Well, we have finally arrived at the central issue of Jungian Dream Interpretation. I know from the emails I have received from listeners that many of your questions revolve around how to interpret their dreams or what a particular dream means. This area is quite complicated, but with the ideas you have from the first six episodes you should be able to make some headway through this fascinating area of dreams. I like to say to my analytical patients that you need to interpret at least 30 or so of your own dreams before you feel confident in the process. Like everything else in life, there is a learning curve, so just stick with it. If you run into difficulties, just email me and I may be able to point you in the right direction. At this stage, focus on your own dream interpretation and leave the dreams of friends aside until you feel competent in this process. There are a few things I need you to bear in mind as we work through this area together. The first is that the dreamer owns the dream. This means that whatever the interpretation is, unless the dreamer feels that the interpretation is accurate, the interpretation is wrong. The second issue is that dreams are vibrant, vital aspects of the psyche, so need to be treated with great care and respect. Never ever overinterpret a dream. Always work through the dream to the point that there is still some life and juice left in it. Trashing a dream to death is a common mistake we all make when we start. I like having dreams that occasionally I cannot understand. They usually make sense later on in the week or month. The third issue that we need to be aware of is not to take the message that the dream offers as literal. I can recall that so often people will face a big decision in their lives and say that they will wait until a dream comes up and tells them what to do. Dreams don't tell you what to do. They give you a comment on the conscious attitude you hold. At the end of the day it is the relationship between your dream material and the ego that really counts. So these three points again are 1. The interpretation has to fit the dreamer. 2. Don't thrash the dream and 3. The dream offers a comment not a prescription. Our work on dream interpretation will cover at least three podcasts. More likely more as we have a great deal of material to cover. In today's episode we need to deal with the issue of sleep and why we should interpret dreams at all. We spend about a third of our life asleep. Yet it is an area of our existence we know very little about. It is during sleep that we dream. So let's focus on certain of the core essentials to this wonderful encounter with Morpheus, who is the god of dreams in Greek mythology and the son of the god of sleep, Hypnos. Not of course to be confused with Morpheus in the movie Matrix. Although if you think about that role that Morpheus had in the movie his name is highly appropriate. Just as an aside if anyone is interested in the movie Matrix let me know via email as I would be very interested in discussing this issue from a Jungian perspective. So back to the topic of sleep. There are two physiological states of sleep that we all go through each night. These are non-rem or non-rapid eye movement and rem or rapid eye movement. So the term rem is an acronym for the phrase rapid eye movement because when we are in rem our eyes move rapidly while we are asleep. If ever you have watched someone having an intense dream you can often notice that their eyes are flickering back and forth under their eyelids. So non-rem or n-r-e-m is a physiological state of sleep in which there is no rem or no rapid eye movement. Non-rem is the start of our sleep cycle and the phase of non-rem usually lasts for the first 90 minutes of sleep. What is very important to know about the state of sleep is that our overall physiological functions are reduced. This means that our heart rate, our respiration and blood pressure are reduced. This is also the time when we can have small episodic muscle movements such as small twitches in the body. Deeper stage non-rem that is stages 3 and 4 have a so reduced in responses that if we are awoken during these stages we often appear quite disoriented and may take quite a while to come to full consciousness. If we are awakened by night terrors, a specific kind of dream activity and sleep disturbance we take quite a while to come back to focus. We may not be quite sure if we are awake or not and often the scary parts of the dream still seem to be very real. You have all experienced a night terror at some stage and it is quite different to a nightmare. When we awake from a nightmare we know we are in our beds and it was just a bad dream but in a night terror that takes quite a while to clear. We need non-rem to allow the body to do its repair functions. Rem phase sleep on the other hand is quite different to non-rem. In REM another set of physiological behaviours occur that mark it as quite different from non-rem. Our heart rate, respiration rate and blood pressure are all elevated, in fact in some people these functions are higher than if they were awake. Another peculiar behaviour occurs in REM that is our thermoregulation is altered. Thermoregulation refers to the body's automatic capacity to raise or lower its core temperature based on the environmental temperature. We all know that if we go outside in winter without enough warm clothing that we start to shiver. If it is the height of summer we often start to sweat. In REM something different occurs and that is we start to use a thermoregulation function called poikilothermic regulation, P-O-I-K-I-L-O-T-H-E-R-M-I-C regulation which means that our body temperature varies with the environmental temperature. As the bedroom gets cooler so does the body and vice versa. So we stop shivering or sweating. Do you remember those nights where you suddenly woke up from an intense dream and you were freezing cold and started shivering or you were so hot that you started sweating? Well part of that is because you were in REM and the body was engaged in poikilothermic temperature regulation. A very important behaviour occurs in REM and that is our skeletal muscles are paralyzed. This means that the muscles we use to walk or to lift things like the muscles in the legs or the arms no longer function. Why is that do you think? The simple answer is that during REM sleep we are often moving in our dreams say running from a pack of wolves or trying to catch someone. If our skeletal muscles were still active we would thrash about in bed and injure ourselves or our partners. We also know that when we are very young we spend about half of our sleeping life in REM in other words active dreaming. As we get older this amount of REM diminishes so by the time we get to adulthood we spend about 25 percent of our sleep in REM. This proportion also diminishes as we get into our senior years. Now there is a definite cycle between non-REM and REM during our sleep. We start with non-REM. In stage one of non-REM we are in a transitional state and are easily awoken. In stage two we feel a greater sense of relaxation and are in light sleep. In stages three and four we're in deep sleep and this is the time that the body engages in restorative functions. Now we can also dream in non-REM but these dreams are far less powerful than their REM cousins. The first REM phase follows non-REM stage four. So we have to go through non-REM to finally get to the good stuff in REM. The cycle of sleep goes from non-REM one to two to three to four and sometimes back up to non-REM three then two then into REM. The critical issue is that if you are in REM and are awoken you have to get back to REM by going through non-REM phases first which means that if we are awoken in a dream or we are awoken because of a nightmare when we go back to sleep we don't actually go straight back into the dream we have to go through some non-REM phases first. We also know that if you prevent someone from having adequate REM sleep two very important consequences result. The first is that the person progressively becomes more and more agitated and less capable so their cognitive capacities are reduced. They will have impairment in their fine motor skills first so that they find it hard to do something like put a key into a lock or to write something down then their gross motor skills are impaired so that they act as though they are very clumsy or even look drunk. But the second issue is far more dangerous and that is if you deprive someone of REM phase sleep long enough often two or three days they begin to have disturbances in their reality testing and executive functioning. In severe situations you will note that a REM deprived person may actually have brief breakdowns in their reality testing so that they may begin to even hallucinate. This is why a classic form of punishment or torture that all nations have practiced since early times is simply to keep the prisoner awake. In other words to severely REM deprive the prisoner. Those of you that have worked very long shifts will know that REM deprivation feels really really unpleasant. You feel as though you're walking in molasses you can't make sense of basic issues you forget things but most of all you feel like you're prepared to sleep at any cost.


Hey Psych2Goers, have you been missing some company lately or do you feel isolated and left out? Despite being surrounded by people you care about, do you still feel lonely and empty? Loneliness is not always obvious and sometimes it may feel like a weakness. You may try to make yourself believe you don't really need anybody, especially if you've been alone for a long time. But we all need at least some kind of warmth from the ones around us. If you noticed you've been feeling down lately, check out these six signs to see if you are secretly lonely. Number one, you're often bored. Do you often feel bored with nothing to do and no one to hang out with? Humans are social beings. Our brains are wired for social connection. We need people to talk to you, have fun and spend quality time with. People who give us emotional support and connection and make our days more fun. But if you don't have many friends or if you're not close with the ones you have, you may start feeling bored.  In this case, the boredom you feel could actually mean you're feeling lonely. Number two, you are jealous of others having fun. How do you feel when you see a group of friends hanging out outside or when you see all those pictures on social media of people having fun?  If yes, you should know that's totally fine. If you're feeling lonely and left out, it's normal that you wish you could spend time with others rather than being alone. And even if they don't talk about it, many others feel the same way. Number three, you're taking long showers or baths. This may sound kind of weird because who doesn't have a nice warm shower or bubble bath after a long day. But if a nice stream of hot water brings you comfort that you can't find outside, it could be a sign of loneliness. A study published in 2012 in the journal Emotion found that the lonelier a person is, the more showers and baths they take, the hotter the water and the longer they stay under the water. Researchers believe that the physical warmth that you feel from hot water may actually be a substitute for social warmth that you're lacking. But this finding can be used to your advantage. When there are no friends around, maybe you can feel a bit better with a nice cup of hot chocolate. Number four, you have no one to turn to. Imagine this, you had a long, bad day.  You're feeling overwhelmed and want to get it off your chest. You take out your phone to call or text someone. Who do you call? If you're having trouble answering, on top of feeling stressed, you might be lonely too. Loneliness is not just about not having any friends, it's about not having a close friend. You can talk about work or school with your colleagues or chit chat about the weather with your neighbor, but it's also important to have someone to turn to who can help you when you're feeling down. Not having someone like that in your life can make you feel lonely. Number five, over sharing when someone's willing to listen. Another sign of loneliness could be over sharing. Do you talk quickly when you're having a conversation? Do you talk in great detail sharing lots of personal stuff that you might feel bad afterwards for saying? The reason is simple. If you're lonely, you probably don't talk much or at all. You're left with all your thoughts and ideas and emotions, but there's no one to listen. So when you finally find someone to have a conversation with, you have so much to say, so much to make up for that it just comes out at once. Number six, you keep buying and hoarding stuff. When we're little, we find comfort in our blankies and teddy bears. They give us a sense of security, but as we grow older, we learn to turn to people rather than stuffed animals. That is, if we don't feel lonely. If you are lonely, you may find yourself compulsively buying or hoarding items you don't really need, such as clothes, ornaments and jewelry that can become a substitute for the company you're lacking. You feel like you don't have people to make you happy, so use the happiness in material things and become emotionally attached to those items. According to a recent 2020 study, loneliness, hoarding and object attachment are all associated with one another. Being attached to material objects might actually be an attempt to compensate for the loneliness you feel. If you're feeling lonely, know that there are some small steps you can take to try and help feel less lonely. The first is talking to someone and sharing your feelings. This can be a mental health professional if you don't feel like opening up to someone else in your life. You could also try engaging with others, maybe by volunteering, joining a sports club or enrolling in language or art classes. Lastly, take care of your body. Since the body and mind are connected, drink enough water, get some sunlight and exercise as much as you can. Can you relate to any of these points? If so, let us know in the comments and share this video with others who you think it might help. The studies and references used are in the description below. Until next time friends and thanks for watching. We'll see you next time.


Welcome to Toffy TV. It is the Everton News Daily. Carlo Anciolotti will give his pre-match Derby press conference tomorrow, where he will update on the fitness of Brazilian midfield player Alain and Everton striker Dominic Calvert-Lew. Both missed Everton's 3-1 home defeat by Manchester City last night and Anciolotti is hoping to have them both back available for the trip to Amfield at the weekend. One player who is definitely out of the derby is Everton defender Jeri Mina, who limped off after 18 minutes last night during the defeat. Anciolotti wasn't too down about the game last night. He thought Everton competed well for an hour, but once you went through one behind it became more difficult. I guess that was it. Losing to a better team, there's not really much you can say about that, but I thought Everton in the main stuck to what the game plan was, which was to try to make it difficult for City, which we did. It was just, we were very disappointed from an offensive point of view. We just didn't really ask any questions of them, certainly after it went through one and that'll be something they'll be hoping to work on ahead of the derby. Obviously Dominic Alvaluwn coming back into the side means Everton will have a more potent threat alongside the Charleston for that one. And given Liverpool's defensive problems at the moment, then it could be a key area for us. So fingers crossed that Dom is fit for the weekend. Farad Mishiri is today spoken about Marcel Brander's situation at the club. Everton's director of football is rumoured to be very close to agreeing a new deal with the club. His current deal runs out in the summer and Mishiri said, as a director of football, the most important thing is experience honesty and bringing stability to long term recruitment. He brings those attributes. He said football clubs are only as good as the recruitment and the players they bring in. He's close to the manager and all together we're happy and he is happy. This is just the beginning of a long term project with the club. So it sounds like there's going to be an announcement from very shortly on Brander's contract extension with Everton, which will please a lot of people. Beshiectus apparently won a sign shangtoxing on a permanent deal. The Everton striker currently unknown till the end of the season scored a couple of goals in his return to Beshiectus there. Apparently going to do everything in their power to make that deal permanent in the summer. And that's probably in the best interest of both the player and Everton football club. Looks to be happy back in Turkey scoring goals and Everton will be happy to get him off the wage bill as well and get some money in for him. And finally for Britio Romano has said that Everton are looking for between 50 and 60 million euros for Moise Keane who's also on loan. He's a PSG scot in the new camp the other night as PSG beat Barcet 4-1. Keane's been in fine form this season for Paris Saint-Germain. But from Romano also says that Carlo Ancelotti will be quite happy to welcome him back into the Everton squad for next season. So going to be interested in what happens with Keane because obviously if Paris come in with a bid of 50 or 60 million euros then that would obviously give Everton some spend and power in the summer as well for a player who didn't really hit the ground run on last season. But has obviously done really well by playing regular games for Paris Saint-Germain this season. So be interested to see what decision Everton make on the young Italian striker in the summer. That is it. Make sure you give the video a thumbs up. Subscribe if you haven't and if you want more videos. Join us over on Patreon. See you later.


Well, you know brandy and denier are other two captains this year, and I think that was a great choice by our team They're positive leaders. They're positive role models. They work really hard So everything that you want in a leader, you know, you can trust to get out of them I think Olivia is doing a really good job with the younger players She's got a lot of young post players around her that she's able to lead So she's done a great job in practice as well You know, she's really focused on fitness in the offseason, which is really carried over to her Defensively those last two scrimmages. She looks really good on the defensive end And it's really come out of her comfort zone to be that kind of player and so we do expect a lot of things from her as well You know brandy is in a new role too where she's not the backup anymore. She's got to step up She's got to do some things You know that we need her to do and and just try to play within herself to be able to do that So I know she wants what's best for the team and I know she's gonna keep working hard to be able to do that You know, we have Layla returning and got a lot got some more minutes last year and again when you have that kind of experience and that junior leadership That comes naturally would just you know be in here after a couple seasons You know, we expect some things from her Alexa has worked really hard in the offseason You know, she could always shoot the ball and she has really worked hard to get herself into shape And you know, we just need her to play defense and and and shoot and I think we'll be in pretty good shape So the point of emphasis has just been we really got to focus on the defense and forcing turnovers and be able to score off of that You know when you bring in this many freshman They come from all different backgrounds and might not have the same experience that we want and the style that we want to play So we really focus these first couple weeks on the defensive end Which is a little obvious in our last couple scrimmages where we haven't put very many points on the board So we've got to try to find a balance a little bit more and try to catch them up to speed I think we've learned a couple things in in the scrimmages about what you know Who can help us right now and and and putting a little bit more pressure on this returning junior class to be able to pick up The scoring we know we're gonna get from Hannah We know we're gonna get from Savannah this junior class is now in a new role of having to step up and score some points


If you don't know the Word, if you're not in the Word, if you're not conforming your mind to the Word, you will fall for deception more easily. Those who don't know the Word are easy prey for the enemy. Start believing lies about themselves, about God, about anything that becomes a problem that's recurring, and until they come to know the truth, they will not be free. Jesus said, then you will know the truth, and the truth shall set you free. You fight that deception by aligning yourself with the Word.


Everybody forced here rip in 2022 certified football hobby 4 bucks number 14 random team style Check out the results right here, and as always you can find them on the website, and I dropped your Lincoln chat as well Let's do it mom certified shield. Let's see Got a Broncos Jerry Judy numbered 56 of 199 Well, then that is a thick card. I just call I just call something. I just call something Go graffiti breeze hall. I don't know what this could be is a Mac Jones one of ten on the really sick Patriots patch. Actually, that's a flying Elvis right there piece of the game Patriots Mac Jones One of ten that thing is ridiculously Might fit a topler in 240 or yeah Travon Walker rookie auto Jaguar is 45 of 149 a Certified stars Titans Derek Henry Number 97 to 149 Thanks for joining Shane appreciate it man. When do you get to go home? Got a Hutchinson graffiti the Jake Plummer Red heck. Yeah, dude Cooper Cup certified stars Got a Jeremy Rucker to rookie numbered 58 of 99 Board of Jets Drake Jackson Niners rookie to 60 of 399 Jets breeze hall rookie Jersey to 99 Brontail more dark horses Cardinals 55 of 199 Kirk Cousins 117 of 149 or 137 149 Vikings Vikings looking good man Trey McBride the freshman fabric RPA 278 of 349 Cardinals Gold team Jonathan Taylor And a key on to Ingram Cardinals rookie number 135 of 275 CD player my car doesn't have a CD player actually way to might Trying to think about what my car looks like on the inside. I only get in it every single day. I think it does My car does have a CD player. I don't know why Who'd ever use that that that relic Gold cup gold team Cooper Cup Well, I watch it DVD in my car.  Um The Kyrie Williams number 29 of 275 rookie for the ramps Tweety bird. I was gonna say that one cat guy. Oh Sylvester or whatever. Yeah, James Williams freshman fabric mirrors signatures bronze for the Lions Let's rule out Tweety bird Wiley Coyote is a big buffoon. I could take him Derek Carr Raiders numbered 19 of 99 God James Williams graffiti number 76 out of 199 the great is a grandma. I'll do me to grandma the grandma count What are y'all doing in Twitch chat y'all are just wild out Just off the rails outrageous preposterous behavior. I would ban you, but I'm breaking she played with Jordan Also, yeah, you could not you could not take her. Yeah 33 of 50 on the mirror signatures Curtis Samuel commanders The grandmas armed probably Danny Gray 49ers on the rookie Jersey 253 of 299 Daffy duck.  He would end you got Malik. Well, it's graffiti. Don't Titans Elmer fuds incompetent. I could I could take him James Robinson 314 to 349 Jags Connor Hayward rookie 98 of 199 for the Steelers Boo Josh Allen boo Come on Packers beat this team Bills aren't even good, dude Those of every one a Super Bowl man rookie Jersey Panthers Matt Corral 149 of 149 Yeah, Elmer fight does have a gun though a blunder bus Foghorn and leghorn no conditioning you wouldn't last a one three minute round. That's true, too. I'll say I'll say That's what he says what Josh Allen 84 349 bills, there he is Matt Ryan Gold team It was a good impression Bill's Super Bowl Bill's a Super Bowl same sense to me and lose four straight Gabriel Davis her best player because he went to UCF so he probably went Super Bowl MVP I'm gonna Ross St. Brown Lions 23 of 275 He came a quote new rookie 76 of 199 Panthers Zeke numbered 39 of 199 Cowboys Matt Stafford Gold team Rams 43 of 149.  That's nasty It's the shin in Washington. Get back that one. That's big Jeff George on the Falcons mirror signatures seven out of 20 like outside of Bill's chiefs Eagles Vikings name a good football team This guy's a comedian rookie Jersey Panthers Matt Corral 397 or 399 Name of Jeff George Davis Mills dark horses I don't think I can name a good football team outside of this four. I think the Panthers can be I just Jimmy I've seen this Jimmy Garoppolo movie like five times now The line are such a good team and then they just can't get it done at the very end because Of the quarterback. I I personally well, I just I'm not a believer I've seen them lose too much to like think that they can do it Rookie auto Tyler Bady Ravens eight of 149. Yeah, like I said, man, the Niners are good, but Hey, if y'all want to believe in them go ahead Rookie patch John met you the third 15 out of 99 Texans. I don't know if the Eagles are for real. I don't know I breeze haul Jets graffitti My argument with the Eagles the entire time has been like Which other team in the NFC is gonna beat them? That's not my whole thing Yeah, the Niners could yeah, the Cowboys probably could it went to completely healthy like You can't say for sure though, you know, I mean the 7-0 team They're pretty good McCreary 139 of 149 Titans rookie and again, we got a long ways to go So it'll change man as it stands is what I'm saying 264 275 Jags rookie Devin Lloyd I literally just said the Eagles are good Bastard kicker there bills baths Looks like yeah DK 267 of 399 got a dutchinson graffiti Wilson as a Hall of Famer with a ring though Talking about danger us They talking about the Broncos country, let's ride rookie Jersey 79 of 149 Terry Davis price for the Niners Dude, don't you know he's in every man You guys don't do high knees on every flight you take Got Jerome Ford rookie 2 of 325 Browns, dude, I do it during takeoff and I get arrested every time For disobeying flight attendant instructions Josh Jacobs 35 out of 50 Raiders somehow I keep getting on flights though. I don't know how God McCaffrey, this is the bluest card. I think I've ever seen this is so blue Board of 75 seal of approval Panthers Christian McCaffrey the literal bluest card of all time right there Look at that thing. I know like it's terrifying Don't look at it too long guys. Yeah, I don't think the NFC is very good at all There are good teams, but like there are gonna be some awful playoff games this year Like guys guys an NFC South team is gonna host a playoff game. Can you believe that? Dude, it could be the Falcons the Falcons can host the playoff your marks Mario starting quarterback. Oh my god. Oh My god. All right, let's go through the hits here. Did I put the relics? Oh Relics first Panthers Matt Corral Niners Danny Gray Mac Rall again Terry Davis price for the Niners Brian Robinson jr. Commanders Jets Breeze Hall John Mechie the third Texans Mack Jones to 10 for the Patriots on the game here with the flying Elvis there We've got redemption alliance James C. Williams nice hit Lions Tramac Bride Cardinals on the RPA Aiden Hutchinson Lions on the RPA autos Ravens Tyler Beatty Jaguar Shavon Walker Commanders Curtis Samuel and Falcons Jeff George in this really cool piece of the game rookie patch auto Johan Dotson with the die cut there one out of ten. That is shin From Washington there you go commanders that is a sweet card. Thanks again everybody. We've got more of a book coming up


See, DevOps is a concept that is used a lot nowadays. If you look at annual reports today, and let me go one slide back, there's a lot of annual reports. If you look at that, you see that most organizations are thinking about this digital enterprise. And even in the annual reports day, they mentioned that they wanna rationalize their service portfolio, eliminate legacy, move to cloud, adopt new technologies to create this digital enterprise and enable new business models. And so now in the IT organization, you are basically challenged to deliver that promise. And this is the diagram that shows that a bit, is that the demands from the business is changing, the market is changing, the IT organization has to change, and also the way we manage IT needs to change. And a lot of organizations realize that, but there's still a lot of IT organizations that don't see the need to radically change their way of working. The organizations that do realize that, they use DevOps as an example of an approach and continuous delivery. And during this presentation, I would like to show you how DevOps and continuous delivery is basically, can be enabled by IT for IT. Now, looking at the digital transformation, there are a number of key changes that the IT landscape is going through that changes the way we need to manage IT. And one of them is of course cloud, and we talk about hybrid cloud, you have your clouds internally still, but also externally with many different SaaS paths and EOS vendors. And as a result, you have a lot of vendors to manage. So it's a multi-vendor sourcing network that you get, and you source services to multiple parties. Typically, the traditional outsourcing was like in Shell, that they source initiatives to three big vendors, and they have three big towers. And now they're thinking about changing the way we source items, smaller batches of works, our sourcing to different vendors, and cloud vendors as well. So you get more vendors to manage. Now, at the same time, you can see that yourself, that we look at new ways of delivering services using microservices. We have API economy, they talk about it now, have many different interfaces with different components. Everything needs to be service-defined, so you have infrastructure as code, and you define services as code, basically in a source code repository, and use new technologies like even blockchain, for example. So there's a lot of new technologies coming, but I think the key ones are the cloud and the multi-vendor sourcing model that impact the way we manage IT. Now, a large amount of IT organizations, and I'm currently engaged in a number of financial institutions, and they see DevOps as their primary change of the way of working to enable this digital transformation, to enable the digital journey. So they look at DevOps, continuous delivery, and agile development. And at the same time, they see the need to, for example, explore infrastructure as code. Can we make an application pattern and refer to standard infrastructure patterns and then deploy based on basically infrastructure and application as code? They use containers or serverless computing microservices. So they try to combine a lot of things at the same time, and at the same time, implement agile practices and DevOps. Now, before we go into the details of how ITVIT can help DevOps, I would like to first talk about DevOps in a little bit more detail. So we know that the business is working on a more agile way of working, so deliver faster, more secure, less risk, right? So it's the same as this diagram shows you, you would like to deliver in smaller chunks of work, release earlier, because that's what is delivered value to the business. If you have the software available or a solution and you deliver it earlier to the business, they can generate value, assuming that this software generates value. So you want to deliver earlier. The advantage of that as well is you get earlier feedback of this functionality and improve it with the new early adopters community and so on. So basically, by using this incremental approach, you deliver more value earlier and also reduce the risk because you don't have a big bang. Now, that is commonly known, of course, and people trying to implement this. Now, one of the key concept, and Gene Kim is one of those promoters of DevOps and the two of the books are shown here, the Phoenix Project, I'm not sure if you're familiar with that book, but it's really a nice story about the challenges an IT organization is going through. And DevOps is a key theme in this book. And DevOps is not the methodology, it's not about tools, it's about three key items that are shown here. So one is about really collaboration between the business and IT being development and operations together and creating cross-functional teams. So instead of having different silos, having teams that really have all the disciplines needed to deliver that value. But also it is key that Ops is included in development, so we think about the full lifecycle of a service. So we embed and instrument security, for example, during the development. We also think about operations, like automated provisioning and monitoring. So instead of just building functionality that the business need, we at the same time build functionality that you need throughout the entire lifecycle, like building resilience in an application. If it fills, then you can restore it by spinning up another component and it takes over that function. So that's one, it's a collaboration and the way we work together. The other one is also value streams and that's what IT for IT fits very well with DevOps. So within DevOps it's also about the value streams and creating value and it's about system thinking holistically. You're not focusing on individual component but make something work for the business and demonstrate end-to-end workflows and also visualize the work when something comes in like a demand before it's released in production. Can you visualize the end-to-end work stream through tools and methods to monitor that? And it's also about moving left. It's a similar as I just said about instrumentation. You want to prevent any defect resulting into production. So moving left is meaning you do everything upfront to prevent any rework later on. And it even is about investing in the right things. If you have an enhancement or a new user story, do we really need that? So it's about not doing the things that don't add value but also making sure that anything that can go wrong is resolved in the early stage. And then it's about all the continuous feedback loops. It's about continuously monitor, test, improve things and measure. In DevOps there's a lot about scientific measurements. We want to measure things and monitor things and it's similar in the lean manufacturing concept. Measure the right things and we can continuously improve. So it's a continuous improvement is a key item there. And of course you use methods like for lean manufacturing about smaller batch sizes and create a pool of work. Now, that is DevOps. But DevOps in reality doesn't tell you how to implement it. It doesn't tell you what you need to run a DevOps organization. So that's why it's interesting to look at how can IT for IT complement that. But let's first look at what DevOps needs from a information and system perspective. So although I have to stress DevOps is not about tools but I'm gonna talk about tools at this moment because one way or another, if you wanna implement a DevOps pipeline for example, you're gonna try to automate as much as possible, getting insight and data out of that. So we have solutions that people need for planning the IT work. Like having a backlog where all your user stories are stored, you have your analysis and design tools still needed. You've got your code tools where you do the code changing like an ID, development coding, having source code repository, do the code analysis. Then we have to build and continue delivery tools and artifact repository where we store those builds. Then we need to deploy it before we can test it. And we have orchestration, infrastructure provisioning, application release automation. And of course we have a bunch of different test components you need like automated testing but also security testing. We need performance and stress testing. So there's a lot of components that you need there and then we release it into production and hopefully the same topologies we have deployed for tests we can do the same to production and inform the users that something new has arrived. And of course then we're gonna monitor this environment and act upon the events. So, but there is actually more. So DevOps is typically focused on this but IT IT takes it a little bit further. It also looks at the portfolio side of things. DevOps teams typically have a product owner and they continuously try to improve their product or service. While we also have a portfolio level and say if we have 400 applications we need to support the 400 services, what application do we need to prioritize on and what can maybe we don't want to invest anymore because the value is not there. So it's managing the entire portfolio of services. But then you're not ready either, right? So this is really about automation and pipeline but you still need to understand what service do I provide? So you have a sort of service administration there. You need to communicate and collaborate with your business. You have to measure this, measure analytics and reporting like big data for IT. You need to control it. You still, security is still a significant component in the life cycle and managing the risk around this. And finally also you still need to fund it. So there's a financial management involved. So before you know it, implementing a DevOps world is very complex. If you leave it to the different teams they're gonna implement DevOps and they will. They're starting to develop their own build and continuous integration tools. They select their own test tools. So before you know it you have a very complex IT management landscape. Well a lot of capabilities are similar that the different DevOps teams need. So one of the challenges is that can we provide as IT for IT that blueprint to give guidance to all these DevOps teams? And this is an example of a landscape in Shell to manage this also the DevOps world with the continuous delivery tools, the testing tools, the automated deployment tools, the monitoring systems, the risk management and compliance, security monitoring, identity and access management and so on. And larger IT organizations they all need this type of capability. And there's not much you can eliminate. Maybe you can standardize and simplify then combine components. But it is a very complex domain. And most organizations if you ask them how does a demand come in in your IT organization and how does it flow through your entire pipeline before something is actually delivering value and can you then monitor that value? It's not uncommon that there may be more than 50 tools are needed from an initial demand registration until something is proven to provide the value. And typically there are different administrations that you use, right? So you have tools like many capturing your portfolio, service portfolio management, have a project management system, your requirements management tool or an agile tool where you manage your Kanban board, you've got your source code repository, you've got your code analysis tools, continuous integration, security and so on. And the challenge is that these tools are typically not very well integrated. So you don't have the end to end visibility we'd like to achieve. Because if we wanna do DevOps you really want to understand where is something in the progress of the whole chain when a demand comes into production or if there's a defect detected can you solve it immediately? So that visibility is not there today and we need to solve that for the DevOps world, right? And as a result, and that's not uncommon even organizations that are very advanced in DevOps they will still face this problem here. They still have a lot of different solutions they need to manage this end to end automated pipeline. So they still have different repositories. So the product owner needs to log into a system to understand what are my user stories. They log into another system to see what's happening in production. The same for the risk analyst they have their own tool for managing the risk against those services. And we have cloud automation engineers making the patterns for automated provisioning of an infrastructure pattern and other people building the application blueprints for the automation and deploying the application in automated fashion. And other people look at the consumption of the cloud they look at how much resources are consuming from Amazon or Azure and can I calculate it back and do I need to turn things off if I don't add value that kind of thing. So there's a lot of components there's a lot of data and typically that data is incompatible. There's no single source where you can find or search the data. I'm not saying that everything needs to be in one repository but what you'd like to achieve is the ability to combine data and search across all these repositories. So a lot of effort is today lost in production by people looking at data they have to go through different logs ask people where what has changed recently even in a DevOps world they still have a lot of repositories to go through. As a result there's not really transparency and the ability to continuously improve your IT function. And it's a similar concept like this is that you have a lot of repositories and within IT for IT what we try to do is create a common language of what data do you manage across the different components that we can create a kind of a data lake for IT and get valuable information out of it without knowing maybe where the data is stored as long as it can reach it. We don't need to copy all the data or federate it but that's different methods you can use or you can even think about blockchain as a technology where data is really replicated in a lot of places where you can find the data on different places and it's trustful information. Now in the past we got away with this way of working, right? We have different tools and even if you have a pipeline automated you got away with it but in a new world it is very difficult to get away with it because the number of components is increasing. We don't have large applications we have a lot of small applications we have to deal with many more APIs and interfaces we have to manage more vendors. We have more agile teams. So in the past we had a number of siloed teams and maybe a team that's around specific applications like a network team and a database team now we end up maybe a few hundred agile teams that are each building their own capabilities. And of course we have more requests because people want access to a service and then when they move to another business that we need to take their rights back again. So we have more and more releases, more changes, more incident, more security events. So there is a need now more than ever to automate and automate more and more of this whole chain. Now that's of course where the IT for IT reference architecture comes in. It provides you the capabilities to manage this IT and automate the IT for IT activities for the DevOps world but also for continuous delivery and provide you the insight because there's a common data model beneath it so that data from different systems can be combined. Just to show, highlight a bit where how DevOps can be positioned into the value streams of IT for IT. I simplified the IT for IT model here a bit. So development and DevOps is basically about the requirement to deploy, typically about continually deliver new version, new releases and get it out there quickly and also deploying that as quickly as possible. And then once it is in production we can monitor and support that. But you see there is in the IT for IT world there's much more than that. It's not about an individual application or service that you can continue to develop and deploy and operate and monitor. It's also about the portfolio side. We typically have a few hundred of those services to manage. And suddenly we need to think about what has more as a more priority and how do you manage the entire portfolio? How do we move applications to the cloud for example? Manage the financials, manage the risks and manage our licenses and our contract with the vendors. So IT for IT adds on top of DevOps basically the capabilities to really manage that whole portfolio of all those agile teams and all those different pipelines. To enable as we stated in before and this is also IT for IT but also DevOps get the continuous feedback loops and also focus on the value and optimize the workflow from a demand to production or if something is detected in operations resolve this as quickly as possible. So if you look at the number of those use cases where also DevOps is implementing you see each of the value streams there are some key example use cases. For example for the strategy to portfolio it's really about there's a bigger demand coming in and we need to prioritize whether we wanna invest in this could be a new service or ability to rationalize our existing services or moving applications to the cloud and manage that could also be managing technology refresh or end of life of key services and we need to get rid of those and in the requirement to deploy we have those use cases that are focusing typically on a specific service and then continuously deliver that service so it's basically the continuous delivery part of it having the requirements back up maintained and building the epics and then continuously deliver releases based on the new requirements that are coming up. We could also fixing issues like a defect or a problem that has been identified in production and fix it in an emergency release. So it's about a continuous delivery and the request to fulfill typically is also about provisioning the application to a test and production environment but and that's typically where you see DevOps they stop they think about okay it's running now but it's IT for IT and IT managed that's much more once the application is there people need to subscribe to it so you need to have the ability for entries to request access to that service we provision the access we monitor whether they still need it and do costing and charge back for example. So people can cancel subscriptions with those kind of services there's a lot of automation involved in that part as well like the example that was given by then about onboarding a new person into your organization what do you need to do to onboard that person and what kind of request and automation you need for that to happen and then the detect to correct to basically resolve all the operational issues and ensure continuous operations so it could be as simple as an end user has a request or an issue through self help is resolved could be a security related incident that needs to be resolved or vulnerability for example or performance related issues if there's a performance issue can we out of skill the environment so that we add additional capacity or when we see that an application is not used that much we can maybe reduce the capacity allocated to it to save costs and of course more be more proactive prevent outages or prevent issues there but there is more of course in related to the costs we have use cases for managing the risk cost and compliance now if you want to implement those kind of use cases you typically need a lot of as I showed before there's a lot of building blocks you need to implement from an architecture perspective you could say what are the building blocks I need and it typically doesn't really make sense to select all those components and then try to integrate them because there is a all the components have in the market they don't have an open interface so it doesn't make sense to say okay I need my same the beam we need to be improved so I'm gonna buy a discovery tool and hope that resolves my issue it's a little bit more challenging of that but you can imagine we need to think about those building blocks where do we invest in and how do we integrate those now how do so further on in the presentation we'd like to demonstrate how do you how can you take an approach on that and what is what are the logical steps because the vendor market is very complex in IT for IT and here you see an example of the different vendors and it's not even complete right there's a lot of vendors building capabilities for this DevOps world for the continuous delivery world for the IT for IT landscape vendors on the strategy portfolio side for managing your portfolios the enterprise architecture all continuous delivery components that you need release and deployment automation monitoring and a lot of supporting components for the finance and risk and compliance and so on so it's a very complex landscape and that's why there is a need more and more that we help the customer or the organization consuming IT to create a pipeline and select the components that really integrate and create interoperability now this slide I used before in another presentation but that's actually showing what IT for IT is all about is trying to connect the different components to make an entrant chain to make entrant workflow visible and hopefully that each vendor that now has different connectors will use IT for IT SHP is showing their example making it open and integrate with different components to create an entrant value chain and this is an example of the thing even if I'm not sure if you know that from it's something for 3D printing but you can see IT for IT as that kit that we can create a sort of open interface that we can connect different components together and an example of that it would be that you have a new demand coming in it goes through service portfolio process it is coming in the backlog it's developed, it's tested, deployed and meanwhile we can track and trace the progress we know what version it is, where it is deployed what does it cost, all those things which span a lot of different processes, tools and data repositories now so first a lot of IT organizations need to realize that they need to transform and there's a significant change needed the traditional way of working will not help in this new DevOps world or this new world where we need continuous delivery so there's a first they need to realize that and the good thing is that most IT organizations are working on this path to DevOps and organizing themselves around value streams and trying to standardize the way they work because one of the things that they realize if you want to automate your end to end pipelines you need to standardize and it's on the infrastructure layer that you need to standardize but even on the way we develop services and maintain services to get that transparency and integration so that is one of the challenges of course because we're not on green field situate environment in most cases, there's a lot of legacy out there now let's look at the next slide, yeah this is a high level approach that was also documented in the IT for IT management guide I will not go in this slide in much detail but I would like to zoom in to some of those elements how you can get started with IT for IT to enable this DevOps journey and of course there is a new start typically with a vision without knowing exactly where you end because it's iterative approach it's not something that you can implement IT for IT or DevOps immediately we also need a sort of agile approach implementing IT for IT but it starts with a clear vision where your IT organization is heading and that relates to culture this relates to the strategy of the business so you organize, you create that vision and DevOps sits in that vision and being a broker could sit in that vision and move service to the cloud and be able to be transparent and be easy to work with and that kind of concept that guide the way you think an IT organization should work and then you need to think about but actually how do I then need to organize myself to be that and typically my current IT management tools potentially will not fit in that so we need to rethink about how do I organize that and where do I go to now there are a few approaches where you can take to implement this and most of them start at least is understanding the entire value chain and the value stream so that's a common method used in the DevOps world as well and continuous delivery look at your value stream so there's a demand coming in on the left and what are the activities that the system or the process goes through to actually get something in production and that's a lot of effort because when I'm working now in the financial organization it's very difficult to from one end to the other end from the start to the end to get a good understanding of what is really needed it could be even a risk approval summary in between or how do we get something released in production so getting a common understanding how things are done today and the challenge of course is that that could be different for each line of business and application so we really need to look at how is that value generated you need to look at how it's done today because typically what you will hear is that most businesses will say oh but I already know that and I'm already doing it next year we are ready for DevOps so they will always tell you I'm ready on it, I'm working on it I've almost solved it and that's what I have been saying for 10 years we almost solved it next release or next week or next month but really need to go see what's actually happening there and identify for example key work cues where is the work distributed and a work could be as simple as a user story that is managed in my agile development tool or I have a risk assessment where my risk tool is a work defined or my incident or my problems or my request could be a test task that people perform and look at how that is organized and integrated now if you do that you typically will see well there's a lot of spreadsheets in between to make things work and of course you got a lot of system to doing that and analyzing that plotting that to the IT for IT architecture you find that work is distributed in a lot of different cues so we have maybe on the portfolio side we have a portfolio backlog where the topics and epics are defined where we want to invest in then we have a product backlog we have backlogs for problems and incidents and maybe the request and deployment and risk and compliance and architecture and what IT for IT does is helping to organize all those backlogs to get understanding of all the work that the IT organization is planned and worked on and get that traceability because they're typically related to that common service that we talked about this is the service backbone because what is also done typically is that you go through this value chain and you identify impediments right that's the agile and the lean people like to identify impediments and this is an example of typical impediments that the most IT organizations face in moving to the DevOps strategy so that they analyze their workflow and this is where they come up with the typical impediments so one of them is for example we have not a clear funnel tool to manage all the funnel of demands coming in we don't have a single service portfolio with understanding of all the services we have or we miss entrant traceability from a requirement to until something is in production for example or there's a lot of rework or testing just takes too long so we want to test but the test environment is not available and it takes two weeks to get the test environment there or the actual approval of the change going in production is too bureaucratic so we are ready but you need to already two weeks up front tell you that you're going in production so you need to wait there's a lot of wait time although I see that the CNDB is not up to date and they say well as long as the CNDB is not up to date I cannot do monitoring correctly and have the impact or there is no good self-service we don't have insight in custom experience and yeah the supplier contracts they are blocking us so we have supplier contract but if I want to order a server at my outsourcer yeah the contract of the procedure says that we have this and this steps to do so it takes four weeks to get that server up and running now those are typical issues impediments, bottlenecks to implement DevOps or implement IT for IT and that is one of the challenges because what happens typically in a lean approach they just want to fix these and for example how do they fix things they say oh we have to see CNDB is not up to date let's fix it we select a good discovery tool and that will populate my CNDB it will not fix the problem because the problem is not that the CNDB is not up to date it's more about how does it really integrate with if you have a new release on the orders infrastructure how do we know which belongs to what discovery will not solve that it adds new data but it doesn't tell you who ordered this and why and where does it belong to for example so we typically don't fix the real problem by fixing individual impediments we only fix the real problem if we're going to look at it from an end-to-end perspective and then say okay what is the first step that we need to do probably seem to be changes not the first thing we need to do get an understanding of what the end-to-end pipeline looks like and how do we want to improve that so we need to think first from a system perspective so and that's basically DevOps as well or looking at from an end-to-end perspective and then focus okay what do we need to do to improve this and one of the key things we would like to achieve at least in the DevOps and continuous delivery space we want to automate as much as possible across the entire pipeline so that we can have a repetitive and it's traceable and it doesn't mean that every task needs to be automated as long as we can trace it back into the entire chain and this is what I explained a bit earlier as well so the challenge is that there are already so many initiatives that your IT organization is taking if you ask an organization and they move to DevOps they have all these projects currently up and running so they have the continuous delivery project they have a scrim and agile delivery project they have maybe the seem to be oh yeah application performance monitoring they want that as well of course because then you have an understanding how well my application is performing in production so they want all these capabilities and security wants cyber defense monitoring so before you know it you have all these separate initiative and project running and that is typically already running in your IT organization today without any glue in between so and there's some identity access management of course knowledge base you can imagine a lot of things are under the implementation today to improve your IT function now so the question is then how do you really start because if you want to implement all those capabilities at the same time that doesn't really help that much it will not result into end-to-end value creation in a lot of ways so one of the things you could do is implement a value stream so there's one approach and typically a lot of organization they start with for example requirement to deploy that's the first value stream they start with because they have a continuous delivery project continuous integration, continuous delivery and they select the amount of more applications and work on the backlog there getting the coding, development, testing and deployment that this could be a method and once you have that you can onboard other applications and other customer that I've been working for is more focused on the request to fulfill they say we want to automate all those recurring requests like people wanting access to an application or order new infrastructure services or modify the capacity allocated to it or cancel subscriptions so that's one approach or of course detect to correct and focus on monitoring and get the automated incident creation and also maybe resolving automatically so the whole pipeline of detecting to resolve the challenge is that it is typically a lot of effort because you all want to take this monitoring for a lot of applications at the same time so an alternative approach could be that you do a more select a early mover application or service as a team and try to really implement it across the entire value chain so we implement partially for that team the backlog on the portfolio side manage the high level epics there we implement for example the request to deploy and so on so you have the entire chain end to end fulfilled for one team and that doesn't solve all the issues because you cannot automate everything at the same time but it gets you a learning curve and a demonstration of how the new IT organization need to work and you also need to understand that you have different pipelines so for example I'll call it an application but the term application slash service should be used better we have services that are developed like an application services but you also have infrastructure services being developed if you develop a new cloud service that is also going through the same pipeline but then there's more infrastructure related components and services but the challenge is that you end up with different pipelines depending on the type of technology but hopefully a lot of common components are used so for example what you could do is start with the .NET application or Java and take that application from an end to end perspective and implement that pipeline with standardized components as much as possible so on the left side we make sure that for that specific Java applications the epochs are stored, the services are identified, the owner is identified, we maintain the source code do the continuous delivery make sure that people can access request for accessing that service and we make sure that monitoring is enabled so that's what organizations are trying to do to create a small application end to end and that way you can learn how things need to be managed for example things like when do we use a risk sign off in the stage or if we run into issues of getting infrastructure faster provisioned maybe we can fix that temporarily but at least get the flow end to end working this demonstrates then the new way of working in a DevOps environment and based on that there is learning so typically creating an end to end flow hopefully you can do that in three to six months for a number of applications as long as they are simple stack application like .NET on the Azure cloud or in Java application on Amazon have a sort of standard patterns there where you can deploy with automated provisioning that you do monitoring from those components but a very lightweight limited for a number of applications and then based on that you learn how to apply IT for IT you learn where opportunities to automate and identify issues for improvement and not focusing only on the tools but also on the way of working with the different teams and this is about the way of working because DevOps is not that simple that you say we just have a DevOps team that does everything in reality you have for example service DevOps teams that develop services like a specific CRM application for example they have a DevOps teams that they develop that service or maintain that but we also have a sort of brokering DevOps teams that maintains the standard infrastructure components and we don't want every team to manage to define that we just have one team developing standard patterns infrastructure patterns and every application team can reuse those patterns while they can focus on building their topology or blueprints for the application reusing standard blueprints for example for serverless computing or standard load balancing web servers and the database and having those predefined with security metrics in it because that's where you have the teams below defining those standard deployment patterns from an infrastructure perspective so this is a challenge to organize around standard patterns on the bottom and then have the different teams working on that and reuse what is defined below and this way you make sure that the development teams can focus their value delivering business value for the applications and they don't need to understand how infrastructure needs provisions we give them infrastructure code templates they can use that of course they need to understand a little bit about infrastructure layer but typically we don't want them to reinvent the wheel how security needs to be organized in Azure or how to provision a whole stack with load balancers down to the database for example and then there is also a governance involved in your organization if you want to implement DevOps or implement IT for IT then you could say okay who will be owning these automation capabilities in the IT organization so typically you can think about like a safe skilled agile framework on the portfolio there is somebody responsible for the IT for IT portfolio for all your automation tools that you have in your enterprise there are different value stream owners that focus on improving the tooling and the processes and the way of working within the value streams like somebody responsible requirements to deploy developing the practice route continuous delivery there and of course the different teams working on the solutions like the deployment tools and the monitoring tools so to wrap up is the story was about the business is changing and IT is changing and also the role of IT has changed and most IT organizations now realize they need to transform in a sort of cloud brokering of defender sourcing models and they will apply new methods like DevOps will probably a key method or principle that they will use and to implement DevOps for example or continuous delivery there will be more dependent on having to automate the IT capabilities and use IT for IT as that foundation basically for implementing DevOps so coming back to the Phoenix project that was the book of Gene Kim and you know there's a lot of challenges and issues identified there and it would have been nice if the Phoenix project had that IT for IT reference architecture because that would have solved a lot of their problems that they were facing so now getting your IT organization ready for the digital enterprise 3.0 that is probably what you face in your IT organization as well and yeah I see that something is broken because you really need IT for IT reference architecture to get your IT organization ready for the digital enterprise and I'm not sure if you've seen this kind of slide before when something is wrong with your machine they have a number of options that you can go through one of course you could say I got my troubleshoot and started to fix it myself like a lot of organizations are doing today they're going through the journey of DevOps and try to fix it themselves or even there's an option to turn off your IT organization completely or there's one other option is basically continue and using IT for IT to get started with this new digital realization and digital enterprise, thank you


Futures for the NFL MVP of this upcoming season are heating up in the Fandall Sports Book. Jalen Hurts has been the early runaway favorite for MVP. Nearly 20% of all bets coming in have been on Hurts. Following him, roughly 10% each have been on Fields, Brough, and Mahomes, and then about 7% of all bets have been on the Marj Akson. Are you surprised to see this much action on these five specifically Hurts? Or who do you think is going to win MVP this year?


Live from Austin, Texas, it's theCUBE. Covering South by Southwest 2017. Brought to you by Intel. Now, here's John Furrier. South by Southwest, Austin, Texas, the Silicon Angle. theCUBE, our broadcast, we go out and extract the single-play noise. I'm John Furrier, I'm here with Naveen Rao, the Vice President General Manager of the Artificial Intelligence Solutions Group at Intel. Welcome to theCUBE. Thank you, yeah. So we're here, big crowd here at Intel, Intel AI Lounge. Okay, so that's your wheelhouse. You're the General Manager of AI Solutions. That's right. What is AI? Well, AI has been redefined through time, a few times. Today, I mean, generally applied machine learning. Basically ways to find useful structure and data to do something with. It's a tool, really, more than anything else. So, obviously, AI is a mental model. People can understand kind of what's going on with software. Machine learning and IoT gets kind of in the industry and those are hot areas as one, but it really is points to a future world where you're seeing software tackling new problems at scale, so cloud computing, what you guys are doing with the chips and software is now creating a scale dynamic. Similar to what Moore's Law has done for devices, you're starting to see software impact society. So what are some of those game-changing impacts that you see and that you're looking at at Intel? Well, I mean, there are many different sort of thought labors that many of us would characterize as drudgery, right? I mean, for instance, if I'm an insurance company and I want to assess the risk of 10 million pages of text, I can't do that very easily, right? I have to have a team of analysts run through the right summaries. These are kind of problems you can start to attack. So the way I always do it, look at it, is what a bulldozer was to physical labor, AI is to data, right? We can, this is the thought labor. We can really get through much more of it and use more data to make our decisions better. So what are the big game-changing things that are going on that people can relate to? Obviously, autonomous vehicles is one that we can all look at and say, wow, that's mind-blowing. Smart cities is one that you say, oh my God, I'm a resident of a community. Do they have to re-change the roads? Who writes the software? Is there a budget for that? Autonomous, sorry, smart home. You see Alexa with the Amazon. You see Google with their home product. Voice bots, voice interfaces. So the user interface is certainly changing. How is that impacting some of the things that you guys are working on? Well, in terms of the user interface changing, I think that has an entire dynamic on how people use tools, right? These are something is, the more people use it, the more pervasive it becomes. And we start discovering these emergent dynamics, like an iPod, for instance. Yeah, storing music in a digital form in a small device was around before the iPod. But when it made it easy to use, that sort of gave RICE the smartphone, right? So I think we're going to start seeing some really interesting dynamics like that. One of the things that I liked about this past week in San Francisco, Google had their big event, their cloud event, and they talked a lot about them. By the way, Intel was on stage with the New Zeon processor up to 72 cores. Amazing compute capabilities. But cloud computing does bring that scale together. But you start thinking about data science has moved into using data. And now you have a tsunami of data, whether it's taking an analog view of the world and having now multiple data sets available. So the evolution, you can connect to, okay, a lot of data, now you have a lot of data plus a lot of data sets, and you have almost unlimited compute capability. That starts to draw in some of the picture a little bit. It does, but actually there's one thing missing from what you just described, is that our ability to scale data storage and data collection has outpaced our ability to compute on it. So computing on it typically is some sort of a quadratic function, something faster than linear growth on the amount of data. And our compute has really not caught up with that. And a lot of that has been more about focus. Computers are really built to automate streams of tasks. And the sort of idea of going highly parallel and distributed is something somewhat new. I mean, it's been around a lot in the academic circles with the real use case of drive at home and build technologies around it, is relatively new. And so we're right now in the midst of transforming computer architecture and it's something that becomes a data inference machine, right? Not just a way to compute, sorry to automate compute tasks, but to actually do data inference and find useful inferences in data. And so machine learning is the hottest trend right now that kind of powers AI, but also there's some talk in the thought leader circles around learning machines, data learning from, you know, engage data or however you want to call it, also brings out another question. How do you see that evolving? Because do we need to have algorithms to police the algorithms? Who teaches the algorithms? I mean, so you bring in this human aspect to it. Right, so how does a machine become a learning machine? Who teaches the machine? Is it, I mean, it's crazy. Let me answer that a little bit with a question. Do you have kids? Yes, four. Does anyone police you on raising your kids? Kind of a little bit, but not much. Not much. They complain a lot. So I would argue that it's not so dissimilar, right? I mean, as a parent, your job is really to expose them to the right kind of biases or not biased data as much as possible, right? Like experiences are exactly that. I think this idea of shepherding data is extremely important. And you know, we've seen it in solutions that Google has brought out. There are these little unexpected biases and a lot of those come from just what we have in the data. And AI is no different than a regular intelligence in that way, right? It's presented with certain data, it learns from that data, and its biases are formed that way. There's nothing inherent about the algorithm itself that causes that bias other than the data itself. So are you saying, Naveen, that exposing more data is actually probably a good thing? It is, I mean, you know, exposing different kinds of data, diverse data, right? I mean, give me an example from the biological world, right? Children who have never seen people of different races tend to be more, it's something new and unique and they tease it out. It's like, oh, that's something different. Whereas children who are raised with people of many diverse space types or whatever are perfectly okay seeing new diverse space types. So it's the same kind of thing in an AI, right? It's going to hone in on the trends that are common and things that are outliers are going to call as such. So having good balance data sets, the way we collect that data, the way we sift through it and actually present it to an AI is extremely important. So one of the most exciting things that I like, obviously autonomous vehicles, I geek out on because, not that I'm a car head, gear head or a car buff, but it just, you look at what it encapsulates technically. 5G overlay, you have essentially sensors all over the car, you have software powering it, you now have augmented reality, mixed reality kind of coming into it and you have an interface to consumers and their real world in a car. So in some states, a moving data center, some say it's also a human interface to the world as they move around in transportation. So it kind of brings out the AI question and I want to ask you specifically, Intel talks about this a lot and they're super demos. What actually is Intel doing with the compute and how are you guys and what are you guys doing to make that accelerate faster and create a good safe environment? Is it just more chips? Is it software? Can you explain, take a minute to explain what Intel's doing specifically? Intel is uniquely positioned in this space because it's a great example of a full end-to-end problem. We have in-car compute, we have software, we have interfaces, we have actuators. That's maybe not Intel's suit. Then we have connectivity and then we have cloud. Intel is every one of those things, right? And so we are extremely well positioned to drive this field forward. Now, you ask what are we doing? He says that hardware is a software? Yes, it's all of it. This is a big focus area for Intel now. I mean, we see autonomous vehicles being one of the major ways that people interact with the world, like locality between cars and interaction through social networks and these kinds of things. So this is a big focus area. We are working on the in-car compute actively. We're going to lead that. 5G is a huge focus for Intel, as you might have seen in other mobile world, Congress, other places. And then the data center, right? And so we own the data center today and we're going to continue to do that with new technologies that actually enable these solutions, not just from the pure hardware or primitive perspective, but from the hardware, software, hardware interaction and full stack. Is that so? And so most people think of Intel as a chip company and obviously you guys abstract away complexities and put it into silicon, obviously you get that. And at Google next this week, one thing I was really impressed by was the TensorFlow machine learning algorithms in open source, you guys are optimizing the Xeon processor to offload, I know offload, but kind of take on, is this kind of the paradigm that Intel looks at that you guys will optimize the highest performance in the chip where possible and then to let the software be more functional? Is that a guiding principle? Is that a one off? So I would say that Intel is not just a chip company. We make chips that we're a platform solutions company. So we sell primitives at various levels. And so in certain cases, yes, we do optimize software that's out there because that drives adoption of our solutions, right? Of course, but in new areas like the car, for instance, we are driving the whole stack. It's not just the chip, it's the entire package end to end. And so with TensorFlow, definitely. I mean, Google is a very strong partner of ours and we continue to team up on activities like this. We're here with Dr. Naveen Rao with the Vice President and General Manager of Intel's AI Solutions, breaking it down for us. This end to end thing is really interesting to me. So I want to just double click on that a little bit. It requires a community to do that, right? So it's not just Intel, right? So Intel's always had a great rising tide floats all boats kind of concept over the life of their company. But like now, more than ever, it's an API world. You want to see integration points between companies. This becomes an interesting part. So how are you, can you talk up to that point about how you guys are enabling partners to work with it? And if people want to work with Intel, how do they work it from a developer to whoever? How do you guys view this community aspect? I mean, sure you'd agree with that, right? Yeah, absolutely. I mean, working with Intel can take on many different forms. I mean, we're very active in the open source community. I mean, the Intel Nirvana AI Solutions are completely open source. So we're very happy to enable people in the open source, help them develop their solutions on our hardware. But also, you know, the open source is there to form that community and actually give us feedback on what to build. The next piece is like kind of one click down if you're actually trying to build an intense solution like you're saying, you got a camera. We're not building cameras, but you know, these interfaces are pretty well defined. In general, what we'll do is, well, we like to select some partners that we think are high value add. And we work with them very closely and we build stuff that our customers can rely on, right? Intel stands for quality, really. And so, you know, we're not going to put Intel branding on something unless it sort of conforms to some really high standards. And so that's, I think, a big power here. Now, it doesn't mean we're not going to enable people that aren't our channel partners or whatever. They're going to have to be enabled through a more of a standard set of interfaces, software or hardware. Naveen, I want to ask you a final couple of minutes to have left to kind of zoom out and look at the coolness of the industry right now. So you're exposed to your background, where you got your PhD in and your topic wise, now that heading up the AI solutions, you probably see a lot of stuff. Go down the what's cool to you scene, what share with the audience, some of the cool things that you can point to that we should pay attention to or even things that are cool that we should be aware that we might not be aware of. What are some of the coolest things that you're that are out there that you could share? Well, so I mean, to share new things, we'll get to that in a second. Things that I think are one of my favorites is AlphaGo. I know this is like maybe a technique, but as an engineering student in CS in the mid-90s studying artificial intelligence back then, or what we call artificial intelligence, Go was just off the table, right? That was less than 20 years ago. And at that time, it was, it looks like such an insurmountable problem that the brain is doing something so special. We're just not going to figure it out in my lifetime to actually doing it is incredible, right? So to me that represents a lot. So that's a big one. Interesting things that you may not be aware of are other use cases of AI. Like we see it in farming, right? This is something we take for granted. We go to the grocery store, we pick up our food and we're happy, right? But the reality is that's a whole economy in and of itself and scaling it as our population scales is an extremely difficult thing to do. And we're actually interacting with companies that are doing this in multiple levels. One is at the farming level itself, automating things, using AI to determine the state of different crops and actually taking action in the field automatically. That's huge, right? This is backbreaking work. Humans don't necessarily worry about it. And it's important too because people are worried about the farming industry in general. Absolutely. And what I love about that use case of applying AI to farming techniques is that by doing that we actually get more consistency and you get better yields. And you're doing it without any additional chemicals, no genetic engineering, nothing like that, right? You're just applying the same principles we know better. And so I think that's where we see a lot of wonderful things happening is like, it's a solved problem but just not at scale, right? How do I scale this problem up? I can't do that in many instances. Like I talked about with the legal documents and trying to come up with a summary. You just can't scale it today. But with these techniques we can. And so that's what I think is extremely exciting. Any interaction there where we start to see scale of that kind of level. And new stuff? New stuff. Well, some of it I can't necessarily talk about but in the robot space there's a lot happening there. I'm seeing a lot in the startup world right now. We have a convergence of the mechanical part of it becoming cheaper and easier to build with 3D printing, the maker revolution, all these kinds of things happening, which our CEO is really big on. So that combined with these techniques becoming mature is going to come up with some really cool stuff. I mean, we're going to start seeing the Jetsons kind of thing, right? It's kind of neat to think about really. I don't want to clean my room. Like, hey robot, go clean my room, right? I love that. I love that too, right? Make me dinner. Make me like a gourmet dinner. That'd be really awesome, right? So we're actually getting to a point where there's a line of sight. Like we're not there yet. I can see it in the next 10 years. Yeah, so the fog is lifting. All right, final question just on just more of a personal note. Obviously, you have a neuroscience background. You mentioned the GO is cool. But the humanization factors coming in. And we mentioned ethics before we came out. We don't have time to talk about the ethics role. But as societal changes are happening with these new impacts of technologies, there's real impact. Whether it's solving diseases and farming or finding missing children, there's some serious stuff that's really being done. But the human aspect of converging with algorithms and software and scale, your thoughts on that? How do you see that? And how would you talk to that? A lot of people are trying to really put this in a framework to try to advance more either sociology thinking, how to bring sociology into computer science in a way that's relevant. What are some of your thoughts there? Can you share any color commentary? Well, I think it's a very difficult thing to comment on, especially because there are sort of these emergent dynamics. But I think what we'll see is just as like social networks have interfered in some ways and actually helped our interactions with each other, we're going to start seeing that more and more, right? I mean, we can have AIs that are kind of filtering interactions for us. What a positive of that is that we can actually understand more about what's going on around in our world and we're more tightly interconnected. You can sort of think of it as a higher bandwidth communication between all of us, right? When we're in hunter gatherer societies, we can only talk to so many people in a day, right? Now we can actually do more. And so we can gather more information. Bad things are maybe that, you know, things become more impersonal or people have to start doing weird things to stand out in other people's view. Like, you know, there's all these weird interactions. It's kind of like Twitter. A little bit like Twitter, right?  So we're going to continue to see that. We're already starting to see it as you pointed out, right? And so I think that's really where the social dynamic happened. It's just how it impacts our day-to-day communication. Dr. Naveen Rao, great conversation here inside the Intel AI lounge. These are the kind of conversations that are going to be on more and more kitchen tables across the world. I'm John Furrier with theCUBE. Be right back with more after this short break. Thanks, John.


Welcome to this Argos product review. Today we're looking at the LG LF590V Full HD Smart TV. This modern looking metallic finished model from LG has Smart TV with webOS light which will revolutionise the way you watch TV. With it you can access some of the best catch up TV, movies, music and sport around. And as it's all in one place, it's so easy to use. You also have super easy access to your favourite apps like Netflix, BBC iPlayer, Skype and YouTube. Whatever you want to find, launch or play is now so simple like it's meant to be, designed with you in mind. My channel lets you save your favourite channels and the live menu lets you browse through what you want to watch next without disturbing your show. LG's intuitive magic remote which is sold separately makes it even easier to find what you're looking for and to switch between live TV, your plug and play devices and your smart TV apps. It works like a computer mouse and allows you to scroll, point, gesture or even voice command. It's simple connection means it's easy to set up and get going, guiding you on how to set up your consoles and Blu-ray player. With FreeView HD, if your content is streamed or played in high definition, you can relax and enjoy your favourite shows in picture perfect clarity. You'll also be pleased to know that this model has a multi-channel speaker system delivering you a rich, deep sound for an immersive audio experience. So there you have it, the fabulous Full HD Smart TV from LG.


Chico, it depends how they express the speech. It depends how they express it.  I have no problem with that If they're going into someone's house and picketing their house because they're anti-Semitic Arrest them. We have laws for that, right? If they're harassing people Arrest them, right? But if they're expressing their opinions freely in Public spaces, I have no issues with that.  We have to show we have to reveal Sort of predators in our societies, right? Like if we look at animals If we're using squirrels, Mama Papa squirrel, don't tell little baby squirrel that there's no eagles Right? So the little baby squirrel doesn't get afraid, right? Mama Papa squirrel Show their little babies that see that that's an eagle. That's a hawk.  Okay? Be aware.  We shouldn't hide them behind a curtain There is no safe space in nature