So let's get this show started, and we'll do that by welcoming a familiar friend of the Agile movement and also of Agile People Sweden. He's a writer, entrepreneur, leader, trainer, and much, much, much, much, much more, and he's spent a career in pioneering management. He's here to talk about scaling agility, and he's Jörgen Appelo. Please welcome. There we go. While we get your computer set up, you, and there's a lot of things going on here, but we'll manage that. You keep coming back to Agile People Sweden. People can't get rid of me. And it's not that we don't want it, so rather the opposite. Why do you come back? Because you travel the globe to different places. Because Pia always asks me so nicely. It's good to have nice friends. Yes, exactly. I don't want to disappoint her. No, it's an important topic. We have Agile leadership, Agile marketing, Agile management, Agile people, HR, etc. Lots of Agile stuff going on. And let me help you here, because it's Windows after all, so you have to restart it. All right, but I'll probably just leave the stage to you. It's a lot of things going on in the Agile world, and I'm happy to be part of it. It's awesome. All right, and in one word, if you would summarize the change from the first Agile People Sweden, you attended to now. Agile? That's a good proof. All right, I'll leave the floor to you. All right, thanks. So, all right, where's my glass of water? Over here. I saw when I came here that we're on a ship, and I thought, oh my God, I'll have to make sure everyone laughs at my jokes evenly, or else we might capsize, things like that.  But not in this case. I think it's well organized actually so far. Happy to see that not everything is left to us. This word, Agile, it comes up again and again. Let me start with the ugliest slide that I have to get that out of the way. I stole it from the State of Agile report by version one. They do this report every year, and they measure among many other things what are the challenges that people experience with agility around the world. And the ones that stand out to me are these. The company philosophy and culture are at odds with agile values. The culture is not what we need in a company that wants to be more agile. And also there is a resistance to change with these adoption of these new ideas. How many of you recognize that? That people resist agile thinking, resist the agile mindset. Alright, look at that. Lots of hands going up. Alright, so people resist change. This comes up again and again. No matter where I go. I find that interesting. How many of you have resisted this change? Smartphones. One, two, three, or four maybe. Alright, keep it up. You're the heroes here. Don't give up. Dig yourself in. How many of you have resisted this change? Games on tablets or phones or Facebook or whatever. Oh, that's a pretty good number. That is one-third of the audience. Okay, so now a very gameful culture we have here. We'll talk about that in a moment. How many of you have resisted this change? Streaming audio and video, Spotify, Netflix, iTunes, etc. How many of you are not using any streaming entertainment? Alright, one, two, three, four people similar to smartphones. Okay, so people resist change? Seriously? You kidding me? I think anyone who says that people resist change is... Sorry, no, I don't mean incompetent. I mean incognizant. People do not realize what it is that makes others change their behaviors, adopt new ideas. Because there's plenty of change going on around us and we happily buy into those changes except for people. So everyone's agility of scale, but nobody knows how to do it. That is sort of my conclusion from my travels around the world. I did a bit of digging around earlier this year into the trends in workplaces. This is particularly interesting for the Agile people, Agile HR participants here. I read the report by Boston Consulting Group and Accenture and Deloitte and all those others, Price Warhouse Coopers. They all have their research globally among HR and management, etc. And this is what I found as the conclusions, the patterns across all those reports. I'm not going to read them out to you. I'm sure you'll be able to download the slide deck later on. But this is what I found interesting. Organizational Agility was specifically mentioned by basically all of them. CEOs, top managers, HR, they want the organization to be more agile. It is a hot topic. 93% of CEOs said that organizational agility was top of mind at that level. That's great. But how do we achieve it? That's a big challenge. How do we get that change in the organization? Let me show you some interesting clips that I found. Anyone remember this? I don't hear the sounds. We didn't switch the sound. Sorry about that. Let's try again. Now it's stuck. Jesus Christ. Come on. I can transform myself as I want to. Look. And then he says, Barbatruck. Right. So this was Barba Papa. Was Barba Papa popular in Sweden? Yes. Was popular in Holland as well. It turns out it was a French cartoon. I never knew that because it was all translated, of course, for the children. But Barba Papa could change into any form. That was so awesome. He could escape from a fence through a fence in the zoo where he was captured. Here's another one that is probably more familiar to some of you. Anyone remember him? Otto from? Which one? Right. This person. Which species? The changelings. Right. And they were part of the Great Link and the Dominion. Wow. We have an expert in the room. So, yeah, the changelings. They were a nasty species. They were not so friendly. They wanted all the other species in the galaxy basically to look up to them and admire them. Otherwise they would blast their planets out of the galaxy. Sort of a United States in space. I'm sorry about that. But Otto was a nice one. He was a security agent at the space station. He was always after quark because quark was always smuggling things. And then it is handy when you can disguise as a chair or disguise as a dog. This one, I'm sure, is familiar to many of you. Who was that? Terminator. Which one? Model number? T-1000. All right. It's awesome. So, the T-1000 was a self-organizing, was a shape-shifting entity that could adopt any form. At one moment it was solid as steel and punching someone through the face. That was a ghastly scene. I don't know if you remember that. And then other moments he was dripping from the ceiling behind someone's back. Oh, that was scary. So all of these are examples of shape-shifters. Here's another one, Mystique from X-Man. She gets paid $20 million for walking around naked. Isn't that unfair? I get nothing. I can tell you that. But anyways, so these are all shape-shifts. I like that metaphor of shape-shifting because this is about beings who adapt to the environment and sometimes they're solid, sometimes they're liquid, sometimes they're square, sometimes they're circles. It depends on the environment. So in the 21st century, I think successful organizations need to be hard and soft, fast and slow, solid and liquid, and organized and self-organized. For me, that is what agility is about.  Sometimes other people use more difficult terms such as ambidextrous organizations. That means right-handed and left-handed, innovative and productive. It's a nice metaphor, but not thought up by someone who knows about marketing, obviously. So shape-shifter is, I think, a nicer term. Scaling to change. Does anyone know about this problem? I'm sure you picked it up somewhere from the news. Yeah, the British leaving the European Union. I thought it was funny. It's strange, actually. They said that the politicians at that time said, we want to take back our autonomy. Remember that? They want to take back their autonomy. Did they ask any of you here in the room if it was okay? They didn't ask me for my position, for permission. They just went. They said, okay, we're out. Bye! So if you can single-handedly decide to take back your autonomy, then you've never lost it, have you? You already had it in the first place. You didn't ask somebody else, can I get it back? No, you just, okay, bye. So that's interesting. They never lost the autonomy. I think that's a good thing, by the way, that people can just take back autonomy when they decide. Though the British, I think, and many seem to agree, have not made a good decision there, because some decisions are better when you make them in a central location. It is more efficient. It is smarter to do some things at the European level. Like I came here by air and by pilots. It is useful to know that air traffic rules are consistent across the European continent. That makes sense. If you fly across seven countries in three hours, then it is all the same, the same rules. So it makes sense to have something centralized. And I delegate my autonomy, my decision-making to other people all the time. Like I have a personal assistant who books my hotels and my flights. The furniture in our house is bought by my spouse. I have absolutely no idea what is the difference between our Deco, our Nouveau, our Dono, whatever. I just know it is all equally expensive. I can see that on the bank account. Other things I do not delegate, because I want to make those decisions, like which streaming technologies we use in our house, for example. I think that is very, very important. We use Google Chromecast. We use Spotify Connect. We use Sonos. We use everything basically. I think that is a very important decision. So not delegating that. So it depends what I want to delegate and what not. So I trust sometimes that other people make better decisions than I do. I also have no capacity to do everything myself. Like I said, oh my God, I have become self-organized here. Oh my God, I have to do everything myself. Thank God, no. Some things are organized well by Pia Maria and everyone else here. There is such a thing, by the way, as a decision fatigue. People get tired of making decisions about everything. We want others to take control in some areas. But, and this is what is good about the British thing, we have the power to change any arrangement, or we should. We should be able to say, all right, that's it. Now I'm going to do it myself. Like I am able to say to my Pia, thank you so much for two years. It was wonderful working together. Next month I will do it myself again. And I have that power. And for me it is important, number four, to be able to do this rapidly to make that change. Like Barbara Papa or the T1000 or Odo can change any form and can do so rapidly. That is the issue with the British now, right? Because leaving is a very, very, very painful affair. And I'm sure you can bet on it that they will be back after a while.  I'm quite sure of it. And then there's even more work. So it is balancing. And some people might recognize these numbers from my management career, my agile leadership, agile management brand. There's still much happening on this side of the scale. Command and control. I agree. Too much. Too much in many organizations. Too much bureaucracy, too much rules imposed on people. And that is why there is this pendulum swings in the other direction for many. That we have more self-organizing teams, which is good. We have people make their own decisions, be empowered. But frankly speaking, I'm in a lot of agile conferences on gatherings, et cetera. And sometimes I get the idea that the ideal organization is one happy crowd of 30,000 people self-organizing and dog-foting hippies. And I think that is not what agile is. For me, this is agility. Being able to change back and forth. Being able to switch depending on context. Sometimes you need to give instructions. Sometimes you need to self-organize and dog-fote as a team. Switching back and forth, that is, I think, what agility is all about. I prefer to call that self-balanced instead of self-organized. And that is something that we need to do and need to learn more about. So let's look at why people change things. Because we've seen everyone wants agility at scale. We now know that agility is balancing the powers that be and taking back control when you want, but you don't want that all the time. Sometimes you're quite happy with somebody else making decisions for everyone. Now, how do we introduce such ideas in the organization? I was last year, I had my own book, Out Managing for Happiness. Not as awesome as Pia Maria's new book, Agile People, of course. But I was promoting it in the U.S. When will you have your U.S. tour at Pia Maria? Is it upcoming? We're going to arrange it for you. So I had managed my own tour over there, and I was in New York, I remember well, at Union Square in the evening, mining my own business, reading a book or something on a park bench. And there were lots of people around me from all over the world, New York, of course. Languages, body types and colors and hairstyles, etc. But everyone was playing this game. Pokemon. And people were walking around with their smartphones, except for four people in this room, of course. And everyone was hunting for monsters and talking with each other, complete strangers. And then, oh my God, a Snorlax appeared. Run! And then everyone was hunting for the Snorlax, because it would be gone in 10 minutes.  I had never seen something like that before. It was completely ridiculous. And I also had a little bit of pity on myself, because I thought me and others, such as many people in the room, are trying so hard to get people to be more agile in companies. And we're trying to convince 500 people to adopt Scrum or whatever it is, and it's so difficult and it takes years. And then within three weeks, millions of people play Pokemon Go. It's just not fair. I said there, I was feeling very depressed. How do they do that? My God. So this is... But this inspired me at that moment. I thought I need to understand more about why they do this much more effectively than I do with my ideas. How can they get away with this so rapidly? And I realized that many of the... many times we introduce new ideas, we have a quite traditional approach. Like, starting next week, thou shalt be doing Scrum. And these are the rules of Scrum on the clay tablets, right? And rule number one, thou shalt honor thy product owner and Scrum master.  Et cetera, et cetera. And these kinds of change programs, they don't stick that very well. They don't work that well. I'm a runner nowadays. The first time I ran was in Stockholm. Do you remember that? We had a manager 3.0 workshop. And the first time I decided I'm going to go running. So I ran for seven kilometers here around Stockholm. I was in so much pain, it was unbelievable. I had to recover for one and a half week. I had no... I never knew existed in my body. So I decided I have to start all over and learn how to do this better. So I started reading about running. I read a good number of books. Some of them very useful. Some of them not so much. But this one stood out because of the following approach that it had. It had instructions like these. Page after page after page after. Page of phases and stages and instructions and et cetera. Like in the third week of the second phase on Tuesday you run 10 kilometers and on the Wednesday you have a break and on Thursday you do a fast run of 7 kilometers. Oh my God. I went through it. I flipped through the book. I got demotivated. I was, my God, how can people do this? I got depressed. I needed a drink. It's no surprise that the author's name is Jack Daniels because I think they sell more whiskey with this book. But isn't this what most agile transformations are like? Thou shalt be doing this in that week, et cetera, et cetera. So now we need a more gameful approach, I think. I like this book by Jane McConagall. She said all the neurological and physiological systems that underlie happiness are fully activated by gameplay. Games make us happy, basically. That's what she said. So we have to figure out what it is that people do in games, in Pokémon and others. That makes them happy. So let's have a look. This is a game. World of Warcraft. People play on average 22 hours per week. World of Warcraft. And this is what they do. They go around and find things and collect artifacts and practice and they join a team and talk about projects and assign roles and then new project starts. A scrum project, perhaps. One iteration after the other. And then, boom, there goes the scrum master. A difficult scrum team. And more iterations and more product development. Ultimately, after a while, we have something to show to the customer so we go to the customer. He says, You're too late, old friend. No, no more, girls. Difficult. Just you and me. But then the customer says, I challenge you to Makora. You get a new project. That's what people do in games. It's just a lot of work. Jane says in her book, Game developers know better than anyone else how to inspire extreme effort and reward hard work. The silly thing is, we game players pay them, the designers, to give us that work and then we do the work and we ask them for more. For more work. Imagine how that happens in organizations. Then people pay us and still we don't want to do the work. Because it's no fun. So gamification is the application of game elements and principles in non-game contexts to improve engagement, organization or productivity. You see that, et cetera, et cetera. And gamification is different just to be clear from serious games. Because in my management, there is also some serious games such as delegation poker and stuff like that. That's awesome stuff, serious games, but that is playing a game in order to learn something about an organizational context. Gamification is doing your actual work. But then doing it in such a way that you recognize some gaming tricks so that it actually becomes fun. I'll give you some examples. This is a trick called don't break the chain or extending the streak. I just learned this weekend that it exists in Snapchat. My daughter showed me. Because the longer they Snapchat with each other, those kids, the longer the streak becomes. And they have to extend this streak for as long as possible. The longest one is 900 days or something like that, she told me. Seinfeld, the comedian in the US community had something similar. He had a calendar or he ticked off on the calendar if he had made any good jokes that day. And he had to extend the streak. Don't break the chain for as long as possible.  It works marvelously with children when you want them to do something every day like brush their teeth. You give them a calendar. You give them a box of stickers and you tell them you can take a sticker out of the box and put it on the calendar only when you brush your teeth. Wonders. So that's a gamification example. Now some people have not so smart approaches to gamification. I was at an event a year ago or something and someone told me yeah, we gamify the people who work in our stores. It was a Dutch telco provider and they said we want to incentivize people to give feedback to each other. That's a good idea. Good idea. 360 degree feedback among the employees. So they gave them a game on their phones and the game gave people points when they gave feedback to each other in the store. So for example if I think that you could have smiled more to the customer and I tell you that through the app, kaching, I get a point. And then you tell him perhaps that you could have walked faster to that customer. Kaching, you get a point. Isn't that amazing? So at the end of the session I asked the speaker so what is the whole goal here? What is it that they're trying to do with the app? And he said well to be at the top of the leaderboard with the most points. And I asked him but what's the point of having the most points? Well, to be at the top of the leaderboard. Okay, so we're not going anywhere clearly. And I asked and by the way who is participating in this points giving thing with feedback. Is management also participating in this? He said no, no, management does not participate in this. Management just looks at the data and then the leaderboards. And I was like oh my God. I had a Jean-Luc Picard moment in that time. So there's this complicated looking but awesome model by Yukai Chu called Oxalizes. He analyzed lots of games. He's one of the world's leaders in gamification, thought leaders. And he has an eight point model that looks suspiciously close to my champ frogs model. Very similar. Same things are on there. Only has a nice 2D representation of it. And basically what I just told you is this corner of the diagram. Status points, achievement symbols, leaderboards, progress bars. Yes, that motivates some people because people like accomplishment. They want to see that they have accomplished something. They want to see progress. But it is only one eighth of this whole model. There's lots more that you can do that is called gamification and has nothing to do with giving people points. But also the point that Yukai Chu was making with his book, it says that many people mistake gamification for points. Oh, let's gamify it. We'll give people points. It is such a poor interpretation of gamification. Let me give you another example. Someone told me, Jürgen, we have Kudo cards in the organization. Thank you notes, handwritten notes that people give to each other. And it works quite well in many companies. But in some organizations, it just doesn't work. The culture resists it somehow. And so she asked me, how can I increase the number of Kudos that people give each other because the only Kudo card I received was the one I wrote for myself. So I said, well, I know from this book, I learned a trick called magnetic caps. I gave an example in that book of a person who asked for people's hobbies on a web form and it was a limitless form, endless number of hobbies you could offer and then on average, people typed two hobbies, writing, speaking, submit. And then he thought, what happens if I limit the size of the text box and make it three small text boxes? And then it turned out that people used all three text boxes, writing, speaking, traveling, submit. The response rate just gone up by 50% by reducing the size of that field on the form. And this is an example of a magnetic cap which is this area of the diagram, scarcity, by making something available less than people wanted more. Scientists have proven this with cookie jars, very simple, same cookies, similar types of jars. If there's this amount of cookies here and this amount of cookies there, most people want those cookies. Because there are only a few cookies left, right? So there must be something about those cookies. They are rare. So they go for those cookies except for the last one because that would be impolite. So Swedish people don't do that. Only Dutch people would take the last cookie. Am I right, Ben? Of course, yes. Ben and I would fight over the last cookie, I could tell you. Because it's the best one. But, yeah, so by making an artificial cap, you make it magnetic so that the response rate goes up. I told a person I would make a limited number of CUDA cards available. Give every person in the company only three cards. It's useless paper. It doesn't matter. Three cards. They become very special. Those are the only three cards you get this week. I'm sure you would see the response rate go up. Another example, someone said to me, Johan, we have this Friday afternoon a drink at four o'clock. Fika, it might be here in Sweden. And everyone says it's important to hang out with your friends and coworkers at the office. But very few people show up. The only ones to show up are basically the agile coaches because they have nothing to do. So how can we increase the number of people that come to the Friday afternoon Fika thing? I said, well, if I was there, I would be taking a silly selfie with the people who show up at four o'clock and make the selfie as silly as possible. And we're going to print the selfie and put it in the kitchen or on the coffee machine, whatever, somewhere. Everyone can see it. And every Friday, we take a silly selfie. They become sillier all the time. And then when people see those silly selfies, they become interested, curious, and they might have suggestions on how to take the selfie even sillier next time. But then they will have to be there to take the selfie. And after five or 10 of those selfies, you will see some people are never on the selfie. The social pressure will start to increase. Why are you never there? You're always missing. Oh, okay, I'll be there this Friday then. So that's social influence. Bragg buttons, social prods, everything that you use in the social space as a gamification technique. I have another silly example from my own experience a long time ago. When I was 10 years old, there was this four-day swimming challenge in my town. It meant that all the kids of several schools went to the swimming pool, local swimming pool, on Monday, Tuesday, Thursday, and Wednesday, and did 20 laps every night. And it was not an Olympic-sized swimming pool, but it felt like Olympic-sized swimming pool. Okay, trust me, I was 10 years old. Forgive me for that. So it was quite challenging.  Next year I was 11, I participated again. I did 20 laps on Monday, 20 on Tuesday, 20 on Wednesday, and on Thursday I was so tired. I was so tired and the swimming pool, for some reason it got twice as large. It was much larger than the day before. And I already figured out by that time that everyone had to do their own counting because there were no teachers and whatever they were not looking, they were in the bar basically drinking and look, is there nobody drowning? All right, fine. They probably just had read Jack Daniel's running book or something. So they were having drinks and we had to count ourselves. So after 16 laps I looked around me, nobody was watching. Okay, whatever, I get out of the pool. I'm drowning here. So I took a shower, I dressed, I took a medal, and I went home. And I felt so ashamed of myself that I took that medal for something that I had not earned because I did not do the 20 laps. It was burning in my backpack. I remember that. So I didn't tell anyone. I didn't tell my parents, my friends, nobody. Next year I participated again in the four-day swimming challenge show. On Monday I did 20 laps, Tuesday 20 laps, Wednesday 20. On Thursday I did 24. Kid, you're not. So I earned the medal of that year and also finally I earned the medal from the previous year. And I felt better about myself. I still didn't tell anyone until 20 years later when somehow this memory surfaced. And so what part of the model would that be? Well, I think it would be here to give something meaning. Be your own hero. Values and storytelling, everything is here. It's a very positive kind of motivator. I think sometimes these extrinsic motivators can bring out the best in people. So it's not always bad. Don't give badges, don't give points, don't give rewards. No, sometimes this brings out the best in a person.  So where is the adventure and fun and organizational change? I think it is often missing. I don't see it that often when new ideas are being introduced. And there are awesome ideas whether it is Scrum or Manjithriya or Sochocracy Thriya or whatever. Full of great ideas. But the way we bring those ideas to people we could do better, I think. So what are the celebrations for achieving new skill levels? What are the monsters that we can hunt in organizations with our smartphones? I don't think we need more frameworks. We need more fun and fireworks in companies. That's what I'm after. So, last five minutes. How do people change? As I said, I started running. I did two times, 16 kilometers this weekend. I'm still recovering. Three times a week, 42 in total. But that's not how I started. I had to build up to this point. And I learned about the habit cycle. It is mentioned in several books, basically the same circle again and again. Trigger action reward. If you learn how to tweak yourself to follow this pattern, it's much more successful at introducing new habits for yourself and for your team. It starts with a trigger. The environment influences us. Or as sociologist Kurt Lewin said, the behavior of a person is a function of the person and his or her environment. We can use this to our advantage, the environment. So, for example, someone wrote, if you want to learn how to play a guitar, place the guitar next to your favorite chair.  Let's play a little bit. Make it as easy as possible. So trigger, make the environment trigger your behaviors. In one of the running books, one of them wrote, place your running shoes next to your bed. So that when you get out of bed, ta-da, you're in your shoes already. So the only thing you have to do is get out or maybe put on a trunk as well, right? Might be safe or sweet or not so much. It doesn't matter here, I think. But rest of Europe, I'm sure. So, yeah, tweak the environment. Make sure that the environment triggers you. So, for example, if it is hard to get people to do retrospectives because you're sending people to another room where they normally are not, that is a change that is too difficult. Maybe you should start this habit near the coffee machine where people are already convening every day. That makes it easier. So let's use the environment to our advantage. See how it can trigger you. The second part is tiny habits. Reduce the habit to the smallest possible thing. One thing I picked up in one of those running books, one of the authors said, when you put on those shoes, just walk around the house. For the first week, just walk around the house. Because the idea is you get used to wearing those shoes and hopefully the short and trunk shirt. So this is not about running 12 kilometers the first week. No, it's building up a habit. You will get there with 12 kilometers later on. Reduce it to the smallest possible thing. So maybe the first retrospectives are just five-minute chats near the coffee machine. So what do you think we could do better this week?  Another sip. That's a retro that you're having right there, right? It's a mini, mini retro. That's where it starts. And then the next part, the last part is convenience and enjoyment. It has to end with a reward. If the habit cycle does not end with a reward, you're not going to start it again. Or it is much less likely. So it has to feel rewarding. Now some changes come easy to us because they are immediately rewarding. Like I switched to using Uber because the very first time it was already rewarding. I did not need cash and the taxi is going to pick me up instead of me having to find them somewhere in the city. That's convenient. So immediate reward. Same with streaming platforms, et cetera. Reward is immediate. But what about running? There's no reward. It's just annoying. That first run. It's annoying for months. It takes a while for you to feel great the rest of the day because you did 10 kilometers. But that's not the first cycle. So that's where the gamification comes in, right? You have to reward yourself. You have to find a placeholder reward and enjoyment. Like in the beginning, I had this rule, if I did a run, then on that day I could have a chocolate. I earned a chocolate and I live in Brussels. So there's plenty of chocolate to go around where I come from. So I had to trick myself with these kinds of little rules. Give myself a sticker on my calendar. Rules like I have to do this three times and I have a streak. Don't break the chain as long as a week after week after week. I have to run at least three times a week and the run counts until Sunday night. If I leave five minutes before midnight, it still counts as a run for that week. So I have very strict rules like that. And I have to end where I started. That's another rule. So I cannot only run downhill. That's not allowed. I have to end where I started. It's another rule. I make rules for myself all the time. So you start with the trigger, then you have a smallest possible habit and somehow you have to reward yourself until the real reward of the entire practice kicks in. But depending on the kind of practice it takes a while. So where are the many small rewards we make for small step progress in organizations? Don't tell people to do scrum entirely by the book next week because maybe that might not help. Maybe just start with a stand-up in the morning. That's okay. It's okay. Don't call it scrum. If you only do a walk around the house, that's not a marathon. Don't tell, hey, I just did a marathon. One kilometer walk. No. You're preparing for a marathon. So if you're only doing stand-up, it's not scrum. You're preparing to do scrum. Make rules for yourself. Don't make rules for other people. Figure out how these things become habits. And that is how we change our behaviors. So recap. Everyone wants agility at scale, but nobody knows how to change. It is very, very hard. Dealing with changing goals, organizations have to be shape-shifters. I think that metaphor is much better than others that are going around. I think agility means self-balance, not self-organized. So it depends on context. Sometimes we want self-organization. Sometimes we want somebody to take charge. If the ship is sinking, we're not going to dot vote about who is going to leave the ship first. We're going to rely on the captain and the captain gives instructions. That's what captains are taught to do. And the captain will go last and public speakers go first. That's the rule. We don't need frameworks. We need fun and fireworks in organizations. And don't make it a rule. Make it a habit.  And that's this one. So just take a picture of this and come forget everything else that I just said. So thank you very much for listening. And I hope you have a wonderful day. All right. My mic is on. Perfect. So thanks a lot, Jürgen. Thank you, too. I was looking at the model. We're just off to coffee break, but I had a lot of questions popping while listening to you. The model that you showed. By Yuka Chu? The A's? Yes, exactly. Yeah. How many of those can you sort of work on in parallel?  Oh, he has lots of diagrams in that book where he shows that tools such as Facebook, social network, they basically touch upon all the corners. So you can do everything in parallel, but you have to focus on one thing at a time. I'm quite sure. But the really good products and changes, they focus on multiple corners of that diagram. So you do not only motivate people with rewards, you also motivate them with a social dimension. You also motivate them with some scarcity. You also give some meaning, et cetera. So touch upon multiple points. So you just share it, pick and see? Yes. Is there any area which is more, the easier one to go for if you're... The easiest ones are at the bottom. All right. But those are the negative ones. Ah, yeah, yeah, yeah. So you don't want to do that? Yeah, yeah, yeah. They are useful. The better ones are at the top, but they're more difficult. That is the positive, the meaningfulness, et cetera. That's why they're at the top because they're positive. The negative ones like scarcity and the fear of missing... Fear is a useful motivator for people. The fear of missing out is often used by marketers. But that you can do without basically doing much else. So if you have an after-work, you can limit... Only half the company can jump in. Right. Okay. So thanks a lot. Thank you too. You will be able to ask questions during the panel because... I will be walking around. Yeah. And there's a panel. Yes. Okay. Thank you very much. Wow. Another present. This is for the house, for Raul. Oh, wonderful. And this is for you. Chocolate. Chocolate. Ta-da. Lots of running. Amazing. Thank you. Lots of running. I have more running to do. I can see that. All right. Thank you, Jürgen.


Well, hi there. I'm Sandy Olnock, artist and paper crafter here on YouTube. And today I'm going to do a storybook card, which you can do with a lot of different stamp sets. I'll be using one from Hero Arts. When I bought the Christmas Mouse stamp set from Hero Arts, it inspired me to get out some Christmas colors and start doing some Copic coloring. And I got out some 110-pound card stock as well, so that I have a nice crisp feel for this card. It's going to be one that people will flip through again and again, so I wanted it to be nice and strong. The color does bleed a little bit through the card, through the heavier card stock, but that's just the way it is. I leave that. I don't bother covering it up, but you could alternatively stamp all the images and cut them out and glue them onto the front of the card if you don't want any Copic markers showing through. But to me, that's just a sign that it's handmade. So for my little mouse here on the cover, I've got him running off the side of the card because I wanted this card to have that feel of scurrying around and getting ready for Christmas. So I've got my little mouse colored in a couple of the warm grays, and I realized I wanted to put some motion lines behind him. Just dragging some color out from the little critter. If you're doing something like a red mouse or you have some other object that's a different color, you may want to do these motion lines first. If you do the motion lines first, you're not going to drag any of that red color out into the motion lines. Although dragging some color into them might actually make it look more realistic. Well, not that it's really realistic given that you wouldn't see motion lines in reality, but sometimes some of that color when you see animation, the color actually flows out into the motion that goes behind something. So that a little color onto the candy cane, a little white in the eyes. And then keeping the color simple on this is what I wanted to do.  Make one prototype and then you can get all the rest of them set up and the coloring goes really quick. Because literally on a card that's this cute, you don't have to do a lot of detailed blending. And I'm doing just a little bit on these mice, but I'm not really fussing over it. If I were making this image the hero of the card, I might spend more time on each of the images. But the whole idea of telling the story on the card is what I was trying to do here and focus on that. So I didn't even put any shading here on the bag. And I threw just some really little hints of color on the objects in the bag, a little line for the ground underneath. And then we have the mouse was stirring all through the house. Now this is where the sentiment goes wacky because it should be not even a mouse. And the all through the house goes in the stands up before this one. But, you know, we're going to forgive hero arts for changing that because maybe they didn't want to say that the mouse were not stirring because the stamp set is all about the stirring of the mice. So maybe they did that deliberately. But it still works for communicating the story and the poem on the card in multiple panels like this. So I've got my little creature colored, my little mouse. I'm going to throw just a little bit of wall color here with a light, light warm gray and then start adding some richer colors into the interior of it as I start to build that up and create a little focal point of the little house that he lives in, which I think is kind of cool that mice, you know, I did not know this until I bought this stamp set that mice have Christmas trees, they have rugs, they have their own little fireplaces. I thought that was kind of a nice thing to learn about mice because I never knew that about them. I thought they might, you know, live in a little hole. So they add some darker color in the shadow part right around the doorway and then start adding some fun Christmas colors inside because of course now we know that mice decorate for Christmas. So we got to give them all kinds of red and green stuff for their Christmas tree. Yeah, I take things a little too literally sometimes, don't I? But on a card like this, it was just really fun, fun coloring to do, and I'm going to make some more cards in a different way, maybe sometime during this Christmas season because it was really fun to think about the little mice living in this little house. I'd love to put some wallpaper in there, do some different kind of carpets and stuff, be really fun. So again, I'll add a little bit of ground underneath of my mouse just so he's not floating and then move on to the final panel on the inside, scurry on over for Christmas. And again, I've got the mouse off the page. It looks like he's coming from off the page, pushing the Christmas ball in there. And it gives a sense of motion and a sense of incompleteness of the image when you stamp it off the edge because a lot of times we just try to stick everything smack dab in the middle, which doesn't always communicate something fun. It doesn't have that playfulness to it that stamping off the edge of a card can do. Now this is a Christmas ball, but I'm going to do some kind of simple shapes for some highlights and shadows, not get into it too deeply because I'm trying to keep my coloring kind of simple on this card. If you want to learn how to color like a really crazy wacky, super detailed and looking like reality kind of Christmas ball, there is a clearly Copic class over at art-classes.com that you might be interested in. It is an advanced Copic class, but I thought I'd mention that since I'm coloring a Christmas bulb here and getting a little bit of color blending on this one, put a little more time and effort into that. I added a little crisscross onto the highlight so it looks like a window is casting that highlight. But here you can see the one from clearly Copic. Isn't that beautiful? So if you want to learn how to color beautiful images like that, all different kinds of glass images, there's 10 different lessons. Then there you go. So let's get back to this one. And I've got my panels cut, my pieces of paper cut. You can see the inner panel, the inner insert for the storybook is smaller than the outside. And what I'm going to do is do a second fold on the inner card base and do another line so that I can actually put my adhesive right in between there. And that way when I open the card, I can flip through the panels without kind of having to worry about one panel sticking to the other because I need to lift up that back panel. So I have four pages to my story. Now make sure when you glue it in here that you leave yourself room to close it. If you put it up too high, don't ask me how I know that it won't close. So make sure you get it in there. And then here we go. Not a creature was stirring all through the house, not even a mouse, scurry on over for Christmas. Isn't that a fun little way to tell a story on a card? So you might have ideas for how to do that with different stamp sets or you might need to go pick this one up so supplies are all listed in the description down below. As always, pinnable images are over on my blog. And I will see you guys in the next video. Have a really wonderful day. Go create something beautiful and get busy on those Christmas cards. It'll be here before you know it.


Engineering societies and associations are uniquely positioned to advance the SDGs. The first part of this session will introduce how key organizations and institutions are playing a role in the 2030 agenda, contributing to sustainability broadly and envisioning the future. I'm pleased to introduce you to our co-architect for the session, Mark Abbott. Mark is the managing director of the Engineering Change Lab Canada, which is a catalyst for evolving the engineering community to reach its full potential of stewards of technology for the benefit of all. Previously, Mark served as a member of the executive team at Engineers Without Borders Canada for several years. And before that, Mark spent 14 years working for a heavy industrial consulting engineering firm based in Vancouver. Thank you for joining us from British Columbia today, Mark, over to you. Thanks, Yana. Welcome, everyone. My name's Mark Abbott. I'm, as Yana said, the managing director of the Engineering Change Lab here in Canada. The Engineering Change Lab is a collaborative platform that brings together leaders from across the engineering community to help understand and unlock the full potential of engineering to contribute to society. So it was my pleasure to be asked to moderate today's panel. And we'll be considering, as Yana said, the opportunity for engineering societies to help drive sustainable development. And we already heard a lot in the opening session about the SDGs and their importance and the importance in particular of the contributions of engineering and technology. But just as a quick reminder, the 17 sustainable development goals frame an urgent call for action by all countries to work together in global partnership. The SDGs are the latest in an arc of multinational efforts. They build on the Rio plus 20 conference where member states discussed the future we want. Since helping build the future we want sounds like a good way of summarizing the ultimate goal of the engineering profession. And since the SDGs represent the broadest and most legitimate international consensus on what that future needs to look like, we thought now would be a great time to do a bit of benchmarking regarding how key organizations are currently contributing to sustainability broadly and the SDGs specifically. With the help of several Eclipse interns from the American Society of Mechanical Engineers, we developed an initial list of benchmarking questions that we used to engage several engineering societies in a first round of exploration. We see this as early experimentation around what an ongoing process for benchmarking could look like. Today we're excited to bring you into this conversation by having a discussion with three of the leading engineering societies that we've engaged in the exercise thus far. We have amazing panelists representing the American Society of Mechanical Engineers or ASME, the American Society of Civil Engineers or ASCE, and the Institute for Electrical and Electronic Engineers or IEEE. I will provide a brief intro to each of our panelists before I ask them their first question. Once again, we aren't gonna have time for a direct Q and A in this panel. However, if you type your comments and questions for the panelists into the chat, we will share them with the panelists afterwards, get their responses and incorporate them into the final synthesis document for the conference. So without further ado, let's get to the panelists. We're going to hear from them in two main rounds of conversation. The first looking at the current state of their engineering society's contribution to sustainable development and the second looking ahead to the future. Our first panelist is Bill Kelly, who is representing the American Society of Civil Engineers. Bill currently chairs the ASCE Working Group for Global Sustainability and he has taught sustainability at George Mason University. Just this fall, he was recognized for his work on advancing the UN SDGs with an ASCE Distinguished Service Medal. Bill, I know that ASCE has been formally committed to sustainable development since the mid-90s when sustainability was first explicitly incorporated into your Code of Ethics. And I also know that ASCE has a formal policy explicitly endorsing the UN Sustainable Development Goals. With this long history of contribution, can you give an overview of how ASCE views the potential of engineers to contribute to sustainable development and what ASCE is currently doing to support this contribution? Happy to do that, Mark. Want to mention first that the ASCE Code of Ethics was actually updated this fall and sustainability is even more prominent in the new version than it was in the old version. And one of the fundamental principles being that engineers create safe, resilient and sustainable infrastructure. And then with a responsibility that includes adherence to the principles of sustainable development. It also calls again for zero tolerance for bribery and corruption and that aligns very nicely with UN SDG 16. And the reality is in many parts of the world, corruption and bribery are the biggest barriers to sustainable infrastructure. I want to talk about four actions that ASCE is taking right now and I'll start with policy 418. You mentioned the policy on the UN Sustainable Development Goals. The policy 418 is the role of civil engineers in sustainable development. And it briefly says that civil engineers shall be committed to the following ASCE principles of sustainable development. The first is to do the right project. And this means that engineers need to be involved much earlier in the project development phase than they have in the past. And then the second is to do the project right. And this policy has actually been around since 1993. So we're coming up on 30 years where ASCE has been doing it. Mark, you mentioned the 1992 conference. The second one is the ASCE five year roadmap to sustainable development. And there are four pillars. The first pillar is to do the right project, which I mentioned just briefly as one of the principles. And the second is to do the project right. And where ASCE is right now is with a new standard the standard requirements for sustainable infrastructure. And this is going to be a true engineering standard. This is being developed in the ANSI process. And I know ASME is very knowledgeable on standards development. It's expected to be ready finally in 2021. One of the challenges with the standards procedures is it's a long-term process. The third pillar of the roadmap or third signpost if you want is to build capacity. And this starts obviously with formal education that you mentioned earlier in the introduction and then continuing education, lifelong learning, making sure the practitioners have the tools. And the tools are evolving rapidly. I looked to just read this week there's like 50 sustainable infrastructure tools that are out there. The book that I had the privilege of co-editing has a general discussion of sustainability also has an introduction to the sustainable development goals. And then ASCE has done a series of webinars one directed specifically as students and one of practitioners on the sustainable development goals how ASCE members can get involved. The fourth pillar is we need to transform the profession. We need to have just as we're hearing today engineers think when they're gonna do something think how does it fit with the framework of the SDGs? And then we need to make sure in our case that the public demands infrastructure that's sustainable and resilient. If the public doesn't demand it we're not gonna be able to make it happen. If the public demands it we're gonna be forced to make it happen. The third pillar is the international conferences on sustainable infrastructure that are practice oriented conferences and they run every two years the next one will be in 2021. And the final pillar is the industry led international coalition for sustainable infrastructure that you mentioned earlier. This is a new activity came out of the 2019 XE conference in LA. So Mark, with that I'll turn it back to you. Great, thanks Bill. It's great to hear that update and overview on ASCE's efforts. And I really love the, you know it's not just about doing the project right but doing the right project and this idea of kind of advocating more with the general public I think really speak to this an expanded view of the contribution of engineers. Next we have Michael Johnson who is the chief strategy officer at the American Society of Mechanical Engineers. Michael from our pre-research and conversation I know that ASME has also been for over a decade directly involved and contributing towards sustainable development and the UN SDGs more explicitly including launching and supporting helping launch and support engineering for change the organization that puts on this conference. So the same question to you with your organization's long history of effort in this area can you give us an overview of how ASME views the potential of engineers to contribute and what you're currently doing to support this contribution? Well, thanks Mark and thank you for having me. We, yes, as you mentioned we have been engaged in this for several years. We support a number of the SDGs through the activities. We just fundamentally believe that the engineering and particularly the mechanical engineering community has the capability to really deliver on making substantive change to our planet and what we're particularly doing. I've been here about a year and when I came in to think about our strategy we really refocused our strategy overall of ASME to really focus on the global challenges we've identified about six or seven things that we really thought we could devote and really channel our energy of the resources we have and to these seven goals which are sustainable solutions, clean energy, efficient housing, clean water, efficient transportation, public safety and healthy healthcare. So we've evolved from primarily the work we historically have done has been done by our philanthropic and our engineering global development sector but we've uplifted that work to really have the whole organizations focused around these global aspirations and we're trying to make sure that everything we do makes a contribution to that and one of the challenges that we have one of the challenges that we're trying to address is how do we take our 100,000 membership, use that collective knowledge and that collective skill set to drive some of the fundamental changes that we need to have in society. Excellent, thanks Michael. That's super inspiring to hear sort of this refocus on global or deepening focus on global challenges and the sort of sophistication of finding those six or seven specific areas where you feel like you have the greatest impact and the idea of the sort of expansion from thinking of it as sort of on the philanthropic side to like uplifting the whole organization I think is very inspiring. To complete our first round, we have Kathy Land who is the president of the Institute of Electrical and Electronic Engineers. Kathy, although I'm a mechanical engineer I'm also an IEEE member. I was attracted by the amazing work IEEE is doing with your ethically aligned design initiative but I've also come to appreciate just how vast IEEE's efforts are on a wide range of efforts to connect engineering to purpose. With everything that the IEEE is doing can you give us an overview of how you see sustainable development and how you are integrating it into your overall efforts? Yes, well, thank you, Mark and thank you for your IEEE membership. Appreciate that. So innovative implementation of existing and emerging technologies is one of the essentials of achieving sustainable development worldwide. The SDGs are all-encompassing and IEEE recognizes that it will have its greatest impact in the areas where SDGs align with IEEE's core competencies. IEEE members around the globe are continuously exploring and applying technology to help solve the world's mischallenging problems. And it's that universal passion to use technology to improve global conditions which is really at the heart of IEEE's significant humanitarian activities and our expanding partnerships in the realm of sustainable development. There's a lot of excitement around information and communications technologies or ICTs and other innovations as valuable tools for achieving so many of the UN SDGs including offsetting poverty and hunger and promoting clean water and sanitation, climate action, affordable and clean energy, human well-being, economic growth and responsible consumption and production, for example. With more than 419,000 members in over 160 countries, IEEE is a leading authority in ICTs and virtually every other technology area in touching sustainable development such as smart cities, transportation and all aspects of power and energy from generation to efficient consumption. In recent years, IEEE has placed greater emphasis on human technical activities in humanitarian technical activities. IEEE works across multiple fronts to advance sustainable development and ensure that we are succeeding in our mission to advance technology for the benefit of humanity. For example, the IEEE Humanitarian Activities Committee or HAC was launched in 2016 as a committee of the IEEE reporting directly to the Board of Directors. HAC provides a suite of resources that inspire and enable IEEE volunteers around the world to carry out and support impactful humanitarian technology and sustainable development activities at the local level. HAC focuses on raising awareness of how technically trained people can contribute by providing training for engagement in humanitarian technology and sustainable development activities, financially and technically supporting and evaluating projects, cultivating relationships and opportunities so that IEEE can become a leader in global sustainable development community. The IEEE Smart Village is another IEEE initiative that encourages development in energy and poverty communities around the world. Smart Village provides technical and financial support to local entrepreneurs who expand both energy access and education in remote communities. The program combines the talents of empowered beneficiaries with IEEE volunteers, but playing an active role in doing hands-on work in local communities. The work that Smart Village is doing around the world is really impressive. There's another activity, the IEEE Global Initiative on Ethics of Autonomous and Intelligent Systems. And that's the project you mentioned, Mark. This works to ensure that every stakeholder involved in the design and development of autonomous and intelligent systems is educated, trained and empowered to prioritize the ethical considerations so that these technologies are advanced for the benefit of community. And then the IEEE P7000 series of standards, projects that are under development, represents a unique addition to the collection of over 1,900 global IEEE standards and projects. Whereas the more traditional standards have a focus on technology, interoperability, functionality, safety and trade facilitation, the IEEE P7000 series addresses specific issues at the intersection of technological and ethical considerations, like its technical standards, counterparts that IEEE P7000 series empowers innovation across borders and enables societal benefit. We're pretty busy in this area. And there's a lot going on in IEEE, thanks. Wow, yeah, a lot going on to say the least. And I'm really loving this theme. I'm hearing from all of you of sort of looking at sustainable development and the SDGs and also putting that up against sort of the unique opportunities for your particular societies to contribute. And Kathy, I loved what you said about, with the long history of IEEE's strength and technical standards, this move towards integrating the ethical standards and the technical standards, I think is really exciting. So moving into our next round where we wanna now look ahead a little bit, Bill, you mentioned in your first response that IEEE recently strengthened sustainability in your code of ethics. And I know you're already doing a lot. So I'm curious about how you envision ramping up your efforts in alignment with the stronger commitment. So going forward, what do you see as the next opportunities and barriers for IEEE specifically and for engineering more broadly to contribute to sustainable development? Mark, I think the immediate opportunity for IEEE is really to build on the standard that I mentioned earlier, the standard requirements for sustainable infrastructure. There's a real need for this nationally and internationally. And that's gonna be a heavy lift to make sure that that gets out on the appropriate support. The second area is really collaboration or as Yana pointed out and several have said earlier on, it's partnerships and ASC collaborates with the other civil engineering societies, the Institute of Civil Engineers in the UK, the Canadian Society of Civil Engineers. And as I mentioned earlier, the Asian Civil Engineering Coordinating Council, which is about 20 civil engineering societies. We also work very closely with the World Federation of Engineering Organizations. And WFEO and the institutes, the International Science Council co-organize the major group on science and technology at the UN. It's important then also to work with the UN agencies. EcoSoc has been on UNOPS and UNEP. And UNOPS and UNEP are actually doing important work on sustainable infrastructure. I organized a seminar a week or two ago with my Asian Civil Engineering Coordinating Council on planning and we had Rowan Palmer from UNEP talk on planning. And then it's important that we make the stronger connection with industry. And I mentioned the International Science, International Coalition for Sustainable Infrastructure. I also believe for the UN that there's a special opportunity this year, the president of EcoSoc, who's kind of sets the agenda for the high level political forum. He's identified three priorities. The first one is finance. The second one is sustainable infrastructure. And the third is science, technology and innovation. And he's looking for very specific things that could be done to accelerate progress over the next decade. And then I think we need to renew our efforts to make sure that all our civil engineering graduates have the knowledge they need on the sustainable development goals. For engineering more broadly, I think collaboration is the key partnerships. We've got to tear down some silos and work together. I think we can have an enormous impact on engineering education more broadly. It's not just the civil engineers that need to know about the STGs. All engineers need to know about the STGs. And then unfortunately today, we lack a formal or even an informal way of sharing best practice among the engineering societies and the other engineering organizations like engineers without borders. If we're gonna make an impact nationally and internationally on the STGs, we need to work together. Otherwise the voice of engineering is kind of lost in the crowd. I can tell you that very true at the UN. I think if we can find some ways to work together and I give engineering for change a lot of credit for what they're trying to do here, if they can change the way we're collaborating, I think the engineering community can really have an impact on the STGs.  Thanks, Bill. I love that focus on collaboration with NASE and hearing it from ASME and IEEE as well too. Obviously very well aligned with the STGs and in particular Goal 17, which is all about a collaboration around the goals. Michael, over to you and your first response, you spoke about that potential to connect the 100,000 ASME members even more to this work and thread it through everything that you're doing. Going forward, what do you see as next opportunities and barriers for ASME specifically and engineering more broadly in this front? I really just wanna amplify a little bit what Bill said. I think that we've gotta do a much better job of collaboration, we've gotta figure out how IEEE, the civils, the mechanical engineers, and particularly as engineering is changing, particularly relative to becoming a much more multidisciplinary activity that we come together in some kind of form, which is one of these that we're trying to be here today and really start to drive collaboration across all our societies. And so I think that's a huge opportunity for us that we've gotta take a little bit more advantage of. Specifically related to ASME, we will continue to do and expand our innovation showcase, our eyes show that gives young entrepreneurs, college entrepreneurs an opportunity to do some hardware, software development activities in social spaces. So we'll continue to force sponsor that. We'll continue to sponsor our fellowship programs and expand our fellowship programs to make sure that we're building a talent pool going forward relative to this. And probably most importantly, as somebody recently, we formed a for-profit arm of ASME. And the whole design there is to generate alternative revenue streams that we can use to fund some of the philanthropic work that we're currently doing. The reality is that whether we like it or not, these programs require enormous sums of money. We've gotta figure out how we can make a bigger investment here. And so one of our strategic pillars is to drive some commercial business so that we can fund more of this work activity going forward. And then I think relative to engaging our engineering community, as I said, we've just now established a strategy. We're trying to drive that strategic direction down through the organization, working through our technology sector. And so I think as time evolves, we'll see more and more of that 100,000 group of people being focused on social development. Excellent, thanks, Michael. Yeah, again, continue on this theme of collaboration and the work and efforts can be required to put it into to make sure that we are collaborating across different organizations. And then I think that recognition of the financing needs to make our efforts on sustainability financially sustainable as well, I think is an excellent point. Kathy, you gave a great overview in your first response on the many efforts IEEE already has underway. And I know there's just so much going on within IEEE. Within all of that, what are you seeing as the next opportunities and barriers for IEEE going forward? Thanks, yep. So IEEE has a call to action to its communities to develop professional and educational programs supporting capacity building for engineering and technical professionals in parts of the world where resources are scanned. We see it as an issue of capacity. Many IEEE programs are focused on building partnerships with local communities and stakeholder groups to encourage the adaption and implementation of appropriate technology to increase community capacity building to support local sustainability. Our efforts are focused on strengthening the capacity and impact of IEEE volunteers involved in sustainable development activities by raising awareness of how technologists and scientists and engineers can contribute, facilitating different levels of education and training, providing funding for projects and events across the globe, supporting multi-stakeholder collaboration through IEEE activities and building strategic partnerships to better leverage opportunities. In addition, IEEE recently received consultive status with the United Nations Economic and Social Council or ECOSOC and the special status is granted to non-governmental organizations or NGOs which have special competence and are concerned specifically with some fields of activity covered by ECOSOC. So this approval recognizes IEEE's contribution to date to sustainable development and humanitarian technology and to supporting the achievement of the UN SDGs. So this status enables IEEE to more closely participate in the work of the United Nations and to attend international conferences and events, make written and oral statements of these events and organize side events, enter the UN premises and have opportunities to network and lobby. So this will also allow IEEE to strategically significant help us increase our impact and contributions going forward. That's something that we felt like we've been limited in somewhat. So IEEE is also engaged with the International Telecommunication Union or ITU which is the United Nations Agency for Digital Technology. So we're just trying to increase our inroads. As for barriers, it's true that new environmental, ethical and equity related challenges are being introduced by some of our world's most promising transformative technologies that threaten to undermine trust and hinder advances in sustainable development. ICTs, for example, make contribute to increased levels of emissions in terms of their production, energy consumption and associated electronic waste. They also raise new requirements around the issues of systemic risk, diminished trust, privacy challenges and issues of data transparency, ownership and agency. So developers and operators of ICTs must maintain awareness and employ consensus-based technical practices and standards recognizing and aligning with end users and citizens' values. So those are some issues. So we're working to create a plan to develop IEEE's future engagement in creating and supporting technical solutions, particularly in areas of sustainable energy and ICT. There's a need for the development of alternative and prospective energy system architectures, technologies and case studies that demonstrate the potential for new approaches to power and energy that can help try the path toward net zero greenhouse gas futures. As for sustainable ICT, we recognize the need for advancing human-centric, secure, trusted and ethically-oriented ICT that will enhance and sustain human society over the long term. Across our organization and our membership, the IEEE Code of Ethics encourages our members to strive and comply with ethical design and sustainable practices. And with a recent push to make sure that our members, an increased member awareness of our Code of Ethics, and this is crucial given the global scale of the environmental, social and governance challenges that threaten to influence the living conditions for our current generations. So these are just a few. Thanks. Thanks, Kathy. That's amazing. I really love what you're saying about sort of recognizing not just the potential of engineering and technology but also some of the risks that we need to mitigate against. And this idea of consensus-based approaches where engineers are collaborating broadly in society to understand and mitigate those risks, I think speaks really well to, it's not just about the goals, it's about how we progress towards those goals too that's very inspiring. So in the short amount of time, it was great to hear from each of you a little bit about where you're at and looking ahead. We heard about a wide range of sort of activities and all three organizations from codes of ethics to standards, capacity building, providing resources, advocacy, collaborating and setting up collaborative platforms. How do we finance all of this work and more? So it's truly inspiring just to see the scope of engagement that's already happening on all of this work. So I'd like to thank all of our panelists for the insights they shared with us today. And as I mentioned in the introduction and as came up in the discussion, we view today's conversation and the lead up to it as early steps in an ongoing effort to enhance benchmarking and sharing best practices and collaborating across the engineering societies and beyond so that we can continue to enhance engineering's contribution to achieving sustainable development. So this idea of in the lead up to this session of testing some benchmarking questions and having deeper conversations to sort of cross check and learn across organizations is something that we're really hoping to continue to continue. If you have suggestions or are interested in getting involved we invite you to follow up through the engineering society you're currently affiliated with. If you're not affiliated with one or multiple I encourage you to check out their websites and consider membership as I have with ASME and IEEE and I need to look at ASCE now next and or to reach out to engineering for change as well. So with that, I'd like to thank again our panelists and wish everyone enjoyment for the rest of the conference. Thanks, Mark. Thanks, Mark. Thanks. Thanks. Thank you, Mark, Kathy, Michael and Bill for your incredible insights. Really excited to digest all of those nuggets.


This is my job playing right here on rock 254 you know. We are the only rock show in East and Central Africa that plays rock music on TV, isn't that something? Well my name is Felene Jeanne Hanger with Max Jones right here and Made in the Night Jeanne is actually a song of our guest, our latest album is called Room 3 or 9. She'll be telling us all about it and if you didn't know she is not only amazing but she is also the queen of soft rock in Africa. She is a singer, songwriter, recording and performing artist all the way from Nigeria. Ladies and gentlemen, let's give it up for Zaynab Suley. Hi Felene. Hi. How you doing? Hi Felene. Man, hi. How you doing? It's been a whole year. One full year. It's been a whole year but we're so glad to have you again. I mean Zaynab always comes to Kenya during my birthday that is in November. Every birthday. She has never missed my birthday ever since we knew each other. Isn't that something? She flies across how many countries just to get to Kenya? For her birthday it's not true. It's just coincidence. But you always come during my birthday though. I never get cake. No, we ate cake last three years. This year we haven't eaten cake yet. But last year we ate cake on a yacht. Last year we ate cake on a yacht. This year was too complicated. It was raining the whole day. I had a party but you couldn't make it. I couldn't make it. Unfortunately. But next year we'll see you again. Next year we'll do something. Remember we'll go to Dubai next year. We're going? Wow, we're going? Max? Max we're going somewhere? For my birthday next year? Yeah. Welcome to the show once again. Please tell us everything. How have you been since we saw you? That is one year ago. That is one year ago. One year ago we were talking about the album. Surprisingly this year we have the album. What we did the entire one year was work on the album. We came up with songs like this one. And then the Code Nights in Nairobi one. And then just different things. Just to try and do a different sound. I know there are so many tracks on that album that I love. But of course my favorite has to be Code Nights in Nairobi because she keeps complaining that Nairobi is cold. I'm wearing a jacket on set. For goodness sake. What else is the proof that Nairobi is cold? I'm wearing a complete harbor. We're probably used to it. I feel like it's too hot. I was even telling her off air. I'm like man it's too hot. She's like what are you talking about? It's not hot. You guys are lying. Anybody wearing t-shirts and jeans and sneakers. But yes. What we've been doing basically is just working on the album. And then we've been working all year. And then I was able to get my own studio at home. So I felt why not come around and just... Not just Nairobi. We actually have a lot of places I want to go to this year and maybe half of next year to promote the album. And then move on to other things. Right. Room 3 or 9. The last time we were here you had not actually decided on the name yet. You're like maybe I'll call it this. Maybe I'll call it that. Then we decided on Room 3 or 9. And I was like what is in this room? Room 3 or 9. Is it like that room? You know it sounds like a horror film. Right Matt? Room 2, 1, 3. Right. What happens in Room 3 or 9 stays in Room 3? I don't like that. Some people in Nigeria actually say it sounds like a hotel room. Yeah, it does actually sound like a hotel room. And then ironically there is a hotel in China called Room 3 or 9. No way. Honest. It's a full hotel. And it's coincidental. I've never known about it in my life. I just saw it. The idea is just that I want you to be able to find anything.  So it's almost like come lock yourself in a room with me and let's get things down in a good way. That's the concept. So if you're happy, come find songs that will make you happy. If you're sad, if you're depressed, we'll give you the knife. Yeah, so we'll not give you the knife.  But the whole point is just Room 3 or 9 is supposed to cut across everyone. I normally don't do Niger made kind of songs, but because I wanted to also do... It still boils down to the same fact that I want to do something for Nigerians as well. Something like an anthem. So we were made in Niger. Yeah. I'm made in Kenya. Did I say that? Yeah. You are literally a Kenyan right now. I'm part Kenyan. You're half Kenyan. We need to get you... What is it called? The certificate? No. The visa. What is it called? The one that shows that you're from a particular country. Passport? No, not a passport.  No. He's... Okay, so... Let me not talk about that. I almost said something, but we're not going to go there. Anyway, so Room 3 or 9 after it came out and you've been promoting it, tell us about it. How are the sales? How have people received it so far? Online, of course, in streams and both. Are people buying physical copies? We didn't do physical copies for album because based on the kind of era we are now, if I ask you where is your CD, you don't even have one, but you have your phone and then... So we did a lot of download cards so that people could just scan and then go to Spotify, Apple Music. And for the first time, my distributor, DistroKid, now sends to AudioMax. One of the things I've been missing for all my previous work is that I was never on AudioMax. So this is the first album that actually made AudioMax and I was really impressed. So I've met a lot of people who have done well. I think combined, I can't say the numbers on air before someone kills me, but combined I'm really encouraged because this has done better than any previous work I've done. Oh! Yes, yes. Congratulations! I saw happy for you. I'm happy for myself. I know, right? We're making progress. Yes, that's the whole idea of to keep doing albums. Yes, so the more you do it and then you find other ways of promoting it and then learn more stuff because you don't know everything. The more you keep doing something like that, you find out that, okay, you're going to grow and then you're going to meet people who would help you and want to grow because of that. Right.  I'll tell you. I'll wear it next Saturday. I have a Zainab Sule T-shirt. It was not even done in Kenya. It was done in Nepal and there, bro. It was on the plane. It played a ticket. It did, actually. It got here. It's so special. It was the first time, so thank you. There's no one else who actually got it. No, nobody. I'm the only one. When I tell you guys, you don't listen. I'm telling you. She pre-ordered. She pre-ordered. It's so sweet. No one else. Like for real, even though you were in Kenya and you had a concert here, no one literally actually got any merch. No, I didn't bring any merch. I was so privileged. I didn't bring any merch. Look at that. Yeah. And speaking of the concert, you played at Rooking Riot, which happened just two weeks ago. It was amazing, of course. But unfortunately, I got there after your performance. But tell us everything. Unfortunately, I couldn't get there on time. Yeah, the show was good. It was hosted by Heaven and the Beast, who are known for supporting work bands. So it was good. The first time I met physically, Moffitt's Flo. Yes. And they are really dope. I didn't get to watch L.Y. to perform because one of them had COVID, I think. Yeah. But outside that, it's not my first time performing in Nairobi, but it was a really dope, really dope event. And we were there till like 1 a.m. I know.  Zenab Tule life. What happened? Last year, we didn't have it because we had a lot. Last year. We were going to Mombasa, obviously. No. You were just all about fun. This year, you performed at Rocking Briarwood.  Are you going to perform somewhere else? Or will you wait until next year? The thing, the whole idea for the Zenab Tule life was actually to come to Radio Tanzania, was to come to Kenya, do it once. But then I fell in love with you guys, and then I did twice. So it's not supposed to be an every year thing. I'm supposed to go somewhere else in the Zenab Tule. So it's like a touring concert kind of. So last year, I felt, okay, I'm always coming to do this show. So why don't I just come hang with the guys? That was the whole idea, to kind of build that friendship. So last year, we went to go do all those cake things. That was last year. So this year, it was more like, we wanted to do, we actually considered doing, but we suggested that. No, just come for the show instead. And so we just came for the show. And it was a good decision because I got to make everybody perform. And then outside hosting a show, you got to be one of the bands. It's a different kind of feeling. It's a different kind of feeling.  You see the whole scene, not from an outsider standpoint. You see it from an insider standpoint now. I think that was something I wanted to know. So yeah, so that was plus. Ah, nice. We like it. Even if you go to Tanzania next year, you can still come here. No, I'm not going that way. Then you can go to Tanzania. I'm not going that way. Maybe Uganda. The whole thing, East Africa was just three countries. Tanzania was not... I think I was invited. So then this one, and then maybe Uganda. Uganda is good. And the rock scene in Uganda is actually growing. And you have a few friends. There's five. There's... I'm forgetting. What is their name? I have no idea. Like, I'm lost. You're serious? I have no idea. The guy, how am I even forgetting them? They're super awesome. The one with the locks, they do metal. Do metal. Oh, oh, oh. They were here. They were Kenyans. Yeah. They were even in Kenya. Duma. Not Duma. Duma are Kenyans. They're Kenyans doing rock in Uganda. But they haven't... They were in Uganda, but they haven't been in Uganda for such a long time. They are touring. They've been in Europe and all these countries. They're Western countries. They've been on tour for like a whole year. They've just been touring like this. Touring helps you as an artist. You don't stay where you are. Yeah. You stay where you are most of the time. You just stagnate and just be there. Yeah. But when you take yourself out, even on your own funds, or take yourself out, just try. Even if it's the nearest really, just go. Yeah. When you come back home, you would have learned something to bring to your craft and that's going to really help you. Yeah. And speaking of that, how about Nejai? How is the rock scene back home? Is it growing? Is it like... I think it's... When I came to Nairobi in 2017, we actually even had October 1st. We had a very strong rock festival. But now, in 2020, I think alternative has taken over. And it's now something they call Aote or something. Rock is... You can literally count now how many rockers are left behind. So it's not as it was in 2017, 2018. Oh, they are now eating rock for alternative. They are now because you have to really have money or just have a good support system for you to push the brand. Yeah. Or you're just going to just stagnate. We're actually performing in various places. So how does that happen? Because I'm a soft rock, I think. So soft rock can pass as alternative. So they can call you. But if I was doing metal... Metal. If you were a last year strategist... You'll pay my rent like that. But if you were a last year strategist in Nigeria, you would have to find a creative way to promote it and make yourself attractive to them.  But if you're not and then maybe you have feelings of money or you have Max's money, you can just... Look at that. Good. I claim it. That money people think I have. God, please. I want it. You know. But anyway, now that you're in Nairobi, are you working on anything with anyone? You know everyone in the scene basically. So are we maybe going to see something? I actually did say that last year. In fact, I'm calling out Eukenians. I don't know why it's so long to do a collaboration. Last year in the album. Okay. I did have George Gashiri. Yeah. George Gashiri made it to Room 309. Yeah. He played the guitar in Bad Alibi. So there were some cool guys that were really dope. But then for the other guys, they tell you, yes, yes, I sent the song. And then maybe you went to one somewhere and then we spoke to someone. Oh, that someone didn't send the song? That someone didn't send the song. Even if I tell you that I'm in Nairobi and I'm going to do a collaboration, 99% of the time, like I came to Nairobi with my studio equipment. It's in my apartment. And then I have a pending song with someone on the scene. But I can't say on what if they wake up and they don't do it. So that's how it goes. I don't know why. I would say Kenyan Rocks is just slow. It's not busy. It's more like taking the initiative to like do something and do it well. You know, I think it's more like out of sight, out of mind. If you are here, then you can easily push it. You can go to the studio together. But then it's just them. I think that's where you need that. I literally came with the whole studio. But that's just the idea. It's just, I think it's worldwide. But I also think it depends on if the person wants to work. So like in Nigeria, I can just reach out to someone in another state. Here, bro, let's do it. They already know that you are the one that will do it. They send in their vocals. Five weeks, your song is out. But here, it's probably going to the one in Nairobi. He said, hey, Zena, we don't work in December. Maybe January. And in January, hey, Zena, can we buzz you February? I'm like, okay. But let me tell you something. Now that you've mentioned Kenya, I don't even think it's the Rocks in the long. Because I have this, he's a big week in the hip-hop scene. And I have a friend from Sierra Leone who, they had to send money for a collab. They're like, oh, for me to give you advice, you have to send money. So they're like, how much? So they paid like 300K. And then the guy got the money, but he hasn't signed the song yet. He's like, oh, so I have a couple of projects. I have to release them first as soon as I'm done. And then they're like, oh, so this year won't be possible. You have to wait until next year. And they already got the money. So it's not a Rock thing. Don't hold it against them. It's a Kenyan thing now that I'm thinking about it. That one, the one for the first one I even had, he really is one of the scene actually. So he was like, yeah, I sent the voice, not sent the contract. And then he comes and says, so Zina, I'm under new management now. So I'm not sure when I'll be able to give you the vocals. But he wasn't under new management when we met and discussed about the song. So I just think it's just that initial reluctance to just come out and do stuff. But I'll say that, perfect, 100 over 100. This is my only complaint. So if I don't do a collab with any Kenyan, you know why. Okay. Now we know. Now we know. But we'll keep trying. We'll keep pushing. Keep pushing. Keep bullying them. Keep bullying them. I know. All right. And unfortunately, time, I don't know how long it takes to go. Time is up. It's almost two hours, but I'm literally 10 minutes into the show and it's almost that time to go. So as we wind up, like, what next? Now we have Room 309. It's an album we've both been looking forward to. Now that it's here, what else for Zina? What next? Videos, actually. Oh, yeah. We need visuals. Especially for rock tour. Yeah. For TV. So because I actually took a complete break from videos because of how you have to, it's a useless venture as far as I'm concerned because you pay as much as 200K feelings to do one video. And after two months, it has expired. Yeah. So you do another one. So if you, unless you have endless source, so we did up to a point and then we're like, okay, let's stop for a while. So now we're resuming back videos within the album. So it stopped when the last album, Hypersonic, that was when we stopped. And just we did single, single, single. So now we're doing videos and maybe an EP to push it out. Videos and EP. Huh. Nice. I'll hold you on that one. I'm holding myself to it. I keep reminding you, right? Yeah, I'm holding myself to it. Especially thanks very much for doing things. But we love that. We love the consistency. And thank you so much for loving Kenya. Thank you. And always visiting us all the time. Thank you. And bringing presents. Last year she brought me a little Kitange. How do you call what she brought me? The thingy? I don't know Swahili. I don't know what she's talking about. Ankara. Okay, yeah. Yeah. It's Ankara. That's what we call it. Ankara in the Nigerian term is Ankara. Ankara. Yeah, you can call it Ankara, I think something. But yeah, you brought that. Here you have this. Like you always bringing gifts. So keep coming to Kenya. No. No. We love that. We love that. Thank you for stopping by. And if you have any shout outs, you have anything you want to tell the guys before we call it. Okay, so hi guys. My name is Niaje. My name is Zaynab Suley. And I'm always, always considering myself as part Kenyan. So keep streaming the album on, I think, AudioMark, DistroKid, Spotify, Apple Music, Alexa, I think. And then follow me on Twitter at Zaynab Suley or check out my website on ZaynabSuley.com And keep being safe. Ah, thank you. Thank you for doing that. So Max, I'm sure you have something by Zaynab. Oh yeah, she goes, yeah. Bad alibi. All right. Oh, you wanted to buy an alibi. That's dope. That's dope. Yeah, that's dope. That's dope. That's dope. All right guys, we're still here. We have rock post. If you want to be in there now with what's happening around us in the world of rock, keep it here. We'll be letting you know in a few, all right?


I have a birthday, November the 22nd, and I'll be 86. God didn't know I had a stroke till it was all over with. The morning of July the 3rd, I was home, and she was home with my brother. My brother lives with her. She had gone into the bathroom, and she fell. And she had asked my brother to help her, not realizing that she had even had a stroke. So my brother listened to her talk, and right away her speech was very garbled. I told my brother I said call 911 and see if they can take her to St. Joe's. My name's Ben Van Landingham. I'm one of the attending emergency doctors at St. Joe's Emergency Room. I was on duty at 7 in the morning when Mrs. Koos came out. This case was fairly easy from a diagnostic point of view because the medics were able to recognize appropriately as soon as they saw her that it looked like she was having a stroke. In fact, her family figured as much as well. And so we have a system of alerting us and talking ahead of time to make us aware that they're bringing in somebody who appears to have just had a stroke. So when she arrived, we have a setup in our hospital where we meet the patient and the ambulance crew as soon as they arrive before they even go into a room. And we start talking right then and there. And so I accompanied Mrs. Koos straight to the CAT scan suite as we talked and as I began to examine her. Once they got me into the emergency room, they were like right on top of things, you know, taking care of me. I remember the doctor coming in asking me where I was at and how I felt and what day of the month was it and all that. And I knew all that. When she arrived at 7 in the morning, the last known well time was 1 in the morning. That's when we were able to say she was fine then. And then she recalled falling on the ground and was able to tell me that she didn't hurt herself and didn't have any pain, but we knew that she was out of the window for the intravenous medication. What we have now, which is the newest tool, is the opportunity for the right patient to be referred down to the University Medical Center for this advanced interventional therapy. The only major treatment option that she had was interventional therapy in the form of trying to put a catheter up in the brain and pull out the clot. And so they called the University of Maryland Medical Center promptly and reached a member of our stroke team. And then she was transferred to the University of Maryland Medical Center and was treated. Well, once the patient arrived, we worked closely with Dr. Chetavette and his stroke neurology team to ensure that the patient's imaging suggested that the benefit-to-risk ratio of the procedure was such that the chance of the patient benefiting was high enough that we should take her to the angiosuite to try to reopen the block vessel. So on the left of the screen, we have the pre-treatment imaging. It's a side view of the brain while we're injecting contrast in the main carotid artery. And we can see that there's a large area that's not receiving direct or forward blood flow in this region.  And we can see that there's none here because of a blockage down low at the base of the brain. After our treatment, after we were successful removing the clot in the same sort of side view, we can see that this whole area is now filled with these dark blood vessels. You can actually begin to see some of the contrasts going out because it follows the pathway of the blood actually into the tissue. So you can actually see the sort of hazy grayness on this image on the right is actually the indication that we restored the blood flow to that area of the brain that was affected by the stroke. When she presented with a stroke of this severity to be discharged within three days is amazing. And I think that is a testament to the fact that St. Joseph Hospital got her to University of Maryland very quickly and Dr. Miller was able to treat her quickly as well. So all those factors really ensured her best chance for recovery. It was amazing how everybody just worked together because time was a real issue with getting this clot out. I didn't expect to see her today, but we had a chance to meet. And the last time I saw her was on July 3rd in the emergency department. And what a joy to see her looking so well on her feet walking without a cane. Her daughter, Lisa, who had been at St. Joseph Emergency with me was there that morning and I told them that to see her doing so well now three months later is exactly what we need to get through every long, hard day. This outcome is inspiring and it makes everything we do worthwhile. I just gave God all the credit because if it wasn't for the Lord I wouldn't be here because I think he was really looking out for me.