CHAPTER 30 The Adventures of Captain Hatteras, Part 1, the English at the North Pole. CHAPTER 30 The Can. The frost-rime had lasted about three-quarters of an hour, quite long enough for the bears and foxes to make away with the considerable quantity of provisions, which they attacked all the more greedily, arriving as they did when the animals were perishing with hunger from the long winter. They had torn open the covering of the sludge with their enormous paws. The cases of pemekin were open and half empty, the biscuit-bags pillaged, the provisions of teas spilt over the snow, a barrel of spirits of wine broken up, and its precious contents run out. The camping materials lying all about, the wild animals had done their work. "'The devils have done for us,' said Bell. "'What shall we do now?' said Simpson. "'Let us first see how much we've lost,' said the doctor. We can talk after.' Hatteras said nothing, but began picking up the scattered objects. They picked up all the pemekin and biscuit that was still edible. The loss of so much spirits of wine was deplorable, as without it it was impossible to get any hot drinks, no tea nor coffee. The doctor made an inventory of the provisions that were left, and found that the animals had eaten two hundred pounds of pemekin and a hundred and fifty pounds of biscuit. If the travelers continued their journey they would be obliged to put themselves on half-rations. They deliberated about what was to be done under their circumstances, should they return to the brig and begin their expedition again, but how could they resolve to lose the hundred and fifty miles already cleared, and coming back without the fuel, how would they be received by the crew, and which of them would begin the excursion again? It was evident that the best thing to do was to go on, even at the price of the worst privations. The doctor, Hatteras and Bell, were foregoing on, but Simpson wanted to go back. His health had severely suffered from the fatigues of the journey, and he grew visibly weaker. But at last, seeing he was alone in his opinion, he took his place at the head of the sludge, and the little caravan continued its route. During the three following days, from the fifteenth to the seventeenth of January, the monotonous incidents of the journey took place again. They went on more slowly, the travelers were soon tired, their legs ached with fatigue, and the dogs drew with difficulty. Their insufficient food told upon them. The weather changed with its usual quickness, going suddenly from intense cold to damp and penetrating fogs. On the eighteenth of January the aspect of the ice field changed all at once. A great number of peaks, like pyramids, ending in a sharp point at a great elevation, showed themselves on the horizon. The soil in certain places was seen through the layer of snow. It seemed to consist of schist and quartz, with some appearance of calcareous rock. At last the travelers had reached Teraferma, and according to their estimation the continent must be New Cornwall. The doctor was delighted to tread on solid ground once more. The travelers had only a hundred more miles to go before reaching Belcher Cape. But the trouble of walking increased on this rocky soil, full of inequalities, crevices and precipices. They were obliged to plunge into the interior of the land and climb the high cliffs on the coast, across narrow gorges in which the snow was piled up to a height of thirty or forty feet. The travelers soon had caused to regret the levels they had left on which the sledge rolled so easily.  The dogs were worn out and had to be helped. The men harnessed themselves along with them and wore themselves out too. They were often obliged to unload the provisions in order to get over a steep hill whose frozen surface gave no hold. Some passages ten feet long took hours to clear. During the first day they only made about five miles on that land, so well named Cornwall. The next day the sledge attained the upper part of the cliffs. The travelers were too exhausted to construct their snow-house and were obliged to pass the night under the tent, enveloped in their buffalo skins and dried their stockings by placing them on their chests. The consequences of such a state of things may be readily imagined during the night that thermometer went down to forty-four degrees below zero and the mercury froze. The health of Simpson became alarming. An obstinate cold, violent rheumatism and intolerable pain forced him to lie down on the sledge, which he could no longer guide. Bell took his place. He was not well, but was obliged not to give in. The doctor also felt the influence of his terrible winter excursion, but he did not utter a complaint. He marched on in front, leaning on his stick. He lighted the way. He helped in everything. Hatteras impassive and penetrable and sensible in as good health as the first day with his iron constitution, followed the sledge in silence. On the twentieth of January the weather was so bad that the least effort caused immediate prostration, but the difficulties of the ground became so great that Hatteras and Bell harnessed themselves along with the dogs. The front of the sledge was broken by an unexpected shock and they were forced to stop and mend it. Such delays occurred several times a day. The travellers were journeying along a deep ravine up to their waist in snow and perspiring, notwithstanding the violent cold. No one spoke. All at once Bell looked at the doctor in alarm, picked up a handful of snow and began to rub his companion's face with all his might. "'What the deuce, Bell!' said the doctor, struggling. But Bell went on rubbing. "'Are you mad?  What is it?' "'Why?' answered Bell. If you've got a nose left you owe it to me.' "'A nose?' said the doctor, putting his hand to his face. "'Yes, Mr. Clobbunny, you were quite frostbitten. Your nose was quite white when I looked at you, and without my bit of rubbing you would be minus nose.' "'Thanks, Bell,' said the doctor. "'I'll do the same for you in case of need.' "'I hope you will, Mr. Clobbunny, and I only wish we had nothing worse to look forward to. "'You mean Simpson, poor fellow. He is suffering dreadfully.' "'Do you fear for him?' asked Hatteras quickly. "'Yes, Captain,' answered the doctor. "'What do you fear?' "'A violent attack of scurvy. His legs swell already and his gums are attacked. The poor fellow is lying under his blankets on this ledge and every shock increases his pain. I pity him, but I can't do anything for him.' "'Poor Simpson,' said Bell. "'Perhaps we had better stop a day or two,' said the doctor. "'Stop,' cried Hatteras. "'When the lives of eighteen men depend upon our return, you know we have only enough provisions left for twenty days.' "'Neither the doctor nor Bell could answer that, and the sledge went on its way. In the evening they stopped at the foot of an ice-hill, out of which Bell soon cut a cavern. The travellers took refuge in it, and the doctor passed the night in nursing Simpson. He was afraid to the scurvy and constant groans issued from his terrified lips. "'Ah, Mr. Clubbunny, I shall never get over it.   Unfortunately it had little effect, and did not prevent the terrible malady spreading. The next day they were obliged to lift the poor fellow onto the sledge, although he begged and prayed them to leave him to die in peace, and begin their painful march again. Their freezing mist wet the three men to the skin. The snow and sleet beat in their faces. They did the work of beast of burden, and had not even sufficient food. Dick ran hither and thither, discovering by instinct the best route to follow. During the morning of the twenty-third of January when it was nearly dark, for the new moon had not yet made her appearance. When on first he was lost to sight for several hours, Hatteras became anxious as there were many bear marks on the ground. He was considering what had better be done when a loud barking was heard in front. The little procession moved on quicker and soon came upon the faithful animal in the depth of a ravine. Dick was set as if he had been petrified in front of a sort of can made of limestone and covered with the cement of ice. This time, said the doctor, disengaging himself from the traces, it's really a can. We can't be mistaken. What does it matter to us, said Hatteras? Why, if it is a can, it may enclose something that would be useful to us, some provisions, perhaps. As if Europeans had ever been here, said Hatteras, shrugging his shoulders. But if not Europeans, it may be that the Esquimaw have hidden some product of their hunting here. They are accustomed to doing it, I think. Well, look if you like, Claubani, but I don't think it is worth your while. Claubani and Bell armed with their pickaxes made for the can. Dick kept on barking furiously. The can was soon demolished and the doctor took out a damp paper. Hatteras took the document and read, Altam, Porpus, December 13, 1860, 12 degrees long, 8 degrees, 35 feet, lat. The Porpus, said the doctor. I don't know any ship of that name frequenting these seas, said Hatteras. It is evident, continued the doctor, that some sailors, or perhaps some shipwrecked fellows, have passed here within the last two months. That's certain, said Bell. What shall we do, asked the doctor. Continue our routes, said Hatteras Codley. I don't know anything about the Porpus, but I do know that the forward is waiting for our return. End of chapter 30. Recording by Pam Castile. Chapter 31 of the Adventures of Captain Hatteras Part 1. The English at the North Pole. This is the LibriVox recording. All LibriVox recordings are in the public domain. For more information or to volunteer, please visit LibriVox.org. Recording by Pam Castile. The Adventures of Captain Hatteras Part 1. The English at the North Pole. By Jules Verne. Chapter 31. The Death of Simpson. The travellers went on their weary way, each thinking of the discovery they had just made. Hatteras frowned with uneasiness. What can the Porpus be, he asked himself. Is it a ship? And if so, what was it doing so near the pole? At this thought he shivered, but not from the cold. The doctor and Bell only thought of the result their discovery might have for others or for themselves. But the difficulties and obstacles in their way soon made them oblivious to everything but their own preservation. Simpson's condition grew worse. The doctor saw that death was near. He could do nothing and was suffering cruelly on his own account, from a painful alfamia which might bring on blindness if neglected. The twilight gave them enough light to hurt the eyes when reflected by the snow. It was difficult to guard against the reflection, for the spectacle glasses got covered with the layer of opaque ice which obstructed the view, and when so much care was necessary for the dangers of the route it was important to see clearly. However, the doctor and Bell took it in turns to cover their eyes or to guide the sledge. The soil was volcanic and by its inequalities made it very difficult to draw the sledge, the frame of which was getting worn out. Another difficulty was the effect of the uniform brilliancy of the snow. The ground seemed to fall beneath the feet of the travelers and they experienced the same sensation as that of the rolling of a ship. They could not get accustomed to it and it made them sleepy and they often walked on half in a dream. Then some unexpected shock, fall, or obstacle would wake them up from their inertia, which afterwards took possession of them again. On the 25th of January they began to descend and their dangers increased. The least slip might send them down a precipice and there they would have been infallibly lost. Towards evening an extremely violent tempest swept the snow-clad summits. They were obliged to lie down on the ground and the temperature was so low that they were in danger of being frozen to death. Bell with the help of Hatteras built a snow-house in which the poor fellows took shelter. There they partook of a little pemicin and warm tea. There were only a few gallons of spirits of wine left and they were obliged to use them to quench their thirst as they could not take snow in its natural state. It must be melted. In temperate countries where the temperature scarcely falls below freezing point it is not injurious, but above the polar circle it gets so cold that it cannot be touched more than a red-hot iron. There is such a difference of temperature that its absorption produces suffocation. Yesquimaw would rather suffer the greatest torments than slake their thirst with snow. The doctor took his turn to watch at three o'clock in the morning when the tempest was at its height. He was leaning in a corner of the snow-house when a lamentable groan from Simpson drew his attention. He rose to go to him and struck his head against the roof. Without thinking of the accident he began to rub Simpson's swollen limbs. After about a quarter of an hour he got up again and bumped his head again, although he was kneeling then. "'That's very queer,' he said to himself. He lifted his hand above his head and felt that the roof was lowering. "'Good God!' he cried, hatter a spell. His cries awoke his companions who got up quickly and bumped themselves too. The darkness was thick. "'The roof is falling in,' cried the doctor. They all rushed out, dragging Simpson with them. They had no sooner left their dangerous retreat than it fell in with the great noise. The poor fellows were obliged to take refuge under the tent covering, which was soon covered with the thick layer of snow, which, as a bad conductor, prevented the travellers from being frozen alive. The tempest continued all through the night. When Bell harnessed the dogs the next morning he found that some of them had begun to eat their leather harness, and that two of them were very ill and could not go much further. However, the caravans set out again. There only remained sixty miles to go. On the twenty-sixth bell, who went on in front, called out suddenly to his companions. They ran up to him and he pointed to a gun leaning against an iceberg. "'A gun!' cried the doctor. Hatteras took it. It was loaded and in good condition. "'The men from the porpoise can't be far off,' said the doctor. Hatteras remarked that the gun was of American manufacture and his hands criss-ed the frozen barrel. He gave orders to continue the march and they kept on down the mountain slope. Simpson seemed deprived of all feeling. He had no longer the strength to complain. The tempest kept on and the sledge proceeded more and more slowly. They scarcely made a few miles and twenty-four hours, and in spite of the strictest economy the provisions rapidly diminished. But as long as they had enough of the return journey Hatteras kept on. On the twenty-seventh they found a sextant half-buried in the snow, then a leather bottle, the latter contained brandy, or rather a lump of ice, with the ball of snow in the middle, which represented the spirit. It could not be used. It was evident that they were following in the steps of some poor, shipwrecked fellows who, like them, had taken the only practical route. The doctor looked carefully round for other cans, but in vain. Sad thoughts came into his mind. He could not help thinking that it would be a good thing not to meet with their predecessors. What could he and his companions do for them? They wanted help themselves. Their clothes were in rags and they had not enough to eat. If their predecessors were numerous they would all die of hunger. Hatteras seemed to wish to avoid them and could he be blamed? But these men might be their fellow countrymen, and however slight might be the chance of saving them ought they not to try it? He asked Bell what he thought about it, but the poor fellow's heart was hardened by his own suffering and he did not answer. Chlobiny dared not question Hatteras, so he left it to Providence. In the evening of the twenty-seventh Simpson appeared to be at the last extremity. His limbs were already stiff and frozen.  The expression of his face was terrible, desperate, and he threw looks of powerless anger towards the captain. He accused him silently and Hatteras avoided him and became more tacheturn and wrapped up in himself than ever. The following night was frightful. The tempest redoubled in violence. The tent was thrown down three times and the snowdrifts buried the poor fellows, blinded them, froze them, and wounded them with the sharp icicles struck off the surrounding icebergs. The dogs howled lamentably. Simpson lay exposed to the cruel atmosphere. Bell succeeded in getting up the tent again, which, though it did not protect them from the cold, kept out the snow. But a more violent gust blew it down a fourth time and dragged it along in its fury. Oh, we can't bear it any longer, cried Bell. Courage, man, courage! answered the doctor, clinging to him in order to prevent themselves rolling down a ravine. Simpson's death-rattle was heard. All at once, with the last effort, he raised himself up and shook his fist at Hatteras, who was looking at him fixedly, then gave a fearful cry and fell back dead in the midst of his unfinished threat. He is dead, cried the doctor. Dead, repeated Bell. Hatteras advanced towards the corpse, but was driven back by a gust of wind. Poor Simpson was the first victim to the murderous climate, the first to pay with his life the unreasonable obscenacy of the captain. The dead man had called Hatteras an assassin, but he did not bend beneath the accusation. A single tear escaped from his eyes and froze on his pale cheek. The doctor and Bell looked at him with a sort of terror. Leaning on his stick he looked like the genius of the North, upright in the midst of the whirlwind and frightful in his imbobility. He remained standing thus till the first dawn of twilight, bold, tenacious, indomitable, and seemed to defy the tempest that roared round him. End of chapter 31 Chapter 32 of The Adventures of Captain Hatteras Part 1 The English at the North Pole This is the LibriVox recording. All LibriVox recordings are in the public domain. For more information or to volunteer, please visit LibriVox.org. Recording by Pam Castile The Adventures of Captain Hatteras Part 1 The English at the North Pole By Jules Verne Chapter 32 The Return The wind went down about six in the morning and turning suddenly north cleared the clouds from the sky. The thermometer marked thirty-three degrees below zero. The first rays of the sun reached the horizon which they were gilled a few days later. Hatteras came up to his two dejected companions and said to them in a low, sad voice, We are still more than sixty miles from the spot indicated by Sir Edward Belcher. We have just enough provisions to allow us to get back to the brig. If we go on any further, we shall meet with certain death, and that will do good to no one. We had better retrace our steps. That is a sensible resolution, Hatteras, and to the doctor. I would have followed you as far as you let us, but our health gets daily weaker. We can scarcely put one foot before the other. We ought to go back. Is that your opinion, too, Bel? asked Hatteras. Yes, Captain," answered the carpenter. Very well, said Hatteras. We will take two days' rest. We want it. The sledge wants mending. I think we had better build ourselves a snow-house and try to regain a little strength. After this was settled, our three men set to work with Vigor. Bel took the necessary precautions to assure the solidity of the construction, and they soon had a good shelter at the bottom of the ravine, where the last halt had taken place. It had cost Hatteras a great effort to interrupt his journey, all their trouble and pain lost, a useless excursion which one man had paid for with his life, what would become of the crew now that all hope of coal was over, what would Shandon think? Outwithstanding all these painful thoughts, he felt it impossible to go on any further. They began their preparations for the return journey at once. The sledge was mended. It had now only two hundred pounds weight to carry. They mended their clothes, worn out, torn, soaked with snow, and hardened by the frosts. New moccasins and snowshoes replaced those that were worn out. This work took the whole day of the twenty-ninth and the morning of the thirtieth. The three travelers rested and comforted themselves as well as they could. During the thirty-six hours passed in the snow-house and on the icebergs of the ravine, the doctor had noticed that Dick's conduct was very strange. He crept, smelling about a sort of rising in the ground made by several layers of ice.  The doctor thought that the dog's uneasiness might be caused by the presence of Simpson's body, which he and his companions had not yet had time to bury. He resolved to put it off no longer, especially as they intended starting early the next morning. Bell and the doctor took their pickaxes and directed their steps towards the lowest part of the ravine. The mound indicated by Dick seemed to be a good spot to place the corpse in. They were obliged to bury it deep to keep it from the bears. They began by removing the layer of soft snow and then attacked the ice. At the third blow of his pickaxe the doctor broke some hard obstacle. He took out the pieces and saw that it was a glass bottle. Bell discovered a small biscuit sack with a few crumbs at the bottom. "'Whatever does this mean?' said the doctor. "'I can't think,' answered Bell, suspending his work. They called Hatteras, who came immediately. Dick barked loudly and began scratching at the ice. "'Perhaps we have found a provision store,' said the doctor. "'It is possible,' said Bell. "'Go on,' said Hatteras. Some remains of food were drawn out and a case a quarter full of Pemmican. "'If it is a hiding place,' said Hatteras, the bears have been before us. See the provisions are not intact.' "'I am afraid so,' answered the doctor, for he was interrupted by a cry from Bell, who had come upon a man's leg, stiffened and frozen. "'A corpse!' cried the doctor. "'It is a tomb,' answered Hatteras. When the corpse was disinterred it turned out to be that of a sailor, about thirty years old, perfectly preserved. He wore the clothes of an arctic navigator. The doctor could not tell how long he had been dead. But after this corpse Bell discovered a second, that of a man of fifty, bearing the mark of suffering that had killed him on his face. "'These are not buried bodies,' cried the doctor. The poor fellows were surprised by death just as we find them. "'You are right, Mr. Clobody,' answered Bell. "'Go on, go on,' said Hatteras. Bell obeyed tremblingly, for who knew how many human bodies the mound contained? "'These men have been the victims of the same accident that almost happened to us,' said the doctor. Their snow-house tumbled in. Let us see if any one of them is still alive.' The place was soon cleared, and Bell dug out a third body, that of a man of forty who had not the cadaverous look of the others. The doctor examined him and thought he recognized some symptoms of existence. "'He is alive,' he cried. Bell and he carried the body into the snow-house, whilst Hatteras, unmoved, contemplated their late habitation. The doctor stripped the resuscitated man and found no trace of a wound on him. Me and Bell rubbed him vigorously with oakum steeped in spirits of wine, and they saw signs of returning consciousness, but the unfortunate man was in a state of complete prostration and could not speak a word. His tongue stuck to his palate as if frozen. The doctor searched his pockets, but they were empty. He left Bell to continue the friction and rejoined Hatteras. The captain had been down into the depths of the snow-house and had searched about carefully. He came up holding a half-burnt fragment of a letter. These words were on it. TAMANT, ORPIS, W. YORK. "'Ultimate,' cried the doctor, of the ship Porpoise of New York. "'An American,' said Hatteras. "'I'll save him,' said the doctor, and then we shall know all about it.' He went back to Ultimant whilst Hatteras remained pensive. Thanks to his attentions the doctor succeeded in recalling the unfortunate man to life, but not to feeling. He neither saw, heard, nor spoke, but he lived. The next day Hatteras said to the doctor, "'We must start at once. Yes, the sludge is not loaded. We'll put the poor fellow on it and take him to the brig. Very well, but we must bury these bodies first.' The two unknown sailors were placed under the ruins of the snow-house again, and Simpson's corpse took Ultimant's place. The three travelers buried their companion, and at seven o'clock in the morning they set out again. Two of the Greenland dogs were dead, and Dick offered himself in their place. He pulled with energy. During the next twenty days the travelers experienced the same incidents as before, but as it was in the month of February they did not meet with the same difficulty from the ice. It was horribly cold, but there was not much wind. The sun reappeared for the first time on the thirty-first of January, and every day he stopped longer above the horizon. Belle and the doctor were almost blinded and half-lame. The carpenter was obliged to walk upon crutches. Ultimant still lived, but he was in a state of complete insensibility. The doctor took great care of him, although he wanted attention himself. He was getting ill with fatigue. The mattress thought of nothing but his ship. What state should he find it in? On the twenty-fourth of February he stopped all of a sudden. A red light appeared about three hundred paces in front, and a column of black smoke went up to the sky. "'Look at that smoke. My ship is burning,' said he with a beating heart. "'We are three miles off yet,' said Belle. "'It can't be the forward.' "'Yes, it is,' said the doctor. The mirage makes it seem nearer. The three men, leaving the sludge to the care of Dick, ran on, and in an hour's time were in sight of the ship. She was burning in the midst of the ice, which melted around her. A hundred steps farther a man met them, wringing his hands before the forward in flames. It was Johnson. Hatteras ran to him. "'My ship, my ship,' cried he. "'Is that you, Captain? "'Oh, don't come any nearer,' said Johnson. "'What is it?' said Hatteras. The wretches left forty-eight hours ago after setting fire to the ship.' "'Cursed them,' cried Hatteras. A loud explosion was then heard. The ground trembled. The icebergs fell upon the ice field. A column of smoke went up into the clouds, and the forward blew up. The doctor and Belle reached Hatteras, who out of the depths of despair cried. The cowards have fled. The strong will succeed. Johnson and Belle, you are courageous. Doctor, you have science. I have faith. To the North Pole. To the North Pole!' His companions heard these energetic words, and they did them good. But it was a terrible situation for these four men, alone, under the eightieth degree of latitude in the midst of the polar regions.


For a remarkable level of commitment and leadership, maintained throughout lengthy and complex investigations that have resulted in extraordinary success, Sergeant Mike Hurd is the Vancouver Police Department 2019 Police Officer of the Year.


A couple of things before we get going. IT for IT and accelerated delivery. A few things that Craig mentioned earlier on. It's business first. And it's also about the change, the rate of change that is really created by people in the organization. So we're going to have a look at both of those as we progress through the slides. So a little bit about us. I'm from Panagia Training in Singapore. We have a sister company over in Cambridge in the UK. And you can have a look at this quickly. And I'll move on. So the problem is getting worse in IT. We heard earlier about bimodal IT. How many of you are familiar with bimodal? How many of you like Gartner? OK, there we go. I think some of the points that Craig made with regard to speed are quite important because, in fact, where I come from, I don't agree with bimodal. I think what you have is speed that is generated by the IT division, or the IT division's ability to deliver measurable benefit to the organization. Now, that might change as you go through. But of course, in order to do that, you have to have the right structures in place. And of course, QIT for IT, because that provides us quite a nice view of the value chain approach to understanding everything from one side in terms of your strategy all the way down through to your DTC, detect and correct, and of course, everything in between. So the problem for us then is trying to bridge the gap between what we have at the bottom there. We've got budget, which may be being depressed, certainly not going up in huge amounts across a lot of the companies that we work with. We've got our ability to deliver in IT. Now, this comes directly from the IT for IT book. And I certainly suggest, for those of you that haven't had a look at it, have a look at it. Of course, what we've got to do is try and address the IT management gap as things change quickly, whether it's cloud, whether it's microservices or otherwise. We have to keep up with business requirements, changes in business, whether they're local across different jurisdictions or otherwise different types of client and customer groups. So we've got to try and address that gap where the face is. And this is part of what IT for IT is trying to help us deliver by looking at the structures in place and the value chain. So where do we start? Well, we try and get a bit of common sense, which isn't always as common as it might sound. Figure out what we really want to do with accelerator delivery. Now, I haven't described why I'm talking about accelerator delivery. Quite simply, we're working with a client recently. We're looking at some of the structure from IT for IT overlaid on accelerated and agile techniques, reduced the turnaround time from 108 days to 24 days. Now, this makes a huge difference in your organization's lifecycle. You can generate and create measurable benefit quickly if you understand how you generate benefit or value and you have the right structures in place. So that's really the hook into why it's accelerated delivery and IT for IT. Of course, starting, it would be useful to know something about IT for IT. And as Rob said, we're looking at 2.1 and there's ongoing work in the forum on IT for IT. Understand the useful bits. It's a framework in a way, much like any other framework. And reference architecture, there are things that are going to be more useful than others to you. So focus in on those that you think will provide benefit to the organization. Treat it like your favorite uncle. Listen to it.  So you just want to try and pick out the bits that are useful. IT for IT, there are a lot of useful bits as well. Always remember, of course, that you're not alone out there. There are other organizations, other people, that have gone down this route and similar routes that have done aggressively agile, accelerated delivery, traditional IT for IT type approaches, and got them right. So again, and you've also got all of IT for IT behind you as well. So choose your next set of actions wisely. You can either stay calm or you can panic. A bit of both might help as well, because panic helps you focus the mind. Being calm, you can sometimes sit back a little bit too much. So what are our imperatives as we go down the back end of 2016 into 2017, 2018? Focus on IT to deliver the services that make us more competitive, that give us measurable benefit. I use the term measurable benefit rather than value, because as soon as you talk about value, you've got to describe what kind of value it is. And the assumption from an earlier discussion is that if you can measure it, then it should be better. It goes without saying that there are changing technology environments, more aggressive demands by not only the organization itself, but by more militant customers, regulators, legislators, et cetera. So of course, we've got to be able to address these in the normal state of affairs. Now looking at being able to address things quickly, we often hear about agile. And agile sometimes gets the same in equal and opposite, or so I'm looking for disadvantage or wrap, as Togaf does, and completely the opposite end. People often say Togaf is way too big for large organizations, but agile is only at the one end. And we can't scale that. Well, you can scale agile if you think about it. And the point I'm making here is that agile is largely a set of techniques for the right-hand side.  What happens if we could take the learning from that and pull it all the way across, all the way up to your S2P, your strategy to portfolio in IT for IT? Well, this is pretty much what we did. And I'm going to take you through an example from a gas distribution network where we went through this scenario. So what we're trying to say here very briefly is that accelerated delivery takes us from the strategic thinking side of things, looking at the portfolio of activities we need to undertake to actually deliver right at the other end, but also to continuously deliver, to have the right organizational structures in place, and also to allow those to adapt as necessary. I'm working with a client at the moment who is going through a huge transformation. And they're looking at reorganizing the business. So the first thing they've started out doing is setting up org charts. And you can be pretty sure that as soon as the ink is dry, those org charts will be out of date. So what do you need to do, again, thinking through IT for IT, is look at structuring your organization around where the decisions are made. Suddenly, it makes a lot more sense. A little bit more about that as we go. A multi-sourced service economy. The power is going into our customers into the traditional business side. With a credit card, you can buy all sorts of services that IT would otherwise take years to deliver. We've got to learn how to integrate these, how to consolidate, collaborate across different types of environment. So again, we do need to consider the future. Equally, so expect things to change with regard to expectations on the IT division as well. And in a way, it's, is IT any different to business? Nowadays, largely speaking, IT is the business in many organizations. And the business is IT. So we leave that for another day. And expect to manage change, but also to continuously improve. Again, a common theme, if you look through the four value streams, certainly the top three in IT for IT. So the obvious here is big projects. So we have a long spin-up. And we have this cumulative risk that grows with the project. And eventually, we'll deliver if we deliver on time. And of course, when you look at these big types of projects, it's always cost, time, and quality, and stuff like that. And without going back into TOGAF and looking at the transition architectures in phase E, which, of course, we can learn a lot from as well. Thinking back to how we can create an environment where we can deliver on businesses or the business requirements quickly and allow the organization to fulfill their requirements easily as well. And again, for those of you familiar with IT for IT, you'll start to recognize where these words sort of slot in. Of course, we have a delayed delivery. We also have at the, oops, let's go back one. It's going to go back. Back. How do we go back? There we go. Difficult people transition in this sort of big bang approach. And of course, when things do go wrong, we have big restarts. We can't afford that anymore. So again, what we want to try and do is move to a situation where we have short spin ups. We accelerate the delivery all the way from the strategy through the portfolio, manage the portfolio correctly, look at prioritizing on an ongoing basis from an exec, all the way through to a user level. Have the right structures in place, the right methods and approaches. And then start to deliver incrementally. Again, I've put up these strategic transitionals because architects like to see that sort of thing. But again, you can start to see that we can manage our risk. But we also need the structures in place. And again, if we look at the full value chain areas from IT for IT, you can start to see where some of this starts to make sense. So the IT business response. And by this, I mean a direct reference to IT for IT because you're looking at the business of IT in IT for IT. Basically, trying to professionalize what we do. We need to understand the business model. So this is very much an external focus. How does the organization create value? How do we capture that in our strategy through to our portfolio process? Once we've done that and we've got to a point where we understand that, we start to look at what that drives. Well, that drives our internal operating model. Now, we can develop our operating model and base it on how we deliver benefit to the organization. Suddenly, that changes the way we're going to structure things because it's not based on a traditional org chart anymore. You're looking at changes all the time. So you need a structure in place to actually make sure that we can deliver in a changeable environment. And then finally, we look at the engagement model. How do we engage with our clients, with our customers, be they internal or external? So again, suddenly, the way that or the business of IT suddenly changes. And of course, there's going to be a continuous loop between the understanding a changing operating model and the actual engagement model. And remember, we'll be engaging within, across the organization, and potentially outside the organization's borders as well. So IT for IT reminds us of a couple of things. Firstly, that the approach that we're taking today is very much about planning the big projects, as they say, a planned economy, bottom up, tactical approach, et cetera. What we want to do is to be able to understand the strategy and manage our investment in technology all the way through that. So understand the portfolio, prioritize, continuously prioritize the backlog. Again, for those of you that have been in the agile world or the accelerated delivery you'll start to see, even IT for IT itself has started to bring in cunningly some of these ideas. And where we're actually going is towards a more market-based economy in IT, because what we want to do is basically understand how we can deliver benefit quickly. In order to do that, you don't take a bus. You get something a bit quicker, smaller, more agile, things that turns corners more quickly. So again, IT for IT is already taking us down that route. What are the typical challenges that we see in trying to make IT actually work without IT for IT helping us? Well, the blurring of the line between business and IT. So credit cards and web services, cloud services, have allowed the business to become a lot more powerful. Sometimes usurping the power of the IT division. IT has got a change as well, from a technology and project-centric approach to a service-centric approach. So looking at the whole everything we're familiar with UX. We're familiar, someone mentioned earlier on this morning about CX, the whole customer journey and experience. We want to bring that in, because that changes. And it changes more and more quickly. If we look at the age of the average IT user and the ability, that's gone right down. And of course, people expect more from their IT, whether it's their personal IT and smartphones or corporate IT. We also have to respond to being more transparent about our costs. How many of you have been involved in companies where they've married a 10-year contract to a huge outsourcing deal? I won't ask for names, but I certainly won't ask how well those have been working in the past.  It's a pity in a way, because we'd be a lot more careful about our planning and what we did. So having said that, other things that we want to consider, we are getting our budget squeezed a bit, but the demand isn't. The demand is increasing. So again, we need to understand everything from what the business does to deliver benefit through to making the right decisions, to building the right things, to making them available through fulfillment, and then making sure that we can proactively manage any issues, changes, problems, et cetera. Now again, there lies a very quick description of IT for IT. So some accelerated delivery principles. These aren't really Togaf-type principles with basic ideas. Simplify, standardize, and share. So coming back to being transparent. Continuous improvement with partners, colleagues, et cetera, not to them. Remember, we're all in this journey together, because we're creating things that improve the position of our organizations in their respective industry sectors, hopefully. So we're delivering measurable benefit, hopefully. Improvement is incremental. Again, we either wait for the one big bang and hope it works, or we improve incrementally. But again, we need the structures and the ability to do that. We've got to have that in place. Our customer specifies our value, or the value it wants, not us. So again, the locus of control is outside of IT now. Not that it was ever really in IT, because we're always doing things for other people. But we have to be a bit more careful, because the other side of the fence, as it were, is actually a lot more powerful nowadays. Capabilities define what our organization does, not how it does things. So we've got to figure out what the IT division does, or the IT department, whatever you call it, the IT portion of the organization. So again, understanding the drivers, the external drivers, all the way through to how we address those inside the IT world. However, here's probably one of the most challenging questions you can ask, if either your exec or your programs is, what do we want to finish first, rather than what we want to start next? IT is very good at starting things, because let's face it, it's a lot more fun starting new stuff, looking for new toys, et cetera, than finishing a project. So what we want to do is turn it around and start. Instead of looking for, let's have a look at this whole wave of things we need to do. Let's look at the things in that wave in terms of what has to be finished first. Now, in order to do that, they should link up to our strategy. Of course, some organizations say we don't have a business strategy, or it's not made available to us. And of course, those are challenges that you have to address on the floor as well. OK, client example, gas distribution network. Very briefly, what happened in this organization, as I said, they had a new CIO who was a bit of a lateral thinker. And in the last 18 months, basically what he did was turn around a very old-fashioned IT department into one that was agile, accelerated, and basically worked along the lines of IT for IT, except he didn't know that it was called IT for IT. So what he did was he looked at how IT created value for the organization, essentially looking at the value streams. Again, much like IT for IT, but he looked at it slightly differently. But the basic principles and the approaches were exactly the same. And what they did was they did away with things, with any term that used the word program and project. Because what they said was that as soon as you've got a project, you're already limiting yourself. Because Prince says that a project is a defined start date and an end date. Once you've got an end date, that's it. Now, change out in the world doesn't stop. It's continuous. So why don't we create the organization that maps to that change? So have the continuous improvement from understanding our strategic positioning, understanding what our portfolio should consist of, creating the right things, making them available for fulfillment in the organization. Not on our terms, but their terms. So what they eventually ended up with, as I said earlier, was a 180-day turnaround, which is kind of about average from what I've seen in these sorts of organizations. And this is a SAP-based organization down to 24 days across the board. That's pretty good. In fact, there were some other stats that showed that some of the business colleagues asked them to stop delivering on some projects because they couldn't take on board the change quickly enough, although there were only a couple of occasions there. Now, what do we mean by accelerated delivery? Basically taking some of the agile principles, Kanban approaches, boards, et cetera like that, and build them into the whole process from the beginning through to the end. And it's actually a lot simpler than you think. Except, of course, or maybe one or two people in the corner that might say, what about architecture? We still do big architecture, don't we? How many of you have heard of the concept of the architectural runway? Anyone? OK. Basically, this is a way of addressing continuous change in smaller chunks in an accelerated manner by doing just enough to keep the architecture in place. Now, that gives us the freedom from three-year planning, 24-month planning, et cetera, getting everything done in the architecture space, where you just have enough of the capabilities necessary to do what you need to do in a changing environment. Someone said earlier on that good enough is good enough. And that's a pretty good dictum when we're looking at accelerated delivery. It doesn't have to be excellent because you can waste time being excellent. It's got to be good enough to do the job. Good enough doesn't mean subpar. That means you've actually understood exactly what is needed and you're delivering. OK, so basically, down in the middle here, we've got the next to router's head over here is the architecture runway activities. And then they were putting on a whole series of works management and other types of activity around this. So they were still addressing the architecture requirements, delivering benefits to the organization, and still keeping in touch with. And if you look carefully, you'll see there where is it gone. Taking care of our assets. That was one of the major principles. There were five of them. Looking after our assets, our people, our money. And they have two others I can't remember, a fan. And those were basically the principles by which they structured their organization. So they looked at the strategy. They had about 2.7 million customers. So not a reasonable sized organization. And basically what they did is they turned around the way the IT worked from a very traditional reactive to a proactive approach. So understanding what the organization actually did from a business capability perspective, very simply, and then built the IT organization around the decisions that needed to be made in order to deliver quickly and effectively. Therein lies their basic use of IT for IT without actually knowing that it was called IT for IT, although they did go back and have a closer look at it. OK. One of the things that you might want to consider when you go down the accelerated route is maybe to re-look at the way you deliver projects. As in, why do we have projects? Project is you start here, you finish there, you probably overrun, you probably aren't up to whatever you define quality to be, and you're probably going to be over budget. The British Computer Society a few months ago completed a study. And they told us, although I don't think anyone here would disagree, that only 40% of projects in IT came in as they were expected. So basically, projects are there the right thing. Now again, do remember, this was a SAP-based organization. It wasn't one of these trendy kind of social media types of organization. And what they did is they did a way of projects. They had continuous work streams, which delivered incrementally. Actually very clever, yet very, very simple. They had some smart guys in there who were very good at agile. And they took those learnings and took them all the way back up. So again, just a few there. Projects could be suitable for one or things that can be delivered and then forgotten. Just get it done, that's it, and move on. But change is continuous. So why not organize the organization around the way our organization works in the industry it's in? Kind of makes sense, doesn't it? So the other thing that they did is that they moved towards work streams. And work streams themselves don't end like the organization. The organization doesn't start up, do a bit of ERP, and then stop with a bit of CRM, and then stop. It does all of these all the time. So basically they built the IT to deliver against that. So some really good stuff in terms of looking at how they could deliver on a dynamic strategy by creating the right thing. What business needed, making it available on an ongoing basis and then doing all of the good, detect the correct type activities. We still need that, but there's a very specific place for that. And of course, bring that thinking up into the early side of the whole strategy to delivery process. So there are some operating model challenges and drivers that we want to consider. Focus on the role of IT to deliver the services that actually make us stick out in our industry sector. Support a multi-sourced service economy. That's going to happen whether we like it or not. More and more is available throughout sourcing through cloud services. How many of us are building in cloud service broken as a capability within our IT division, our IT department, whatever you want to call it? We're going to need to do that if you're going to leverage services for the organization. And of course, we also want to be able to attract the right IT skills to deliver on the new IT. Again, as I said, this is something that is probably going to just continue to change. And of course, we have to build that change into our response with regards to how we deliver on our business objectives. So we can use IT for IT then to release a value earlier. How do we do that? We understand the S2P, the strategy to portfolio. Continue to address that. You don't do it once. Just keep doing it. Your competitors change. The organization changes. The environment changes. Regulation changes. Why don't we? Look at accelerated learning in IT. Basically make sure that we aren't using old fashioned techniques to address new technology problems. Doesn't make sense. Otherwise, it's a bit like a caveman looking at a jet engine. It's a thing of beauty, but it doesn't know what to do with it. And that's where we're going to end up with, or we might end up with. Look at IT for IT again in terms of your backlog of strategic priorities and changes that have to be delivered. And then look at how those are going to be fulfilled by your users, if you will, in old terms. Open up the capacity. Absorbed in wasteful activity. What do we mean by that? How much project activity is wasteful activity? Let's face it. 30% of projects are probably about filling out forms. And doing reports that no one reads, and that aren't actually useful. So again, we're putting cavemen onto a jet engine. Doesn't work. OK. And also then start looking at macro and microprioritization. That's the sharp end of how we can become a lot more agile in our thinking and in our delivery as well. So new operating model attributes. These aren't directly from IT for IT. But they do show things that are relevant in a new IT operating model that are highlighted, in fact, throughout the text of and the actual approach that IT for IT takes. Enhanced transparency. Agility and execution from the original thought to actually getting it out there. Speed is a new value proposition. We can't wait anymore. So let's get the right structures in place. We want to base our performance on business outcomes. So again, think about the front end of the process as well. So look at how we can bring accelerated thinking. And I've been careful in talking about accelerated thinking, not agile.  We want to take learning from that and pull it all the way up into the strategy to portfolio type areas as well. So, and of course, then, stakeholder self-provisioning is enabled directly out of our fulfillment and some of the portals that IT for IT describes quite adequately, more than adequately, in fact. So we'd like to see all of these in the new operating model. Something that, A, we can address change with quickly and we can deliver what is actually required and can be measured. So standard IT from IT from the book. Basically, there's a lot there. And what we want to try and do is see how we can apply that to the accelerated delivery approach. But before we get there, we just take one more slide before the penultimate slide or so. So look at Kanban. Kanban is a way of looking at and managing pull through and the actual process, if you will. And there's some really good and really very simple things that we can address in our new or hopefully amended IT organization. Stop starting and start finishing as a general approach. Most of you have hopefully seen Kanban boards. I'm using Kanban because they're visual. You don't need many tools. You just need a big board, a couple of cards. And what you find is you get ownership of the activities by people on the work stream areas. They actually own that card. They pull it through. It's not hidden in a project, 600 line or 6,000 line project plan. So other things, pull, don't push. And again, the whole idea about pulling and not pushing is you do your piece of work and it's ready for someone else to pull through. So instead of throwing things over the wall and swamping people, basically what you do, and I've got mine done, then when you're looking at managing your own work in progress and you've got space, you then pull the next high priority piece of work across. Very simple. It's all got through the same process, but the way it runs is different. Prioritize continuously. Things change. And sometimes they change on an hourly, daily, weekly, monthly basis. You can get your exec to have a look at your portfolio of activities and investment, and they can prioritize. We have a situation where a client has said that any regulatory activity trumps anything else. So that's basically one of their rules. But they also come in and have a look at what needs to be done. And then lastly, govern actively. Just because you're going down the accelerated delivery route or using things like Kanban, doesn't mean to say you can't govern. You can govern just as well, if not better, because it's visual, it's there, it's available, and everyone can see what's going on. So how did we actually do this? We did it like that. There's a little bit more to it, he says. So understand where the organization was going. We then had to look at the organization in terms of not only understanding the strategy of the organization, but trying to rework that into what capabilities the organization needed. So basically, look at focusing on identifying the different capabilities. And then leveling those down to say level two. And then we started looking at what was necessary to deliver those capabilities, not projects, capabilities. And then we looked at, and I'll build this here, we looked at capabilities and the work streams going this way, vertically, but cross cutting teams that could pick things up. So you might have heard of terms like squads and guilds and all of this kind of stuff. If that's what your organization uses, or your client use, that's where it happens. But work streams, cross functional teams work perfectly. Okay, so a few things there just to remember. It's in small print, I can't read it, squads, et cetera. So look at various enablers. What are the basic things that those teams need to do? And prioritize them by those capabilities. And of course, if you look at those, it is a bit like lots of things just coming in. And this is what we want to manage with regards to the strategy to portfolio and then into the requirement to deploy areas in IT for IT. So just continuous change, continuous updates with cross cutting teams. Then of course, again, this is exactly how the GDN, the gas distribution network actually did this, they went down the Kanban route. Again, just using this over and above Microsoft project or whatever, not saying there's anything wrong with that by itself, but they said, no, we're not going to have it hiding in Excel spreadsheets. We're going to have it out there and available. And interestingly, we mentioned here that we're very interested in who is doing it. So we had the right people, but we're also interested in making sure, and I'll just move these on, that prioritization was done actively. We knew this was working when members of the board walked down the corridor, came into the IT area and started prioritizing things. Okay, we had a number of different boards. We went up to a portfolio board, et cetera. But when that happened, we knew, yes, they've got it. But enough to go looking in spreadsheets and stuff like that, they could actually see what was going on. They could see where their millions were going and then they could track that down. Okay, and of course, the whole thing is to pull work across. Of course, once it's ready, then you can start looking at making sure that you do follow up with all of the proper service management, service readiness, business readiness, et cetera. Of course, one of the other things with accelerated delivery is we start thinking about that early on as well. Okay, we also want to consider the actual team inception, et cetera, and the principles, et cetera, the policy management as you go through. So all of the standard good and best practice and governance is not lost. In fact, it becomes very visible. And in fact, it becomes quite a lot simpler. So very briefly, how did we see that where we used, in retrospect, quite a lot of the IT for IT. Top left-hand side, the strategy to portfolio was quite important. Equally so, the requirement to deploy. Get the stuff and build it. Build what the organization wants. Not what IT thinks it can do. And then of course, over the bottom right-hand side, the request to fulfill and detect the correctancy. But again, this is showing that a lot of the major changes in the IT side of things were the top left. Strategy to portfolio and the requirement to deploy. And those are quite often the things that are difficult for us to get a handle on in the IT side of things. So a few parting comments then and observations. Make sure your vision is clear or that you understand the organization's vision. Even if you don't have a strategy or it's not yet available to you. Some organizations we work with have their strategy plastered all over the walls right into the toilets. This is what we do in this kind of companies. Guys are really proud of it. Other organizations, you just can't see what they're doing. And it's kind of you've got to know someone who knows someone that can tell you exactly where the organization's going. So again, make sure that we know where things are heading. Don't confuse roadmap with strategy. Roadmap is a consequence of planning out our strategy and getting stuff done. Start small. Most problems arise from people, not technology. I think someone else mentioned that earlier. I think Craig mentioned that as well. The technology will quite often have been tested of thousands and thousands of hours. But it's getting people to work together in different ways is the challenge. IDVRIGHT isn't the entire solution, but it's a jolly good base for starting us on that journey. And just getting to, even if you get to one point, understanding the four value streams in terms of how an IT organization runs itself as a business, you can be way ahead of from the old IT. Of course, we can't ever forget our architecture practice. Invest wisely is all I'm gonna say. That could degrade into a religious debate. But we'll leave that for the time being. Reconsider projects, move towards work streams for continuous and incremental delivery. That's got to be the case. And it doesn't break architecture if you go down the runway route. Reconsider, I've just said that, integrate rather than implement. Implement feels a bit like starting from scratch. Most organizations have got some good stuff. Don't waste it, just build on it. Use the standards that are there. And then finally, agile is a right hand side technique. So basically it's over here. But there's a lot of learning that we can take out of agile, and I mean agile generally speaking, all the way up through to understanding the strategy all the way back down. So it is a left hand side to right hand side approach when we're looking at accelerated delivery. Especially when we introduce a lot of the concepts that all.