re-invent things that were already in the industry and then we would go look in the industry and go, oh, wait a minute, we would have saved ourselves a ton of time if we would have just understood that we didn't have to go invent scrum, scrum already existed. But I'll give you a little bit of that as I go through and we're talking about customer value. My background is I used to be a senior engineering director at Intel Corporation but the span of my career is actually much longer. I was with Intel for 32 years. I had within that and I don't think I was stagnant that I just I just went into Intel and that's all I did was just one job. I actually had 10 different careers when I was in the company. The company is large enough that enabled me to be able to do when I first came in. I came in as a microprocessor design engineer and I worked on something called the 286 microprocessor. How many people know what a 286 is? There's a few of the few of the old-timers that are here. The rest of you millennials, you know, yeah, I won't try to date myself too much with that. I do come and approach everything with an engineer mindset though. Since I did, I'm a formally trained as an electrical engineer. I find that the way that I approach problem-solving is very much from the engineer mindset. I've been doing that for a number of different years.  Meaning I look at the world and I look at the things that we're doing in the agile community as well as leadership and innovation and I see some things that we're doing wrong and so part of what this presentation is gonna do is hopefully bring some of that around to all of us. My background, Intel's a small company, right? Little tiny company, not too many people there. We know everyone's name. You know, it bugs me the most about working for a company that was 100,000 employees that I'd always get somebody coming up and say, hey, do you know Persana? And I go, yeah, I know a number of people who remain Persana and it's just a it's a common thing that people will come up with you on but this is what a typical project looks like at Intel. When we produce the next series of microprocessor, there's a high degree of structural complexity that we have to deal with. There are 30 different components that have to come together in order to put together that laptop that's up there and we've got to coordinate that as we all go through. Other things we have to deal with of course, because we're in 162 sites worldwide, we actually have this big social complexity. An agile adoption in India is different than an agile adoption in Norway and it's different than in the United States on the east coast and on the west coast. They're all different. They're all unique on how the way that they go up and that work gets done. The last one is just strategic complexity. You guys get to work on one thing right and just one thing by itself. True one project. No, it's multiple projects and with us what we had is that microprocessor in that particular laptop up there is actually goes also into the chip the device will also go into a desktop computer about 16 different flavors of a desktop computer, multiple different versions of a laptop, notebook, pads, surface tablets and other things. If you look at from a requirements management perspective, we were always being pulled a bunch of different ways. The last thing that I'm going to talk about and this is just really brief and I let everyone know this when I'm doing presentations because two years ago I had a stroke and I'm not sure if you know what the stroke is.  Number one, my voice is different. You might not know it but to me my voice is different and so it's distracting and sometimes I will stutter a little bit and that's just the reaction of after I've healed up I had to repeat myself with a number of different things. I apologize for that but my primary reason for bringing it up is remember these signs if you have any of these and I know it's not 9-1-1 what number do you call for emergency? Call that up, get in there because what I learned about that shot that they gave me is it's only effective three hours after the stroke starts. After that it doesn't work anymore meaning that the brain tissue is dead and you unfortunately become part of the statistic that they can only use these types of drugs four percent of the time. Don't be part of the four percent is what I'm saying. First sign of a stroke or the symptoms that you're going to have a stroke is your first stroke. So just that's my public service with that. You guys are familiar with these, right? Tracking. Why do we have them? Why do they exist? What's that? You have to track where it's at. Why? Progress? Why? Whether or not it reaches what destination? What's the most important destination? What's that? The goal or target? Sense of timing? You guys are also practical. The reason why this exists is because I want it now. I want that package now. When I go up to Amazon or whatever ordering system that you do, I push that button and I want it to instantaneously appear. These tracking labels are to give us something to do in the meantime. It's an accommodation of speed meaning that I can watch my package start off in New York. It spends some time for some reason which I don't know why it's in Kansas City for a while. I think it might go and do some sightseeing or whatever it is but it spends a couple of days there and it eventually gets to me. But it's an accommodation. Now we as a society have become very obsessed with speed and efficiency. I love this guy. It's just amazing. But speed and efficiency, if I think of my corporate life, that's all of the programs that we ran were about speed and efficiency. Now the engineer in me says that you can make some other efficiencies as well but that's for another talk. Do not try this at home. I don't think that's going to have a good result. But if you look at our life cycles, the way that we've assembled different things, the little artifacts, if I have to dig into most companies, you probably have a life cycle that looks similar to this. We explore some stuff. We develop some stuff. We deploy some stuff and then we support some stuff, right? Is that sort of your corporate cycle? That's waterfall in some regards. Or if I shrink it really small, then it becomes scrum or some other iteration that's out there. But if you were to look at this, could I actually say with all of these activities that we're doing, could I actually see where the value is being created? Could I say that you're actually, is there more value in exploration or development or deployment? Or likewise, this is how our org charts look in our companies, right? We end up having a group of people that, all they do in their job is explore.  And it becomes really difficult for us to understand where the value is. And it all becomes so activity based that all we talk about at most adult conferences is the activities and the processes and the methods that we use to the point that all we're doing is talking about these cool things. And we try to simplify it to the point where we're losing, I think, what we were trying to do in the first place with Agile. This constant sort of just over and over mentality of refining and refining another thing and refining another thing and refining another thing bugged me when I was working in the company. Because there is an Agile principle that we were ignoring. It was called simplicity. And that simplicity principle and the other one, which is value, we were not doing. And if you look at this, if you read through the Agile manifesto and if you look at what it's focused on, it's focused on how do we deliver the best possible value to the customer. And sometimes that's not speed. Sometimes that has nothing to do with the efficiency of how we work. It has everything to do with what the product that we're actually getting to the customer itself. And so my quest over the last five years internal to Intel was how do we make this principle and set of values come to life and that we can actually start to go look at and address value more effectively. Which got us to the first problem. Our first problem is if I had to ask what value was, what's value to you? Something that's important to you. What's value to you? Something that you're looking for. Value to you? Something of benefit to humanity or yourself? Both. I want both of those. So we had hundreds of stakeholders and we're trying to go off within the stakeholder group. We started asking what was valuable to them and what we found was is that we didn't have a common definition within the company. And now the question is could we have a common definition? If we look back and think about what we were doing with value is we were conflating a whole bunch of stuff together. We were munching it into one thing that we kept talking about. To one, if you were on the delivery side of the business, value was about how did I deliver? How did I get it out the door? The customer had a different perspective. The executives had a different perspective. And it wasn't until I saw Don Reinerston's book talking about flow that I got to understanding that we were pushing all these things too close together. Meaning value by itself actually is a standalone thing. These other things like cycle time, product cost, development expense and how we manage risk within our companies, those were different animals. But they affect value. But they're not value, if that makes sense. How many of you, of course, you know, does anyone not have a smart phone in here? Everyone does, right? What's your favorite application on your phone? What's favorite? What's what? What's up? What's up application? And how much did that cost you? It was free. Wow. So free. And do you care when it gets delivered to you? That free app, when it gets its you do? Yeah, you care if it, you know, you might leave it even if it's free, but you find value from it. But some of these factors here really to you, if I had to say tomorrow, the price of that application is going to 100 US dollars. Is it valuable to you anymore? No. So see how those things play off of one another. For free, I'll take it. Sure, it's highly valuable to me, but if it cost me 100 dollars, I don't want it. You can keep that app. I'm not pushing the button. So this equation for us started to go dig through about this. What does value and how does value intertwine? So, of course, I pulled up the dictionary on this and said, OK, this is exactly what we had just talked about. It's in regard to something that's important or of worth to somebody. And then the second one is, and this is the interesting one, is it interacts with our own value system? That's why certain applications work really great in the United States. But if they don't fit the values of India and it's the same application, it fails miserably. So there's another interaction, another core level of the things that are coming together on this. Now, I put this definition up to one of our executives and they couldn't comprehend it. They couldn't comprehend how it fit in the business. And they sent me out of the meeting. Don't you ever talk about value anymore? Come back in here so that we can have a meaningful conversation. And so with that, I started thinking about what lexicon we had. How did we actually define value itself? And some of it actually starts from our corporate value system. Does anyone, can anyone share with me what their corporate value is, one of their main values are? Okay, those are good. How about others? What's that? Customer focus, customer orientation as we called it until. How about others? What's that? Honor. Ownership. We want to take ownership and we need to drive that ownership. Those are all great. If you notice, some of these though are very internally focused on my behaviors versus what we're actually delivering. And if you look at what this quote that came from Nintendo, I thought was really great. Because what they said was, yes, we are a game development company, but we develop games for everyone. Which means that if you, anyone play Mario Kart? Yeah. They make that so that if you're five year old to 99 or 120. And I hope to be playing at 120 Mario Kart or something else. But they, their whole thing is it needs to be fun for everybody. It's their motto. It's how they review things. And those values, by the way, the reason why you bought the, you know, the latest version of Super Smash Brothers is because you already know that they've got your back on this. And you're just clamoring and waiting for the next version of it to come out. Another example, and I don't have a picture of it, is a company in the United States called John Deere Tractor. They changed their corporate values to from deliver tractors to feed the world. See how that fits in your, suddenly your brain has to expand a little bit to go fit that in. Okay, well, we're a tractor company, but now our mission is to feed the planet. How do we do that? And what happened is is that simple change of language, simple change of focus of where the major value was being delivered for the company is that their cells went up, employee satisfaction went up, and they developed one of the coolest tractors I've ever seen demoed. They literally can plant a seed within a one inch by one inch square. GPS controlled tractor can come in, plant that seed, and a week later they can come in and plant another seed right next to it, and they grow crops in two different levels, and they're able then to go slice one off one week and then go slice the other one off in another week, so they're increasing the yield of an acre of land. Pretty amazing stuff, just by that simple shift in language. So we lacked a language to talk about things inside of Intel. So a group of smart people got together, one of them by the name of Eric Simpson, he came up with this, well wait a minute, most of our conversations are sitting in three different areas. They're sitting and talking about the business side, which is the economics, the technology side, which is the implementation, and the conceptual side that was talking about the usage, but most of those conversations were all off on their own. They they seldom crossed over. What we did have a lot of conversations on was this business to technology conversation, the delivery of something, the ingredient, and what this, what we saw was is that we had lots of discussions that were over here about supply chain, and we had lots of methods by the way in that space as well, and I'll show you a picture of what those methods looked like in a second, but what we didn't have a lot of conversations in, and when we defined value, how could we codify this where it's something that everyone can understand? And what we came up with is value is a promise that a company extends to its users, whether it be for free or whether it be for some monetary value, and by the fact that they purchased it and they got that product and looked at it and it met their expectation. That is value to them. We fulfilled a promise. We said this was in our product, it was in our product, and it worked, and it worked well. So just by having that one discussion about how the value meant for us as far as how did that interact, we suddenly started to have some really cool types of discussion about, well, usage is about desirability, usability, and also usefulness, these conceptual values, and then we suddenly started to go, well, what does the business care about? It's marketable, it's profitable, it's affordable. Those words suddenly started to fill in the rest of the lexicon, and I'm not showing you the whole picture because this thing actually breaks off into even a huger lexicon, but we now had a place where we can start to talk from it. We now had a definition for value and how value interacts within our business. So then we did what all good agilists do is we do an analysis to see how are we doing. We took each post-it note, represented a meta set of methods that we actually had as a company, and what we determined was, which actually wasn't a surprise, by the way, that we had mostly methods that were about how do we manage implementation. We had lots and lots of, we ran out of room, there's another slide over here, some place with even more on it, but what we were surprised with is, number one, we actually had, if you think of the traditional business methods, we've had something that existed forever. Most of them, though, didn't adopt agile. They weren't incremental, they were non-compatible. The other thing that we found that was kind of disturbing is that we had very few and we debated whether or not that one method that was managing value across that boundary of whether or not it was truly maybe just that it really belonged in the usage, and we kept kind of putting it in and out of there. So we knew we had a gap. We had to go address this. The reason why this was important, because if you look at all of the methods that we're using, that's how we codified getting work done, and that's actually how outputs occur. From a systems perspective, a system is going to deliver exactly what it's been designed to do. So we had a system that was good at designing and implementing and delivering things, speed, efficiency. What we were lacking though is, is all the way from the front end of the process, that our mindset is we're looking at new opportunities, things that we could do as a company. We had a whole bunch of problems in our values and culture and other things. The heuristics, and I'll talk about what heuristics are in a second, but this toolkit was weak, because if I applied the agile values here, this was lacking, and if I applied the value equation that we had came up with, we were also lacking here, so the behaviors were not coming out the way that we expected. And it was no fault of anyone but our own inability to go look at these heuristics. And heuristics, by the way, are ruled the thumb. These are the things that when we're approaching a problem, that's what we reach for. It's our most powerful toolkit that we have that we say to solve this problem, what am I going to do? The lights are not working. I should test to see whether or not the electricity is on. I'll take, I'll take a knife and I'll go put it into the plug. Is that a good heuristic? No, that's a horrible heuristic. But, you know, there might be ways of approaching how would I check? First thing I do, I would look at a power cord, make sure that things are plugged in. Problem solving techniques that we've learned over time that were passed on through stories. My dad used to do things with me to improve my heuristic system. He used to tell me go to the toolbox, Ray, and go get me the left-handed screwdriver. Left-handed screwdriver. Okay. And I'd go to the toolbox and there would be like, you know, different screwdrivers in there. And I'd reach my left hand in and I'd get the screwdriver where the blade was coming out that side and I'd walk back over to my dad and I'd be all happy and he would come up and he would grab it purposely with his right hand and he would go, no, that's the right-handed one. Go back again. But anyway, these things might not be good enough to get the goal that you want, but they get us closer to the goal. I've already said that words were powerful. Words drive behaviors within organizations. Do you remember the, what I showed in the very beginning, exploration, followed by what? Developed, followed by yeah. Have you guys heard Conway's law? At all? Conway's law basically states that if you create such an animal like that you're gonna probably more than likely create an organizational structure that looks exactly like that. So we were suffering from Conway's law of people not talking to one another. So we actually redefine the words in our life cycle. And this is what they became. Opportunity, concept, candidate, solution, obsolescence. By making this one move Conway's law went out of existence for our organizations that would adopted this. Meaning, if we wanted to go define an opportunity we now had to ask ourselves the question what would, what would, how would we define an opportunity? Who would we need? What would be, do we need HR? Do we need finance? Do we need the developers? Who, who needs to be participating in framing those? Now, we didn't have to worry about measuring one opportunity by itself. What happened is, is that when we had a list of opportunities something magical occurred. We can now compare opportunities against other opportunities. And by doing that one simple act of saying that this phase of our work is in an opportunity phase it also kept these back end people from getting all wrapped around the axle because we didn't have a quality plan, a risk management plan, a whole bunch of other different artifacts that really didn't make any sense over here. So, we could actually though measure value there. As we did concept work we did several number of prototypes. We could give those prototypes to people and they can tell us whether or not it'd be valuable or not for them. And likewise, we started to drive conversations to something we never talked about. How do we end of life a product? There's a, there's a concept called core versus context. Not to have you guys heard of this. What's our core business and what's context? Meaning work comes in typically emergent. It flows into this core meaning it's our bread and butter how we make something. And then it eventually becomes context because everyone else in the planet starts doing it. It becomes a commodity. When something becomes a commodity what's the only way that we can be cost exactly. I'm not sure who said that you get a star whoever you were. The mystery voice from out there. So, we were now able to say that look there are certain things that after we've had them to solution we can start to progress them away. So, that was a big revelation for us. Then we started to put on our systems engineering hats and we started to think about well what type of, you know, we had those missing methods. What do we need? And what we discovered was is that there was a couple key heuristics that we knew about this kind of timeline. Number one, we knew in the very beginning we knew the least about something. In the opportunity phase we had no clue that it was going to take us 20 hours, a thousand hours. We just know we had an opportunity and we knew very little about it. When it gets to obsolescence we knew the most. The other heuristic that was is that we know if we know very little about something we need to learn very quickly. Meaning we need methods that have very fast feedback cycles over here. Versus at the end, slower feedback was okay. So with that mindset we started to think well what methods do we have in our toolkit? And what we discovered was is that we already knew how to do this sequential phase development waterfall and we developed some strengths in how to go do incremental delivery through scrum. But what we were missing was response pattern. The way that we would be approaching all of our projects would be in this since analyzed, respond decision process or a since categorized response process. You would watch people and how they would do it.  What we were missing over here on this other side was really small short experiments as Linda was talking about this morning. How do we experiment our way when we have very little we needed to create safe to fill probes and safe to fill probes doesn't have the same decision mindset that we would have later on in the environment. And so we had to create methods that did an act since respond pattern and a probe since respond pattern. We needed more of those to come into existence. Does that make sense? Yes. Time to market? That's a good question. It's called a due date. It's we need to have some product by this particular date or it will not be in the store by Christmas or it won't be in the store by IT refresh or it might not be there for all these different market windows. We knew if we missed that window there was not enough time to manufacture it. Exactly. But we learned a whole bunch of stuff along the way when it had to happen. Meaning we learned that we had some areas that we in fact didn't understand our capabilities that we needed to build. So these methods though that we were using these frameworks and other things we actually had to go expand to a new set of frameworks. And primarily these were the ones that were the most that we used. Three circle model I already showed you. Something called Cannevin. Cano model, safe to fill probes and solution mindsets. I'm going to go ahead and explain two things today. But at a very high level detail I encourage you to find me after class if you want to learn more about them. The Cano model was something as we were defining value how could we go off and understand whether or not something was valuable or not. I'm not sure if you guys realize this. If you meet the minimum number of features for something in VP the most you're going to get is a customer going to deliver that. Example, anyone staying in hotels? Right? What's the minimum viable product of a hotel? What do you expect? A bed to sleep? A clean room? Wifi but you're from the states man. Expected. These are things that are expected. What happens if you get into your room and there's no bed? Do you stay at that hotel? No, you call down could someone please bring me up a bed? But it's expected. It's expected to be there. If it's present you probably don't care about it. It's like okay, it's just like another room. But I can tell you at this hotel they put chocolates in my room. Somebody snuck in and I don't know when they did. I literally walked outside. I came back in and then suddenly my bed was folded down. There was chocolates on my pillow and I'm like chocolates and I was tweeting about it. I was like this is great. I'm excited. I've got something that differentiates it. And what we have to do when we're looking at opportunities is we're trying to weed out what those exciting things are because we want people who are out there saying take my money. Why would I stay in this hotel versus another hotel? It's just a commodity. I need to go figure those things out. So our MVP group to not just having categories of just line items of just we got to go produce that because everyone else has it how do we mine out those excited and use those as the covering point of how we push products and not push products in the way traditionally you would think. We wanted our customers to grab us by the shirt and pull that product into existence. I'm going to skip Kenevan just a matter of time but I want to talk about safe to fill probes real quick. Is that safe to fill? Maybe. I don't know. It could be a good method. Is that safe to fill? Probably not. Definitely not that. I wouldn't go there with the clown. But failure and this is something that Linda was talking about earlier today. To change our definition to an early life cycle work in those early methods we had to actually take and say what does fail mean to us?  The only thing I could find was pictures of dudes doing things bad like this. I mean like these guys. I mean come on couple flip-flops and a power click. But safe to fill means that we're going to minimize harm. Harm to our business, harm to people maximize learning and whatever we do it's going to be an emergent thing. Whatever comes out is going to be exciting when it does. Or it could be ho-hum, it could be anything but it's a learning process. This is an example from Angry Birds. The guys who invented this they had so many different experiments and games they almost went bankrupt and then they recovered themselves and then they had one product that actually resonated. Lots of safe to fill experiments and basically they came out the other end hopefully doing good. Probe structures and this is what a safe to fill probe looks like. We do set a hypothesis. It's some scientific that we say we think we'll learn that. We do, we monitor, we measure and we learn and we refine. And that's how our safe to fill probes work. We looked at naive, designed to fill, coherent different ways that we can not just do one experiment but do multiple experiments around the problems. Give you one example as I wrap up is we had a digital health team that said this fix that we need to go off and do is going to take us six years to do or something like that. It was some big number. We had to totally redesign the product. So we actually did a naive experiment. We told the engineering team to go to a shopping mall because the target market for this product was these senior citizens. We said talk to a senior citizen tell them about the problem and have them give us their way that they would fix it. And what it occurred was they came back and they said we're kind of embarrassed. All we have to do is change this one feature up here and we could do it within a week. Just by simply executing a naive experiment they basically were able to cut off the entire back end of this big long development cycle that they were going to do. Just by setting up a different experiment. Much time there? Five minutes? So, safe to fail probes when we have them we're looking at how do we then if it succeeds do we know what the signs of success would be? So when we were filling out these experiment cards we would ask ourselves that question do we know would we know the signs if it failed? Likewise if it failed how could we dampen it? Meaning how can we destroy the experiment? Meaning we don't want to continue keeping it we just want it to go away. If it succeeded how did we amplify it? Scale by the way the proper use of that is amplification. How do we make something bigger that can support more? Did we have ways of harvesting the knowledge from it? And then the last one they didn't have a deadline safe to fail experiments were about one day's worth of work. Sometimes they were two to three but we wanted them to be short and concise. The deadline was important because if you look at deadlines what humans are really bad about if you give me no deadline I will put as much exotic stuff together and I would just continue to go play the heck out of whatever it is I was building as an engineer. But I can tell you that like on my slide back here I knew that I had a delivery date of a particular time it had to be done by a particular time in order for me to present to you. So deadlines help gain focus within your organizations don't think that deadlines are something that are awful they're actually good In closing there's a couple things that I also learned along this journey. If you get a chance to read the discussion of the method it's a book by Billy Von Cohen it's out of print but you can get used copies of it. The thing that I found interesting about this book is it actually defines something that I never thought about. When I walked through the door you guys all go hey that's the guy who worked on the 286 microprocessors or hey he worked on USB he's actually one of the guys who actually brought you Wi-Fi Centrino we enabled all the hotspots across the planet you didn't know that right before I came through this door what I am known for is that I basically am able to go find the best possible change every job that I get they look at these three qualities of myself and that's what gets me my next job I know how to get the best possible change I know how to use the available resources that are in my myths and I can deal with environments of high degrees of uncertainty and in the case of Intel high degrees of politics anyone from Intel here by the way anyone from Intel legal in particular okay but dealing with those things this is what we do well in pushing value and helping value come into creation the methods I hope today that I showed you give you a little bit of insight I understand in an hour we can't possibly go dig into all of the methods and everything else and what I invite you to do is to basically look at this from one aspect number one I have to say this in every talk that I do agile is not destination business agility is not your destination either it's how you create value for your customer is your destination and the method that you choose from early life cycle all the way through this true business agility is about looking at the systems that you have and starting to understand how do I fill in the gap of weak things that we have around us weak things like having a poor ability to measure something like value not having common definitions other things that we can get large groups of people to kind of just get together and work together more effectively and with that I'm done is there any Q&A time that they have to go on yes it can work for both so the question was just safe to fail only work for new or can it also work for existing it actually works for both because the have you ever done planning poker in your agile it's when one thing that bugs me the most is when someone says 100 when reality is it doesn't mean 100 it means that I don't have a clue yeah and so in those particular cases I would be safe to fail probes I would not launch a sprint on an incomplete story I would launch a safe to fail probe to write a better story make sense well you guys are easy thank you you're a great audience


Hey everyone, I'm Broogly, and in this video I'm going to be explaining a backroom's level that's broken. No, literally, that's the name. The broken. This one is a very trippy and confusing level, and it's honestly probably the best one I've read in a while. I really enjoyed it. Hope you will too. Let's get into the video, shall we? So, the broken backroom's level is classified as a class and it has multiple environmental hazards that make it dangerous to even be in. The level really can't be considered a level because it's so fragmented and shattered and glitchy that it expands outside of what we would normally consider a level.  Even though it's hard to describe, I'm gonna try it anyway. So the broken looks like a kaleidoscope, kind of, and it's extremely unstable everywhere you look. The architecture and the shapes here don't make any sense to our brains and they don't follow the normal shapes and patterns that we know of. The terrain itself of the level is made out of broken, swirling matter, and you can actually walk on this terrain, even though it's glitchy and warping, but who knows how that's even possible. The level is very colorful and very vibrant, and the further you walk into it, the worse it'll get for you. Just looking at the spaces around you will make you start to go insane just from seeing what you're looking at. Just seeing everything crumble and warping won't help your sanity Now some people call the broken a splintered plane of existence. Kind of like a reality that went too far and became so corrupt that you can't even tell what it is anymore. It became so digitized that it's not even real. The strange colors and shapes and movements and reality-bending things are not the only dangers here though because there's actually a noise that's constantly blasting full volume on this level. The noises are coming from literally everywhere, but it's like this amplified disturbing bass boosted sound that you could probably think of what it sounds like. I mean just look at the picture of this level and listen to what you would imagine a noise would sound like there and that's what it would be. There are also objects in this level that float through the ground and the sky and they come back up and go everywhere. It doesn't make any sense. The wiki dot describes the level as a place that you can't even fathom or begin to understand because of how corrupted and how laggy it is. Ironically there are actually structures here in the level as well but the only problem is that they can change shape and are devoid of any actual material. They're just warped atoms I guess. So you might see a pyramid or something but then you can go right up to it and walk directly through it or glitch beside it and you won't even see it again. It'll just disappear. On the horizon of the level you can see an effect that is kind of like that one from Minecraft when you're loading in new chunks of the world. So if you keep walking you'll see the world build on itself which must mean that this level has the ability to load new and infinite parts of itself which is crazy. The newer the location the more chaotic and broken it'll be and for that reason it's said that you shouldn't wander into this level at all unless you're insane. Some people think that this level has some kind of relationship with the back rooms as a whole. A sort of symbiotic relationship like the back rooms might feed off of this place's unstable and hostile energies and it might use those energies to create entities or other levels that we know about. Who knows. Now some of the places found in the broken kind of resemble other locations and levels and landscapes from other back rooms levels and from real life except these are non-linear gross conglomeration glitchy things of that real thing. So there could be what looks like a city but it's just warping and glitching and floating around. But again that's all just a theory. A back rooms theory. See what I did there. Others who don't believe in that theory that I just talked about believe that this place is just a bizarre random meaningless plane of reality that doesn't have a purpose or a meaning so they pretty much think it doesn't mean anything. Personally I like the first theory that the back rooms draws this dark magical energy from this level to make other levels itself. But let me know your theories in the comments. Pretty interesting to see which I have to say. If you for some reason want to come here you want to avoid one thing specifically and that thing is touching or making contact with any of the glitching fragmented structures because if you do that your existence will literally start to crack and rupture and then you'll start fading away. Like you could touch one of those pyramids or one of those statues there and just start decoding and not exist anymore at all in any way. It's happened before and it's terrifying to think about what that might look like. Entities that we normally talk about here on the channel like hounds and that kind of thing they're not seen here as themselves and it's thought that they wouldn't be able to survive anyway but there actually have been glitchy prism and shape looking things in the sky that kind of resemble entities. Maybe those prisms are like cocoons that entities are made in for the back rooms? Who knows. Now it's said that entities have been seen no clipping here by accident just like people do but those entities have seemingly transcended and melted together with the broken's environment and have become these glitchy warping broken things that aren't bound by the laws of physics that you can see glitching around everywhere and they'll just float and warp for the rest of existence. As of right now no one knows the entrance or the exits to this horrifying level which honestly makes it more terrifying because you have no idea how to avoid being sent here and you also have no idea how to leave if you were sent here. Nice but yeah let me know your theories about this level in the comments. Is this level some sort of power location that the back rooms pulls power from to make it to decent levels or is it just another random glitchy corrupted level? Who knows. That's it for the video. Thank you so much for watching. I really did enjoy this level and I think you all should go out and check the article in the description for yourself. Egglord the author did an incredible job of the world building and I think it made it a really fun read so yeah it's awesome. Now if you are still watching comment broken brookly in the comments so I can see who all the real ones are here I'll heart all the ones I see as always and I appreciate you for commenting. All the images in this video except the main one were made by me with an AI which in my opinion makes it creepier so I hope you enjoyed that. I'm going to start including AI remakes of the level pictures in the videos just to spice it up a little bit so hope you're hyped for that. Thank you so much for your support and your interaction with my channels and my content. I love and appreciate all of you. Hope you're hyped for everything I got on my sleeve this November and December. Brookmas is coming. Thanksgiving stuff's coming. Christmas stuff's coming. Everything is on the horizon and I'm hyped for it. Hopefully y'all are ready. Check out Tugly and Spookly also because I got content coming up there as well. Specifically Tugly man I am. I'm going crazy on Tugly.  Anyways that's all for me self-promoting and blabbing and stuff. I'll see y'all in the next video. Peace!


Good morning traders Patrick Manley here with another tickmail chart it's one to draw your attention today to develop an opportunity the S&P 500 on the daily time frame and we're trading in this trend channel to the upside we're approaching or heading towards some resistance here quality objective at 41.23 weekly range resistance 41.57 and we have the trend line coming there 41.47 so I'm watching for bearish reversal patterns in this zone set short positions initially targeting a retest of the price at 39.93 and then in extension down towards this ascending trend line support at 39.53 where I'll be watching for bullish reversal patterns to re-engage long positions targeting move up to 42.51 as always traders plan the trade trade the plan and most importantly manage your risk until next time thanks very much


I hope to be an optimist, and it's always the optimists who turned out to be great leaders in history. I humbly believe that we're in the presence of three great leaders today. And they are optimists. I know because I've met them. I'm going to introduce them just with their first names because that's how I operate. The first gentleman that's going to come up today, his name is Peter. If you want to read his bio, you can do that. But I would like to give him all the time to talk about what's in his heart. I asked him a very simple question. Pretend I'm a child and tell me what you do for a living. And he said, I let nature rule. With that, Peter, the platform is yours. Thank you. Wow. What I'm going to do today is I'm going to take you on a journey of a place that truly wows me and creates wonder for not just me, but for many. Before I take you through the Grand Canyon, which I spent a lot of time, I'm going to back up just a little bit and explain how I got there. I've worked for National Geographic for roughly 20 years and many others, where I was sent an assignment all over the world to do stories of the Sherpa on the south side of Everest, or to do unusual adventure stories involving replicating antique aviation stories through Africa. After doing this for some two decades and doing some foolish moves, this perhaps being one of the most foolish, where I decided I needed a shower after a long journey through Antarctica by kayak, you could say that my wanderlust of travel perhaps experienced a little bit of shrinkage. What happened at this point, though, is I decided I would go home. I would go back to this place right here. This is a hayfield where I grew up in central Colorado. I grew up on a small cattle ranch, and this is a gravity-fed sprinkler system. I wanted to do a larger story closer to my heart, closer to my home, and I wanted to understand this issue I keep hearing about water scarcity contamination. I decided to follow the water that we use to feed our cattle ranch, which originates here in the Rocky Mountains of Colorado, 14,000-foot peaks, and I followed it all 1,500 miles, seven states, two countries, with a focus on what's changing, what is happening, why are these white lines appearing on Lake Mead behind Hoover Dam near Las Vegas, which represent the water we used to have. I wanted to understand how the tributaries that feed this river, like the Gila in Arizona, become this from 1930 to today. When you follow the Colorado River to its end, or now its new end, in the delta of Mexico, you see what happens when we ask too much of a limited resource. It simply disappears. The Colorado River flowed to the sea for six million years, and not a drop of it has reached the ocean for two decades. It was one of the largest desert estuaries in North America, and now it is basically just a cracked, parched earth.  The Grand Canyon, where I was invited to tell a story of the architect of the canyon, the river inside it, and what is becoming of it and how it's changing downstream. When I started the project of the river, I figured the Grand Canyon is the most protected piece of landscape on this river. This was the shiny pearl on the necklace. It didn't need the attention of my lenses, but when I came to do a talk, I was surprised to hear that there was a host of threats across this landscape. Here's where I got the unusual idea to lace up my shoes and do a different type of adventure as a backbone to tell a story of this place. I'm going to be honest. I'm not sure I really like hiking that much. With a heavy pack and no guarantee of water, it's hard, stressful, and very slow. Sure, hiking can lead to some zen-like moments, but not so much if you're lost, really tired, and dehydrated. Yet there's something about the Grand Canyon and its rocky, secret world. It is alluring, magical even. So in the fall of 2015, my friend and author, Kevin Fadarco and I, set out to walk the entirety of the Grand Canyon from east to west. In order to understand the insanity of this venture, you first have to know a little bit about this place. In stretches, it is 18 miles wide and over a mile deep. No deep in fact, you could stack five Empire State buildings, one on top on the other, inside. It is 277 miles long if you're floating the Colorado River. But on foot, by the time you've gone up and back down the numerous side canyons, it's more like 700 miles. Oh yeah, and for most of it, there's no trail. As a result, more people have stood on the surface of the moon and have completed a continuous through hike of the Grand Canyon. It may have been the brashiest, scratchiest, longest day. I'll get them. I fell into a baroque actor and lumped some of my arm.  I was told that yesterday would be the hardest day. I don't see any difference whatsoever between yesterday and the day before yesterday, the first day of today. My body's falling apart. Kevin and I would be the first journalists ever to tackle this hiking lunacy. We plan to complete our mission over a year, watching the seasons change, and teaming up with hardened canyon veterans to help us find our way and our legs. We're running low on food, and if we don't keep walking, we're not going to get to our food cache. So my big question is when do I start to panic? Right now. Beyond that challenge, something else drew us on this quest. The Grand Canyon is facing an unprecedented array of pressures from all four points on the compass. Development projects are poised to change the integrity of perhaps the most monumental landscape in America. This is the most protected place in the world, and yet what do you think I spent most of my time doing is protecting this place? We believe walking the park might give us a unique perspective on this secret world and what's at stake to be lost. When I started this project, I had the false illusion that it would be something like this. It would be walking beautiful sand beaches through emerald light with lots of time to reflect on the beauty and majesty of the place. This little stretch of beach was the only stretch of beach I ever set foot on, because if you move laterally through this landscape, you have to move vertically. You have to move up through the layers of rock and time, and when you move vertically, you have to go back down often to find water or food which our friends helped or left in food caches. When you combine this with a temperature that swings up to 108 degrees at night, you quickly start to realize just a few days into this project that I'd stepped into something a little harsher than I had ever anticipated. If you don't see the anguish on my face, here's a little closer glimpse of it written on our feet. The soles of our shoes delaminated, so did our feet, and then there's the issue of how do you carry enough food? You can't if you want to keep moving. You quickly, your body changes and you change to the place, but it wasn't about the hardship of us finding a way through it. It was about this landscape, and it was about trying to understand how this could change. This is the Navajo Nation land which borders the Grand Canyon National Park. This is where the grand escalate is proposed to be built, where 10,000 people would come down into the canyon today. Which if you talk to many of the people that live here, like this woman Renee Yellowhorse from the Navajo Nation, this is her Sistine Chapel. The confluence of these two rivers inside the heart of the canyon is where they all come to pray and is where they believe they came from. So remarkably the people that live near the canyon are pushing back as hard and as effectively as possible with very little. Her and her friends, basically 12 Navajo women of which only four of them speak English, fought back this billion dollar development and remarkably have put it on hold for now, on pause. They are playing the long game on this development and it's an example of how we're looking at this park as a way to turn its beauty into cash. If you look downstream as we moved, you see where six and a half million visitors come to the Grand Canyon now. This is the South Rim. And because there's so many people coming, there is this allure to develop. On the backside of this photo is proposed to put in a waterski park three million square feet of commercial space. That may be good in some ways, but there's a giant question in this arid landscape of where water comes from. The water inside the canyon is always affected by what happens on the rim. And this water sustains a remarkable, rich, vast biodiversity and oasis inside it. It also sustained us. This creek in particular was interesting because when we came to it, it was too contaminated to drink. It was actually radioactive because there's evidence and a history of uranium mining all around the canyon on the north and south rim. Now, uranium mining may be the future in some argue for clean energy, but in this landscape it is complicated. And many people have been doing tests to try to understand the maze of water that runs through this place. They actually put in blue dye not far from this mine, which is on the north rim, trying to figure out where that dye would emerge to their amazement instead of appearing downstream in the Colorado River. It appeared 26 miles upstream at an elevation gain of 3,000 feet. So it reveals that the complexity of the water table here, the water table that supports 40 million people in the southwest on the Colorado River, is complex. The uranium industry says this is the richest cores of uranium in the United States, and they're doing everything legally. However, many people around it are concerned, particularly these people, who have a supai who lived there for centuries, say they're living on the front lines of a water contamination issue, as well as everyone else that pulls water from the Colorado River downstream. As fall turned in to winter, the storms moved in, the hot temperature swing quickly got cold, and this furnace of a landscape quickly turned to a frozen realm, which becomes very complicated. Friends joined me to walk through and with snow it became very complex, one misstep and you could easily go 3,000 feet. At the same time, I would say that this snow brought this new layered cake beauty to the place that I reveled in and loved, and it just showed the diversity and change of this landscape as it moves through the seasons. As winter melted into the spring, we walked through a doorway into what's called the God'scape, Western Grand Canyon, where the puzzles of rock and water get more complicated or hard to find, but it is also more silent and beautiful. We also came to the final development area on the Grand Canyon in the Far West Pocket, a place called Helicopter Alley, which many tourists now come and enjoy and they get to see the Grand Canyon and they get to check their bucket list. But this did not exist two decades ago and it has now become the busiest helicopter landing spot in the world. I walked through here to try to understand it and I did a photographic merge. I spent a day documenting what one day of traffic looks like in this landscape and how it's affecting it. To my amazement, it was more than I anticipated. This is 363 flights that I merged together over an eight-hour period and this was an idle average Tuesday in July. Helicopters now fly year-round up to 400 flights a day and it represents that tug-of-war between access and conservation and how do we find a balance? And as you walk through the final stretches of the canyon, many say don't go there, there's too noisy. But to my amazement, the slot canyons were more beautiful and deeper. The ramparts that we walked up to climbing up ancient 900,000-year-old ancient Puebloan roots were even larger and every bit of it in the far west from sunrise to sunset echoed with the sounds of turbine engines. You could hear the helicopter sound from 7am to 7pm every day we moved through this landscape. And finally, on a Wednesday in November, my friend Kevin and I stepped across the northwest corner of Grand Canyon National Park. A border so remote that it is delineated and marked only by three metal steaks jammed in the ground. This represented roughly 750 miles of hiking for us. Spread over eight trips over the course of 13 months. Eight pairs of shoes, four sprained ankles, two broken fingers, two girlfriends, the list goes on and on. However, the project was about looking at this place. What are the numbers of this landscape that we lived inside and had this immersion in? It has actually some of the greatest biodiversity of all the national parks in the United States. The range of biodiversity stretches from the equivalent of the Mexican border to the Canadian border. 1700 species, 91 mammals, 40 amphibians. It is truly remarkable. The late author Edward Abbey once wrote, you have to crawl on hands and knees through the sage bush and the sandstone and the cactus and start to mark your trail. Then you will see something. Maybe. So what did we see? This was an immersion to shine a light on this place and try to understand and learn how lucky we are to have this. And after doing it, reflecting on it, I come away with three lessons, three gifts as I'd say. The first is that we often think of the Grand Canyon whether you've been there or not as a place we defined visually. We think of it through color or we think of it through texture. But having spent that much time inside the place, I'm haunted by this concept to some degree because the one defining element that I cannot forget is that I define this place now with auditory. It's the silence. The blanket of deep silence that hangs over this landscape is like something I've never experienced. And it's not a silence void of noise. It's just a silence rich with natural sounds and not mechanical sounds. It's the flutter of bat wings in the morning or the distant bleat of sheep across the canyon wall.  It was so quiet at times too that my microphones and my cameras and my video cameras actually didn't work because they're calibrated to a noisier silence. And you quickly realize when you spend time in that deep, deep, dense silence, how fragile it is and how quickly it can be broken with the machines we bring into the place. The second lesson has happened every day about this time. As we would finish our day no matter how hard it was, no matter how tired we were, that emerald light would fade and you would hear below you the distant roar of the great American Nile, the Colorado River that sculpted this landscape, humming below you. And then as the light would descend in a nightfall and you get ready to go to sleep under the stars, you would realize that there's really two rivers.  It became so bright and so luminous that I could not stop focusing on it. I would get up and photograph every single night. And you realize how bright the stars are because if you use the help of NASA and you step up, you see the sweep of light pollution that's moving across the United States, frankly the entire planet. If you look on the left side, you can see the only canyon visible from outer space, the Grand Canyon. And when you're inside that landscape you realize how magical this night sky is. Lesson or gift is that when we look out in this place it is empty, vast. But you quickly realize how full of life it is with the biodiversity but you also realize how full it is of archaeology. Wherever we went there are tools of the people that came for us, the ancient Puebloans that called this place home. And in certain areas you can see where they stored their food on the right side of this image called granaries where they would conceal food for a year. And in secret spots you would find where they left their mark. Some of it 4,000 years old some argue that this could be as old as 10,000 years. And we often ask where did these people go? What happened to them? But you quickly realize they haven't gone anywhere. They're still with us today and they surround Grand Canyon National Park. There are 11 Native American tribes that still call this home and live up in the rim area. And they are, frankly, on development issues and challenges on the precipice of how to move forward, how to find economic stability in this place and how to preserve it. Which leaves us to ask the question of how do we see this landscape? Whether you're an American or you're not, this really is it's not a national park it is a world park. It is the seventh natural wonder of the world. So do we see it as a bucket list to check off for amusement or do we see this place as sacred or sanct? It is really a living classroom of not just geology but biodiversity, archaeology that's soaked in silence and shrouded in starlight that offers perhaps the greatest lesson of all and that is of humility. And as we, as Americans, pass this forward to the next generation we all have to keep that in mind because I can tell you we already have over 400 amusement parks that dot the American landscape and we only have one place that looks like this. Thank you very much. Thank you Peter. That was that was humbling. Next I'd like to introduce Andrea. So I put the question to Andrea. Pretend I'm a child and how do you describe your job and she said I am a teacher. It's pretty simple. Andrea, the stage is yours. Thank you. Good afternoon everyone. It's an absolute pleasure to be here today. So yes, I am a teacher and I'm currently a teacher in the school in the UK in Brent London and that's me with my kids and do not adjust your sets but I am a teacher of the arts. However, in March just gone last year I was blessed I was fortunate enough to be nominated for this award called the Varky Foundation Global Teacher Prize and I was amongst the 10 finalists there and I won and I won out of 30,000 applications from about 150 different countries and I won and I'm still pinching myself to find out why was that the case and I'm still in a fantastic great of discovery but I think and I'm hoping that it's because the role of the teacher for me never ever ends when the lesson is over the role of the teacher is something that continues and continues. So let me tell you a little bit about my day my life and what happens to me so these are my students and this is my art room I teach secondary education in the UK so that's ages from 11 to 18 and I love my job how many people can say that I love my job because I get the pleasure and the privilege of inspiring young minds I teach them art and I teach them textiles and these are subjects which they actually rush to go to in my school why? because it's where they get the opportunity to be themselves the opportunity to be able to break from the norm the opportunity to make mistakes the opportunity to be resilient the opportunity to be okay with a word that didn't work out but that's okay let me try again being resilient and my children do experience a lot of resilience in their daily lives so as you can see my particular school we have is a very multicultural school we have approximately 90 languages spoken in our school and it's in the inner city of London and with the inner city schools there is lots of social problems as you can imagine so many of my students are carers many of my students don't come from a single parent family many of my students lived in multiple occupancy houses which maybe are not that legal and they struggle and they are exposed to gangs and they get their streets outside their homes they are approached yet they get themselves to school and that's why it is a privilege to teach them because our children have got so much resilience they know they want to do the right thing and they know that being in school is a safe place for them and that's why we must make sure that we protect our students and protect our schools it's got to be their beacon and it's got to be the place where we make sure it's possible for them and I try and create that in my art room there comes times in every teacher's lives whereby you have those moments and I call them the wow moments the moments where something happens a child does a piece of work and that just blows you away and that happens because you know their journey now on the screen there in front of me you've got two pieces of artwork from two different students there and I'd like to ask a question to the audience in the room from those students which one of those do you think has special educational needs so do you think it's a student whose work is on that side of the room or the student on this side so if I was to ask you like a teacher would do put your hands up so if you'd like to put your hands up if you think the student is on that side of the room the student who has special educational needs put your hands excellent thank you very much how about on the other side oh wow fantastic great and that was a majority of you for this student well actually they both have and this is the one crucial message that I'd like to tell you about the arts the arts are the most inclusive subjects they don't discriminate they do not care if you speak they do not care if you can write they do not care if you are able to be fluent in maths in algebra that's not the problem but what it helps them to do is to communicate and from the artwork I have learnt so much about human being and what is possible and what they can achieve so for this particular students here and I'll take you through this work here so this is one of my boys here he came to the school and he was 14 years old so he had two more years left from secondary education he came from a special needs school and this student he was mute he did not speak and he was not able to communicate and he was almost like a ghost when he came to the school we offered him a very bespoke programme and art was a subject which he said yeah I'd like to do on the first lesson he was invited into the art room and he produced a piece of work and then he quickly packed away and he left on the second lesson he came back into the room again and as I was walking around the lessons seeing what they were doing I could see underneath his table underneath where he had his bag there was a piece of work hanging out and obviously it was his own work and I knew he put that on purpose and he was able to see it so I quickly went out to him and I said may I have a look at this and as I pulled it out it was the most amazing drawing I've ever seen it was a drawing of a guitar a bass guitar so it's quite clear that this student had a passion for music and the tone was beautiful the tone was accurate and at that moment my face was like oh my god who drew this and the first time I heard this child speak it's me I did it and I was like tell me and he goes you know I was like no tell me I want to know very slowly we built up his vocabulary I was interested and this guy had talent he had extraordinary talent and the work that we got on the screen here is a work of his final piece for his GCSE exam now he undertook his GCSE exam and he got one GCSE and that was from his art subject and when he came out from that exam hall and when he opened up his envelope to see his results I mean his face was just blown away because it meant that with his grade he could then study A level art and he's currently doing his A level art now and I've got absolutely no no hesitation that he will be a success that he will not only get into a university and do gaming design which is what he wants to do but the possibility that he has now got the confidence he can decide what the future is going to be and that's through the power of being in an art room and being allowed to have the opportunity and the time to succeed within our lessons also as you can imagine now we have loads of students and our world is exposed to social media and our children don't know how to cope with this they're very vulnerable and this piece of artwork here is from a girl who was really affected by who do I have to be what's my identity do I have to look like this who do I need to connect with and as you can see that piece of work there is almost like her communication to us to say help me I am not right learn behold or she was unfortunate experiencing self-harm so again it's the way that we are abling on communicating to our students are we listening to what they're saying and this piece of work blew me away so this piece of work is a very recent piece of work and it's from a student who was taking her GCSE exam and a very quiet girl she's a refugee who came to our school two years ago and she loves a very happy to be part of the art environment and this was a piece of work that she did and the project was called again identity and you can see so much from that piece of work I mean you can see the dove in the top corner there and you can see there's a bubble speech mark there that was left blank now this girl her journey to from her country to the UK was horrendous horrific and it still gives me goosebumps to find out exactly what it was that she had to undertake and you wouldn't want anyone let alone any child to undertake that but thankfully she's here with us now and I was waiting I remember waiting just watching what she was doing her work and I was thinking she's got three hours left that's fine most of it's done but she still hasn't done that bubble there so I've come back and I'll be going so she still hasn't she's not done it and then right at the end the time up was for the exam and I was like oh what's going on she goes miss what's wrong I was like what were you going to say what were you going to say in that bubble mark that speech mark right audience what do you think this child wanted to say yes she wanted to express that she had the right to say excellent thank you peace at home peace at world anything else when I asked her what do you want to say in there she turned around and she says but miss who will listen to me who will listen to my voice that's our job now especially where we are in this week we can really help these children so um with my award that I received in March I was given a million dollars I know wow yeah I was given a million dollars as you do you know give a teacher a million dollars extraordinary the Varky foundation there's a Sonny Varky he decided that you know to raise a profile of teachers and I am if you know me you will know that I will almost burn your ears of talking about creativity and the arts in education how important they are so I decided to put my money where my mouth was and to set up a foundation a charity called Artist in Residence because I have got this huge belief that children need to see role models they can't see where the future lies because they can't have they don't see what the jobs and opportunities are so with Artist in Residence I've decided to invite artists to give back by coming into schools having the opportunity to talk about their art to children to inspire children to have a chance to promote what they are saying with a hope with a fingers crossed hope that maybe they would like to undertake a career in the professions of arts because I do feel that now I mean we know with the WEF report that says in fact the future jobs that creativity is one of the top traits that students need and if we don't make sure that the arts are in our schools what chance will our students have so I'm just going to quickly fly through these ones so what's happening is that we've got some really prestigious artists who are now going into schools and they are changing minds they're inspiring our children and our children are saying hang on you mean you do a job that's your job and wow that's amazing and this is brilliant this is the kind of conversations that we need to be having our children need to see their potential where they need to be aiming for and by having professionals coming to the schools not just artists but any professionals you can and will be inspiring them so please please if you have an opportunity to go into the schools please do that and it's fantastic it's making a huge difference and not only that the artists are feeling yes this is just what I needed to inspire and we also it's not just artists I have it's also thespians as well so we have the wonderful Michael Attenborough who is one of the artists who is going in to teach Shakespeare into schools in very deprived communities and the kids are loving it they're absolutely thriving so I hope I'll convince you about the powers of the arts but now that's something else that I'm really keen to really step my foot and shake and say what's going on world and that's what are we doing about our teachers what's happening to our teachers I saw this magazine The Times magazine which published this extraordinary article and this is happening everywhere in the world whereby teachers who have got MAs who are extremely qualified and professional are having to earn or having to work two jobs in order for them to make ends meet and this particular colleague is having to donate blood just because to pay her rent and so I went to the states and I went into a school in New York and I asked the teacher I saw this report and I said is this for real does this happen do you have two jobs so we went into the staff room she opened up her locker and she goes what's that and it was a uniform and she goes when I finish teaching here at five o'clock I go to this hotel and I'm a valet and these are professionals who are responsible for educating our children and this is not the only country this is happening in many countries so if we are not looking after our teachers what kind of a future are our children going to have and I think we're forgetting that actually if you want to see the world please visit a school if you want to see what your country is going to be like go into a classroom there it is in front of you and these are the people who we need to make sure we are protecting teachers and our young minds and to finish off I'm going to leave you with this piece of work now you know I tell you that I have wow moments I have 80% I'm ripping my hair out moments when I'm in school but I have 20% wow moments and this is one of my wow moments so two years ago we had this wonderful student who joined us she came from India and she arrived now the region she was in India she never attended school and she was 11 years old so the first time she came to our school she had just started in the secondary education so she came in she was very shy very timid obviously not fluent had no English language whatsoever she came into the school but she used to seem to enjoy art lessons so she came into the art room and what I did was I set the class a piece of homework and I said please can you draw a figure that would inspire you I don't say or you know Lewis Hamilton who is your inspirational figure because we're just doing a project on portraiture portraiture just them and after the end of this classroom I asked the student to come near to me and I just said look I'd like you to as you know it's broken English I could I'd like you to translate I'd like you to try and draw a picture of your mum your dad or you and I gave her some piece of paper which I've literally just pulled out because I didn't have anything to hand and I gave her a packet of oil parcels and those oil parcels cost about two euros two days later she came back to my class before her lesson and she handed me this piece of work and I was mesmerised she's 12 she's 12 she can't speak English she can't access any of the curriculum at the moment but my god look at this talent my god look what she's trying to translate to us and when you're having a look at this piece of art the first thing I'll say to myself is what is going on in her head look at those eyes aren't they haunting what has this child seen what is the message and I'm happy to say that because of this celebration of this work which I've obviously gone and told the whole world in my school community look what she's done she now walks around the school with pride actually she skips, she's a skipper she skips down the corridors as you can imagine a 12-year-old do she comes in and she goes hello miss thank you miss, goodbye miss three words she helps to set up the classroom but the most important thing is that she feels that she's part of the community and she can and she will and she my friends definitely will she will succeed the power of the arts has helped to unlock her potential has helped us to communicate who she is and I just want to leave that as my final image and my last message to you all thank you very much thank you Andrea okay so that was very inspiring fighting back the tears now for our last panellist this lady Caroline I said to her I'm a simple man tell me in simple words what do you do for a job she said I dream with my eyes open with that said Caroline would you like to come up here and sit here and talk about your heart and your mind I'm not going to sit I'm not somebody who does what they're told good but it's strange to have you with my backs to you thank you both the wings of transformation are born through patience and struggle I want to tell you a story that I heard on Sunday that captures what I want to talk about today there was a man who was documenting how a caterpillar goes from the cocoon to a butterfly and during the day he was fascinated at the process of when the caterpillar emerges from the chrysalis and there was one particular caterpillar that he was fascinated by and he thought it was struggling so he got his tiny knife and slitted the cocoon to help the butterfly so the butterfly emerges but it very quickly collapses and it dies and the realisation about this is that actually because this little caterpillar hadn't pushed against the cocoon it had not built up the strength to survive to have the life force because he had made it easy she hadn't found her wings and so I think it's a great message is that we need to be gentle with our struggles and when we talk about resilience and what a powerful force and part of our lives they are so for all of those of us right now who are going through the pushing against the cocoon whether because we've lost somebody because our heart is broken because we are struggling with illness because we just simply do not think we're good enough because the nose are coming more than the asses my invitation to you is keep trucking it's an Irish expression or my family expression which is simply keep going because it's for those struggles that I stand here on this stage in this most important week of my life for 20 years my soul has had a purpose that has burnt through every single disappointment and success but disappointment to lead me to this place and there is no way I would have had the courage the strength and the absolute fire in the belly to see this through if it were not for that my gorgeous father Jerry Casey he passed away two years ago and he was the man who had basically told me be yourself be yourself it was through his death because he had told me that again days before he died that I found the courage to fulfil this wide open dream that I've held for so many years to launch a global campaign for disability business inclusion over the years of a career that has expanded 17 years I was like well who am I to do that I'm 47 years old why would I somebody else somebody younger somebody better what will they think about me but in his death I realised the only way that I was going to fail is if I didn't begin and I didn't want to die regretting that I didn't try so in that grief I found a way I don't know why and I don't know how to this day and in 2017 in August of 2017 I launched that campaign hashtag valuable and why did I do it well because we've talked about for years the inconvenient truth that Al Gore talked about here when I was here as my first Davos years and years ago well let me just tell you the uncomfortable truth the uncomfortable truth is that inclusion is not for everyone there is a disability inequality crisis out in the world where you're 50% more likely to experience poverty you're 50% less likely to get a job collectively this group of people is the most marginalised and discriminated group in the world yet there are 1.3 billion people in the world currently today experience disability that's more than vegans I'm telling you seriously 80% of that 1.3 billion acquired in the working lifetime between the ages of 18 and 64 80% of it is invisible okay but the crazy thing is if every one of us had a mum and dad who loved us it affects 53% of our global population and every human on this planet had such disability at some point in their life and why is it still on the sidelines well my passionate belief is the only way that we can eradicate this inequality crisis is to work with the most powerful force on this planet it has been my belief for nearly two decades if business was to see the value of people with disabilities and their families then society would too inclusive business would create inclusive societies charity is not going to fix this alone governments cannot business can and yet a further uncomfortable truth it remains on the sidelines of business why why when this is 20% of our global market one in seven of us because we still haven't understood the extraordinary value and the talent that exists and everything out there that is waiting to release the social economic and business potential of 1.3 billion people the other uncomfortable truth is actually the inclusion agenda in the world of business is diverse weird but we are competing in the inclusion agendas disability against LGBTQ against gender against race it's crazy we don't need pick and mix mix inclusion we don't have to have a la carte inclusion it is the human experience and this has been the driving force of my heart to say if we could see business represent society in their corporate cultures then we could eradicate exclusion couldn't we because the question is why and the most powerful force in business is business leaders look what happened when Cheryl Sandberg lent in a leader of influence brand of Facebook and platforms so through valuable we wanted to find the most important leaders and brands and platforms to position disability equally on the global business leadership agenda and that's important it's important statistically it's important for all of us because if we all belong the world is better right it's not one or the other but it is also so personal to me why well I was born in 1971 and I was born with a very rare condition called ocular albinism I am and was born at the level being registered legally blind and for those of you who don't have a clue what that means because I certainly didn't it means after my hands it's blur I'm very well known for saying it you all get to look like George Clooney particularly this man down here you get to be the best looking of all extraordinary thing for me is I often think if we took everybody glasses who wore glasses off we'd have how many billions of people disabled in the world so my parents when I was born and they knew about this condition made one of the most bonkers decisions in the world they chose not to tell me they chose to bring me up as a sighted child they believed that if they gave me a label it would limit me because we're so many of our labels they didn't want my wings clipped with the definition of what is normal and able and so I went through all of my school life thinking I could see just like any the rest of you until I was 17 years old and I went to get my motorbike licence I'm obsessed with motorbikes and cars and my father was the one to give me a driving lesson how crazy is that I had other dreams at the time I wanted to be Mowgli from the Jungle Book and I also wanted to be a cowgirl if I had been brave enough maybe or not I would have had a whole slideshow for you but I need to be myself I couldn't see that slideshow and I need to belong as who I am and not fit in I hope that my words will paint the pictures that these two so eloquently had because I see differently to you but at 17 years old I would not have been able to admit that I decided to do my first conscious act and I hope only one of discrimination I rejected that I had a disability I discriminated against my tribe of 1.3 billion and I hid it for fear that I would not have the dreams that I wanted to have come true and I went through 11 years of my life I was an archaeologist by the way crazy for somebody visually impaired and in the closet and then went to business school which is extraordinary that they didn't pick up I couldn't see and it was only when I was with them two and a half years I eventually found the courage to come out of the closet and own who I am fully because I was so desperately tired trying to be perfect and in doing that moment I fulfilled that first dream to become Mowgli from the Jungle Book and from management consultant to Mowgli from the Jungle Book I did it by going across India on the back of an elephant and it triggered these two decades of reframing disability not just for society but for business for the last nearly two decades I have fought to do what I wanted to get business to see that value and worth we have had extraordinary success and extraordinary failures it has been up and down every shape that you go on but this burning desire to create a world where everyone belongs has just pushed me forward more than anything I've ever known through marriage break ups I stand here firm because this is not a conversation about disability it is about humanity every single one of us has the right to belong and no human being should ever be defined by one tiny part of them because we all have difference so when I launched hashtag valuable in August 2017 I thought it was big to make the decision I didn't think for one moment that anybody would say no to my crazy idea no 53 companies in the world said no and I didn't know what to do and so I decided to fulfil the second ambition which was to be a cowgirl I rode across Colombia to the stage of one young world on a horse I'm not a horsewoman a thousand kilometres in five weeks and we got the voice of 810 million people to say I wasn't crazy on the stage of one young world in October 2019 the very first global business leader stood on the stage and his name was Paul Poman of Unilever I had wanted to meet him for years now I had to ride a horse for it but we got him and after he called me and he said how are you going to make this ambition come true he said go out and find the leaders go out and find the brands I have no money I'm exhausted we had remorgaged our house my grief was still pulsing through my veins and he said you must finish what you have begun so I stand here this week we did get the leaders Paul Poman of Unilever Mark Weinberg of EY Janet Riccio of Omnicom and Richard Branson we did get the brands we did get the media to back us 24 hours before my board shut me down I had a promise of financial support just to keep going and then Paul Poman and the World Economic Forum opened up the conversation about disability inclusion and they've done it before Weth but this time they gave it socks it is everywhere because if disability is included we all get to benefit it is a transformative moment for change and for inclusion on Thursday we will have a press conference at 345 to announce the valuable 500 in 365 days we ask 500 CEOs to put disability on their board agenda and make one commitment it will be the tipping point for change and that will be followed at 530 on the main stage in the World Economic Forum five of the biggest companies and their leaders for the very first time in history will talk about disability I have never been so scared and excited I am now ready to retire this is what my heart wanted it's time for me now to step back and let the tribe go forward and these are the resilience lessons that I have learnt I have learnt in looking at Pete's beautiful beautiful pictures I can hardly see them tears rolling down my eyes it reminds me that cliches do work the darkest hour is genuinely before dawn I have nearly given up more than you could even imagine and here we are right now I have learnt that change you can't give it a deadline there's no such thing as it and you know what as I stand back and look at it it all makes sense to hear so for those of you who are struggling with it let it go let the deadline go I have learnt more than anything nothing to find you no success, no falling in love no great moment, no stage opportunity no award, no death will ever define who you are you get to get up every day and start again I have learnt that your vision the vision of what you want will keep you alive and yet you don't need eyes to see will get you through the darkest bits I have learnt that dreams are the power that have kept me going and keeping my eyes open to see where they happen and I have learnt that magic does exist it's just you have got to choose to believe it because if I could share the serendipity moments that have broken open my heart a thousand times my life is like like fairy lights you put on a Christmas tree that every single light is a moment of magic which was preceded by pain but that's where the growth came Leonard Cohen says it's the light where the cracks get in oh my god it is and the string that keeps those fairy lights together is resilience it is our life force so I started with this quote very simply the wings of transformation