Thank you all for having us here. I know we are running a little behind the scenes. What we are going to try and do, and we have some fabulous people out here, and I'm going to try and help all of us with the most of our time. Talking about a subject which is a bit more relevant to me than it has been in a very long time. At the same time, it's not a subject that's new, it's not a subject that's always spent a lot of time for resources and money. Finding ways to reach people better and entertain and engage with each other. What I will start with, I think we have a fabulous mix of companies here. There is fashion, there is media, there is technology, there is what some might call B2B products and there are enough solutions on the table in the performance of the company. So what I am going to try and do is start by exploring the spectrum of marketing as I call it. And I think in that ethno-social union is what data-driven environments have allowed us to do is explore the entire range of how you want to reach out to your audience. So on one end of the spectrum, and there is this sort of half-visualization, but one end of the spectrum is what we've always done as marketers and even in the case of mass media, that was possible and it remains possible in the social union environment, which is identifying a macro-level of segments and doing what I would call carpet bombing to an audience, where it's a fundamental set of messages manufactured by a manufacturer and you throw it out on people who are working somewhere in the state. The other end of the spectrum is obviously what some of us call the audience of the morning, which is you draw out two attitudes or saunas that can allow me to be public, a single-man being with a custom user journey as you may be following. What I will try to start with, I think there is a huge debate about which end of the spectrum is the right sweet spot for your business to make it the center point in the marketing business. What I will try to start with is asking each of our managers that in your particular industry and your marketing business, how do you go about finding your sweet spot and if you are lucky enough to have found one, where does it sit? So, hi everyone, I am Prashantar and I am a performance marketing team in Seekor. So that kind of regards gives me the opportunity to work with different business models, different businesses, it's going to be easy to see each with very, very good APIs. And you know, I work in the sweet spot, boys down to what your key performance is. We plan this project, starting with the lag and actually allows us to think outside the box, where we push ourselves to figure out how do we find the partners in that market and then start to go that out versus the branding exercise, which is more engagement and impression driven. So, you know, in today's day and age, while you are chatting outside, when we are talking about bullseye and really laser targeted capabilities, this is the order in the last 10 years, you know, when Google started targeting capability was in there, so if someone is searching for new shows, that's your bullseye target, then there was the patient which was back into that. Today, when you are social media, world-wide, we can target people who are accessing or consuming data through 4G, 3G, an iPhone X, a 6S, new device. So, you know, tons of target indicators, but at least really zone it on their one to one, if you wish that is not going to be there. That's a very interesting one to make. I want to come back to you a little bit about how do you realize that you are trying to find the sweet spot. Before that, tell us about your industry, how do you go about finding the sweet spot? How much do you target? Say, like, how much do you service the target audience and you identify the target audience? Yes, it is possible to identify specifically the target audience, but do I have a different message for you? Or do I have a better other way, talking to people like you, who are all constantly, have the same interest and possibly have the same motivation? For example, when somebody wants to use the one I can, it could really, that I have an interest in, which is about, say, in Friday night, I want to go for a party, I'm just telling this one, but what do you want for a party? And they're going to be looking for fun, I can say, but I don't know where my master said it. And at the same time, a different set of audiences are looking at that, because they also want to attend a wedding, and it's a different kind of pride. At the same time, there is an audience who is looking forward to a weekend with a family, and they're going to be able to get a solution. At the same time, there's a person who's preparing for a wedding on a Monday, and is approximately looking at the best look for that entity or for that person. It is the best and most efficient item of humanity and targeted at a group level, rather than an individual level. It's possible, but it just doesn't mean you're out of it. Do you think, in terms of gospel transaction, does that value play a role in the choice of a particular model that will be deployed in a position which is probably sad? Absolutely, because at the end of the day, every person that I delegate has to give me an acquisition cost. The cost of targeting that person, the cost of selling that out to that person, and taking them to the general. If my cost of acquisition is X, and my transaction value is, say, about $10,000, it makes sense, but if the cost of acquisition at that individual level turns out to be only five times of what my transaction value or my life value would be, it just doesn't make sense. I know it's not a very romantic question from creative standards. It's a very hard-created science. It's a CFO kind of question. CFO is kind of an answer, but I have to bear over the end of the question. How do you look at things in the fabric there at the same time? I'm just trying to figure out where to begin. Okay, so the way we look at it, the way I look at it, is there are various reasons to be on legitimate social. Targeting is one of those reasons. Because I think as Brian has said, we will try and be on the social system. You try and be in the social system for various objectives. Your objectives will be very good. One objective would be this simple written awareness. The other objective would be engagement. The third objective would be conversion. Simplistically, it would be broad objectives. For each one of these three objectives, your definitions of ROI and your definitions of how you think and what kind of performance metrics are very different. So, it's where we are concerned. We choose our objectives, marry them with the platforms which are best suited to deliver those objectives, and set metrics in place for each objective. So, there is no simple answer to this ROI question. An ROI question for an engagement campaign is very different from an ROI question on a conversion campaign. An ROI question on conversion is very different from an ROI for reach and awareness. Your metrics and performance would vary from actual sales in case of conversion to brand updates in case of reach and awareness. So, depending on what your objective is, you need to be picking up your courses accordingly. So, like you said, it's about probably picking courses for courses. Let's talk about the same title. In any case, you also have an interesting mix where your business has a huge model dependency on the users. But also, the eco-experts actually do a big role in the purchase decision. How does the game of Davidit in your case work between these two? So, as I said earlier on this panel, one of those business companies is well known. So, before I made this, it's a big prize for you, Phillips. So, it's like that. Thank you for asking for 125 years for a company. Only 25 years for startup. So, it's like depending on the startup space because a lot of you might be familiar with lighting as a traditional lighting product and what will you go? But this is a huge transition. Today, we are obviously talking about connected lighting. It does a lot of things. It could actually personalize. You know, even in an office space, if all of you are sitting, and there's just to be the same design, you make the lights, I think. Which you also think you can be personalized to give you the right colors. But definitely not regular lighting. So, we believe that digital and social society goes well, but whatever the ROI is, only when it's an integrated part of the overall marketing campaign, including some of those spray and spray kind of media that we want to talk about, right? Also for us, I think, don't look at social as, you know, only one platform. We use different platforms, different people. For example, as you said, we have our own digital products, and we use LinkedIn, for example, for thought issues. We're not even talking about the product. We're talking about technology, about innovations, you know, and those kind of platforms. Whereas, of course, in our Facebook, we have more product, right? And if you're an interpreter, we are providing a lot of updates of what's happening in our building. So, I think we are looking at all these different kinds of engagement for the kind of audience that we have, so that it's just not about the products any longer, but a lot of data. We've launched a product that's very unique to us. Now, one is to talk about that, but then we realize there's a photographer who has, you know, just like in a lot of programs, you think out here, he has to do those things very efficiently, and, you know, he has made a video of himself saying that how this life actually helps improve that thing. That is something that you are now trying to amplify. Very interesting point here, very interesting. It actually works in the context of an overall brand strategy where social media is one of the opportunities. And I think we feel that consistently across the organization we have in this group as we talk about, that I think too many of us are thinking about a social strategy. Most of us are actually working towards a brand strategy and then saying, where does social need come from? And from that point on, let's figure out what's the most efficient way of targeting it. Now, speaking of targeting, let's come to the case of HP. I think by most of, if I may, your profession is still calling it a legacy business. Are still in the sort of huge shadow of mass media driving a large part of the energy. HP is probably on the other end of the spectrum where a large part of the marketing dollars have always gone into energy. So, since both the wonderment as well as the length of time that they spend and that you must have spent working on this, are there any things which sort of HP has learned which probably have touched upon that? The best part of HP is our 70% marketing dollars actually go on digital. I work across different industries. It used to be close to 20 and that's 30%. I used to say that digital is taking too much and we don't have money left for TV and friends. But HP being because of the devices, because of the Gen Z who we are targeting for the new devices and the new technology features which is coming is also for them and when you do more studying of them, you realize they are all digital leaders. So they are always on digital. So the only ways to survive or manage the band relevance for them is to study them well on digital and then target them and then reach them. What we do at HP really well and that's something which I have talked about where am I in this spectrum. We have been here up for funnel and low funnel. How do I reach and then how do I engage with them and each of the PG because of the data, the big data which you have, the installed database which we have, that's the advantage which HP has because all the devices you buy, they can be tracked for the sustainability aspect of it. So that becomes the big data which goes in millions and that data can be really analyzed to actually customize it and not just customize it. Customization I would say is a whole school thought. Additional media is to segment and target and customize and position but it's all about personalization. So this entire process of dynamic creative optimization and the programmability of that entire stock is done really well and that is what is the uniqueness of the HP marketing. That's of a pun. And that ultimately comes back to override which we call as retain and then acquire and then develop them further and then we get back into the big data. You know the thing you said about HP being a data niche organization and I completely understand that every user you capture in the view of data and then right next to you we have a company which one of the captures also generates data and then HP is setting up big data, Arudha Deshita will call massive data and let's come and talk. Tell me with the amount of information you capture as a platform already about people on your team. How do you actually figure out that information overload and make sense of how to keep some sanity about that? I'll think of it your first question because that's important to my perspective. You know I look at it a bit differently from how you sort of think about Arudha Deshita's way of thinking. So to my mind it's actually to access there's an access of why I bought marketing which is your objective and what is the message. And then there's an access of when and where which is for time and you know what actually you want to basically think that this is up. I think from times in the mobile every marketing year wants to target the user as close to the user journey even the people who are traditional Indian marketers choose the time of the day the show, the channel where they want to target so that they can get the maximum back So if you ask me, marketing has never been a desire to be there or never been a question where you want it or not it's always been a desire. It's just that technology and nature allows you to do that much more effectively and be able to measure it. That's the only change. If you ask me on the inside of the access I would like to be, you know, targeting is there. Even if there is a common message for the same object here which has to go with everyone you would still want to choose the context in which you want to give that message to the audience which is target, even if that message is not different. So that is just from an overall perspective of how we think about targeting. Coming to the second question that you asked which is how we look at the entire data I think for us it's both about what we do on the platform because there is a lot of engagement that's happening on the platform and what we do outside, you know, social and a lot of the digital channels and I think for us it's trying to create a food usage when they actually first see our ag question and they comment and engage and be engaged and sort of also churn out on the platform and data gets really complicated I think what I have realized over the years is if it's just a simple there is a lot of very first principles data that we have regularly I think that data comes second or third in the entire journey. It's a very simple first data of what user is trying to tell you or what user is trying to search from an end perspective is powerful enough for being able to create enough relevant messages and if we can do that where we can actually get 60-70% of the journey then we can solve all the problems of the data is what I have seen or the data has a huge role to play in everything that we do. So like you both spoke about between customization and personalization of messages depending on a, the awareness of the users and be the understanding of where in the user journey are we discovering that. Now what that means also in practical terms is we are now looking at also a model that needs to be properly developed which needs to mass customize our messaging and therefore what we are talking to each of our users. Rowan, let me ask you a question of that. Now with that diversity what do you think it does to the subject of storytelling which we know is equally important to as marketers we are reviewing our agencies. So how do you believe the subject of storytelling in there, there is pressure now to customize the messaging in the market? The normal marketer should have a base to take that changes, the sections changes behavior is changed in time and that's a new idea I don't know what targeting allows us to do is to tailor that story but the story still needs to be popular. I think the biggest change that these platforms are bringing is the way people can do media I know that sounds obvious but the one big change that it makes for marketers is that even advertising is now more often seen as advertising at the end of the day, advertising is content we discussed this back stage that over time it's a scene that marketers got to believe we all were guilty of that we started out in the 17th century trying to entertain our audiences with interesting ads and then we thought ok you know what I've got that stuff rather than spend effort and money on entertaining and building a great story let me throw money behind making sure that the consumers see that I think with social media the game is changing again today it just takes 3 seconds for somebody to move on into the next thing in music today 3 seconds that's what's going to happen so rather than solving for telling your story in 3 seconds I think what we need to focus on is once we have the right audience what we'll be saying in those 3 seconds we'll make sure that we can stay on for the balance 20-70 seconds or 50-70 seconds again and again that's a good point I'm making there's a lot of conclusions being drawn based on the instructions being debated by 4 minds Facebook says it's 3 seconds or if you do the same it's 7 I think it's also a function of the model we draw out of that story which is another time I have to vomit my entire message or is that the time I have to actually capture somebody's attention so that they are intrigued enough to actually cure the rest of what I have to say now once storytelling becomes therefore more complex to hold people's attention in such a particular session in my life the other aspect of Darwinism is also bringing back consumption, finance and savings which is where probably businesses which have a pure online or a pure offline footprint have had a experience of messaging that or let me talk about the detailed footprint of faculty and of course all the messaging and targeting that you do on social messaging, messaging of success and how many could fall as a private source how do you draw correlations and conclusions of ROI in that? I think for businesses like ours which are very large businesses the challenge has always been and it will continue to be to drive best returns from the investments that you made in real estate and I think there are two ways of dealing with this situation is to ensure that people that you already have shopping at your stores return to your stores more frequently and buy a bigger volume of money the other challenge of course is to get new people to enter your stores as first-time shoppers and get them to obviously purchase one of the ways is that you try to deal with this is using the large demand basis in the iron and mobile numbers for example share with us and use that as a device to target current shoppers on let's say platforms like Facebook where you already reach out to your current consumer, your current shopper through custom targeting and get them to consume ads or get them to consume stories of communications which write the brand message but sometimes the on just perverse that's already there but sometimes it's good to be on trying to convert a particular location of sale then also to use what you use for custom targeting to create mirror organisms, the localized organisms now these are people who are not your shoppers but these are people who exhibit a certain amount of similarity in terms of interest, likes, predispositions and then often to get them to also serve communication which you think is neurobiological and so on the trick in all of this is of course is to personalize that communication personalize that communication as best as you can basically and then after you look at what kind of glyphs you have on both series which can be captured online as well as actual conversion and stores those are some of the things that we've done in the past like we've done it now over the last couple of years and it has worked out pretty well so if I were to actually add if your business model is obviously a little more like engagements from social but actually being impacted in stores if you look at organization like actually it actually makes a little more complex because your retail footprint is physical, digital within e-cars it's been exclusive versus money friendly so of course there is the personalization that you spoke about that there is stopping at the funnel story telling which is about awareness equity and equity and then there's the bottom of the funnel which is driving the closer towards the transaction now if the Fabianian matrix is a 2x2 matrix yours is a lot more complicated how difficult does that mean optimization in 2x1 is definitely storytelling because ultimately more people are going through big gate are more real trying to customize personalize the messages more it's like overload of information which lacks emotions which ultimately doesn't bind people and drive reference any interest it's driven a lot by a lot what's on the off so more online more on off mithra and everyone got used to getting such good deals there on and it's very difficult to actually satisfy customers and consumers there so it's important to balance the mix of what does the brand really stand for with the storytelling and ultimately drive conversion which is the lower funnel so little bit of difference I have some of the pandas which spoke there that what do I capture in 3 seconds actually I can't capture anything in 3 seconds and we recently did an experiment with Diwali that we were doing this ad for humanity and how technology can help bridge humanity I was really surprised that in this era no one is concerned about what's happening to humanity suddenly the video was actually it was what a second video and we could see the traction going on those content too lot of videos which we post online also is close to 1 minute we are posting a video on security in your devices that video was close to 1 minute 30 seconds and I could see good traction and then there are videos which I do where in even 5 seconds people don't want to see it so now is it 3 seconds philosophy is it storytelling I would say storytelling it's still powerful and how do I actually more powerful is my story better is my dynamic creative optimization that's where I can actually personalize from the same story how do I make it relevant to you in that context and then finally say how much I can drive the lower funnel which is the ROI now ROI is always very very driven by sales and there is a separate motion and funnel which we need to run very very effectively so I have a mix and match model like in India there is SMS and then there is retailers and people and customers should be and it's a hygiene which we have to manage there's no running away from it to drive around yeah I just want to it's a point which is very very exciting as we made slightly earlier I just want to react to it from a public point of view from a social digital media presence and both have the new case under the sun both have the new case under the sun but both have very different animals and they can be dealt with very quickly so why in the case of broadcast advertising and broadcast advertising and social digital as well we don't use it for this there is also this challenge of what interests you like to get your first 3 seconds, 5 seconds, 7 seconds something says that can't do you more it's not about what you're delivering in the 3 seconds but it is about are those 3 seconds good enough for you to get the person involved for the managed 27 seconds if those 3 seconds are not good enough then the rest of the 27 seconds will never be seen so we tell you we do a lot of stories which are a minute, a minute and a half in some cases speaking 3 minutes which are about craft trees how is it made how is it made how does a craft cluster work how does a carrier do a work some of these stories are relatively long of commentaries you're writing between 2 minutes and 3 minutes and these stories are families fabulous individuals, fabulous coins fabulous shares so I think there is a difference and I want to reactivate that that advertising and storytelling and other things don't necessarily get mixed up with each other and depending on the objective is there are ways of handling and with that success and I think in today's environment I actually agree because in today's environment you're planning on what to be on our inspection of looking at your assets it's currently looking at the whole touch point in a way that I can actually start the story in a place it's like any big story has 3 parts pretty individual actually use the touch point to make a overall story travel across the platform then make it more intriguing draw the line with formats and then be identified then you come back to the company that's been working with at that time some people would say look, I can vouch for it first time how exciting that actually to an average person there's also a risk of eventually being an electrician or a puppet designer how do you deal with the subject of engaging people through stories rather than interrupting them on that subject so as I have been talking about this also I have been talking about it both have that space and storytelling really is an area which we are using on the social media platforms we have you know, if you talk about it as not we were talking a lot but my home I'm not an electrician but I think we have a complex example so when I'm such a good woman we were lucky enough to get the opportunity to welcome the now the customers but the work is done by the central department and there's a contractor the audience of the department and everybody has their own preferences what they want to see because architecture and writing has really like science definitely for us I think a lot of the government officials today are also on these platforms it is not equal to somewhere if you have a positive but it's a clear question of these offices there are a lot of emotions we pick up stories of what has happened that we have picked up such historical moments that the users are creating that content and that's the story they become part of the media to read for example there is an architect involved another architect talking about how he has used these products sometimes the environment mentions those stories which is right because we are looking at the impact out there and those user related stories are what you can actually get such a program and we try to clear on that or such other and the more we can get them to talk about we have seen a so let me now bring us to I love how we start with an extremely rational subject of data and how we are now into the romantic space of storytelling and let me bring it back right into the data where most marketers obviously are spending a lot of imagination in finding and telling stories there almost seems to be this sort of trying between the beautiful world of stories and the statistical world would you want to talk about any example or case where you may have actually seen a happy client in the world I do in fact so and I call that story boring so from a story with L.A if we are doing a good job of having you want to start to story boring and this example is a campaign that we did about 6 months ago over a period of 6 months with an insurance company starting with Father's Day moving on to Rangshan and then to Bali and what we did for the first time all of them or even the man tried out for us so we did different first videos so these didn't air offline this was for Rangshan on social media and then we said hey why don't we bucket this campaign into two parts one is performance very performance driven which is even though it's a video we want to generate quotes we want to generate insurance quotes for you and then the other is a brand based on these two segments where we want to do the same thing again pick one marketing world versus the other was the genuine purchase so when we launched the Father's Day campaign folks that had viewed that video for about 10 seconds saw the second one and the ones that saw saw the third one and then the brand money that was put was like it was your your shawkan or pre and spring and obviously the story worked out because this is someone that engaged with the brand for the first time there was recall engaged again the same people and then there was strong brand recollection that happened from that perspective and not to mention obviously performance method so what you would have done would be the same amount of budget aimlessly hitting on the folks that didn't watch it for more than 10 seconds I'll stop that performance efficiency worked on into that so I think there is there's a marriage between story and story board and data which is what again is your bullseye the sequential stories the subsequent stories cost per viewer the progress is coming down which is a very emotional piece of content in a very actual argument so why don't let's talk about this I think the company is part of the business it's in fashion naturally to both great visual content as well as the entire mythology and storytelling and Mitra obviously has been probably not the earliest companies of the block when it comes to customizing entertaining and interesting content for people and literally using that to make them also drive value to the same is there any example from your experience where again this happy coming together of data and mythology I think customizing the messages is an extremely important part of our campaign marketing and I was sharing with you Baxit also one of the most interesting in June last year in the minute that we after we had a clarity on what's the actual of the campaign then we looked at a lot of our data both from the actual purchase and almost 30 to 40 microseconds of consumers for each microsecond depending on the context in which they want to see the content or the message and the kind of message that they want to see in that context as well as add to that a layer of the kind of visual imagery that will go along well with that context we created almost goes to 14,000 different periods to serve those records now looked at the entire of the campaign I think there was a 2x dip which happened particularly because of being able to get the right context and if you had nothing but just put in the right context you would have hopefully got that in but there was a 4x dip because you were able to customize both visually and from a poppy standpoint and I think as I was saying in the beginning technology allows you to optimize your own pieces now which is the beauty of it you would have really decided to do this by having hundreds of people in your team to do that on a regular basis and I think it's getting into a zone where you can really beautifully marry the emotional and psychographic data which comes from offline research a lot with the transactional data from the online and you know really get the right procedure across and that's something we are trying to do at scale now with every last campaign that we have now things are going to pass to one rapid fire question I need a one imagine this as a wind diagram where one circle is the universe of social media and the other circle is the entire universe of precision targeting that data field what's the one word you put at the intersection of the two I need a one word answer context, fabulous what else and after this we are opening up for I think we have time for probably two questions one word, I know the outside tell me a different question do you need to tell us about this question and I agree that this is going to be absolutely so let me sum up the few words that I thought stuck out personalization is one clear theme which I think all of you made a lot of drawing the difference between communication and content which is messaging perspective the one word that actually I would put in the middle of the two words is going to be everything towards the two universe and lensing everything from point of view of the consumers we should serve rather than the customers we should and I think any brand that's drawing that line is where the that was like the conclusion of the success of this so with that we could take probably two questions that are in it or to get out of the way to the next session any questions could you also point out to which panelist was the one who addressed the question the answer was the panelist talking about this after the so from the user point of view what are consumer point of view suppose if I go to point of view brand page in terms of the analytics and everything person who have intent person who is interested in that product I get targeted each and every platform for next few days and automatically it turns out to be a blind spot for you I don't want to work at any of the so in that scenario how brand market is decided this is the limit of targeting and then if I do that till you don't buy it till you buy it the minute you buy it you try this many bowls buy the product once in a year you can see that at 15 I can still learn about it I wish as consumer make your job market is easy once you see that 4 times at least buy it or at least give a comment to a consumer otherwise if you wanted by 15 times but on a serious note from marketing point of view obviously if I wanted I know that at least 4 to 5 times because you are also busy there are multiple things there are too many priorities and you might forget so if you added to a cart it's my job to remind you might have forgotten I would remind you 3 times 4 times but even if you have still not done it then I would rather save my money and target those who are really interested at least they responded so that's where the media optimization on social media can be done beyond that it depends if there is a brand who wants to target 10 times, 15 times it depends on what's the KPI like it could also depend on what the category is what the brand is whether it's a new brand, whether it's established so there are many media exclusives that apply for KPI the reason why you decide with certain brands and certain campaigns you need a 3 plus plus plus 7 plus similarly you would apply one last question my question is about getting the data for millions of customers that you have for the services which you would use now my question comes from the likes of GDPRM into the European Union but we may expect very soon because most of the companies are working from India so how do you deal with this kind of scenario and when you will have to face that if you ask that question would be complicated because to be honest that deserves a section of it and we consciously chose 45 whether this is probably not enough time to justify it it's a brilliant and relevant question today because social media and the importance of it the devices which we bring to consumers has all security and privacy because of the same factor on social media you can reach to the people who have consented if you have not consented you can't reach and you always have an option any website any of the players any of the competition brands any of the other brands which you want to buy there is always a clause you have to check whether you agree or you disagree the moment you disagree you don't reach it and it actually follows that very clearly global in India too it's applicable it's not that in India it's not applicable so that's taken care of having said that the people who are interested to know more it's important as a brand to reach them because they are interested to know more the people who are interested to get more customized messages rather than irrelevant messages to them it's important that we serve their messages and content which is relevant to them and the moment you find the content relevant it's important I keep you interested in my brand so I will keep serving you the content which is actually then engaging to you for the brand and once you are too interested to buy my product I have to serve you an option to buy the product as well so the tracking of the journey will happen to the database and they will have consent to you will answer you I can just capture off the aspect of consent this is something you have proactively recommended to most of our clients permission is a tricky subject and it boils down to the soul of the organization of how engaging stroke interrupted you want to and I think the responsible organizations are already moving towards a principle of art which is there you are seeking permission and not presuming it and I think at a fundamental level the policies and laws will take the time to make money at a principle level that's the choice that the company needs to make at the end and while it may make a difference to your transactions you can also have a reverse impact and it's for the company to choose what's going on if I may just bring that back to gravity I think it's just between how much are you legally or legally allowed to know about a consumer versus as a brand how much can you lay down the consumer that you know about so ultimately if you you know what you are going to this content so how about dress for it but that's just this is really quickly this is a conversation I was having at different conference we were talking about how ad blocking is bad for business whereas it's not actually it's awesome because you don't want to show an ad or go to someone who has already gotten the change so brands are understanding that respecting the lines that are being drawn by consumers frequency cap only is in the base for that to happen so brands are thinking to do that because it's beneficial for all types of people great so with that I think we will be there a lot of time you can continue that over the bar in the next 5 minutes we really have to wrap this session thank you for being on the fabulous audience


My grandma always said, and I learned this, always thank people and mean them. I want to take a moment of personal privilege. Two years ago, on Rupri's 25th anniversary, our national leadership, many of them are in the room for our Diverse Rupri National Policy Scholarship, came together to say, what would we be working on in the next 25 years to advance a real way of life? That leadership team came up with two things. Next generation, rural succession, and the critical role of arts and culture in the future of expressing to an urban nation the importance of its rural countryside. Last night I mentioned when I introduced Sukuri, and by the way, I know a lot of you didn't get in here. Nick Sligh had an absolutely awesome performance by the river. I mentioned introducing Su that there are three people that are primarily responsible for us being in this room today. She was one of those. I'm honored now to introduce the second, and that's the University of Iowa Provost, Barry Butler. He trusted Rupri with the freedom to use new resources to express an initiative when we arrived on campus that would advance Iowa. And I decided with a world-class College of Public Health and which our health panel and our research center are located, and the amazing excellence in arts, culture, and humanities here aligned with Rupri's national presence in rural policy and other sectors that we should be building this collaboration with the art of the rural. That took two years and a lot of resources, and we are here today because of the visionary to give a very warm welcome to the Provost of the University of Iowa. Sometimes you do things when you know they're right, and this certainly was right. I want to welcome all of you here to the University of Iowa. It's a great, great group. I had 30 states down on my original notes, and I was told earlier it's 38, so I don't know where the other 12 are, but we got most of you here. And I was looking through the program and you represented a wide, wide range of different types of activities, which I think is critical in a conference like this. I saw all different sectors, education, health, transportation, of course the arts and cultural folks here as well, but just a nice range of things that take what it, really what it takes to be sort of a system when you're looking at the focus of what you're trying to do, and I think that's really important. We are also very honored to have Secretary Tom Bilsack, our former governor, Secretary of Agriculture now, to be endorsing and supporting this. I think he's maybe showing up a little later. We're still trying to figure out the schedule, as you could imagine. The schedules for officials this time of the year is sort of hitting this every morning, I'm sure, but he's been a very, very strong supporter of this, and so I want to mention that as well. I know many of you had a chance to go through Hancher earlier this morning, and if you went through, and it was led by the director, Chuck Swanson, I think the probably best way to describe him is a little giddy at this point. He's pretty excited about the place we all are, and it's more than just a facility, and I want to talk a little bit about that, because it ties in with what you're trying to do as well here, but I think many of you know the story that this campus was devastated eight years ago by a major flood, and the very unfortunate part of it is that the arts campus, which lined the river, was devastated, quite honestly, the Performing Arts Center, School of Music, our art museum theater, I can go on and on. We were hit hard. All total, it was about $750 million in damage, and just beyond belief, and so for us to be giddy at this time is acceptable, I think. We're at a point where over eight years of rebuilding, people have worked hard in many, many different ways to get us back to where we are, I want to just touch on a few of those. Hancher in particular, you know, while it's a breathtaking space, I mean, you could probably spend hours touring it, it really has a deeper, deeper culture in the state of Iowa than just that building, because we know that obviously the building is stationary, you know, we're not going to be moving it around, but what Chuck and his team have done over the years, even pre-flood, was to get out into the state of Iowa with performances, and that got exaggerated after the flood. In other words, we went on the road quite a bit, and we went on the road to a lot of places around the state, and it was very, very important to do that, and it was the right thing to do as well. It was exactly why you're here. It's to take art, take culture out into areas beyond your own comfort zone, your own backyard, so to speak, and Chuck was able to do that with his team and a lot of very, very talented performers. One part of Hancher that you didn't see, because it's hidden, is a steel beam that was signed by over 1,000 community members, and we had it about halfway through the construction, right about the time they were putting the fire and retardant on it to kind of seal it up, and it was an opportunity to set out here in this big field and had an opportunity to get people to come out and express their thanks for the arts and culture, and on that beam are not just signatures, but stories, stories that go back generations, people saying they brought their grandkids to the campus to do things, they love the arts, they love the culture that's around here, and those stories are obviously all sealed up down inside the building. We hope never to see them again, but they're part of that building. The other part you might not have seen when you were in there, when you went in the front door, if you went to the very back, back by the practice hall and there's an outdoor amphitheater out here, there's a work of art that's on the wall. It's a mural that's probably about 10 or 15 feet long, about eight feet tall, and it's a map of Iowa, and on that map are basically images of children, and those images are actually written stories, so they're actually made up of characters, and what happened was they went around the state, I think seven or eight different communities, and they had children themselves through writing a story, and so those are all characters, if you look at it very closely, telling who they are, and that is permanently on display in the backside of that building, and so it's kind of a neat way to get out and not only share art, but also to get them to share what it means to them. The other part I want to mention here is that as we look down the river here, when those shades come up, if you look down the river, right across from that Frank Gehry building that's down there, that kind of odd-looking aluminum structure, across there is Grant Woods Studio, when he was on the faculty here at the University of Iowa, and it too was flooded, by the way, it hasn't been recovered, that's sort of down the road a little bit because the level of flooding wasn't at a certain level, but that was Grant Woods Studio, and as a part of that, we have established through my office, and in fact, back here is Linda Snepsler in the very back of the room, she's Associate Provost for Outreach and Engagement, so we've established a program thanks to a local benefactor and strong supporter of Grant Woods, we've created the art of the Grant Woods Fellows, and what we do is we bring four significant artists to campus for a really nice fellowship for one year, they have housing in a compound that's about a mile from here where Grant Woods had his home, it's part of the house plus surrounding smaller homes, so they live there and they teach a little bit on campus, but the most important part of that, and Linda was the one who really brought, was that we want those fellows to get out into the state, and so part of their requirement, by the way, they're not just reproducing American Gothic in a hundred different ways, they're dancers, they're musicians, they're artists, et cetera, and so part of what we expect of them is to get out into the state, so for their fellowship, they are expected to get out into Iowa, learn about Iowa, these are people coming from all over the country, and actually the world, we had something with Turkey last year, learn about Iowa, but learn about rural Iowa as well, so we have that as a integral part of that particular program, and I thank Linda for that, we also have a major program where we get out, it's called Art Share, so we get out to small communities, I think a national type program, where we do it throughout the state of Iowa, we touch on many, many different schools around the state of Iowa as well. We've also had some really nice programs where the culture and artists community here has coupled with the academic programs like Public Health, and in one in particular, there was a commission that we had last year where we had the School of Public Health working with theater and doing something called Out of Bounds, and basically this was on cyberbullying and you could imagine how important that is in schools, and when you're sitting in front of a group of young people and trying to lecture to them about bullying, you could imagine the distractions and the twiddling of the fingers and whatever, but when you do it in the form of theater, it's really, really special, and so to have experts in public health coupled with theater people, to get out and do it in schools is an incredibly powerful message, and I know from looking at the program, many of you are doing that in your respective parts of the country as well. We also had another one last year, my wife and I attended one down here in theater dealing with sexual misconduct, sexual assault, and it was based on the incidents in, I think it's Stuart Mill, Ohio that happened a few years ago in a high school and all of the intricacies of, and again, this is something that high school kids just don't want to sit and listen to, but when you put it in the form of theater, it's really, really powerful. I walked out of that, and I probably told 100 people to tell me 250 more today how powerful that of a message that was. In fact, I recommended it to my counterparts around the Big Ten to think about something like that in these very difficult areas that we're trying to educate kids in. How do you do it with using art? And the last example I want to share quickly is we are very, very lucky to have a wonderful museum of art. We don't have a museum of art building that was part of what was flooded. We have a significant art collection here, probably one of the most significant in the country for a university. And the sort of the cornerstone of that is Jackson Pollock's mural. It's been with us since the 1940s, I want to say. And post-flood, he used to sit in the art museum right down the river here. Post-flood, we have it over in Davenport in.


So hello everyone guys, I'm very thrilled to die today with you and I would like to talk a little bit about approach of, oh sorry, sorry for that, a little bit about leveraging well-structured themes for the project success. So I was introduced a little bit before but what needs to be added probably is that I'm a CTO in the awesome studio and also I'm a co-founder so my point of view on the creating the project is both as a developer and also someone that needs to meet you know the expectation of the business side of the you know client and so on. So I will talk about you know way of thinking how to approach the projects and also what we what we've what we are doing to accomplish the project's success. So first of all maybe so-called agenda what I will be talking about so way of thinking like I said the importance of planning ahead when we are working on the long-term projects because projects are not only you know just build a website and ship it and publish it and forget about them but it's a long long process that can take like not only a week's month or so but it might be much more longer. I will talk about a little bit about the toolset and libraries that we choose to accomplish these goals and how we are creating the project architecture just to you know meet the expectation of long-lasting project and last but not least what is important in the project is how people are working in the while doing this this project and developing it in teams and so on so let's think about and maybe define the project that succeeds so the projects that succeeds needs to meet some few bullet points which is delivered on time and within budget this is probably like the the most important thing if you are on the business side of the website development from the perspective of the developer there is there those there is very important to create the website that is back free and easy to maintain in the future so while combining this this all of those points we are really going for the client client happiness and while talking about the copy happy client the happy client is when the the website is working smoothly and for example the team of the clients like I don't know maybe marketing team is easy you know for them it's easy to you know handle the website to you know manipulate the content and so on to build like a new sub pages and easily in you know in a quick quickly time in the manner and so on and so on so basically to you know do it's right we need to put some effort in a project to meet those expectations so but let's think about what the project is and how the process of the project looks like most common project has like a few phases when you are I don't know developer probably you will be involved in like the development the maintenance for a phase of the project however before that we have like workshops in which while we are for example trying to figure out what the client really needs what are the clients expectation from the from the project and so on and normally takes some days just to you know get the feeling of what the client will expect from the website after that there comes the part in which the designer is involved and bug in the in this in this phase the graphic designer creates the user interface creates the user experience part of the project and so on and normally it takes a few weeks if we are lucky enough as developers we are probably involved in this this phase and you know we can give some I don't know give some information that hey this is doable or this is not doable because you know sometimes the designers things that they paint the website as I don't know some flee or something like that it still be working on the web but it's not like that and after that there comes those phases that probably is very interesting for us which is the development of the maintenance and if you see how long it can take you know the development of the MVP probably takes from weeks to months it really depends on the scale of the project but after that there comes the maintenance part is and it can take years especially when we are building for the enterprise and you know it's big companies cannot afford to you know rebuild their website every every year and so on so what they expect from the developers is to create the long-lasting project which they will be able to extend in the future so this is like very important thing to do so what's not to do is very it's very important not to jump into the development you know right after you receive the UI from the you know from the designer you get the figma and what what you really you are starting to doing it's better you know just to spend one one or two days just to think through the whole figma design and so on for example when we are developing the the projects we are spending some time just to know the project think about the reasonable components identify them and you know write down every single page what some something like acceptance criteria when when the project will will be successful and when the view on which we are working will be accepted as the one that should look like so what is what if we are not doing it right maybe we can in the future we can find ourselves in the situation in which you know after one year of development of the extending of the website there comes you know another change request from the client and we say that okay you want another sub page but it will take like 100 hours and why because we didn't think through it for example we built some or had coded some page templates and right now any any you know even a small change can like takes a lot of hours and it's it's building you know it's or rather it's through it's destroying our credibility in ice of the clients and it's really not not that good especially those kind of situations happens when for example companies are trying to build very very fast any website and they are going for I don't know building the website but not developing it what I mean is that they are using tons of plugins page builders and so on and so on and and they find they are finding themselves in the situation in which there is no option for further for further development of the website and basically this is literally what's happening for our clients because they are coming to us with websites that are very sluggish are working very slow and they are not able to you know build any sub pages for them so what we tried to you know do to not be that company that has that create creates those kind of projects is that we try to standardize everything so if what does it mean the standardization the standardization means that you are building a process building a process in which in which you are shipping the quality products quality products that are easy for not only are not good only for the client but also for the team that develops them and what we standardize is to how to develop components how to you know decompose the whole project and after that when we have like while working you with the rule of divide and conquer probably you know this this rule from August or something like that and then the ease of code review give us an extra boost of creating the quality software and with the proper automatization then you are like really really agile in agile way create a product so what we how we achieved it we achieved it with a set of technologies so we've built our own boilerplate while we were searching for for solution that will be right for us and we've built the juniper juniper is basically to some tool set of few libraries that are enabling us for to create very fast websites that are coming are working with the Gutenberg and they are easy to maintain in terms of CICD process and so on so we are using timber bedrock ACF blocks and also some Cypress if there is a need for the unit test on the front-end site and also page PHP code sniffer just to you know make make the cooperation a little bit easier but what was our idea behind creating the those this boilerplate because probably you've got tons of boilerplates on the market so first we had like a basic assumption which was like avoid endless functions behind PHP files which is very common in a project that are right badly and also separate UI with business logic so with this in mind we've tried to you know structure the project as good as it can be but how to do that the best way and to do that is to you know go for the basics and the basics are the design patterns probably you know or I hope you know those two books that are very important if you are an engineer working on day on regular basis with the code then probably you had a chance to to read clean code or maybe you know the uncle Bob or Bob Martin and also there is a book about it's much more heavier let's say a design patterns in a when where you can find you know some ground rules of how to build a solid object oriented object oriented project so so with this this thought that was like a ground rule for for our project we've built like a structure as in all of the boiler press so we've just split we are just splitting each every every project in good for into the blocks for the Gutenberg for the Gutenberg and also placing in a in a way that is well organized the business logic the custom post types taxonomy and so on so on just to you know have it just to make it easy to you know navigate for the for the project and to help build project in the object oriented way so as I've mentioned before design patterns are very important in the in the in the while you are thinking about the project architecture and what is in what is important that in the WordPress we have like total freedom and the freedom has also its costs so freedom the WordPress you know it they do not give us the guidance how to write good code we only can find in the codex the functions how they are declared what are the functionality of the functions that you will be using but if you will try to find like the ultimate guide how to write the code then it's very very hard to find it so what we wanted to do is to search for the you know for the for the way how to create the WordPress projects in the in you know in the way in the world of the design patterns and the closest thing that is also implementable is in the in the WordPress is MVC like pattern and it can be done by the timber so how it really looks like in the real life example let's say that we want to want to create some I don't know jobbot and so on probably you've done it like a lot of times so what what is the model for this kind of for this kind of jobbot so a model in the this the view in this pattern is a representation of the data so in the closest thing to the data implementation in the WordPress is a custom post a post type and we and when we are creating and we are thinking about the database this is the this closest thing that we can find because normally we are not we do not have the same you know records as in older frameworks PHP right frameworks but this is a little bit different in the WordPress after that we have the controller and the controller is the layer that will be working with both reviews of view and also the data model so you can while you are doing this approach there's a very you are building the unique layer of the of the logic between you know something that is being starts not only in the database but you can also use the you know files and so on so with this approach you are getting really closer to to you know separate totally different layers of the of the project itself at the end with the tweak file when we are passing the context for example to the to the views to the view we are able to you know show the and generate the HTML an easy way to you know just just to keep everything separated and what is like the final effect for for this first of all we have like cleaner architecture so we have front and back ends totally separated it's and it's like what's our first goal when we were building the the Juniper boilerplate and the something that is additional to that is that when you are decomposing the whole the whole team you are able easily to you know a separate CSS or JS for each come Gutenberg component and what do you have after that like I said before there's like tons of projects which which has built with you know the the page builders and so on and while they are built with the page builders you probably so most of them have some problems with with the speed and so on it's due to that they they you know the way how they work they I drew they are generating a lot of bloated code and so on so on so one of our projects for example that was previously build of the builder with the page builders we just we wrote we wrote the front end part and then we reduced by a lot the speed of the of the website so if you if you are trying to you know make the the project to work much more faster then it's very very good to build with proper with the proper architect and so what else do we really get not in it in a manner of you know technical stuff while we are working with the with the team and we are all using the same boiler plate then it's much more easier to you know navigate through the project if it's you know if it's a standard thing in your company so with that with that you get is much more easier code review process because you have smaller components and when you are working with a team then everyone knows how to you know approach approach it and know what's what for what backs for for example they can came search for so yeah basically this is what you get from the from the nice and clean architecture we've also used the bedrock as a you know as a base base base for our projects due to the to due to the advantages that it gives and it gives a well structured well structured project and it's not only you know changing the directories and so on but it gives like a lot of cool features that enables the whole process to work smoothly and those process is that we are much more easy with we can easy we are easily able to maintain the whole CI CD process and so on so what give us the broad bedrock bedrock are giving us the dependency management system and with the composer it gives us handling different setup of the environments like development staging production and so on and it also is quite good if you in terms of you know storing the whole project in the git repository because you are you know they are not storing all the WordPress files in the repository you are just keeping the theme only keeping the theme and the most important files so with you know making so just I just recommend usage of the bedrock are so even if you are not using any specific team or you are using your own team and at the end we what we've done or we accomplish at least is that we I hope so at least we've finally entered the war between what is better than taps or the spaces so in our CI CD CI CD process one of the one of the thing is that we are trying to trying to keep the WordPress coding standards so it's with the github actions and everything else that's much more easier and you know it's can it can speed up also or get the team work much more efficient than if you are not doing that so thank you very much for your attention if you are looking for the juniper and so how you know want to now just give a look into this then the QR code will lead you to the to our positive repository yeah thank you very much thank you again Thomas if there are any questions please raise your hand okay I imagined you had question thanks hi so you have in your sorry I can do it in the structure of the team I've seen that is an ACF JSON folder why did you choose to leave the files there instead of moving everything to the code base ACF JSON files are there because you know when we are sharing the code between developers there's always a need to synchronize all the fields so basically this is something that from my perspective needs to be there so this is why we are we have it in our theme and if you are you know just getting the code you just you know click the synchronize and everything works so okay don't you have any problems with the production website that overwrite the fields and stuff like that sometimes it's happen happens but you know it just is just a matter of good review process because if someone you know changing the is changing the database the ACF's and so on then in the review process we see what has changed and we are trying to merge it not to avoid any conflicts on the production and so on okay thank you very much thank you hi before you spoke about continuous integration and I was wondering are you continuously deploying only the theme to a WordPress website that resides for example in a VM or are you able to integrate a continuous integration system with a WordPress web website deployed on Docker or Kubernetes normally we are not using Docker on a regular basis but while we created the CI CD process we are pushing not only the theme itself but we also are trying to keep on every single on every single environment the same plugins for example so when you are updating some libraries via composer then we are pushing them also the CI CD process fine thank you hi Thomas was a really interesting piece thank you I really appreciate that I have a few questions okay okay okay I started with the first one and I am I see that you choose to put the business logic inside the team yes why put inside the team instead of putting in a in a feature plugin for example basically why we are developing the the business logic and we think about the business logic in most cases it's a one-time shot let's say for so for if we are developing a custom theme for the for the client then we are we know that it will not be something that will be reusable and this is why we are not going for the plugins and so on and also by the business logic I mean that you know the manipulation of the data before you just show it on the you know on the view so basically getting the custom post type data is also business logic in terms of you know okay so you basically use that the team like a whole application yes exactly okay okay second question okay okay in how you document and share your development practice across your team do you document do you write something how to do these we have like we do not have like a very big team so it's much more easy to you know to share the experience but what we are doing is on a regular basis we try trying to make the awesome camps let's say this is the our meetings in which we are for example sharing a knowledge between the team everyone knows and everyone knows the structure of the theme that we've created because they are on a regular basis they are doing some extra code for it so where they're working on it and basically in most cases we are just when we are starting for the projects let's say then the product the project documentation is in most cases created in the project management system so everyone has been access to that so I don't know if I answered your question but yes you're fine enough okay thank you thank you any other one was questions okay before you spoke about keeping the WordPress coding standards in Europe series but the WordPress also has fine naming standards for example that are not compliant with PSR4 so how do you manage it to keep your code in kind of compliant with WordPress but using some modern PHP features like auto-loading basically we have some workarounds that are there in the junior pair itself so I know that it's not compliant of the PSR but the what we are using the word postcandidate standards for is that you know when you are working with the team then everyone everyone can have their own setup on the on the local machine so as a setup I understand the way how you know those spaces tabs and so on are being created and if you are merging this code and everyone else like total freedom in that then while putting it on the git you will see like total you will see changes in every single line even if there was all only a space has changed on something other so basically with this we are trying to avoid differences between the environments between the people that are working on the projects thank you


Good. I'd like to ask everyone to please find a seat. We're going to get startled. Oh, you did? Welcome today to the launch of the final report of the CSIS Commission on Smart Global Health Policy, a call for a healthier, safer, and more prosperous world. And thank you all for joining us here on this beautiful spring day. And that includes several hundred people who are joining us online through the live web stream. I'd also like to ask everyone to please turn off your cell phones or put them on mute. I'm Steve Morrison, and together with my colleague Lisa Cardi, we've provided the secretariat for this effort over the last year. John Hamry, my boss, the president and CEO of CSIS, would normally be welcoming you here today. He is also a commissioner and has been a strong advocate of this effort. He's also head of the President's Defense Policy Board, which Secretary Gates has called together today, tomorrow, and John as chairman of that effort, must be there and sense his regrets. I also want to convey the regrets of Congresswoman Kay Granger, another very active member of this commission, who, because of an appropriation subcommittee hearing that begins in about ten minutes, is unable to be with us this afternoon, and she asks that we convey her regrets. We were very ably hated in this enterprise by several very talented and dedicated individuals at CSIS. Suzanne Brundage became overnight the nerve center coordinating the commission's work and was indefatigable and quite indispensable. Daniel Porter, Emily Posner, and Liz Warhouse all made very substantial contributions over the past year, and I want to thank them as well. We have a packed house each day. We have a packed agenda and a very tight schedule. We're going to have to manage our program carefully and keep to our schedule and still enjoy ourselves. We regret that there is not time in the schedule to field questions and comments from the audience over the course of the afternoon. I apologize for that. We did take a preliminary step of reaching out online to our audience on smartglobalhealth.org and solicit questions and comments for input here today. We received 200 or more of those which have been compressed and we'll figure in the panel discussions and some of the other comments. We also wanted to use this as the occasion really to have our commissioners interact and to on the key themes through the panels and to share their thinking in that way. And so we've structured the day with that in mind. We also welcome your comments online and directly to us from today and beyond and we'll do our best to respond and we would certainly appreciate that. In this room today are many, many individuals and many organizations to which we're very grateful for their input and perspective during the commission's work. We go into some detail in the acknowledgement section of our report in trying to be fair and acknowledge those many, many people who gave us so much time and so much insight. We're especially indebted to the U.S. agencies that helped us, the State Department, the U.S. Agency for International Development, the FDA, CDC, NIH and others who were so supportive and generous. After today we'll carry forward with several streams of work that grow directly from the commission and please stay tuned as we unfold those streams. We will continue to be focused on security and preparedness, on maternal and child health and gender issues and HIV AIDS and we will remain very reliant on you, our friends, in carrying this work forward and we are intending that we will be tracking progress periodically as we go forward and we will be doing an aggressive outreach process with the administration and with Congress to try and move this agenda forward. I want now to turn the floor over to our co-chairs to kick this session off. Admiral Bill Fallin, a career naval officer, former head of the U.S. Pacific and Central Commands will open up and be followed by the co-chair, Helene Gale, president and CEO of CARE. So I would like to ask Bill to please come forward and open things up. Please join me in welcoming him. Well, thanks, Steve, and good afternoon. I'd like to thank each and every one of you for coming and those that are tuned in on the web today as we launch this report of the work of the Commission on Smart Global Health Policy. And I am happy to see that we're blizzard-free for those that are not in Washington. It is a beautiful, glorious, sunny day and a heck of a lot more promising than back in February when we had this event originally scheduled. I just intend to speak for a few minutes, quickly explain how we went about our work, outline the Commission's goal, the overall spirit and logic of the approach. And I think this background is important in understanding the product that you have in your hands. Time is tight. You all have the full report. It's available online at smartglobalhealth.org and you can follow along if you haven't already consumed this thing. Later in the program, during several roundtable discussions that we have scheduled to hear from other commissioners about three key themes of the report, maternal and child care, measurement and accountability, and U.S. leadership and partnership with friends and allies. I want to first express my special admiration and gratitude to my co-chair, Elaine Gale, the person of boundless commitment, insight, generosity and leadership in these areas of development and health. She's been a patient guide, always in good humor, and become a good friend in the process. I learned an enormous amount from her that I'll carry with me in the future. Thank you very much, Elaine. I want to thank my fellow commissioners who devoted significant time and energy to our deliberations. And I see that many have gathered here. I'd like to highlight Donna Shalala, secretary. Thanks for your strong contributions. I know we're going to have a few others that are going to drift in over the next couple of minutes, and as we spot them, we'll highlight them for you if you don't already know who they are. There are some commissioners that couldn't make it today. They all remain active and vital contributors. They're listed in the front page, the signatory page. I know we're going to have a few others that are going to drift in over the next couple of minutes, but they're still active and vital contributors. They're listed in the front page, the signatory page of the document. I want to thank members of the Obama administration who kindly provided their input to our deliberations on many points, Secretary Jack Lew, Deputy Secretary of State, Gail Smith, the senior director at the National Security Council, and special assistants of the president, both of whom are going to join us today, and certainly appreciate the tremendous amount of time and effort that they devoted. I'd also like to single out thanks to Zeke Emanuel, Eric Goosby, Dana Hyde, and Jennifer Klein for their contributions. Now the 25 commissioners who began this work almost a year ago are all seasoned opinion leaders accomplished in their respective spheres who think strategically, care deeply for our country, and for the good that we can do in the world. We began with many ideas from our diverse backgrounds and concluded collaboratively and optimistically that the United States can better the lives of the world's citizens and advance our own national interests by investing strategically in global health, and this is a smart choice in our best national interests. The remarkable achievements of the past decade inspire us to recommend doing more in the future. We already have many of the tools to lift and save the lives of millions. We have partnered governments that are serious and ready to do more, and they are very able multinational organizations willing to partner with the U.S. government. These partnerships are crucial to improving the health of the world's people. Our perception of health and its impact on the world has changed. Health matters in new and different ways. It is today a very visible, essential ingredient of economic productivity, the viability of families, and the stability and security of communities and nations. Our understanding of global security has changed fundamentally. We now understand the vital importance that health plays in the personal security of families, be they women, children, and husbands who live in tenuous circumstances. And the links between a safer, healthier, and more prosperous world population to our U.S. global national interests. The goal from the outset was to answer a core question. Can the United States achieve a smart, long-term approach to U.S. health that harnesses all of America's assets and expertise in better and fuller partnerships with our friends and allies? I think we've come up with some good answers. Not perfect solutions, but a coherent, compelling plan of action that people of different political outlooks from diverse walks of life can rally behind. From the outset, our approach was a deliberate experiment. We insisted that at least a third of the commissioners be seasoned professionals and recognized opinion leaders in global health. They were to ground us quickly in the quickly evolving realities of global health and make sense of this world to the rest of us, and they were patient. We also needed leaders from other walks of life, business, foreign policy, Congress, security, media foundations. We needed their independent outlook, their fresh ideas, their critical perspectives. We hoped to leverage their collective wisdom, strategic views, influence, and shared faith in the United States to achieve positive health outcomes outside our borders. Throughout the commission's work, we also confirmed a very powerful point that the United States' contribution to global health has been and remains a bipartisan enterprise, but that significant progress is dependent upon high-level leadership. These factors remain the key to future success. Global health is an enterprise that has the exceptional ability to unite U.S. citizens in collective action. We wanted to demonstrate that reality through the very composition of the commission. We worked cooperatively in our two sessions in countless calls and one-on-one conversations in our travels to Kenya in August and Geneva in November. These interactions cemented friendships enriched our appreciation of the remarkable achievements of those who work in the laboratories, hospitals, and field sites to make this world of ours a healthier place. It also made profoundly clear to me that we are building on a foundation of remarkable achievement in recent decades in science, in research, and in public health. This is a good moment to recognize how much our nation has achieved in global health and to examine how we can best focus our efforts in the coming years to get the best outcomes. We could do so much more if we set our minds to it. We don't want to coast, we're certainly slide backwards, and we need reinvigorated leadership to transcend increasing fragmentation we've seen in the past couple of years within the global health community. We've built our proposals around five core elements for achieving success over the coming years. These are, first, to stay the course in ongoing initiatives to address the HIV, AIDS, tuberculosis, and malaria challenges. These are the bedrock of U.S. achievements in the recent past, and we're going to use them as a springboard as we go forward. Second, this is the moment to move ahead with speed, determination, and a long-term strategy to improve the lives of mothers and children so critical to health, stability, and security throughout the world. Third, we have to operate at a higher level in disease prevention and global preparedness to meet emerging threats. Fourth, let's make certain that we're better organized for success to achieve these goals that we've set for ourselves. And finally, and certainly not least, let's put in place a robust multilateral diplomacy that will be effective in strengthening our partnerships with other nations, international organizations, and NGOs. I'd like to turn at this point and ask Helene to speak in more detail about some of these recommendations and how we can best achieve them. Helene, can you please join me up here? Thank you. It's wonderful to look out and see this incredible audience that has gathered for this and to see so many colleagues and friends who I know have been committing so much of their lives to this effort. I also just want to thank Bill for the kind introduction. It's also been really invaluable for me to work alongside of Bill Fallon over the last year as we've worked on this. He's an incredible individual with a lot of compassion and insight and probably most important, he's an optimist and he believes profoundly in America's role in the world and its ability to do good. He's a man of great honor and commitment to his country and so for me it's really been an incredible opportunity to have this partnership of working together and as he said, we have become good friends, we've enjoyed working together and I think having worked together for the last year we've decided we're going to continue to do that and our next act is a reality TV show called The Admiral and a Doctor. So thanks Bill. I also just want to echo Bill's thanks to our fellow commissioners for all the work that they put into this process.  So let me just as Bill said, touch for a few minutes and elaborate on the five core elements we identified for achieving success over the next 15 years. The first one, the imperative to sustain the progress in HIV, TB and malaria. And we all know that it's very easy oftentimes to go from one issue to the other and feel like that was yesterday's issue and now we're going to move on and do something new but we have to recognize that this, in fact, the U.S. effort to control these three infectious diseases are the foundation of U.S. achievement in global health. We can do more and we must. We can reach the goal of supporting 4 million living with HIV with life-sustaining therapy. We can achieve higher efficiencies. We can continue to make progress on these areas that we've already laid incredible foundation. What's most vital is to preserve a continued trajectory forward movement even in a period of constrained resources and the addition of vital new goals. So that's number one. Number two, improving the lives of women and children. I think this really is the moment. The stars are aligned. There's momentum and support from multiple directions to tackle these complex challenges. We see it in the White House, we see it in Congress, we see it in foundations, in other bilateral partners, other governments, most notably perhaps the U.K. and the role that they've taken. We see the commitment in the U.N. for too long mothers and children have been neglected and I think it's totally unacceptable for us to look at the number of lives a woman dying every minute of every day in childbirth, children dying needlessly of preventable diseases. So we have a historic opportunity to correct this. Let's seize the moment and really put together the tangible solutions that are within our reach, whether it's improved infant nutrition, vaccines for childhood diseases, expanding prenatal care and access to family planning, better emergency obstetrics. We know the things that can make a big difference. We know that these solutions are possible. But they do require an effective integrated maternal and child health program effort and it does require looking at having a functioning health system. But we know that success cannot be achieved rapidly, but it is doable. The third one is the imperative to make prevention and preparedness strategic goals. Prevention is still the most cost-effective way to reduce disease burden and poor health outcomes. Whether it's through changing behavior, changes in norms, attitudes, policies, legal environments, and making sure that the right prevention tools are available. Prevention is the key to reducing the incidence of HIV and ultimately changing the course of the HIV epidemic. It's the key to lowering tobacco and alcohol use, curbing obesity, and dealing with the alarming rise of chronic diseases and premature death and disability that they cause. Preparedness also has risen to the top ranks. H1N1 was a dry run, a mild test fortunately, that reminds us yet that we inhabit an interconnected world that faces a multitude of emerging threats. We've made considerable progress in recent years, but we cannot wait passively for the next major threat. We need to act now to build capacities to detect, respond, and protect populations and build a more transparent, equitable, and predictable global system that shares information, specimens, and narrows the present gross disparities in the divide between the wealthy and the poor. Fourth, the imperative to better organize ourselves and assure adequate resources over the long term. And let me talk a little bit about the long term resources. We need a global health plan that reaches further out in time. We can't keep thinking in terms of short range objectives. We have to set a goal of 15 years at least to 2025. We need to assure the predictability of adequate resources. We think our case is solid for that. If we make the changes we propose, build better and more integrated measurements, focus strategically in the target areas that we've identified, success will build upon itself. Over time, we can imagine our commitments rising to about $25 billion by 2025. Investments in global health clearly remain without a doubt a best buy. They account for a mere 0.2% of the overall federal budget, but have delivered dramatic concrete results over the past decade. PEPFAR, the President's Malaria Initiative, have been the nation's most effective public sector investments in global health and have showcased the American spirit of generosity. The Commission is united in the belief that we should fulfill the administration's goal of committing $65 billion to global health by 2014. It makes sense to begin slowly, ramping up new programs incrementally, and build momentum and credibility. If we follow this path, I think we can be successful. It's equally essential that we better organize ourselves. We propose the establishment of a deputy advisor in the NSC charged with leading the policy and oversight of global health programs and a truly comprehensive senior level interagency global health council to lead on that implementation. The State Department and USAID have huge equities in our approach to global health and have to remain in the center. We've noted that the progress of the State Department has made in advancing the Global Health Initiative and call for that to continue. We also acknowledge that Health and Human Services, which has had a long-standing role in global health, has grown rapidly in its global health commitments through the agencies like NIH, CDC, FDA, and HRSA. Treasury is essential both with respect to the World Bank and other multilaterals, and in making certain that we take our seats at international deliberations and on innovative financing options. The Defense Department is building ties with other militaries and has strong surveillance and emergency response capability. Our intelligence community has the special ability to provide over-the-horizon estimates, so it's clear that this has to be a multi-departmental process that is integrated and coordinated if we're going to have the impact that we want to as a whole of government. We also emphasize that Congress can do more in bridging its committee jurisdictions. We call for a new congressional consultative group for the next three years, comprised of the key party and committee leadership. This is an area where I think Congress can show its ability to transcend divisions creatively to support the Global Health Initiative. We detail how we can do better in measuring results, incorporating business competencies in our approach, and communicating and building support for global health efforts with the American public. We think all of these things are essential to really building our successes in the future. Fifth, and again by no means last, we can be smarter about how we nurture our essential partnerships with friends and allies, whether it's WHO, the Global Fund, the GAVI Alliance, the World Bank, UNICEF, all of these are vital partners to our work in global health. They're not perfect, but our success relies on building and improving these partnerships. Over time, these institutions can and should carry a greater share of the responsibility. We can also do more to accelerate new innovative financing options and mechanisms that could lead to more sustainable sources of funding over the long run. So I think we need to be and we focus on how it's important that the U.S. is more engaged in some of these discussions, pushing to see what we can do that works in this area of new methods of financing. And we also detail how a stronger multilateral engagement can better coordinate efforts, reduce inefficiency, and put a strategic focus on solving some of the most vexing global problems, whether it's health workforce deficits, tobacco control, the prices of commodities. Some of these are just, those are just some of the examples. Finally, one closing appeal. We need to take the high road, take the long view, and remain committed, be united across party lines and other things that often divide us to make sure that U.S. leadership on global health remains strong. We all know that this is a tough moment in our history. We confront a grave fiscal crisis, painful, slow economic recovery, and dangerous fraying of bipartisan ties. We also have many competing priorities in an ever more complicated world. The Commission wrestled with these realities throughout our deliberations, as well as the fundamental issues of how we can afford to do more for the rest of world and our own citizens are struggling with their mounting needs being placed front and center. But at the end of the day, we remain more convinced that ever that a strategic investment in helping build a healthier, safer, more prosperous world, our smart power approach is essential to promote our own national interest and to save and enhance the lives of millions around the world. So, that's where we are. Those are the areas that we wanted to focus on. And now, it's my delight that we have with us this morning the Deputy Secretary of State, Jack Lu. He needs little introduction in this audience. He has an illustrious career. He served as the Director of the Office of Management and Budget in the Clinton Administration. After that, he had a successful stint at the right time on Wall Street. And across those years, he retained a keen interest in development and finding the means to get better results for every dollar that was spent. He is now the Deputy Secretary of State for Management and Resources and has been taking the lead on the State Department's efforts to assure that foreign assistance is strategic and well-resourced. He's been a driving force behind the Global Health Initiative and he's also been an extraordinarily generous in his sharing of insights and wisdom with the Commission throughout its work. And for that, we are immensely grateful. Jack. It's a pleasure to be here this afternoon with so many friends, colleagues, and partners on an issue that's of critical importance to all of us in the nation and the world of global health. I want to thank Helene for that generous introduction and for her leadership, her work at the CDC, the Gates Foundation in care, co-chair of this Commission. She's played an integral role in shaping...


The SWAT mission will provide high-resolution and two-dimensional measurements of sea surface height, SSH, but despite its unprecedented precision, it still has a significant amount of random noise. To address this issue, researchers have proposed a convolutional neural network, CNN, based noise reduction algorithm. The CNN was trained and tested using simulated data from the North Atlantic and compared to three other noise reduction techniques, a median filter, a Lanxos kernel smoother, and the SWAT denoising algorithm developed by Gomez-Navarro et al. The CNN yielded better results than the other algorithms, with a 2 mm RMSE, a 16 dB variance reduction, and a power spectrum down to 10 to 20 km wavelengths. Additionally, the CNN was found to be more stable and robust than the other algorithms, making it a promising candidate for reducing the noise of flight data from Karen. This article was authored by Inel Trebut, Alisa Carly, Maxim Ballerata, and others. We are article.tv, links in the description below.


So countries are doing their bilateral cooperation, they are doing their regional cooperation, which is important, but Interpol is complimenting this work. We start by helping member countries to systematically collect relevant information, for instance, biometric information. We help them in bringing this information into our Interpol databases. We help member countries in connecting to our databases, for instance, critical border stations, again, are very relevant. And finally, we support the systematic analysis of all the information that is achieved to really, again, get into the structures of organized crime and not remaining at the surface. This is very much what Interpol is about because we need to do that today more than ever on a global scale.


Lung cancer remains a major health issue, despite extensive research into its prevention and treatment. To better understand the disease, researchers have developed a novel lung cancer model using patient-derived tumor spheroids, endothelial cells, and lung tissue scaffolding. The resulting bio-fabricated model mimics the patient's original tumor and can accurately reproduce their response to chemotherapies and targeted drugs. Additionally, this model can be used to identify potential drug targets and provide more accurate predictions of patient outcomes. This article was authored by Mingyu Shai, H.S. Anuan Fong, Kaiwen Kan, and others.


As members of NATO, we all share a common goal, baked in the history of this unwavering alliance. We are one NATO army. We've aligned 10 other nations with our 600 special operations forces. We're not only building up our readiness and our interoperability with our allies and partners, but we're also working on our relationships. We get to see people that we don't actually work with all the time. So we have the whole squadron here from 1-1-5-3-CAV, from the National Guard from Florida, they're also working with the Macedonian Army. That's a once in a lifetime chance. Any time you're able to do joint training with foreign armies in other places, that's always a great experience not only for our soldiers, but for their soldiers. And it just strengthens that partnership between our countries and our nations for future operations. See, each step of these exercises come together, the communications, the soldiers on the ground, the armor, even the aircraft overhead. You don't realize how complicated it is to put all of that together and then to execute it so flawlessly. With our allies from United States of America, Bulgaria and Greece, we executed the exercise Decisive Strike 21 during the past two weeks. And today, we are at the finish of a marathon here in Camp Strel. Let me, as director of the exercise, to say clearly that Decisive Strike Exercise 21 under the Defender Europe 21 Exercise umbrella has achieved its goal. We have strengthened the combat readiness of the participating units in the exercise and increased interoperability between our armies.