Live from San Francisco, it's theCUBE, covering Informatica World 2017, brought to you by Informatica. Hey, welcome back everyone. We're live in San Francisco. This is theCUBE's exclusive coverage of Informatica World 2017. It's theCUBE, our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier with SiliconANGLE on theCUBE. My co is Peter Burris, head of research for SiliconANGLE Media as well as general manager of wikibon.com research. Our next guest is Sally Jenkins, executive vice president, chief marketing officer, new to Informatica, not new to the industry, but certainly put her mark on the show with the new branding. Sally, welcome to theCUBE. Great to have you. Thank you. And I know you must be exhausted all the work you've done. Thank you. We're running on adrenaline, I can tell you that, but it's all good. We feel really good about it. So this is our third year following Informatica. We know a lot of the folks from other companies see some semantic product guys now running the show at Informatica. Always had great product chops. But with this industry transformation with cloud, just in the past three, four years, there's been a massive shift and wave. And the pecking order of winners is changing pretty quickly. Informatica, when private, kind of like what Dell did, Dell computer, now Dell technologies, and retooled. Now you're going to be doing the brand reboot, which we can see behind us. You've done that in three months. Take us through that. Because this is an interesting story. You're now going to bring the brand perspective to Informatica. What's the strategy? What's your plan? And how did you get all this done in three months? Yes, no, it's been an incredible journey. But I was just made this enormous offer as a marketer. You couldn't dream for a better challenge than what we had at Informatica. So when I came in, what I recognized is looking all around and trying to understand our strengths and our weaknesses and what were the opportunities. We have everything in place. So as I mentioned in my keynote yesterday, our brand is having to catch up with the business. So the business is there. We've got great products, the leadership that we hold with all of the Gartner Magic Quadrants, and a leadership in the six categories that we say that matter. We have a tremendous backing to come out with a new story. And that's exactly what we needed to do. It wasn't just about the logo. In fact, the logo was the last thing that we looked at. It was about what's our strategy? What's our vision, our mission? What's the story we want to tell with our customers? And we were hearing from our customers as well that they wanted us to change because they're going through transformation. So that was kind of the backdrop for how we got started on this. And so we went right off the bat trying to nail down our messaging and reviewing that with customers and partners. I mean, our new partner community. It's a big part of this. So we did our due diligence that led up to this unveiling. So I got to talk. We were always kind of complimentary of you guys. Some critical, we had some critical analysis yesterday in the wrap up session. Minor relative to the big bets. These guys have product shops. They always have had good product shops. And with the private going private, they've done a lot of retool and a lot of change in the past year. And they talk about that. I'm going to see, we had it made on, we're going to have Neil on earlier. But I got to ask you the question is the new exact, what does the brand stand for? Because the products changed. The customers, they have some legacy customers that are growing with them and transforming. What does the brand stand for from your perspective? And what is that story? Well, the brand stands for unleashing the power of data. And I think as you probably heard throughout this conference that our whole stance on this is understanding what the disruptive power of data holds for you as a customer. Because as our customers are transforming, we are also recognizing that we have to transform too. And our customers are moving from on-prem to cloud. They want to use our products on subscription versus perpetual license. So we're going through this massive change right alongside our customers. And so our brand had to support that. And our brand was quite frankly left behind. And so that was the opportunity for us to think differently about what is that story that's in support of what our customers want. That promise that you want to make to customers. Yeah, that's right. So next for you, you're going to take a vacation. I get Friday off. And then you're going to start applying yourself to the challenges of using data within marketing to improve Informatica's performance to customers. Absolutely. Talk about the transformation that you think your function's going to go through as you use Informatica to be a better Informatica. Yeah, that's a great question. In fact, I talked about this also in our keynote yesterday because I was talking about a little bit outside in and then I flipped it and said, let's talk inside out. And I was explaining how my job is to deliver the best customer experience to our customers and our partners. And in order to do that, I need to have those unique insights that I gather from all the data that I'm collecting on our customers and our partners to make sure that they're getting the right information at the right time to make those right decisions. And so I'm using our own internal intelligent data lake to create what we call our marketing data lake. And that gives me, first of all, it gives me the whole perspective of the customer and what they're doing and where they're coming from so that then I can turn that around and make that a unique experience for our customers. And so I shared that because I wanted our customers to understand that I'm going through the same thing that they're going through. In fact, if you've seen some of the quotes that are hanging around here in Informatica World, Jewelry TV, AWS, they're all talking about delivering the best customer experience for their customers. So I feel like I'm going through this just as well as our customers are. So what's the marketing perspective? Cause now you have to sell the customers you're listening. So digital is going to be a big part of, we're in a digital transformation. So we're here at a physical event we're broadcasting digitally live and all these assets are flying around. There's a lot of data out there. How are you harnessing that data? What's your vision on how are you going to bring Informatica into that digital role for listening to customers, engaging with them and creating a touch point digitally? So digital is a big part of what I'm responsible for and we oftentimes talk about what's the digital journey our customers go on and that gets back to, I'm needing to understand where they're coming from, what device are they coming to me from, what kind of information do they want back from me to help them make the right decisions for their company and quite frankly bring ideas back to their C-suite. So that's all right in my wheelhouse and that's actually what I'll be turning my attention to post-Informatica world is really getting deep under and having a better understanding as to what that buyer's journey looks like and it's all digital. I mean these days everything we do in marketing starts with digital. In some cases the moment of truth to the beginning of a journey is all digital. Yeah, that's right. Analog is kind of self-service if you will. Well, except for those customers except for those customers that you currently have who you're trying to expand and develop and help them as well, obviously. But this is one of the things that I find especially interesting about marketing I want to test you on this is that in many respects marketing has been underappreciated because the output of marketing has been very information oriented and the value of the information that the marketing has generated while we're not starting to recognize how unbelievably valuable it is, historically it's been underappreciated. That's right, that's right. So how are you bringing the story, marrying the ability to tool things but also to better define, so you know, what's the value of a brand? That's right. It's goodwill on the balance. Yeah, yeah, well that's a great question. This is a testament to the belief that our board and our executive team has around the power of a brand. This is why they're investing. They realize that they've invested and done and delivered in every facet across Informatica in the last place that they needed to invest in is in marketing because they realize the power of the brand and that story. And look, everybody's talking about us. I mean, if you've talked to any of our customers here at Informatica World, they're like, this is unexpected. We haven't seen this from Informatica. They've been hungry for this from Informatica. And so we're really putting our money where our mouth is on the brand this year. So you'll see it all come together. And I have to say as a marketer, I mean, there's nothing more special than the company realizing that they need to get behind the brand. You got a great mandate. I mean, you got a good product behind you. I think that's going to be impressive. Question I want to ask you is twofold. One is with the rebranding experience that you mentioned, you went through digital transformation. A lot of your customers are going through the same thing. What experiences did you learn from that? And you can share some insight, whether it's personal or business anecdotally or specifically quantitatively, what you learn from the rebranding experience. And then the second part of the question is the brand building process. How do you envision that roadmap? Well, so it's interesting. So I actually brought a best practice in order to get this done in three months. Honestly, this is normally like a nine month process. I use this rubric where we start with understanding what's overall vision and mission and what's the market opportunity. So enterprise cloud data management, we're the leaders in that. We've never said that. And so understanding each of the bits and pieces that make up the entire story before you get to the brand identity, that's actually a best practice that we've employed now here in Informatica. And that was something that was foreign just because they hadn't taken the time to focus on that. So that was not necessarily learning a best practice, but deploying a best practice here at Informatica. And now we need to turn back inside and change the culture. So we just rolled this out with the Informatica employee base last week and they're all excited. And I said, okay, well, we'll tune in once we get past Informatica world. So now the employees are excited to understand how can they help tell the message, get the story out there? How can we change the culture so they understand who we are? We've had many messages in the marketplace, so there's a little bit of confusion. And now we have one story. And now we need to have our employees are our best salespeople. So we need to engage them and arm them with the story. I can just see people watching this video. Give me the rubric. Where do I find that rubric? It's posted. It's on our internet. Absolutely. So it's on the public blog? It's on our internet inside. Oh, internet. Okay, so it's not for the general public. Okay. I'm sure they're dying to find out the secret rubric. But it's a guide to help them. Because everyone says, oh, what's your new logo? And I'm like, we have a lot to do before we talk about colors and all of that. And so we wanted to make sure our employees understood the messaging and what was behind that so that when we got to the logo, they could understand how everything was unfolding. So what's going to iterate? So, you know, we see this on digital transfers where it's deploying cloud, you get some structure, a rubric, like it has a guidepost to kind of get the hard work done foundationally. But then iterating and being agile with the brand. Do you have a philosophy on what points of the brand you're going to be iterating on? And what are the key areas that you see some evolution on the brand side? Yeah. Well, it's definitely that reiteration of our leadership stance that we have in the marketplace. You know, we've been humble and there's nothing wrong with humble, but we also can be proud and we can be proud to be proud. So you'll be seeing a lot more from us around our leadership that we have in the marketplace and we're going to be taking that on the road. So what you see here this week in Informatica World, then we roll them out all around the rest of the world through our Informatica World tours. So we'll package up the story, we'll package up the look and feel and we'll take that out so that our customers around the world can experience what we're experiencing. Take us through, I would love to ask this question for new folks and it does with Jeremy Burton when he joined EMC. Now he's CMO of the Dell Technologies.  So when you were assessing the jewels, if you will, inside Informatica, what are some of the things that jumped out that you could share? I mean, what's the coolest thing you saw? What motivated you? What was the tipping point? Was there a moment where you go, okay, go to the next level? Was it just a sustain? Or was there one? No, there were a couple of things. I mean, first and foremost, our leadership.  I'm sure that you can validate this. There's no other company who has leadership in six, and not just in leader quadrant, but the leader in the leadership quadrant in six categories. That's unheard of. And it's something that we need to be proud of. We don't ever talk about that. So that was the first thing I thought, okay, we'll check that box. That's really good. Second thing is this interest in investment in the brand. And I thought, okay, I've heard that before. Let's see if we're serious about it. Test that. Yeah, and I've tested it. I've proven it. We've delivered it, and everybody's proud. And so I think those two things combined, our leadership and the fact that we actually can get behind the story, and we have one story, that's the momentum we've needed. So that's just validation. Well, Jerry Hell, who's a board member, was on yesterday. He was very proud of the work he'd done. And he's excited. So he's pumped up. You've got one board member on your side. We can see what Bruce thinks this afternoon. Board members, we've got our channel partners. I mean, the channel for us is our mouthpiece. And we needed to provide them the story too. So the channel's engaged and more excited than ever. Our sales teams are engaged. I mean, they've needed the story. So it was just guide rails that we needed to bring to the company, and I think this just solidifies that. The wind at your back, certainly we heard from the channel, sales are up, certainly the product's doing good, looking over a billion dollars in revenue. Great pre-IPO, I mean, it's pretty obvious. It's pre-IPO out there. Amidst that, it's not okay. We're going to evaluate that, but we think it's pretty hot right now. Is it the hottest? I think so. But what are you worried about? Because with all that pressure, you're being aggressive on the marketing side. You got to be, you got the wind at your back. What are you worried about? Have anything to do? It all comes down to execution, right? So we've done the heavy lifting to get us here. But as I've said to executive staff and the board, this is our starting line. It's not our finish line. And so the rest of this year, and of course going into 2018, it's all about execution. So, and I feel really good about that because you can't execute without a great strategy and we have a great strategy and we have a great story to tell. And a great management team. I mentioned it earlier, and John and I talked about it last night and the wrap-up. Informatica has a track record of making promises, big promises, and at least recently, keeping them. That's right. So you are, you have a track record of executing. Customers are able to bank in you. So going back to the kind of why this might be a great opportunity is, from our perspective, you got good products, you got good management, you got a good customer base, got a good financial position. Marketing can make a big difference. That's right. Now we have a good story and we have a great brand and we've got investment. So we'll be out there. I mean, this is our year. I hope you all see this is our year. We'll be watching. You got a lot of air cover coming in for the folks to try more business and customer satisfaction. Yeah. What are we going to be talking about next year? Wait and see. Wait and see. There's more in store for sure. It's probably your first hundred days. What's your, hold on. I re-branded the company. I won't leave it at that. Sally Jenkins, executive vice president, chief marketing officer, changing the brand, building the brand for Informatica. When did it back? Congratulations. Great to have you on theCUBE. Thanks for supporting theCUBE. Thank you. Bringing theCUBE exclusive coverage here from Informatica. Well, I'm John Furrier with Peter Barris. Stay with us more after this short break.


Okay, in the interest of time, I'm going to get started and introduce our first speaker in this parallel session at the end of day one, Celia Popovich from York University Toronto Canada. Thank you for presenting today. Some of you might know Celia's work in educational development. And today, Celia will be speaking about this healthy generation but not in class instructive views. So over to you. Okay, thank you. Thank you. Hello, I'm feeling really slightly discombobulated. If that's the word we use here, I've been in Canada for 12 years, so I've got really confused about which words we use in England and which in Canada, so I just use the wrong words everywhere. But anyway, the reason I'm particularly discombobulated is that about two hours ago I was holding my grandson who was born last night. No, I had to just say, and he's already part of the selfie generation, you know, there's pictures out there but not on social media because my daughter doesn't want me to anyway. So thank you just to get that in. Yeah, so what I'm talking about today is it's a really small study that I did. And I mean really small study I'll explain in a moment. Because I've been intrigued over the, well certainly during and after the pandemic experiences by what we tend to think of as, you know, students being happy to have photos of themselves all over the place take picture. Not just students, you know, many of us take a snap of picture otherwise it hasn't happened. Online classes reluctance to turn on the camera. So there has been worked on already and I think we probably know why students don't are reluctant to put the cameras on. Some students or we might experience a lot of students are reluctant to turn the cameras on, but I was interested to know what the faculty members actually think about it. And whether it's an issue for some, not so much for others, or if it's a general issue at all or maybe it's just me, I don't know. So what I did was, as I say very small little experiment I just sent experiment research. I asked the faculty at York, where I'm based in Toronto to fill in a short six question survey, asking, asking a few things around their attitudes so that's what I'm talking about here I'm not talking about the students per se. I'm not talking about the what I've gleaned from my colleagues and the main thing I'll say is, I think since the start of an area that we could, it could well be worth looking into more deeply. So, yeah, just a small investigation as well. I think we see the, there's about 3000 faculty members, including contract faculty, who invited to complete the survey and I got the stunning response of 68. So, I'll see something. So, I think we need to think, okay, who are the people who are actually responding to the survey. So, with that in mind. Yeah, and I told them I would be summarizing the I would be presenting at this conference. So the first question I asked just a simple, simple question, how important is it for students to turn on their cameras in online classes such as zoom and teams we tend to use zoom at York but one of the areas I'd like to look into is where the platforms make much difference. And in zoom, if those of you that use zoom. Generally speaking, when you have your camera on you see yourself the whole time. And I suspect that might be, might have something to do with it. Anyway, what I was asking the faculty was how important do they think it was. I think it was 68, almost 20% thought it was extremely important, and another 41% thought it was somewhat important so 60% of those who responded thought it was important and just 4% unimportant and 13% somewhat important so established they think it's important majority do. So they required students to turn on their cameras. And only one was only one respondent actually that 1% said yes at all times that they required it. Further 4% much smaller number than I was expecting said yes when speaking so when the students are speaking they're required to have the cameras turned on. The big majority of 65% said no but I encourage them. So that's the general gist. And I'm not surprised by that actually and no sorry is almost 30% don't encourage don't require it at all. I'm not really surprised that much by that when I think about it because the message that went out from our institution to students with two faculty sorry was particularly during the pandemic when suddenly, and it was a big move for I think we didn't teach online at York. So when we were required to it was a huge shift. And there was a very strong message went out that it would be an invasion of students privacy to require them to have their cameras on. Don't even go there so people I think, possibly if anything went the opposite extreme of, you know, actively disc or not discouraging from turning on but not making much of a deal of it. But that said, so we just go back so even though 60% think it's important or very important. Very few actually require it. So then I asked just an open text question. What impact, if any, do you perceive in the use of cameras by students on students learning and or your own teaching and yes I know that's a huge long question with lots of things in there. And I was really just fishing to see what I didn't know really what what the attitude was out there out there. And so I got all sorts of responses fairly, fairly sure it wasn't too difficult to go through and collect the comments into various themes. The reason there's just one down there positive that doesn't mean the rest will negative it's just that was the response. I said positive so much more to get out of it, but for the for the other comments. As I tried to see them and some of the some of the comments touched on more than one thing so it's not a straight addition, but I'll just go through these. Mostly I think the wet surprise you what people said, but I think there's some quite interesting nuances that we can perhaps get from them. There's student engagement so these are the comments that people made that referred to having a camera on somehow ensure student engagement or suggest it. I think it was interesting that so some people were saying things around so these are two, just two selected to to quote quotes, students seem to engage more and multitask with non course related items less. They're saying having the cameras on, I'm immediately thinking how do you know that's this that's the instructor's impression. If they've got the cameras on the less likely to be watching tick tock or doing their homework or I don't know what they're doing. I don't know what they're doing. Yep. And some are much more strident and saying having the camera on is required for student engagement you cannot be engaged if you haven't got the camera on. The next one is one of the ones that insist on having cameras on all the time I don't know because I made it an anonymous survey. The next most common thing that came up was if the students don't have their cameras on I as an instructor find it harder or conversely, if they have it on I feel I feel more engaged I do a better job. So one comment I find it difficult I find it difficult to engage with a class when few or none have their cameras on this impacts on my performance. What impact there perform are you performing when you're teaching and maybe when you're teaching online it's a different experience. I mean I'm performing for you now and some of you are looking at your, at your computers with or without your camera on I've no idea if there's anyone out there looking at me. And some of you are looking at me, and I'm getting feedback from it for sure. You know and if I see nods I'm encouraged if I look at people look completely bored I sort of just want to go you know or whatever it is. It's much harder we know that because you haven't got eye contact so I think that's probably not a unexpected thing to say. This one I find interesting I'm better able to teach to the students needs and abilities. So for cameras on, I can adjust what I'm doing I'm taking in presumably clues from from the expressions and so on. You can tell people are following or seem to be confused when the cameras are left on. The third one seeing students faces is helpful in determining body language when teaching it also helps me remember who that student is. That was something that came up in a couple of the other themes to run this idea of, if I can't see somebody. I can't. It's hard for me to get a sense of who they are. It's really obvious I guess when you think about it this is how we learn with interact with with people social beings that were online. We kind of go into the slightly different space. There are then some comments around privacy and surveillance, not some more of a negative aspect. And some of the, some of the comments were quite indicated quite a bit of concern around this. So I'm so fast. Teachers need to be reminded that students don't like the feeling of being surveilled surveilled. I think I think of panopticon teachers who try to encourage cameras to be on or make it a requirement, forget what it's like to be a student. Students like to have advocacy over who sees them same can be said with teachers having your camera on is not the same as being attentive. So quite opposite to that earlier view that you need the camera on to be engaged. And the other one I like seeing faces and reactions to engagement, but the need for cameras to be on I feel is more for instructor comfort than for the benefit of the students. I worry it undermines their agency and professionalism of our students as though they're being surveilled or need to fake engagement when really their level of engagement for online learning is up to their own discretion. And then to contradict that, or to set against that themes around having a camera on as a way of building community. So it can be positive in building a sense of community. I think learning as part of a community is beneficial members of this community will meet outside of class to discuss material. They'll also engage during class time. I believe that camera use promotes this sense of classroom community. I don't know what sort of size classes are typical in your institutions but across your at York, we go from small graduate classes, probably the smallest would be like say six students to 1000 students on a first year undergrad psychology course for instance. So, yes, so the comments were around the difference between, if you're working with a smaller large group so if you've got 1000 students you can't see them, even if I've got the cameras on anyway, we'll say not in the things that we use. So, so several students, several responses commented on that. Okay, I then I then asked a question about their own use. So I asked the in the survey in large meetings where there are more than 20 participants, which is the size of most classes and more than 20, 20 students, what's your own typical camera use. And interestingly, only 4% said that they themselves would have the camera on all the time. 35% sometimes 21% only when when speaking and and 2% of however, you'll notice that although there were 68 responses to the survey only 48 people answered this question so whether they just gave up by then, or didn't want to say, or maybe it was too complicated some meetings I have it honest and I don't. I didn't say, but anyway, I thought that was interesting. We behave like our students. And then finally, these these last, last few slides are around a final open question I was hoping to learn some really great ideas and techniques. And some of them were quite interesting this my favorite one was pure charm so what to use to get students to have the cameras on. I just charm them great lovely. There's a lot of things around forms of punishment and reward basically so reward students with attention if they have the camera on. And not if they don't come up quite a bit. Appealing to sense of equity to everybody benefits if we all have the cameras on. Create activities that depend on interaction, making use of chat instead of relying on the camera and just giving on time and breakout rooms so the key seems to be, again, as many of you know, if you, if you have students in smaller groups are more likely to have the cameras on and engage and all those beneficial things that were stated. Some people, I imagine this as a person who insists on having cameras on all the time will say it's a requirement when taking attendance or in the course description and so rewarding with attention. Modeling desired behavior so the instructor having their camera on. And this is quite interesting one against going to depend on the size of class but not doing it publicly but sending a private message to somebody in a chat so it'd be great to see you. There was one person who said I do mention that if you want me to give you a reference it really helps if I know who you are. I think I might use it on myself. Anyway, wish that last bit a little bit but the slides are available. So as I say, really just a small study looking into instructors attitudes and I think opening up some areas that we might want to explore further. Anyway, if you want to have a conversation with me beyond today, we'd love to hear from you and thank you very much. Thank you very much Celia. We have Carl Sykes.


Hey guys, I'm Amanda here with George and today we're going to answer a question off Twitter from at jubicelizama. He writes, what is the maximum tire pressure I should use? It's a good question. George? Well, it depends on the type and the size of the tire. If you check on the side of the tire wall, it usually tells you the minimum and the maximum PSI. If you're riding a mountain bike or if you're riding a commuter bike, sometimes they have bigger tires and they take less PSI. When you're on a racing bike or a track bike, they tend to be higher, like 100 to 120 PSI. If you're riding under PSI, then you're usually going to be sluggish and it's going to take you longer to get where you want to go.  So, how much air can I add to the tire before it explodes? I don't know. Let's find out. I smell a contest. All right, we've got two guest riders in the shop today, Anthony and Andy. All right guys, you each have a 700 by 28 tube and whoever can bust their tube first by using the floor pump is going to get a year supply of tubes from Pure Fix Cycles. Are you guys ready? Yes. All right. Go. Let's go, Anthony. Bust that tube. Come on, you got it. Yes. You got it.  You got it. Don't worry about it. You're good. You're good. Keep going. Yeah. Bust that tube. Yeah. I'm getting back. Oh, no. The tube is getting huge. You got it. You got it. Come on, Anthony. Come on. You got it. You got it. You got it. You got it. You got it. These are really strong tubes. Yeah, you got it. It's a little bit. Oh! It took over 150 psi to bust the tube. Obviously, you should never inflate it that much. And now, you don't ever have to worry about buying tubes for the next year. Lucky Andy. All right guys, that's all the time we have left for this week. Check out more videos online at PureFixTV.com. And if you have a question, hit us up on Twitter at PureFixTV. Until the next time, we'll see you in the street.


Now we're ready to look at examples of using Kirchhoff's voltage rule on batteries. Now, I'm not doing a full loop yet. I'm just looking at how the potential changes from one side to another of a battery. And as a reminder here, the higher side is the positive side of the battery and the negative terminal of the battery is going to be the lower potential side. So if you have a battery in your circuit that's oriented the other way, remember that you have to have the higher value over on this side and the lower value over here on this side. And let's make sure that gets sent to the back so that we can see all of our words. Conceptually, we know which side is the lower or higher based on the shorter or longer lines for my battery symbol, but we can actually start figuring out some numbers as well. Now, sometimes you'll have a location in your circuit which is grounded and that typically is defined as our zero voltage point. And in a lot of circuits they will actually use that negative side of the battery as your zero volt side. You can't always do that, particularly if you have more than one battery in the system that won't work. But if you do have it grounded that way, then this side would be zero volts. And then our 10 volts here means that this side is 10 volts higher and so I would end up having 10 volts over here. Similarly, if I were to work on the 5 volt battery, if I ground it on the lower side, then my higher side would be the 5 volts. So you can never think about it just in terms of left or right. You have to actually look and see which side is the lower potential side and which side is the higher potential side. Now, let's take another example here. Another couple of examples. Let's say our circuit was grounded such that the higher side was zero volts. You might initially think, wait a minute, that doesn't work, but potentials don't have to be positive values. You could actually have a negative 10 volts for the lower potential side. It's still an increase of 10 volts as I move across the battery from the negative to the positive terminal. So that works. You could even have the higher side be at 5 volts.  Well, since there has to be a 10 volt difference between the two, that side would have to be at minus 5 volts. So no matter what's going on, you have to make sure that as I move over this battery, I increase by 10 volts. So let me just throw some different numbers in here. Let's say I had over here on the lower potential side of this one, that the lower potential side was at 2 volts. What value would I have to over have over here on the higher side? Well, I know it has to increase by 5, so 2 plus 5 would give me 7 volts. Or similarly, let's say I knew what was happening on this side and I had 13 volts on this side. What would I have to have down here? Well, this side has to be 5 volts lower than it, so I would subtract off the 5 volts, and that would give me 8 volts for this side. So when you move across the battery in the loop, when I eventually get to the full loop for Kirchoff's voltage rule, if I move from the negative side to the positive side of the battery, my potential has to increase by the voltage of the battery. But if I'm moving in the opposite direction from the positive terminal to the negative terminal across the battery, then the potential would have to decrease across that battery. So these are just a few examples for how the potentials might work compared to the voltages as you move across batteries as we go through a loop. We'll look at a full example of the loop in a later video.


In 1989, the movie Still Magnolias hit theaters all across the nation. This movie has now become a classic. It's a story of women in the South and the Deep South in a small town. It's a story of their lives and their relationship with each other. But as any person who grew up in the Deep South can tell you, this story or the concept of this story is far from fiction.  Now here in the Deep South, manners are very important. We say yes ma'am and no sir, we put our napkins in our lap. And growing up for me with my friends' parents, I always refer to them by their married names. However, with this particular group of women, not once did I ever refer to them by their married names. I always called them by their first names. And they do say that it is a village that raises a child. The women that my mother was close to, the women that she had spent most of her life with, were a huge and significant part of my childhood.  I told you in a prior video about my family's heritage in the low country of South Carolina. My mother's family, the Bryces, where I get my name from, were doctors. They've been doctors for generations. Well, my grandfather was recruited first to Atlanta and then to a small town called Rome, right outside of Atlanta. My mother was five years old when they moved to Rome. This was around the time that she met these women, who were also at that time around the age of five as well. And as I've mentioned in previous videos, even though the South is known as the Bible Belt, even though we are a very evangelical and Christian area, we're also an area of magic, of folklore. We're also an area of ghost. Most people I know, including myself, have had many experiences with ghosts or hauntings. I told you in a previous video, my mother was the first person to tell me my first ghost story, and that was the story of the Gray Man of South Carolina. Well, Beth was the second person to tell me a ghost story when I was a child. Only the story that Beth told me, and then eventually her children shared their experiences as well, deeply affected me. In fact, the story stayed with me all of my life, something I always remembered. And it is my honor and privilege to have Beth on this channel today for part one of the story of Annie Laurie. You see, in my opinion, the story of Annie Laurie Hoyt is one of great significance. There is a lot of evidence, which we'll see in part two, of Annie Laurie's existence.  But before we go any further, please remember to hit that subscribe button and go ahead and give this video a like. Now, if you hit the bell, you will be notified for part two when it drops. Welcome to Esoteric Atlanta. My name is Bryce, and today we're going to talk about Annie Laurie and the Hoyt family. Have you two known each other, been friends? Well, since we were five. We were fifty-five. Beth, I knew her as Beth Hoyt. Now she's Beth Balsam. Beth, when I moved to Rome at age five, we went to the club. I told you about the club. That was the one place that you went to swim in the swim pool. And we were swimming, and I came. Mama, mama, I met a good friend. And her name is Beth, and guess what? What? That we figured out about each other. We had the same birthday. Yes, we were happy. April 21st. Yes, we won't tell the year, but I figured out. So we need to tell the year. So we have been friends since then, and still loving and adoring each other. Very proud to be a fourth generation Roman. My family came here by way of Colonel Wade S. Cochran. He came from Abbeyville, South Carolina. Back in, I believe it was 1848, came to Rome. He was a very rich railroad tycoon, entrepreneur, owned some steamboats. And then in 1867, his daughter, Anna, was to marry Robert Hoyt, who was a up and coming druggist in the town. And as a wedding gift to Anna and Robert, he had a beautiful southern home built for them. That is the home that I grew up in, the home that was in the Hoyt family since 1867. At the same time, he himself planted the magnolia tree that grew to be a huge tree, one of the biggest magnolia trees in Georgia. The house was named Nemophila, which is a Greek word meaning love of nature. And it's also the name of a very small, beautiful blue and white flower, that trail. So they gave the home the name. When the house was built, the front of the house faced the river. And that is so they could sit on the front porch and watch the steamboats go by, because at that time, steamboats were all the rage. It was later converted to change the front of the house to face Broad Street, because that was the big street at the time. So they actually switched the whole house to make the back of the house face the river the front faced Broad Street. There was a big fire, but the rest of the house was rebuilt and was brought back basically to its glory. There was also a separate kitchen that was away from the house, which was common in those days, and also a barn for the horses, which of course by the time I was born, the kitchen and barn no longer existed. So Anna and Robert had six children, one of whom was my grandfather, Wade Hoyt Sr. and one was Annie Laurie, who we will learn about a little bit later. Robert passed away at a fairly young age and left Anna with the six children to raise, and she did the best she could.  Wade Sr., my grandfather, lived with her and then he married Bertha Clemens and they lived in the home. They had two children. One was Elizabeth, my namesake, and one was my father, Wade Hoyt, Jr. An interesting side note is Wade Sr., my grandfather, was a first cousin of Ellen Louise Axon, who became the wife of President Woodrow Wilson. And there are many, many letters between my grandfather and President Wilson, and those have all been donated to Princeton University in Princeton, New Jersey, but they are very, very interesting, and even as a young girl, I thought that was just really cool. When Ellen Axon Wilson passed away, my grandfather was in charge of a funeral and he met the train from Washington, DC and escorted the casket to the church and later to Myrtle Hill, where she was buried. So we are very proud of the fact that we do have a first lady in our family. So my father, Wade Hoyt, Jr., married my mother, Eleanor Barnett, and they resided in the home as well. They did live with my grandmother, who was still alive at that time, Anna. They had four children. They had Wade, twins, Nat and Bob, and me. And we grew up in the home as well. I was about three years old, according to my parents. I don't remember a whole lot about that. When I started talking about my friend, Mary Beth, who lived in my mirror and came to visit me at night, they assumed I had an imaginary friend because that was not unusual. You have an imaginary friend. They thought it was kind of cute. Then I began to tell them things about her, that she died at age 18, that she had pneumonia, that she died in the home, things that I probably would not have known at that early age. But they still thought maybe I had just made it up. I was just telling stories. They didn't think a whole lot about it until I just kept on. After a while, I remember they started to get worried. I even remember them taking to the pediatrician, talking to him. He said, well, maybe she's just making up friends because her older brothers are at school and she is bored and needs to make up stories. But after a while, my father, he became a little concerned and he actually got out our family history and started looking it up and discovered that his aunt, Annie Laurie, who I named Mary Beth because I liked the name, I was little, I thought Mary Beth was a cute name, but her name was actually Annie Laurie. She actually did die at 18 of pneumonia in the house. At that point, my parents were, as I said, a little freaking out because they were like, how did you know this? How did you know this? And I said, I don't know. She comes to me in my mirror and I guess she tells me these things. I don't know. And then there was a full-length mirror with a sliding door and if you opened that door, there was one of only two accesses to the attic which no one had ever been in the attic since it was built. And I said, she appears to me in the mirror. She has a long white gown, she has long hair and she talks to me. Well, needless to say, that caused a little bit of concern too. My parents kept insisting they'd never seen a ghost. They'd never heard of a ghost. They didn't know anything about a ghost. But as time went on, they began to talk about things that maybe they had heard and maybe they didn't realize. My mother especially was like, well, remember that time when we heard this and that and my father still was like, I don't believe it, I don't believe it. But I just kept talking about it and the older I got, the more stories I had to tell about as I knew then, Annie Laurie. And I was really excited to find out she was actually related to me. She was actually, you know, in my family. And the interesting thing about that is she was actually a very accomplished painter. And there were many paintings hanging throughout our home that Annie Laurie had done. All through the hallway, all through the living room. Of course, she died so young she didn't get to, you know, become famous, but I think she would have. The paintings were beautiful. But my brothers actually had experiences also with her that they didn't want to talk about until later. But they finally admitted there were times when they heard talking. They heard actually parties going on. They would come home late at night. My house was, you had to go down a long hallway to get to our bedrooms, which is the oldest part of the house. They would come down the long hallways and would actually hear voices, music.  And I will tell a really funny, quick story. One weekend, my brothers were at University of Tennessee and one of my brothers, Nat, brought home a good, good friend. My other brother, Bob, stayed there. He had to catch up on work. But Nat brought home a friend. They were sleeping in their bedroom between beds. The next morning, the friend is white as a sheet. He comes out, he's like, oh my gosh, there was a white vision leaning over my bed staring at me. It scared me to death. I didn't know who it was. I didn't know what was happening. And me, I think I was 13 or 16, I said, that's Annie Glory. She knew you weren't Bob, so she's looking to see who you were. And then he was freaked out. He was like, oh my gosh. So as time went on, more things happened in the house that it was hard to ignore. That Annie Glory was definitely a presence in our home. One of the more interesting things I thought was, my parents had a very old, old, old, long bookcase in the hallway which had the glass louver doors, which I guess that was the style back in those days. As we went exploring into the books, we found a very slim novel that was given to Annie Glory on her 12th birthday by my great-grandmother, Anna. And it was inscribed in the front of the book to Annie Glory, Mary Christmas from Dada, that she was called Dada. So Annie Glory's book was very precious to me. And I made sure I put it back in the same place every time I took it out, put it right back in that bookcase. The interesting thing about that book is it would move around. Sometimes we'd find it in the living room on the table. Sometimes we'd find it on top of the bookcase. Sometimes we'd find it in the dining room. It moved around, and even my parents could not really explain how that might happen. Of course they'd ask me, did you move that book? I didn't know. Annie Glory's moving that book. So we kept that book very dear and very close to us. I mean, I have so many stories about things that she, how she communicated to me. It was, I would be walking down that long hallway at our house, and I would feel her behind me. And I could turn around, and she always appeared as the same long white gown, long hair, an 18-year-old who passed away way too early, which is what I believe kept her in that house. She was going to be an aspiring artist. She was supposed to go to New York, and of course never got to fulfill those dreams. So I think she reached out to me because I was young and accepting, and I just felt like she was a part of me. I wasn't the only one, or my family, the only one who felt her presence. I had friends come over and spend the night. One particular friend who was one of my best friends, we were, I don't know, eight years old, maybe. And we spent the night in my room, and she was sleeping beside me in her bed. And the middle of the night, she is shaking me. I feel her shaking me, waking me up. And I'm like, what? What is it?  She goes, did you touch my shoulder and shake me? And I was like, no, I would sound asleep. She said, well, something was shaking me and trying to wake me up. And I thought I saw someone and I said, that was Annie Laurie. She's just checking on you. She's just making sure everything's okay. Well, needless to say, she was a little bit, you know, she was a little bit put off by that, but we had been friends forever and we grew up together. And so she began to accept, okay, if I spend the night with my good friend Beth, I'm probably going to see Annie Laurie or feel her presence at some point. And she was fine with it. We all began to accept her as part of the family and what she was until I moved away. And even after that, even after I graduated college, got married, moved away, I could still come back to my room which my parents had kept very much the same as it was. The mirror was still there. I could still come back to that room. I could sit in front of the mirror and I could talk to Annie Laurie. And she was still there. She was still there. And there were many times where I had friends over and we would... I don't want to call it a seance. That's not what it was. It was a communication. It was a reaching out. We would sit in front of the mirror and just speak to Annie Laurie and she would show us in many ways that she was still with us. And I've gotten lots of stories about that and lots of friends who can verify that. It was a very cool experience. We were scared. We were just happy, excited that she was still there and reaching out to us and communicating to us. So I do have other people who can verify this. So I talked about others who have experienced Annie Laurie's presence. One great example is my husband, Greg, who was very skeptical. Not a big believer in paranormal, if you want to call it that, experiences. But it was very interesting. One night, this has been some years ago, he was in the very front part of the house, the oldest part of the house, big bay window, which was original to the house. And he was painting the room. We were going to have my daughter Keely's bridal shower at that house. And my mother wanted things spruced up a little bit, so Greg volunteered to paint the bay window room. So I wasn't there, I was at home. This was probably 8.30 or 9 o'clock at night. My mother was in the back part of the house, which was the newer part of the house. Greg was up in the front of the house by himself. And he's painting, it's dark, but he's painting in the bay window room.  He was up on a ladder because the ceilings are 15 feet high. And he's up on the ladder and just starts to feel very uneasy. And then starts to hear some rumblings. He can't quite describe what he's hearing, not exactly words, not exactly conversations. But he's hearing things. And he just starts to get very, very uncomfortable. And he said, Beth, I'm telling you at that minute, I got down that ladder, I grabbed that paint bucket, and I got out of there. He said, I told your mom, goodnight, I'm out of here, and he came straight home. And when he got home, he was pale. He was, he told me that story. And I said, I've been telling you all of this time and you didn't want to believe it. And he said, well, I'm not going back there anymore by myself after dark. So I won't be painting any more rooms at dark. So I thought that was pretty funny. I don't know, are you really? I don't believe it. But he became a believer that night. He said, there's someone, or more than someone in that house. So we live in what is called the Bible Belt, which I've spoken a lot about on my channel. I've also spoken about how we have a lot of ghosts here. But I get a lot of questions about people like you and myself and others who've experienced ghost or other paranormal phenomenon. How do you live in a very Christian or evangelical environment and have these experiences? What has this done to your faith, to your beliefs? I believe that we cannot possibly understand everything about the afterlife or where these spirits might go. I'm a very devout Christian and was brought up in the Presbyterian church. I don't have definitive answers about that other than to say, I do believe there are instances in our lives where perhaps someone dear to us may be communicating, may be reaching out, may be, as I said about Annie-Laurie earlier, an unfulfilled life, taken too young, dreams unfulfilled. How do we know that they are not... their spirit is still not there, trying to reach out to us, trying to maybe make us understand that there is a spiritual plane, definitely, where they can coexist with us. Like I said, I'm a very devout Christian but I still can accept that maybe these spirits can coexist. Now, can we help them to reach heaven? Can we help them to reach, you know, another plane where they should be, to be united with God Almighty? I would hope so. I know a lot about Annie-Laurie and my experiences with her and my growing up with her but I would really love for you to hear my daughter, Keely's, stories about Annie-Laurie because she has quite a few to tell and some of them are very, very interesting and she is going to be telling you some really cool stories that you're really going to like and she'll be coming up very soon. So enjoy.


Thank you. I'm based at the Institute for Development Policy and Management at the University of Manchester. And my talk is on really trying to learn from the East Asian experience. Now we've heard a lot of East Asia, I think, and when we're talking about Africa, East Asia always comes up as a comparable success story. But I think it's worth revisiting and my reasons are as follows. I know you're all aware that there is an increasing trend of the industrialization, not just in the third world countries but also in advanced economies. And there's a great debate as to whether this is desirable or not. But I think there's a compelling case, especially for developing countries, to keep manufacturing going and keep manufacturing alive and make difficult investments in manufacturing. And I think that's what the UNU wider conference has been all about. I mean, Danny Roderick, John Page, John Sutton, they've all made a very strong case for industrialization, particularly in building a strong manufacturing base. So we really need to think ambitiously about how to build productive capacity in Africa. The problem with industrial development literature is that much of the discussion has been on industrial policy, particularly trade policy, but also technology policy. And the emphasis has been on FDI as a source of technology transfer, spillover, and so forth. And these discussions have taken the form of state versus market debate, which you're all probably very familiar with. The neo-liberals would argue that you need market-friendly policies to attract as much FDI as possible. And this is the whole doing business report by the World Bank and so on. The critiques of this approach, particularly state interventionists, would say this is a very minimal approach. It's a do-no-harm approach, but it's not how you catch up with more developed countries. And in order to catch up, you need to make strategic investments. So you need not only protectionist trade policy if it comes to that. You also need subsidies and you also need a very selective approach to inducing and ensuring that FDI actually translates to economic growth. Now my view on these debates is that it's run its course. I think there's now a fair amount of understanding that yes, markets can be efficient allocating mechanisms of resources, but then especially in the catch-up phase, the state really needs to play an active role in coordinating economic activity. So the motivation behind this research, this paper that I'm about to present, is about, well, let's think about different theoretic lens out there to look at industrialization. And let's go beyond specific policy, talking about what policies are appropriate, because ultimately that's very context specific. To thinking about more ambitiously what are the structural conditions that are required to build a strong manufacturing base, and how does one, after building these institutions, enable these institutions to be flexible enough to shift so that the firms can actually upgrade with upgrading of institutions. So that's really the motivation behind this paper. Now which makes a question, I said I wanted to bring new theory, new concepts with it. Which makes a question, well what theory then? Since I think really the 1980s when there's a rediscovery of institutions and the part of development studies community, the new institutional theory has developed significantly and made a lot of leeways. Now institutional theory of the firm has really written the way of these theoretical advancement. And in a nutshell, it's basically two theories that have come together, or two bodies of literature that have come together. One body is the comparative political economy, also known as comparative capitalism literature. The other side is the strategic management literature. Now the comparative political economy have been very good at looking at institutions, particularly national level institutions, why they differ across countries, how they differ, what kind of impact this has for economic growth. Whereas strategic management literature has been very good at understanding the firm and the dynamic firm capabilities. How firms are able to build a capacity to learn and to upgrade as they develop. So bringing these two literatures, institutional theory of the firm tries to explain how national level institutions enable firms to develop and grow. For this set of literature, two area of focus is the financial system and labor relations. And that's because financial capital and labor are two of the greatest inputs when we're talking about firms. So anything that affects the behavior of the financial capital, which is the financial system, and anything that affects the behavior of the workers or the labor, which has to do with industrial relations, labor market, what else? Industrial relations, labor market, skills in training and development. These are all clusters of institutions that institutional theory of the firm looks at. The key concepts here is that these institutional arrangements in the financial system, in the labor relations, have to coordinate and in some ways complement one another in order to enable firms to actually benefit from these institutions and on that basis build their firm capabilities. Now the key thesis is that the leading firms, the good, the successful leading firms of any national economy actually learn to bundle these institutions and make use of them to build their core competence. And they describe two dominant ways of doing so. One is the liberal or Anglo-Saxon way, and the other is non-liberal or organized or coordinated way, which is associated with the way Europeans manage their political economy, particularly the northern European economies, Germany, also Japan. And I'll explain this bit more as I go along. Now the theory is a theory in development, and I'm not going to provide a whole critique of the institutional theory of the firm here, but where it concerns this particular paper and you as someone interested in development is that these theories have been, these theories actually emerged from a very advanced setting. Looking at leading firms in advanced economies, in particular the US, UK, Germany and Scandinavia, and perhaps Japan a little. So they emerge from these country contexts, they've been tested over and over again in these contexts, but no one's talking about developing countries or catch up economies. And for that the theory has to have more rigor. So one way of thinking, very easy way of thinking about it is to start thinking about view of institutions, not as that which coheres, complements and are always compatible, but a theoretic tool that can help us to look at incoherence, incompatibility, and think about how did successful countries manage this incompatibility rather than just shelving it under the table and not looking at massive pictures of empirical reality in developing countries. The level of innovation has to shift focus as well. They've been interested in looking at research based, really high end of innovation, whether that's radical innovation that enables exploratory learning or incremental innovation that encourages exploitative learning. But we really need to shift to look at search based innovation, innovation by imitation and how absurdive and adaptive capabilities are built because these are the capabilities that developing countries need to build their base and upgrade and take advantage of foreign direct investment. It also needs, the theory needs to be more rigorous and understanding the dynamics change as well because they're looking at stable institutions, they look at on path incremental changes, small changes here and there. But many of the developed countries when they do change, it requires structural adjustment, it requires structural transformation. So it has to be rigorous enough to encompass both path shifting change as well as on path incremental. Now I'm not going to resolve all the problems that institutional theory has, that wasn't the purpose of the paper, but it's to highlight that these are the elements that one should look out for when one is applying institutional theory of the firm to look at, for instance, East Asia and how it has developed. So I used comparative historical analysis to look at this. I felt that East Asia was a very rich setting to be exploring the issue of firm capabilities and although we've heard a lot about East Asia in terms of the state versus market lens, well what does East Asia offer in terms of the institutional theory of the firm? If we were to apply different set of theoretic lens, does it reveal something different that we overlooked? So that was what I did. I applied institutional theory of the firm, its key thesis and concepts and prostrace the institutional development of the financial system and labor relations in the three countries that I looked at, Japan, South Korea and Taiwan, over four or five decades. I tried to see how their financial system, how their labor relations developed and at what point, or if ever, their systems actually co-evolved and complemented one another as the literature suggests that it should if it's a successful economy. And I wanted by doing this to derive a structuralist, I suppose interpretation, well structural institutional interpretation without being too structuralist and to think about how structurally endogenous firm capabilities can be built and upgraded. Taking into consideration that for catch-up economies there might not be those conditions that are set out in advanced economies and some of what's required is substituting strategies, not to mimic the conditions really, but try to substitute in an innovative way and experiment with ways of substituting. One of the things that I also was interested in looking at is the notion of upgrading structural inertia because the theory states that once you get competitive in a certain field, then you get locked into that success and it's about breaking that negative lock-in because once the firm stops being successful doing what it does, having done what it did before, we're all creatures of habit, how do you unlock the structural inertia? And in many ways I think this is the question that we need to answer when we're looking at the middle income trap problem. A lot of firms in for instance Thailand, Malaysia and so forth have never really jumped from the middle income status to high income status. There are only two countries in the world that have managed this. Do you know who they are? The hint is in the presentation. Well actually South Korea and Taiwan. Well Singapore, yes, but Singapore and I was talking to a colleague from Singapore there. Singapore and Hong Kong are city states so we tend to leave that out because although they do have some manufacturing base, it's not as big or strong as I suppose you would see in South Korea and Taiwan. So South Korea and Taiwan are the two countries that actually have historically, looking at the world history, that have actually managed from a catch-up status to high income, coming from low income to middle income to high income. But structural inertia is another element that I wanted to study in this research. So what does Japan tell me when I prostrate their institutions? Well Japan is often compared with Germany as having an incremental innovation capacity. I mean really good with exploitative firm capabilities associated with quality manufacturing that they're making really good at R&D and incremental innovation. And it's not surprising that Japan is so good at a lot of things that Germany is good at and if we think about transportation, heavy machine tools, these are all incremental innovation industries that Germany excels in and so does Japan. And it's not so surprising because there was a transfer of institutions from Germany to Japan in the 19th century. Japanese heavily imported the German institutions including the financial system and including in some ways the labor relations. By financial system, I mean the kind of universal banks that you find Germany, you find in Japan. They call it principal banking system but it's a relational banking system where banks actually have a long term relationship with the firms that they're lending to and do have some say in a way I suppose in the board, directors would help to advise the CEO for instance. So banks actually do have some say in the way the firms are managed and so on. So they're able to, because they understand the firm dynamics what they're going through, the business cycles, the industry and so forth, they are able to be quite patient in their nature as opposed to impatient, which you find in Anglo-American economies that are more stock market based. So Japan has a financial system that encourages patient capital. It also has a labor relations system that is micro corporatist in the way that Japan has been relatively successful in incorporating labor into their development paradigm and I'll say this when I look at South Korea and Taiwan that the other two countries have been less successful where labor relations are concerned and that has path dependent effects. Now because the Japanese have been quite good in incorporating labor and that has to do with the fact that they didn't refer to authoritarianism but maintained continuous development in deepening democracy, there is a lot of workers' commitment at the firm level. So they're not guaranteed the kind of rights that German labor unions at industry level enjoy like co-determination for instance where German labor representative actually sits on the board of corporations. But there are certain guarantees at the firm level for instance the notion of lifelong pay, the seniority-based system for instance that all ties people to the firm so that their destinies are tied to the firm. This enables workers to be willing to make investment in firm specific skills that might not be marketable elsewhere but knowing that they have employment with this firm for a prolonged period of time they're willing to make that investment. So with these two conditions patient capital and labor commitment the management learned to bundle these institutions and create a setting where they can actually experiment with long-term strategies and that to large degree explains why they're good at incremental innovation. They have labor and capital that they are willing to go with the trust of management to experiment and fail and learn from failure and then improve and so forth. Now it's a very stable system that I describe and in some ways the stability although it served them very well and continues to in large degree serve them well the implication is that there's a sense of structure in Russia in Japanese firms and it's no secret that Japan's been under recession for the last two decades now and haven't been able to change very much and if you look at a lot of their institutional reforms there's nothing really shifting about it. They do play around with a lot of macroeconomic policies and so forth but there's really no structural transformation that really changes any of these institutions. So in some ways there are victims of their own success at one point it was very successful it is no longer and they need to shift but they're not able to. South Korea presents a different challenge. It imported a lot of Japanese institutions and it mimicked a lot of Japanese institutions but it never really reaches that incremental innovation capacity that Japanese enjoy although they've been very good at nurturing their absorptive capabilities and that has to do with labor relations the fact that the state was able to control the banks and make it patient and the state was able to some degree control the labor and keep the wages down therefore making again a commit to the firm but because there's no social compromise between capital and labor this is resting in a very volatile institutional setting so the state coordination of the finance and the labor relations system although in some ways had its advantages because ultimately institutional complementary depends on co-evolution of two institutional arrangements and underpinning that is the capital labor relations the social compromise which the Korean state bypassed it never could attain the kind of incremental innovation capacity that Japan had and in 1997 with IMF and structural adjustment and so on it makes a radical shift to a neoliberal sort of institutions a neoliberal model of capitalism and it's not surprising that you see Korean firms doing so well now in radical innovation industries competing directly with firms in Anglo-American countries firms who are really competing in same institutional conditions and are bundling institutions in the same way to serve their core competence Taiwan is a particularly different case in the sense that this Taiwanese government the Kuomintang when it went to Taiwan had enormous state capacity but very little capitalistic industrial base so what it did was it started controlling firms directly so you see a lot of state-owned enterprises not enough the private sector and in some ways it's a benign neglect in the sense that SMEs in Taiwan have learned to be very flexible and gain adaptive capabilities because there's no patient capital because there is no labor commitment what they're dealing with is inpatient capital and what they're dealing with is labor market flexibility so they're very good at adapting which is why they're very good suppliers for major cooperation in the US, UK and Germany and Japan and South Korea now but again unless you make the kind of investment that I suppose Japan and South Korea makes in building the industry base and looking and incorporating SMEs in the financial system and labor relations the outcome is really at really at adaptive capability level at the moment now the Taiwanese government is trying to build up clusters and so forth enabling SMEs to be better inserted into global value change and upgrade within but ultimately this is a dependent market economy in the sense that it very much depends on the lead firms of advanced economies now I've summarized the three pathways that they've taken and I think in the interest of time I'll just wrap up so the fine things is that building endogenous firm capabilities looking through institutional theory lens requires more than just industrial policy technology policy, trade policies and that institutional conditions do matter in the way it shapes different types of capabilities and I just want to end by a quote by Tomer Johnson who is a very well read person a Japanologist of political economies and he once stated that Japan's unique labor relations and innovative managerial techniques the staples of western journalism of the Japanese economy may actually be insignificant and even counterproductive because they're missing from Korea and Taiwan with no noticeable effect on economic performance they are missing in Taiwan and South Korea but it doesn't have a noticeable effect it has significant impact on the way firm of these two countries have developed and will continue to develop in the future thank you


what was a beautiful woman doing on yesterday's video a gorgeous model she is part of the Freighton family and she's a contestant at the UFC top five model look behind me that is Red Dilla Cruz and she would like your vote to help her win the spot on the UFC ring girl for Manila can we do that click the link down there below to cast your vote and help her win by helping her win you will help GPN get a larger presence and GPN can help by getting you more content giving shoutouts to people on their network and that's the spirit of freedom how we help each other grow together as a family so cast your votes down there below the reason we gave her a shout out is because she is one of the first professional people from GPN what is GPN GPN is the newest network powered by freedom that represents professional content models actresses singers and other sports figures that we will be introducing over time they will be creating a full TV on YouTube network of professional premium content and you will get to license it for your videos and live streams that's how it helps everybody grow together the GPN content will be distributed through the freedom dashboard to you so you can use it to spice up your videos to add exciting professional premium content to your channel fully licensed so you have no fear of copyright strikes or takedown notices I hope this helps you understand why we did the teaser yesterday with the gorgeous model and I hope you'll vote for her red de la Cruz in the UFC final contest the link is down there in the description below tell us what you think about all this we'd love to hear your thoughts in the comments below who am I I am George CEO and founder of freedom and you've been watching hi guys this is red de la Cruz the newest member of GPN network powered by freedom I am very excited to be part of freedom family and I'm looking forward to producing a lot of videos please visit my newest video and while you're there please vote for me as I am the top five finalists of UFC octagon those search in the Philippines thank you and we will grow together as a family because this is the freedom family you are part of it we are all part of it and we're all growing together so grow with us and partner with freedom that play now button right there on the video bar is all you need to click to get started secrets if you really look at yourself you will be speechless what happened to being doctors and teachers what happened to being your brothers keep this is how the freedom family helps each other grow together we featured her because she's a professional model and she's going to be part of a performing group in the future she needs your help your votes to help her win this spot on the UFC ring girl competition can we do that click the link down there below to cast your vote and help her win


Oh, hi Susan Yeah, I'm doing fine.  Oh your boyfriend. Yeah, I would Love to come. Oh, no, the only reason I'm sounding aggressive.  Oh my god. Yeah, okay. Love you. I'll see you there tonight You're using the color red not because it's romantic But because it was the favorite color of the ex who stabbed me in the heart and made me go through the worst period of my life Correction is still making me go through the worst period of my life Yes, I'm still sad about it. So to my ex if you're watching this People say red means love and romance I think it means anger towards all the people who hurt you throughout your life. All the single ladies put your hands up. I Honestly love Valentine's Day, you know eating alone watching TV alone crying to sleep alone. I Need more and now I've spilled it all over my floor wouldn't be the first time this has happened You know what we're going to add a black heart to this look because that is how I'm feeling right now No, this heart is not going to be connected It is going to be broken shattered because that best reflects what my heart looks like right now Never to be repaired again.  This is the new look perfect Beautiful.   All right. Let's go cry to sleep now. Bye Hey, bigots. I know this video is like nothing I would ever make but you keep up with my overly emotional Twitter you should know that I Couldn't make a video yesterday for you guys because I Deleted that video, but I've done this a few times where I would edit a video And I would know that it's just not something I would want to be posted on YouTube It's mainly because I seem happy in the video But I'm not and I rather not do that this year and in the future at all because I don't like lying on camera So if you thought this video was very dramatic It was um half of this stuff is true and the other half is just overly dramatic Because I wanted to get it out and I want you guys to know that one. I'm in the middle of moving right now So that is already stressful to I'm still not happy really because Can't get over an X and I don't need words of comfort trust me I've gotten enough from my friends. I'm not ready to talk about all the details and Please don't go find this person. I don't need supporters that go to the extremes of trying to protect me I'll eventually tell you guys what I've been going through for the past Four months or so. I'm mainly making this video So when I edit it I listen to myself because I have trouble doing that Don't feel bad right now Just be excited for Valentine's Day because I do have something coming up and I'm very excited to make the announcement So mark your calendars until then I love you guys and everything is less than three and I will see you on a day Or I'm feeling better. Hopefully so


My name is Dr. Sarah Winborn. I am the pediatrician and medical director and I've worked at Kids for Health Care for eight years and I work at all the different clinics. We try and do completely wrap-around care or so. There's nothing that we don't take care of or don't try and help in some way because we want our patients to really feel well and uncomfortable on their part of the community when they come in. Diana started, she wasn't a U.S. citizen. It was her first job. I think this organization did a great job of seeing what her strengths were, really supporting her, you know, reinforcing her skills and just completely being a cheerleader for her in every way. I think working here what I enjoy the most is so helping these families that really need the help like our underserved families and seeing how they really appreciate what we do for them. We focus a lot and I would say like the whole family picture. We dedicate more time for visits. I bring my kids here to get their health care needs and I think they are just really good about assessing what needs to be assessed and helping in whatever areas we need to improve. Most of our families are Hispanic so we have most of our information we have in English and Spanish and we have many resources where we can refer our Spanish speaking families. That's our main focus, like to try to help those families and educate them so they can have better outcomes.


and the producer of radio's outstanding theatre of thrills, the master of mystery and adventure, William M. Rowson. You will have difficulty believing what you're about to hear, but it is true. Names and places have been changed to protect not only the innocent, but the terrified. For this is the actual circumstance of a man who walks in the shadow of death, and because of the nature of our laws, can find no protection from the person who threatens to kill him. He lives today, if you can call it living, in a great American city, not knowing from one minute to the next when his assailant may strike. Upon his horrible predicament, we have fashioned a chilling story of suspense. And now, Oh hiding place, starring Jim Amici, a tale well calculated to keep you in. Shall I order more coffee, Mrs. Marshall? No thanks, darling, but say it again. More coffee? No, silly. This is Marshall. This is Edward Marshall. I love to hear it. So do I. Mrs. Marshall? Oh, Eddie, darling, you've got so much to celebrate tonight. Year of promotion? Our second anniversary? Our second anniversary. Now we've been married a whole two weeks. Sue, darling, do you realize that at this rate, we'll celebrate our golden wedding anniversary before we've been married a year? Our golden wedding day. Darling, it's so wonderful to be able to look forward to it real what I mean. Sue, what's the matter? That man. Where? Over there at the bar. For a moment, I thought it was... Carl? Can't be. Silly of me. Oh, just look at this, just coffee all over this. Here, let me help. That couldn't have been Carl, could it? Of course not, but even if it was, you're not married to him anymore. No, and I never want to see him again. That's why I left New York to get away from him. Oh, such a mess. Darling, I'll have to go to the powder on the cream of coffee, mind? Take your time, darling. Oh, waiter, check, please.  Fairly. I thought that I was in New York. Not since Sue ran out on me. Just took me a while to catch up with her. You followed her here? Yeah. Maybe we'd better get one thing straight right now. Sue wants no part of you. She never wants to see you again. No? Then you poisoned her mind against me. How could I? I don't even know you. I don't know anything about you. You don't have to know anything to make up lies about me. Lies?  Why should I make up lies about you? How else could you have taken her away from me? What do you mean? Take her away from you.  You broke up your... Why never even met Sue until months after she divorced you? That's your story. Now, look, Myers. Whatever went wrong with your marriage had nothing to do with me. But I bet it wasn't Sue's fault either. Are you accusing me? If you want to put it that way, yes. You had your chance with Sue. You failed. I did not fail. It looks that way to me. No, no, it wasn't me. It wasn't my fault. Well, no matter whose fault it was, Sue's married to me. Now, there's nothing you can do about it. Yes, there is, Eddie. There's something I can do. Something I'm going to do. What's that?  You might ask, what a trick was the loop? Hello, Sue. What do you want, Carl? I just happen to be in town on business. Your business wouldn't bring you to this town. Well, I changed jobs, you see. You got fired more likely. Sue, I think we better be going. I mean, why you drink? Just for old times' sake. I saw enough drinking when I was married to you. Eddie, let's go, please. Eddie? What? Remember, I'll be singing you. I had much to say on the drive home, but I knew that she was upset. By the time we reached home, she had quietly told her handkerchief to shred. Hello, Louie. Good dog, Louie. Honey, has he been fed today? Hmm? Oh, yes, yes. I'm fed him at noon. Eddie, Eddie, I'm afraid. Of what? Carl? He scares me. Now, you are being silly. Am I?  Oh, he just been drinking too much, not so long.  What if he did? It didn't mean it. I knew it. I knew I never should have married you. Hey, what kind of talk is that? Oh, Eddie, he's got some crazy idea that... Well, every time I go out with somebody in New York after our divorce, Carl would get the idea that that man had broken up our marriage. That's how I was afraid to build anybody for fear that Carl would do something to him. That's the reason I left New York. I had to get away from Carl. And that's why you never wanted to talk about him. Well, I was afraid that if you knew you'd get scared like the others. I was afraid that you wouldn't want to marry me. You don't think that would have stopped me? I love you, Sue. Oh, and I love you. But don't you see, that's why it's different this time. I wasn't married to those other men. Now Carl will be sure that you made me leave him. Honey, that doesn't make sense. Oh, it makes Carl's kind of sense. Darling, there's something inside him that keeps him from succeeding at anything. And when he fails, when he loses his job or his wife or even an argument, it's always somebody else's fault. He can't admit failure. He always blames somebody else. Honey, you've got to stop worrying about it. Eddie, let's go away. You mean run away? All right, run away. Where? You've already tried it and you've just discovered that it doesn't work. Besides, we don't have to run. If Carl gives us any trouble, I'll just go to the police. Okay, Louie. Okay, I better take him for his walk. No, let me take him. No, don't worry. Nothing's going to happen. We'll be back in five minutes. I was completed his inspection of the neighborhood when I suddenly realized that someone was following me. Who's there? Hello. You're calling me again so soon? Quiet, Louie.  Sure. Just as soon as I finished the job I came here for. So go ahead and finish it and get out of our lives. You wouldn't want me to do that right now. Would you, Eddie? Put that away. I thought you might want to see it. Take a good look, Eddie. Put it away, Carl.  I'm not acting. This is the gun, Eddie.  I'm warning you, Carl. Put that gun away or I'll... You're what? Go to the police, maybe? To the police station right around the corner. Come on, I'll go with you. What? Sure. Or do you any good?  The police can't stop me. You'll see.  Is that right? Sergeant, if I threaten to kill my friend here, would I follow him into a police station right afterwards? You two guys know each other? Not exactly, but I'm married to his ex-wife.  I told you, he's got a gun. You've got a gun, mister. Of course not. You heard him. Search him. You'll find it. No, I can't. Unless you've got evidence, there may be a witness. What do you mean? Well, did anybody here make this threat? No. Can you prove that he's carrying a gun? Do you know where he bought it? No. Then I can't help you. I don't see why not.  Isn't that what policemen are for? Well, we've got our orders. If I search this man, I can get fired from the force, maybe sued for damages, too. But evidence or a witness? What if the police can't help me? Who can? Right now, son, nobody can help you. That's right, Eddie. Like the sergeant says, nobody can help you. Nobody. But no one could help me. But after all, he was only a precinct sergeant. So the next morning, I went straight to police headquarters to the homicide bureau. I was sure I could get help there. Well, it's like this, mister. Martin, is it? Uh, Marshall. Well, it's like this.  If we did things like that, every man with a grudge against his next-door neighbor would be down here claiming the guy had threatened to kill him. But Carl Myers did threaten me. Yeah, that's what you say. But you also tell me that he denied it. That's your word against his. Who are we supposed to believe? We're policemen, you know, not mind-readers. There must be something you can do. Yeah. But is he clean? Clean? Yeah, clean. Does he have a police record? Oh, no, I don't think so. I'm sure he doesn't. Oh, that's too bad. See, if he did, we could chance picking him up. But not if he's clean. Then you can't help me. Look, Mr. Martin, it's Marshall. Yeah.  You see, somebody's always threatening to kill somebody. You know how many of them actually do? No. Maybe one in five thousand. That's all. Out of five thousand, just one. And what if I'm that one? The detective had no answer to that question. A big help he was sitting there picking his teeth while a madman stalked me. It was then that I thought of another possible answer. Kyle certainly acted like a man who belonged in a mental institution. It might be just possible to have him committed. I hurried over to ask my lawyer. Well, it's entirely possible, Eddie. Now, of course, it might not be advisable. Why not? If Kyle were committed, he couldn't shoot me. If he were committed. But you just... I said it is possible, Eddie. Because there's no assurance that such a proceeding would result in commitment. But there is a chance, isn't there? There is a small one. I guess any chance is better than none. No, not necessarily, Eddie. To have Myers put away, you see, you'd have to sign the charge sheet against him. Now, he has the right to examine that, to learn the identity of his accuser. And if committed, which, as I said, is unlikely, he would almost certainly be released within two, three months. Matter than ever. Exactly. So, Eddie, my advice is to drop the idea. And so another door closed in my face. But I wasn't through yet. There was a higher authority which could order the police to arrest Kyle, the district attorney. But Mr. Marshall, even if we found a gun on this man, we couldn't use it as evidence against him. The law won't let us. That's crazy. What kind of a law is that? It's a decision of the state supreme court. Similar rulings have been handed down in several states. The principle is to ensure the individual's constitutional right of freedom from unreasonable search and seizure. Even if the individual is guilty, even if he's a homicidal maniac, and all men look alike to the law, Mr. Marshall, it protects the guilty as well as the innocent. The police sergeant was entirely right when he asked you to produce evidence or a witness. If you can't, I can't order Carl Myers arrested. Not at least until he commits an overt act. What would you call an overt act?  You mean I've got to get murdered before you can help me? Well, let's hope it doesn't come to that.  Mr. Marshall, let's not get excited. Not get excited?  How would you like to be in my shoes right now? Suppose you tell me that. Well? Mr. Marshall, just between us, I'd be scared to death. I had no place else to turn. Carl had been right. Nobody could help me, nobody. As I left the courthouse, I felt I was the loneliest man in the world. I was starting across the street wrapped in my own feet. I didn't realize how easy it is to kill a man. I wouldn't want you to think you were dying by accident. How do you think- I'm so upset I had to let her drive. There's only one thing I can do. What's that?  Eddie, you couldn't. Why not? The law protects him, but protects me the same way. And what about afterwards? Afterward, I'd still be alive. And you'd be a killer. You'd be arrested, tried for murder. Is that what you want? Well... Tell me honestly. If you had a gun in your hand this minute and Carl in the sights, could you pull the trigger? No. Well, I guess I don't have that kind of guts. I'm glad. The 20th century civilization I lived in suddenly turned into a chrome plate of neon lighted jungle. Its intricate system of law built over 10,000 years gave me no protection. I couldn't even protect myself because I was too much a product of that civilization, too steeped in its moral code. As I nervously followed Sue from the cart of a house, I realized that death could come at me unexpected around any corner, out of any doorway. Get the mail, will you darling? Get her to be ready in about five minutes. You're getting cold? Sue, what's the matter? Sue, it's a warning for me.  Please, I've been to the police. All I can do now is run. Eddie! Hiding, waiting for me.  I've got to... Sitting Sony on fear, my only thought was to find a crowd and lose myself in it. The only way a crowd would dare try to kill me would be if he could catch me alone. Just ahead of me, I saw a crowd coming out of a theater. I hurried to join them. Elbowed my way toward the box office. Inside, I'd be surrounded by people. I'd be safe. One, please. That'll be one dollar. Huh! One dollar, please. Oh, can't be! Can't! Don't hold up the line, please. You want to ticket it, don't you? Get away from the window with horror. Through the glass, the ticket sellers face. Caro's face leers at me. I turned and ran. What is... am I going crazy? I can't take a chance. I've got to get out of this neighborhood. Hey, boss! Hey, driver! Wait! I want to get on! How much is a round trip to the end of the line back? We're not coming back, but we're going to bar. No, no, no. Jim, let me off. What's the matter, buddy? Let me off. Open the door. I've got to get off. It was crazy. The driver couldn't have been Caro. Caro couldn't be everywhere. In my panic, I was imagining things. It was a slight resemblance, that's all. I looked around. There was a neon light a block away, and I started toward it. My footsteps echoed in the quiet street. Or... was it an echo? It's an echo. There's no one following. Almost to that light. I've got to make it before the echo catches me. I've got to run faster. Nothing, officer. You scared me coming around that corner, that's all. No, no trouble. I was yelling for the police. Can I help? Nobody can help. Thanks, anyway. Good night, then. But I wanted less to stay on that dark, deserted street. I went inside. I drank a get-out, and I was afraid to get out. Caro would be looking for me. Sooner or later, he'd find me, but I wanted to put that moment off as long as possible. The hands of the clock behind the bar crept closer and closer to two o'clock. I dreaded the coming of that hour. Two o'clock. Give me another. Close enough. But you've got to let me have another. Besides, I lose my license if I sold you a drink after hours. Huh? Well, let me tell you a story, then. The funniest thing happened. I saw him. Ready to go, Eddie? No. Not with you. Oh, now come on. Eddie, it's late. I'm sure glad you showed up, mister.  You know what I mean? I know. We have this problem with him all the time. What? He's lying. I don't drink honest. Oh, sure you don't.  Is that right? Yeah. Glad to get him out of here. I got to close up. Oh, come on.  I'll tell you.  I'm warning you. Don't say that. Go ahead. Shoot. Had another failure to your list. I'm not a failure. I am not. Mister, do you realize that crazy guy could have killed the both of us? You ought to be more careful the friends you pick up in bars. Watching of No Hiding Place. Reporting, Jim Amici in No Hiding Place. We're Shirley Mitchell, Barney Phillips, Lawrence, and Wendell Hall. Listen. Listen again next week when we return with other tale well calculated to keep you in.