by the masters of European integration that it will prevent new wars. But it's they themselves who caused the wars. It's the political, military, economic and intellectual ruling classes, not the people who caused wars. So what the ruling classes needed after 1945 was tighter controlled by the people, not LUSA, and they needed cognitive therapy. They needed their ideas improving. And then thirdly, the passionate attachment of the peoples of Europe to their countless personal and cultural ethnic identities through history has been repeatedly used and abused and defiled by the manipulators of public power. But those identities are still passionately felt by ordinary people, feel desperately attached to them. And you may know that Harry Heineken and others have listed all the ethnic identities of Europe. There may be 80 or 90 ethnic identities in Europe. And all of those people feel very strongly, as the four countries in the United Kingdom feel extremely strongly about their separate ethnic identities. Fourthly, the government are rather sensitive to the conditions under which they will tolerate law and government, especially in liberal democracies, where immense volumes of public power must be justified and controlled through dense and subtle systems of political accountability. Our societies are fabulously complicated to make public power possible. Fifthly, the people are rather sensitive to the true nature of the economy. That is the way in which their energy and their property and their aspirations are organized in the common interest. That's what the economy is. And especially in capitalist societies, where the so-called division of labour central to Adam Smith's ideas is in fact a totalitarian integrating of labour in capitalist societies which ruthlessly determines everybody's everyday life. And sixthly, the economy itself is not a natural social phenomenon. Any idea that the EU would naturally develop from an economic base? It's not a natural phenomenon in the economy. It's a source of transforming social energy which is actually an intricate system of social struggle made possible by oceans of law and government and administration and politics. So that's not very natural, the economy. And then seventhly, the people have near horizon and far horizon individual and shared interests in the societies in which they find themselves, interests distinct from the short-term self-interest of politicians and the professional rationality of public officials. And very people do think about what they want in life. They don't wait to be told. And then ninthly, for the ordinary citizen to live within the uncage, as Max Weber called it, of a modern state system, is alienating enough with its manic regulation of every detail of daily life through law, government and administration. To live within two competing and overlapping and poorly integrated modern state systems is for ordinary people stuff of nightmares, awful thought. And then finally, and this is going to be one of the most important points that people know, even if the governments don't, that the extra-European world has changed fundamentally since 1945. They know that survival and prosperity are at risk now, our survival and prosperity are at risk as never before, except in time of war. And our survival and prosperity are now determined by the crude realities of a globalising world with new and menacing balances of power. European history was the history of balances of power in Europe. Now we're faced with global balances of power and almost uncontrollable global systems, social, cultural and economic. Ordinary people and certainly businessmen know that that's what the world is now like. And if we're going to survive and prosper, we're going to have to be very clever indeed. No, well then, point seven, we've all asked ourselves again and again the question, can we find a way to rescue European integration from the inside? And we've discussed this for years and years. I'm going to ask too much wider questions. What is now the state of European civilisation, separate thing, given the reality of European integration? And could a new idea of European civilisation rescue the EU from its personal crisis? And that's going to be my main theme obviously. So in point eight I say that at its best the European mind has been a source of ceaseless and unlimited creativity. The ethos of European civilisation at its best has been an ethos of broad-band human progress, social, political, economic and intellectual, artistic, cultural in the wider sense. That is what Europe has been like. And point nine, post 1945 European integration sought to overcome post 1815 history by freezing the social coexistence of European nations in a rationally constructed, internally changing, I call it motion without locomotion, a lot of motion but you're not going anywhere, motion without locomotion, and it's a constitutional stasis, standing in one place, wheeling around doing this, that and the other with one treaty after another. But it's not actually going anywhere except in itself getting more complicated. Well then, the primary engine point 10 of social change was to be an integrated economic system. Broad European progress if any would be incidental within the central organising model. And that dialectic goes back to Brion and Sresaman when they discussed European integration at the end of the 1920s the German Prime Minister wanted economic integration as the driving force. For obvious reasons, French Prime Minister wanted political integration, obviously fearing that Germany would probably win on an economic basis. In the First World War Germany had proposed creating a central and eastern European customs union. That was one of their aims in the First World War. So that was a dialectical opposition at the very heart of European integration between a political approach and an economic approach and we might may now be paying the price for the unresolved dialectical tension at this moment. Well I put in point 11 I say that all that is an arbitrary negation of the natural potentiality of European civilisation. So European civilisation, not the people of the government or anything else but civilisation has paid a high price for an outfable of its recent history. And now I analyse what that price is. The pathology of the contemporary European mind in point 12. The first is the narcissism of public power. Institutions of public power are obsessed with their own powers and their inter-save power relations. The narcissism of the four EU institutions meets the narcissism of the constitutional institutions that member states in clumsy cooperation and conflict. You have to remember public officials are very fond of power, particularly their own power. That is at the root of organised society. But I suggest here that a good society should aim to maintain a balance of power of people, government and economic interests. I believe that that is what a good society is like, what liberal democracy should be. But the European project school gives a false quasi-natural law charisma to rational bureaucratic domination, the self-imperialising of the European people. And I suggest that's the scissor in the psychology of public power. And if you look on the later page, page 4, at the bottom of page 4 there's a quotation, bottom of page 4, from Weber. That quote, natural law has thus been given, has been the collective term for those norms which owe their legitimacy not to their origin from a legitimate lawgiver, but to their eminent and teleological qualities. Well, the project of European integration for me has the character of natural law, as defined by Max Weber. It's eminent, i.e. deeply internal and teleological. It imagines it has a purpose. That dominates the whole of European integration, this quasi-natural law of immigration. And then in second malady, constitutional ignorance, one of the clearest lessons of history is that constitutions are organic. They grow from the deepest psychosexual layers of the societies they constitute. They don't survive and prosper constitutions if they're simply imposed and conserved by ruling class. So at that, I regard as a geological fault. Something wrong with the constitutionalism. I suggest we look at example 12.2, which should be on page 5. Oh, I forgot to mention to Toghffir was saying that in his day, there seemed to be self-colonising in Europe. European peoples already in those days seemed to be a sort of serfs of public power, colonised by public power. But let's look at 12.2 on the organic nature of constitutions. And quote, no system is also a system, but nicer. Llu sympathique, that's Tristan Zara, the founder of the otherism. That's the whole of the British constitution explained in a single sentence. No system is also a system, but nicer. That's the British constitution. We don't have a system. And Aristotle said this, quote, the task confronting the lawgiver and all who seek to set up a constitution of a particular kind is not only or even mainly to set it up. The problem is to keep it going. And then Burke's very famous words, deploying the French Revolution, quote, the science of constructing a commonwealth or renovating it or reforming it is like every other experimental science not to be taught a priori. Nor is it a short experience that can instruct us in that practical science because the real effects of moral causes are not always immediate. In states there are often some obscure and almost latent causes, things which appear at first view a little moment on which a very great part of its prosperity, constitution's prosperity or adversity, must most essentially depend. Quote, it has been the uniform policy of our constitution to claim and assert our liberties as an inheritance derived to us from our forefathers and to be transmitted to posterity. This policy appears to me the result of profound reflection or rather the happy effect of following nature which is wisdom without reflection. That's his very famous expression explaining the British constitution, wisdom without reflection. We've never really discussed the British constitution, it just happened. And then quote, our political system moves on through the varied tenor of perpetual decay, full renovation and progression. That's the organic view, famous Berkean organic view of a constitution. And you may feel that it's a little bit distant from the nature of European integration. And then quote, oh we haven't got to that yet. So that's constitutional ignorance as one of the problems, the pathological problems. And then the third problem is mass alienation. About 500 million people are citizens of the EU. I don't think any of them know it. That legal status is not internalized either in cultural ethnic subjectivity or in personal identity. National institutions acting in the EU system are seen as alien to that system. EU law and administration are seen as alien in the member states. National representatives in EU institutions are not seen as authentic. So the revolution of European integration, and you must remember it is a revolution that it has caused in Europe. But it wasn't a people's revolution. So it seems to the people of Europe to be unhistorical, unnatural, illegitimate. They can't be ordered to be anything else than they are. They've got to want it, the people. And then the fourth is, Axidii meets Melancholy meets Normre-Lism. After 1945, the European mind turned in on itself in a form of collective clinical depression. Axidii was identified by medieval religious psychologists as a pathology characterised by listlessness, failure of will power, spiritual emptiness. That is European nationalisation. At the moment, listless, no will power, spiritual emptiness. Melancholy was originally seen as essentially physical pathology by an state of the bile, which casts a negative and hopeless aura on everything that the mind experiences. Normre-Lism, a French word for navel, is a form of self-obsession that sees and judges everything that is other, only in relation to the self. Well, all of that is characteristic of Europe at the moment, European civilisation. It's hardly aware of the rest of the world. It's extraordinary. It lives in this sort of cocoon of the European Union. And fifthly and perhaps the most important in a way, fear of the future. Confidence in its own future is the determining characteristic of a thriving civilisation. The amazing historical achievement of the United States as a social system has been due, above all, to the internalising in the depth psychology of its terribly diverse people of a powerful sense of the potentiality of their shared future. In Europe, history seems to have left us behind. The sun of European civilisation has set, I'm going very much, perlusions and quotations here. The sun of European civilisation has set in the winter of our discontent, the hour of manoeuvre has flown. The future is painted in grey and grey. You never hear European people talking about the future of European civilisation, only about the future of the European Union. Well, if you look at 12, 4 and 5 of the examples, 12, 4 in Marys Richard Burton of Oxford. Kingdoms provinces and politic bodies are likewise sensible and subject to this disease, melancholy, as motorists in his politics have proved at large. As in human bodies, said he, there be diverse alterations proceeding from humans. So be there many diseases in a commonwealth which do as diversely happen from several distempers as you may easily perceive by their particular symptoms. And the person he calls Boteris is Italian political philosopher who wrote a book in answer to Machiavelli. And then Freud in second thing in 12, 4, if the development of civilisation has a far-reaching similarity to the development of the individual, and if it implies the same methods, may we not be justified in reaching the diagnosis that under the influence of cultural urges some civilisations or some epochs of civilisation, possibly the whole of mankind, have become neurotic. An analytic dissection of such neuroses might lead to therapeutic recommendations which could lay claim to great practical interest. Well, I must admit that that is what I'm attempting to do at the moment in analysis of the neurosis of Europe. And then 12, 5, this is the famous quotation from Hegel. When philosophy paints its grain gray, one form of life has become old, and by means of gray, it cannot be rejuvenated only known. The owl of Minerva, that's wisdom, takes its flight when the shades of night are gathering. He said that in about 1830, because people have always thought that European civilisation isn't an end, and it's very great fun again and again. Since about the year 400, we've thought that. And then Wordsworth, wither has fed the visionary gleam, where is it now, the glory and the dream, the romantic poet's view? Where's the gleam gone from our eyes as Europeans? Isn't it odd? Never see anybody thinking about European civilisation with a smile on their face. Right, well then the final of these maladies is six, application of global responsibility. So such a view of European civilisation is negative, dead view is a shocking dereliction of a duty owed to humanity. It's largely Europe that has made the world as it is, for better and for worse, through imperialism, through imitation of social forms, and through exporting, forming ideas like the future and progress. Those were ideas that developed, the world ideas of the future and progress, those marvellous books on the history of those ideas. They have a history, the ideas of the future and progress. And we absolutely seized these ideas particularly in the 19th century, and we thought progress is without limit, but now it's so clever we can progress forever. Well, what is Europe's responsibility now? Global responsibility. And I say here that many of the societies based on the ideas of democracy and capitalism, these European inventions, are works in progress as they are in Europe. We're struggling with democracy and capitalism in Europe as they are in America. What is its future? It is in a state of crisis, both democracy and capitalism, are in a state of crisis. So we've got to rethink them. In many countries democracy and capitalism are just a mask for governmental criminality. What are we doing about it? So Europe has a responsibility to contribute creatively to the healthy development of social, political, economic and cultural forms at all levels, including the global level. And I just mentioned in brackets the Middle East where they're held in the grip of the past. Now our job is to try and help to put an end to that. So in 13 I go terribly positive from here on in, I go very positive. So the cognitive therapy for suffering civilization could in my view completely change the nature of the European Union. If we reconstructed European civilization around the European Union, a positive, cheerful, forward-looking European civilization, then the European Union would recede a bit in consciousness. It's only a sort of state system. It would recede a bit in consciousness and we could take off again. And I just suggest three things here for doing that. And I've got three more Greek words to cheer us on. Beithos to Logos to Eros. And so the three things are these. We depose the EU system from its dominant position in European consciousness. The EU must go on. Obviously it's unstoppable now. But we've got to change its place in European consciousness. It isn't everything. It's just a state system in the middle. Secondly, we've got to reinstall European civilization in a central place. We've got to become proud again. It's been the most remarkable story. Why shouldn't it be remarkable in the future? European civilization. And thirdly, we've got to refocus the idea of European civilization in relation to the new world situation. We should be looking outwards. European civilization used to have tentacles all around the world, particularly through imperialism. So we were always global, in some sense, the European powers. But now we've got to refocus our idea of European civilization in relation, because they're now developing very powerful civilizations all over the world with a huge sense of their future. In particularly in places like China and India and Brazil, they have a terribly powerful view of the future. And that's driving them ahead. So we've got to take part in that. So those are the three things. And then in 14, I say that like variable stars, nations and civilizations have lighter and darker phases of their existence, the European mind has re-enlightened itself again. And again, there's no reason to suppose that the European mind's amazing power of self-creating and self-ordering and self-perfecting, logos, has simply been irretrievably lost. And then if you look at example 14 on page 5, you see something on this. I won't go through to that in quotations just at the moment, because we're running out of time. And Trong Thu's view of Am I Trong Thu or Am I a Butterfly? Famous puzzle of philosophy, because butterfly in Greek sense is the soul, the psyche, the mind, dynamism. And then another quotation from Freud each day, unusual for me to quote from Freud twice. I can't understand the man. Psyche is a Greek word and its German translation is soul, zele. Psychical treatment hence means treatment of the soul. One could thus think that what is meant is treatment of the morbid phenomena in the life of the soul. But this is not the meaning of the term. Psychical treatment wishes to signify rather treatment of originating in the soul. Treatment of psychical and bodily disorders, my measures which influence above all and immediately the soul of a man. And that, as you see in the tiny print here, is a re-translation, the dreadful British translator. Translated all that with a word in mind rather than soul. And Freud got very angry. He said, I'm not just talking about the mind. I'm talking about the soul, the whole being of a person. It's not just the mind, it's the whole being. And then under that you see Allot's law of tricentennial European enlightenment. The fact is they've happened every three centuries, European enlightenment. So an enlightenment in the 21st century is inevitable. It will happen in the 21st century. We're due for another enlightenment. And you, Allot, will be the cause and the vehicle of this new enlightenment, I hope. Right. So in point 16, I say we should feel pleasure and excitement, eros, in responding to the challenge of a new enlightening of the human mind, acting as pioneers in a new epoch in human self-evolving, exploring new ways of being happy, the old Greek question that makes us happy. So happier humans are postulated new species. The European mind will invent a new species of human being called a homo sapiens beartus, beartus meaning happy in the soul. That's what we must do. And I, in point, in example 16, oh my goodness, I quoted Freud for a third time, how terrible. When we just find fault with the present state of our civilization for so inadequately fulfilling our demands for a plan of life that shall make us happy, and for allowing the existence of so much suffering which could probably be avoided, we are undoubtedly exercising it proper right and not showing ourselves enemies of civilization, we may expect gradually to carry through such alterations in our civilization as will better satisfy our needs and will escape our criticisms. And then I refer to the Greek and Latin ideas of happiness which is not about cheerfulness, the pursuit of happiness that the Greeks said was our point in life, it's not happiness in the cheerfulness sense, it's happiness in the soul full integrated human being. And towards the end you see every nation has its own core of happiness just as every sphere has its center of gravity. And then a delightful quotation from Sylvia Plath, the American poet. As a quote, this is her discovering poetry.  I felt very odd, I'd fallen into a new way of being happy. And I believe that's what we in Europe, our greatest task is to find a new way of being happy.


Hello everybody. My name is Martin Moczka. I'm working as a senior network engineer in Red Hat, especially Red Hat IT. So this is not a presentation about code we are developing, but more of a tool we are working on to help us manage our network devices. And how we are using our products, for example, Ansible is to manage our infrastructure from operations point of view. What we did before, we did at the beginning, we did manual configuration as everybody does. You know that you can't standardize with manual configuration because everybody has different approach to configuring devices. It's time consuming because you need to type every single command or you prepare the text file, push it. And you have higher error rate because it's easy to forget something to configure. I don't know, VP-Douga or spinning-tree only interface and it can kick you back in the future when you have a loop or outage. Then we moved to configuration generated by Python code. That was kind of the beginning of our automation where we have standard at least at the beginning because we had some vendor agnostic and abstract language. We used to define our infrastructure and that was used to generate the configuration itself. It was faster. There was lower error rate, but still there was copy-paste issues because you had to go copy-paste the issue console or something. And on console you don't have such big buffer so you have to take just pieces of the configuration to configure that. You can forget something and again it can lead to errors in the future. And on top of that we did incremental changes manually so as time goes we are losing the standard errors. Again everybody has different approach to the configuration. So what are the reasons to automate infrastructure? Most important reason is infrastructure in growing faster than operations team. It happens a lot. You don't have a headcount, but you need to grow. And there is a point where you can't just handle the infrastructure already have. You can't implement new things. You just need to keep the state and hope for the best. Another thing, configuration standardizing, it helps you with everything if you have configuration standardized During troubleshooting you just can skip the configuration part and see, move to the device itself or current particular application. Faster deployment and patching. So when you are deploying new office, new data center, you can just automate that work and focus more on the design side. Same for patching, you figure out something during troubleshooting you can easily apply that to other devices. Building bigger ecosystem meaning that during automation you need to build some documentation and some definition of the state of your infrastructure and that can be used by other tools, self services, monitoring documentation for example.  What structure of our tool we took, it's based on the ammo files. Before it was something, the language we used before it was something similar to XML, but it wasn't really XML so it was not machine parsable. We had to write our own parser and it was not scalable enough to use it in different tools. So we moved to the ammo which is standard and fits good with Ansible and Python. So in the ammo files we define all the standards about our infrastructure. We define the relationships between devices within our campus and between campuses. So we can easily say this device is connected to that and while this device I'm connecting to that campus for example. Then we use Python code which I tend to say is acting like factor. So it's just generating facts about the campus, expanding them using our standards and calculating stuff like BGP peering between nodes, point-to-point IP addresses, VLANs of those links and stuff like that. Then we use Jinja 2 templates, again fits pretty well with Ansible and Python. It's standardized and for us it's, I will explain later why we decided to use templates. Those templates are called by Ansible roles and they basically create plaintext configuration files. And on top of that we are running Ansible which is calling factor to generate those facts, load them as variable, pass them to the templates and then templates just generate the configuration. And when it's done Ansible figures how to connect to the device using facts so you don't have to define manually management IP address because that's generated fact and it knows how to connect that. It tries multiple ways, it tries inbound IP address, management IP address and it can fall back to the console access. Quick example of how the ML file looks like. So to define the device, we are defining what the hardware is, what's the vendor, what's the sequence number, it's just for calculating stuff, what type is it. VPC is taken from the Cisco notation, it's a virtual portion in Johnny Pritz MC like for example, BGP relationships, like this is router reflector server with this group name, gateway redundancies so VRR, VRRP or HSRP serial number of the device, peering MAC address if that needs to be done and neighbor relationships, VLAN for example. So with this you define end state of the device, you can use include files, then there you can define other things like port security on interfaces, almost everything that we need at this moment in our infrastructure. Then as I mentioned we are using Jinja to template so quick example how the syntax of Jinja looks like. So we are using just simple things like for cycles, if conditions and variables. So you just put there simple code and generate the plain text file, what's plain text, stays plain text and you can add variables there. Uncivil tasks example, this is what I was talking about, it's checking inbound management IP address. So if it's pingable it will use that one and it will push configuration by inbound management IP address. If that's not pingable it will fall back to management then it will fall back to the console access. So you don't have to care about if the device is accessible or not because it can be new device and uncivil will figure it out for you. We have same simple or same set of tasks for multiple vendors but we are now working most of on the Jennifer devices so that's the most implemented one. So challenges we faced during the designing of the tool, using the tool is the biggest issue is that not all of us are developers. We are team of network engineers, not all of us has programming background so it would be easier to use, for example, Python you can do most of the stuff there to do the templating or something. We had that before. It wasn't scaling because nobody wanted to touch that when it was working. So then we decided that Python code will be used only to generate facts. You don't need everybody to participate on that. You need designated people like two or three people who know Python can participate on that because you don't have to touch that code that often. And we moved to the Jinchat tool which is simplier and when you look at that it actually looks like the same as the configuration we know from the devices so it's easier to add something there. And what we did to make it even easier is that you have facts in the YAML file and if you don't have to touch those in the factor they are just passed through the factor and they will appear as variable in Jinchat too. So you can define that in the YAML file and use it at the end in the template. Another is that we need to enforce standards and how to deal with manual changes because to be honest network engineers tend to use the same approaches they were using for years and it's not easy to change their behavior. So first we were thinking about incremental changes. But that's difficult to implement because you need tools which are able to know what's currently configured on the device and how to change that to get the final state and then you have conflict of what you can delete or not and what you can add. So maybe that's for example approach like just configuring one interface and not caring about the other things but network devices are more complex at that point because you want to change VLAN on one interface but what if you have two VLANs or when you are adding VLAN you already have one. Do you want to transfer it to the trunk or remove it, replace it? What about BPDU, what about STP and stuff like that? So we then moved to the override on every round so we are generating full configuration and we are replacing what's on the device. With that it's easier to implement. We're just defining end state, we don't care about manual changes and we are enforcing everybody to use just the automation for changes. Of course you can do outages during troubleshooting, you can go there, do manual change but you need to go back and fill it back to the YAML files so our automation tool knows about changes you did manually and it's more or less true enforcing and auditing because you can have it running using dry run and with that there was in the configuration and with that somebody did manual change it can alert on that and you have pretty good auditing with alerting. I would like to show you a live demo. First I want to just introduce what the demo will be about. So let's say we have a lab team that needs to change access port setup for one day, just one day. This is current configuration, it's from Johnny Per. Let me a little bit describe what's there. So we are configuring the interface range with two interfaces and we are setting LACP on that, which is AE10, it's aggregated interface and we have native VLAN 200 on that, 100 VLAN as tech because we have MCLAC, we have MCAEID, LACP system admin key, sorry and we have BPDU blocks, time control, everything. If we need that, this is desired configuration without port channel because we are splitting that, that's what they need, split it to two standalone interfaces. This is what the end state we want to achieve. With manual approach it would look like this, sorry, single delete stuff. So with that you need to do delete interface, range, delete interface, delete BPDU. So this is what I'm talking about. You need to know what you are deleting in order to set something new. That's why we decided to go for replace everything in automation and then you need to set the new stuff. In our tool the change would look like this. You are taking the channel configuration and the VPC, which is MCLAC in this case, away and just keeping the rest. With that you easily convert those two interfaces from port channel to the two standalone interfaces. As you can see our tool is using ranges as well, so you can simplify the ammo structure. And now I would like to move to the live demo. This is the ammo structure we have and if I go here and run it, this is a wrapper we are using for Ansible to even more simplify that for our network engineers so they don't have to deal with Ansible syntax and how you should run Ansible playbooks and stuff. So you just define what file to take, what device. Then with push you are saying or dash P you are saying push configuration which means push it but don't commit on Janipur. Basically dry run. You can see that we are now in the state where we have the port channel and nothing has changed so everything is okay and success. When I remove that and push it. You can do dry run on the change. You see that's easy. I'm usually configuring labs like this, just edit for 20 devices, go for a coffee and when I get back it's all configured. So better than going to device by device and adding configuration manually. More time for interesting stuff. And now we have the diff so everything we would have to do manually. So removing the interface range, adding new standalone interface, another one, removing the aggregated interface, adding those standalone interfaces to the BPU block and adding them to VSTP. This was dry run so nothing has changed. I can do this, prepare configuration, do dry run as many times as I need to be sure that my configuration is the desired one and I can do it weeks before my maintenance. And during the maintenance I can actually focus on the work itself. I can push the configuration with dash C which stands for commit and hopefully it will commit it for me. This is pretty simple task. I have one more demo, I'm not sure if it will work as I expect to but that's live demo. I want to show you how to configure a completely Amnesiac mode device. So the imaging device which was unpacked from the box connected to the console only. We define the whole structure, you can see it was committed and now if I do just dry run it should say all okay we change the configuration as we need it. Back to the next demo. We have unpacked device completely empty. We just in YAML define how it should look like when it's configured and after that hopefully when I run our tool it will deploy the new device from scratch. Let me just show you it's really in Amnesiac mode so you can trust me that it's completely empty. Maybe the console reacts, yep. So Amnesiac when I do login without password it lets me in so it's completely free empty. Now just log out from the console, go there with dash N I'm saying it's new device push and commit and now unfortunately I can't show you the full output because in the diff there will be a hash of our password so I will just show you the end state. Yep, but still. So I know that Q&A is supposed to be at the end but we can use the time in the meantime and you can ask questions now if you want or if you want me to show you something about that, that tooling. I was thinking about that. Yeah, sorry. If I plan to open source it and open the tool to the community I was thinking about that actually. It's not easy so I think at some point we will open source maybe just part of that because it's written for us, just for us and what I'm trying to share is the idea behind not the tool itself because the tool is written just for our standards. Some of those are hardcoded because it can be done as... On the Jinja 2 templates for example when you are writing them we are not using all the functions that are available on that platform. We are just focusing on what we are actually using to keep it simple and you can open source such thing because well you can it can be extended at some point but the factor for example it can be really open because it has hardcoded standards of our own. I was thinking about completely excluding those facts or those standards out of the Python code and use the Python code just to read that from some YAML files. We are doing that for some things. I don't know. ACLs for example on our devices all the configuration about the VPNs we are using and stuff like that. Let me just have a quick look. Failed when serial number is not in campus. Okay awesome meaning that the device has different serial number. That's safety features because when you are using a console only thing how you can recognize the device is actually the serial number. So let's take that one go to the definition file and see if we can change that. Or if it's the same it's the same. I am sorry wrong console server. That's it. So let's fix that because for the console access we are defining the console server. Okay. One more time. I can let this run to see how it works. So if you are planning to write some articles that's maybe in future. That's part of the reason why I'm here standing and showing what we are doing and mostly focusing on the demo and on the... Okay sorry. Now focusing on the demo and on those parts what were the difficulties we met and what's the structure and how far we are enforcing the standards by replacing whole configuration because when you look at the network modules in Ansible for Cisco, for Juniper, not really for Juniper, they are I would say a step ahead because they allow you to replace whole configuration but Cisco is a... Cisco they allow you to push configuration line by line and that's not really how you should configure the network device because there is so many dependencies in the configuration that you should think about using the replace mode and push whole configuration line. With that you can get rid of those defaults that vendors are putting there and with new version of firmware they are putting different defaults which can affect you in the future again and if you replace everything you don't care about those defaults you just care about the end state which is... Yeah I think we should definitely write something describe what we are doing this like that and we started by me giving this talk so hope that we will continue doing that effort so I keep checking the state it takes a lot of time, yeah so yeah if you understand correctly you are supporting multiple vendors okay we are mostly focusing on Juniper I will have slide about that but we are focusing on Juniper we have multiple different platforms such as non-ELS, ELS which is X4200 for example and X4300 QFX, SRX, MX platform so we have almost all I think even all the platforms we are using from Juniper already supported we are now working on Cisco AZA because it's pain point for us managing KCLs and we have a lot of requests like that so we are focusing on Cisco AZA we are on a good way but something which is slowing us down is the approach again replacing whole configuration which is not easy on AZA so we are working on our own module and we have sample configuration sample roles for cumulus for example where we are trying if our approach is vendor agnostic enough to take same facts and just pass it to the cumulus and we saw that yes it can be done and I don't know if you know FRR but it's using almost the same syntax as IELS on Cisco we can do FRR on cumulus we can do Cisco as well we saw that we can do multiple vendors but we started with this spring last year so it's not even a year we started developing everything around okay this is taking some too much let's see what's happening pushing through console is it's not that easy especially not for live demo because console is kind of sensitive for all the timeouts and stuff so let me just rerun that once again sorry for that if that fails again I will just keep moving but so yeah if that answers your question on the multiple platform support we are trying our best but we need to manage the infrastructure so we are taking it slow and we were actually waiting if uncivil network team will come with some support for whole configuration replays it's not that easy but we are working as I said we are working on our own module so one interesting stuff when the demo is running you can see it's opening SSH tunnel that's because John Limper module is capable of using console server but only via telnet and that's not secure enough for us because we are pushing plaintext configuration through that channel and telnet is not good enough for that as it's not encrypted so what I am doing here is that I am opening NCAT SSH tunnel to the console server and exposing that locally a telnet port and the module is connecting on my local machine to the port to push the configuration via console it got the serial number you can see that now it was fine it was okay that's verification if you are accessing correct device and now let's see if it's doing something I think it's breaking it up I think I just picked the wrong device because this was the I was doing most test on and it's kind of sluggish on the console yep, it's stucked on the I know how to work around it actually not enough to work around it last one I'm sorry, it's like demo and console access are we are using our console access instead of zero touch provisioning because we are not using that much these DHCP options and most of our DHCP options are already taken by different devices like PDUs and other stuff that's why we fall back to the console management directly but since it's not working as it should be now let's take a look we are doing something at least yep, it's doing something but it's taking too long because it's console so let me just move in my presentation to explain some of those things I was talking about already and we will get back to the results if there will be some so conclusion of the tool and the structure and everything we discussed today platform support, as I said jennifer switches routers, firewalls are fully supported those platforms that we are using not all of them but those we are using Cisco ESA is in progress we have templates already some of the templates we have almost ready module it has to be tested so we are mostly waiting on on the testing Cisco IOS and others we are not using them that platform that much so it's in planning but lower priority and as I was talking about cumulus we have sample support for for example interface configuration BGP peering, OSPF and other common protocols what it can do on the operation tasks it can deploy new device that's something we will see in few minutes hopefully configuration changes via console and SSH so it can do any operations task it can disable port, it can enable the port configure VLAN configure anything that you can imagine that modern network is using including EVPN which is quite new how it can serve in the future what we are hoping for is living documentation because you are putting all the facts to the standardized demo files that can serve as documentation because everybody likes to create documentation this is how you are enforcing people to create documentation it can be used as source of truth for monitoring so it knows about all the interfaces how they are configured all the IP addresses that it should focus on all the protocols and services that are running on devices so you can use that in the monitoring it can and it's already in progress serving as self as backend for self-service for some other teams so for example we have IT support teams that are communicating directly with customers our customers which are red employees we are exposing part of the tool to them so that first line support they can configure simple things like change wheel on the access port and stuff like that description for example so it can serve like that we are working with our labs team to expose another part of configuring labs so they don't have to wait for us to react on ticket ask them details configure the device we are basically exposing everything to them in labs they can change access port configuration on their own and everything is in git we have versioning of the configuration and we have auditing because for example labs team is using merge requests after they push it so we know what was changing and we can react on that on janniper we are heavily using comit confirm so we can say to roll back the configuration in I don't know 10 minutes so if something breaks and you cut yourself out it will roll back if not our tool goes back confirms the configuration everything is fine so let's see on the live demo side nope I'm sorry I can't show you the configuring new device I don't know why it's stuck I'm pretty sure that this device is the broken one so I need to kill that unfortunately it's not working as it should be which is too bad I think that's the most interesting stuff now it's time for proper Q&A if you have some additional questions yep so if we use open config or investigated use of open config or young we did we decided to go our way because of our standards and to simplify it even more so we are adding a lot of stuff which is oriented just on our infrastructure to simplify it as much as possible so that's the reason why we chose to use YAML only the issues like with the console for example how we debug the issues for example as with the console it depends on the issue definitely on the console server we are using for example it's running in the screen so you can connect another session to the screen and see what it's actually typing to the console it helps you to see what actually broke so that's for the console for other stuff we have verbose output as well so we can use that one we we are using our own playback module in the non-sible so it shows us well not more maybe a little bit more but different structure to show exactly we want from the output and biggest advantage of that is that all the generated configuration effects are stored as files so even that the unstable around fails you can go back see those files and figure out what's missing or what's incorrect that's mostly during the development part where you need to check that the effect was processed correctly and it's appearing correctly in the configuration so we are using that yeah sorry what's the size of the first session you're handling with so the size of the infrastructure unfortunately I don't have pictures but in numbers it's something around 62 campuses some of those are DC's whether we have less than or something around 2,000 of physical devices sorry logical devices physical is more because we are so multiple hardware devices are appearing as one logical device addressable from your terminal center right? all of them have to be addressable all of them have at least one IP address you can access them on so if all of our devices are routable we are using SSH to manage them all and our tool is using jump host so we have allowed access to our devices from limited set of nodes that's why we are using jump host I think we are fine so thank you