Let's see another example of using integration to calculate the work. It takes to move an object when the force is variable Have a variable force here. So imagine we have a 200 pound cable that's dangling from the side of a building And the cable itself is 200 feet or 100 feet long now the building is sufficiently tall that the entire 100 feet of The cable is dangling and there's not like some coil that's bunched up at the bottom right here How much work does it take? How much work is required to lift the cable to the top of the building now? The the temptation might be be like oh take 200 pounds the weight times 100 feet the distance But that would suggest you have a 200 pound weight right here, and you have to move that up to the top So that that would be good in that situation, but the issue here is you start winding up your cable When you wind up the cable the the part that you've already lifted up You don't have to continue to lift it right once it's to the top of the building You just drop it on the ground you keep on pulling the stuff that's dangling so the stuff that's really close to the top It only has to go a short distance as opposed to the stuff at the bottom which has to go a really far distance and So as we lift the cable up the building the cable in some respect We can think of it's getting lighter along the way And so since its weight is variable as we lift it up How does one compensate for something like this and so what we're going to do is we're going to subdivide the length of the cable along The an axis which is parallel to the building itself So this is something we often do when these type of physics problems. We need to introduce a geometry Geometric coordinates of some kind now these are single variable problems So I only need one variable and let's say the top of the building is the location x equals 0 And we're going to orient the x-axis as going downward That's the positive direction and so we can do that if we want to that's just for a simpler integral You could place the origin at the bottom like at the bottom of the rope if you wanted to but I again I think this will be a little bit easier if we set up the top to be where x equals 0 represents and so what we're going to do is we're going to subdivide our x-axis into small pieces and So consider a typical piece x i minus 1 and x i So what we're going to do is when you subdivide the problem the basic idea We do in this these integration type applications is you're going to subdivide You subdivide the the problem along some axis and then you're going to assume You're going to assume that we have a quote-unquote easy problem Right and so For work functions are for work problems We assume things are easy when like we have a constant a Constant force or some kind so if you subdivide right here and let's make sure that each distance is a thickness of delta x So that's how big that piece is and So if we look at the subdivision that is location x from the origin Which is at the top there so we have the chunk of rope that is at x and so what we're going to do is work and idealize this chunk Of rope as a single point Right, so just imagine all of the mass of the all the weight of this slice of the rope is Concentrated to a single single point. How far does that point have to go to get to the top of the building? Well, that's going to be a distance of x that's your distance What is going to be the mass of the thing or this case was the weight the force of this thing? Is going to be well, how do we figure that one out? We know how long it is its length? Is going to be delta x, but how heavy is it this is where we introduce the idea of the linear density of our rope here If the rope has a density of row which row will be pounds per foot if we times pounds by foot by feet That would give us the weight of it And so how do we figure out what this linear density row is? We'll look at the total rate the total length and the total weight row will be this ratio You're going to get 200 pounds per 100 feet and Assuming that it's a uniform cable, which that's what we're talking about right here You divide that we're going to end up with two pounds per foot That's our linear density. We put it in right here. And so the force function is going to be two times delta x Like so and so as we integrate this thing The work we integrate remember we integrate force times distance That's what work turns out to be now in this situation Our force function is going to be two times dx that infinitesimal amount, right? Because we want these slices of rope gets smaller and smaller smaller because we were assuming the rope was a single point Well, if we make the subintervals gets smaller and smaller smaller that assumption becomes less erroneous The smaller and smaller we slice the rope. So the force is a two Two dx and then the the distance it has to travel is x feet to get to the top of that And so now we have to consider how far do we have to go like what's the range here? Well, if you're at the very top of the building, that's x equals zero You don't have to go any distance at all that would be a lower bound if you're at the very bottom of the rope That's going to be x equals 200 ups are those 200 pounds 100 feet And so we're going to integrate this from 100 and so the integral we're tasked with is two times integral from zero to 100 of x dx That's it. The anti-derivative of 2x of course is x squared as you go from zero to 100 Plug it in zero makes everything vanish plugging in 100 We didn't get 100 squared or there's one with four zeros behind it 10,000 Foot pounds was the units we were using here And so that's how much work you would take to lift this rope and So notice right here that when it comes to these work problems, it's not about memorizing a specific form of her specific problem The idea is applying a strategy What was the strategy here? The strategy was to to Align your problem along an axis Subdivide the axis into these small pieces and then on the axis make an assumption that makes the problem trivial That makes the problem linear and then solve the linear problem and then add those linear solutions together And take the limit which becomes an integral and then that would give us the work to lift this cable here


Have we finally arrived at the esteemed York New City? I sure hope so. I'm- I'm fiending to find out what it looks like. Ladies and gentlemen, welcome back to the channel. My name is Jack the Buster. I, Shinobi. We have episode 41 of our Hunter x Hunter watch for the day called Gathering of Heroes. As I said, I hope we get to see York New City today because it's really ramping up to this auction here. And we only have per the last episode like two weeks till the auction actually takes place. So I feel like it kind of has to set the groundwork first. If you're new to the channel drop a sub, hit that big little bell. Let's get started with the episode. I'm just looking forward to the reunion. The time between Carapica, Gon, Kilo, and Leorio. Is this York New? Oh, shoot. We're here. Oh, yeah, they needed to go to the cafe and do a- Actually use a public computer to use the Hunter website. Oh, this looks so cursed. This legit looks like the dark web. Amazing for you. What is this interface, bro? Greed Island. Nice. Twenty million? I'm not shocked. They expect Hunters to have money. I mean, it's just tossing 20 mil? Gon's got it like that. What? It's an actual place? This is so cool. It's like VR. Whoa, that's so cool.  But if you die, you get kicked out? Whoa. And none of them made it? Wait, like they just stayed in the game? Oh, that's sick. Wait, that's actually good information, too. I really hope they actually do play the game eventually. It's a factoring. Seven of the auction. Okay.  What are they gonna do to try to steal it? That's why it's a G rank? If you have money, you can buy it. I mean, he's right. He's just gonna make money. The difficulty is based on how hard it is to get.  Yeah. What do you have to sell? Mmm. You only have like two weeks? That's one starting point. I feel like they're headstrong right now and they're gonna run into like a brick wall very quickly. I mean, maybe not. Look at these two businessmen. Here it is. Yep, there it is. The gold looks so sad. Wait, so did they lose money? Wait, like... Wait, like the sites stole their money or what happened? Or did they just mistrade? They lost so much. They all found something. Did they? Nobody found the eyes though, right? They got the job! The head's bodyguard, okay. Figures that's not the main guy. Oh, the boss of this establishment? Or this house? This is a pretty big deal though. The furthest step that Karapag has been working for this whole time. What? Is that a person? Oh my gosh, it is. Ah! What, was he late one day? Don't be like him. Or you'll end up as a painting or a sculpture. I'm really interested to see this boss. Is it a kid? Wait, she looks so young. Neon-sama? She looks really young. She looks so sweet too! Why does she have so many stuffed animals? Okay, but the trope is like the more innocent and like just like normal they look the more powerful they are. I feel like there's something he's not telling us. Maybe she's like a front. What is this? Where are these people? He's not the guy from the tower, right? That Hisuka fought? He looks kind of similar. No, because he's like nice. Shizuku? There's this way too many names, honestly. Some kind of cult gathering? Karapag is right where he needs to be right now though. Getting sort of an in. What's a felly drink? Neon, neon.  There's so much happening. Is this the treasure? So what does she do with these? Oh, they're writing a lovely ghost writer. It's actually a ghost writer. This is so cursed! What is this? Her eyes are like so empty. They got so empty when she started writing. Diviner? That's why they're protecting her. Okay, she's an important asset to her dad. Despite just being his daughter. Interesting. Everybody's headed to York new, bro. What are these for, bro? Oh, they're true members! They have numbers. Why does he know Shizuka? Also, yeah. So many tricks he can hide. Oh, shoot. This guy's huge, bro. Oh, she's the one... Is she the one that healed Hisoka's arm? Guys. Franklin? Wait, is that who that other group was? At the beginning of the episode? Is that the rest of the Phantom Troop? I think he wants to steal. Oh my gosh. Does she, like, predict the future? Guessing he's talking to her dad? Does she throw tantrums? She seems so sweet. Is this the boss? Or is this just another connection? Oh, it is her dad. Unless it's some random dude that took a picture with her. I'm assuming it's her dad, though. Oh, shoot! They are all together. He's not showing up. Wait. Yes, he's here! This guy looks like Armin from Attack on Titan, but, like, above Armin. Yeah, that is her. Okay. Bro, we get to see the whole Phantom Troop. Of course, man. Of course. Bro, the leader looks sick. They're stealing from the auction? They're stealing the entire auction? That would be chaos, right? Billions and billions of dollars. Oh, shoot. This isn't the guy from the tower. Didn't Hisoka kill the guy in the tower? Does this man wish death upon everybody? Oh, my goodness. This is madness. So that's why the fortune said those underground? Wait, would perish? Oh, my. A tissue used by an actor? Okay. The eyes. The eyes! The nen radiating. I feel like she knows. Karapaga, like, deep down. She can tell. I'm, like, scared. I guess we're going in all of them, too, but... Yeah, dude, that's so many people. It starts today! Oh, my gosh. Dude, this is low-key so hype, though. It's been building this auction, like, for, like, 15 episodes, maybe? Maybe I'm over exact. Probably, like, 10. But still, now we've seen the entire Phantom Troop and the leader. I've seen all the people that grew up because after. And Hisoka is one of them! But then again, Hisoka, like, doesn't want to be a part of them. He's kind of just there to learn. He can very well turn on them if he wants to. An insane episode, again, hyping me up like crazy. We get to see where everybody's at, except Leorio. And kind of, kind of nervous for my boy if he does show up to the auction. But then the rest has been it for the episode. I hope you enjoyed. And I'll catch you in the next one. Peace, peace.


being vulnerable is the number one thing that creates intimacy in relationships. So if we constantly worry about being hurt, then we find ourselves unable to be vulnerable anymore in the relationships that matter to us who don't know why they're on the receiving end of an unwillingness of us to be vulnerable when they weren't the ones that ghosted us. So when you're ghosted and it affects you in a significant way, the people that love us and do life with us suffer and new relationships suffer, not knowing that you bring to that new relationship this sense of gardenness and unwillingness to be vulnerable. So what you do is you are unable to be intimate where you want to be because the ghosting has damaged you once bitten twice and now you are not good at intimacy. And this happens in people in serial relationships where they travel into new relationships with a hangover of previous hurt that makes them less willing to be vulnerable. So ghosting is not neutral. It's not funny. It's not some digital thing that's interesting. It is a new dynamic in social relationships that's killing us.


All right, welcome to this special CUBE Update conversation. I'm John Furrier, host of theCUBE with my partner, Dave Vellante, co-host of theCUBE. Dave, a lot of people are asking us, what's going on with theCUBE? What's happening? Obviously, COVID, people know that we go out to events to extract the signal from the noise. Number one, leading in enterprise tech events. There's been no events. People want to know what's going on with theCUBE, theCUBE virtual, and they want to know when the events are going to come back and when it does, what's theCUBE going to look like? Well, I mean, as you know, for a decade, we were on-premises at events, tech events. Our great sponsors would have us there and let us do our thing, and we'd have editorial there, which is nice and have our own discussions, but it was always at the host's venue where it largely was. We've done some of our own shows, but now with virtual occurring, we're driving a lot of our own events. We've got now the time to do that. And here's what I think, John, I really do believe that there's no question that in the second half of the year, we're going to start to see some kind of hybrid emerge where you might see VIPs. Almost like the Golden Globes, if you saw that, there may be 15, 20 people socially distant, comfortable, maybe a VIP event, 10, 20 CIOs in a room. And I think there's going to be a digital overlay to that, the virtual overlay to get greater reach. And then even in 2022, when physical comes back in a big way, I think virtual is here to stay. People are learning so much, they're learning the value of that long tail, that host event consumption that we've seen in our data. And that's going to continue. And people are really learning how to fine tune that label. You know, I want to get your thoughts on this because I was explaining to someone about our Q virtual opportunity and events coming back. And as you know, I've been an avid clubhouse user since December 30th. And I've been noticing that the engagement is so high in these apps where people are collaborating. So I want you to explain the dynamic because as we have these Q virtual, our first event is March 24th. We got Jerry Chen from Greylock, Michael Lebo from McKinsey, Jeff Barr from AWS, three big names, big individuals in terms of talent and star power, but the names of the companies, McKinsey, Greylock, AWS and me and you, you start to see virtual as a format, Dave, where our community can come together to complement the Q physical events and bring a new venue, a new format to engaging and creating content together. Can you explain what this means for audiences, our community and our sponsors? Well, I think a lot of companies are looking at just events in very narrow sense. We do an event, maybe it's a webinar, we're going to do an event, maybe a small, mid-sized, maybe even a large event and then we're going to get on to the next one, on to the next one. So it's all about this sort of event cadence. And I think there's a much bigger picture here and it's really about the content, the arc of content, the community, engaging with that community, you know, over a long period of time, it's not a one-shot deal or they're not disposable. So the events are kind of disposable in that regard. I think our philosophy is different. We really try to connect, build that community out and then also bring that community back in. Those who want to participate, it's almost like a reward system. If you participate in an event, a community event, the next one, you're actually going to be featured.  And I think, John, for sponsors, it really means, we've seen that a lot of the value that the sponsors are getting really has not been replicated from the physical events. And so what we're trying to do here is give those many, many sponsors a platform in order to have their voices heard so that they can engage with broader communities and tap in to other communities. Dave, you know, we were just talking the other day about all these event platforms that are out there and we're a media platform and that there's a new dynamic out there where it's not about the number of events that you participate in, it's the audiences that you engage with and create content value together and sponsors that you enable, we enable can enable to go direct to the consumer. And this is a big trend that we're seeing. Media as a service or direct to the consumer, you're seeing companies like Tesla do it, even venture capital firms like Andreessen Horowitz going direct to the audience and cutting the middlemen out of being disintermediated. This is an interesting opportunity. Can you share your thoughts? Because if a customer, our sponsor, is going to try to do that, they need to have media capabilities, not just event software. It's not just an event is a moment in time. Media is ongoing for engaging. They're two different things, but they have to work together. Can you explain what this means in basic terms to customers and audience? Why is this so important, this new trend? I think it's really simple. I mean, the bottom line is that every company has to be, in some way, shape or form a media company. They're producing content. Everybody wants to control the narrative, control the audience. Instead of the way you do that is to produce great authentic content. I'll tell you, most companies, certainly most companies in the tech business aren't really that good at it. There are a couple of standouts. I mean, you mentioned some big names like Tesla so we see some VC firms doing it, but people are learning and they're going to get better and better at it, but our basic premise, and I think it's right on, is that every company has to be a content company, a content producer. So what we want to do is help them do that. Give them tools, give them platforms, give them methodologies to really be able to, in an agile fashion, produce high quality content and distribute it through a workflow and then iterate. Agile media, that's our opportunity, and that's what we're going to try to do. And I think what I'm most excited about, Dave, is we can help our sponsors with a product that helps them go direct to their customer while we can, at the same time, and increase our serving our audiences with high quality contents so that they can work with us, consume or create with us. And I think that's a power dynamic. That is a flywheel of innovation. This is kind of what media should be. This is what we're trying to do. Well, it's a mega trend. And the other thing that I think people forget about sometimes is that data. There's a data fabric that connects all these different events, all the different webinars, all the content initiatives, the content programs, et cetera, et cetera. That data fabric flows in a distributed way throughout the year, throughout the network, throughout the community. And it's got to be a two-way street. And it's fundamentally, you have to put data at the core of those initiatives. And Dave, one of the exciting things we're doing that I'll share is on March 24th, nine o'clock Pacific, we're doing theCUBE on cloud startups. Our virtual event in conjunction with AWS, Amazon web service startup showcase. We're going to showcase 10 of the hottest startups in the Amazon cloud ecosystem around data, data ops and pre-public, the next unicorn, the next deca-corn. These are the hottest companies that are going to be hitting the enterprise and emerging technology markets in the next year. We're going to showcase them in our format. This is theCUBE virtual. So check it out. Join us, be part of our community. If you want to engage with us, definitely get on the roster. We're going to do these four times a year. And again, we do a lot more of them. And then you'll see us back in person when the events come back post pandemic. I'm John Furrier with Dave Vellante. Thank you for your time and we'll see you on the 24th or at our events. Thank you.


Hey what's up guys welcome to training reviews so I'm just taking a video of the Samsung S10 Plus and the DGI Osmo Pocket. So I'm doing a comparison of the stabilization so I've got the front cameras and I've turned the Osmo Pocket around to selfie mode just to see how the stabilization is so rather than checking the quality of the video this is hopefully giving you an idea of actually how stable the video is as well. So the Osmo Pocket is a free access gimbal and the S10 comes with a dual obstacle image stabilization feature and I've heard really good things about the S10 Plus so I just wanted to do a side-by-side comparison. I'll use the the back camera and the front camera I'll go down steps up steps just to give you a bit of variation so hopefully you guys can get an idea of which one's more smoother so let's just get straight into it. Alright guys so that was the video comparisons so I was holding both the Osmo Pocket and the S10 Plus in my hand I didn't have any of them on a tripod I was just walking normally with the phone and the Osmo Pocket out in front of me so the Osmo Pocket it does actually come specifically for the purpose of having stabilized footage especially in locked mode you're going to get the smoothest video possible very cinematic views but I find that the S10 Plus if I was going to keep both of these devices I would sell the Osmo Pocket and just use the S10 for the stabilization feature on the video quality I think it does an excellent job it's one of the best stabilized OIS I've seen on any smartphone currently and I would just use that going forwards. Now of course the Osmo Pocket comes with a lot more features when you connect to your device whether it's an iPhone or an Android phone so you can do various different modes and the video on the S10 is just one specific mode so it depends on what you want but for me I'm going to keep the S10 Plus and I'll use the Osmo Pocket a lot less now because I'm very happy with the stabilization on the S10 as well so let me know what you guys think hopefully that was useful if you have any comments if you want me to review anything else do let me know others I hope you subscribe I hope you like this video and I will catch you guys at the next comparison videos take care


Hi and welcome to this webinar. Today we are talking about how you can supercharge your data and we will tell you five steps on how to become more data-driven by leveraging your CRM. My name is Jeanette and I work with the product marketing team here at Superface and we're joined by Hans-Kistan Gröntzle which is the director of digital customer experience here at Superface and previously he worked with where he was the commercial director of Superface Norway and also had a commercial responsibility for the Superface online team also responsible for launching our cloud offering and now he works with commercial insights and analyzing white spaces and he was also implemented tools and processes for MPS also a system called Heartbeat which measure the user adoption and engagement and also now has introduced new KPI dashboards for our sales and consultants internally so he's a true data evangelist and he loves to democratize data and so in this session he will or he will share experiences on how you can successfully start your day or data-driven journey and also build a culture that acts on data. So welcome Hans or Hans-Kistan Wow thank you Jeanette that was a very nice introduction and it well it reminds me of a great journey I've had in Superface so far and with this supercharger data that's just you know bringing on the future even more so thank you for inviting me and I'm happy to share with some of my insights on this topic. Yeah great to have you and I'm very excited to hear what you have to say and with your experience and for those that don't know Superface, Superface Serum is a Serum platform for business growth and is built on over 30 years of experience and the Serum platform combines all your customer facing processes like sales, marketing and customer service into one tech stack. So we're an Norwegian company with HQ in Norway but we are also present in eight other European countries and we help over 6 000 businesses increase their productivity and create a positive customer experience and build profitable and long lasting relationships. And these sessions, these supercharged sessions is we're talking about specific processes to achieve growth to help you achieve your goals and also improve processes and challenges you have in your business. So today we're focusing on the data and we are also focusing on how to become data-driven. So quickly we'll give you a short introduction to the agenda and we will start by talking a little bit about what it means to be data-driven and why should companies consider working data-driven. And then we will also give you just a quick five-step guide on how your company can get started to work data-driven and also how to leverage data you already have in your Serum system. So if we start at the beginning kind of what it means to work data-driven. The term data-driven means that a company makes tactical and strategic decisions based on data. And I'm interested to hear your thoughts on this as Christian. What does it mean to you and what does it mean that a company works data-driven? Well that's a great question and it's a huge topic but let me start with if you're not data-driven. That means that very often you know it's the hippo syndrome that the person in the room with the highest salary has their gut feeling and their way of doing things and thinking about things but being data-driven then you look more into what kind of data you have in your organization to make valid decisions and to base your decisions on. And that is a journey because all companies have data but not all companies have good or easy access to data. So one story from Superoffice was that you know in the old days we also sent email to customers and our database was sort of not based on automatic actions and we all always had to sort of create the draft of the email list and then send it off to all the contacts and customer responsible people and they had to delete and remove and add and stuff like that and after three days we were ready to send it. Shifting to being data-driven means that we can in a blink know that the data is up to date and we know who we should send to because we have the data and we need to trust the data but going from not being data-driven to data-driven is a journey so you have to do small steps in order to sort of trust your data and that's really the journey you're going on. Yeah so not collect well you shouldn't just collect data but the right data right yeah that's right yeah and you need to think about it and the data should sort of support your processes and maybe the customer journey what type of data points are you getting along that you can use in order to develop your customers for the future because that's really what it's all about enabling success for any company's customers in my opinion. Yeah and you we actually had this talk earlier and you told me that you're a data evangelist and you're not the data scientist right and that's kind of one important aspect as well because you need the data needs to be accessible and it needs to be yeah it's it not just numbers but you have to understand the data. Yeah that's true and you know a lot of people have a lot of data all companies are just you know bunches of data and they're collected you don't really know what you want to use them for and then there is a layer between you as a user and the actual data it's locked behind the some systems you don't have access to you don't understand it and they might be in different systems and if you try to combine it you end up in an excel spreadsheet then you do a lot of data mining and in the end it becomes slow and it becomes a threshold for anybody who's not this data scientist to work with them. So our experience is that you know we spent 30 years plus creating what we call a pretty good CRM system but it's for now that we can enable a tool that allows people anybody in the organization to find these data combine the data because the system has created the structure they mined the data so that I can use it and that is a pretty you know that's important for any tool because if you can master that then you can make magic with the data for the organization. Yeah so you need the culture as well I'm guessing to kind of make to work successfully with the data. Yeah yeah and culture is a key word here there was another story I heard from a customer and he said that you know in order to create this culture to to add stuff into your systems he said that you know if it hasn't happened or if it's not in super office or it's not in your CRM system it hasn't happened and you know sales organizations you know if you if you get a lead and you thought that well this lead I've been working on but you haven't added that lead in the CRM system you haven't added any activities on it then anybody could take that lead and this creates a culture if if you start you know showing data from your systems in a sales meeting or in a board meeting and if you show systems or show the data then you know that you have to rely on the data so that's also a tool to become more data driven and become more data quality driven. Yeah that's a great input. Yeah and that's where I use this word democratized data you know it's just not for one or two persons it's actually for everyone. Yeah that's very important so that brings me to the next one like why should companies become data driven why it's so important I mean it's a it's a buzzword a lot of people are talking about data and a first year survey said that data driven organizations are 162 percent more likely to surpass revenue goals and 58 percent more likely to beat their revenue goals than non-data driven counterparts and that's I would think that's a great reason why you should work more data driven right what are your thoughts on this? Well I think that in a sense if you are data driven and you measure things in your company then you have then you set goals and if you set goals and you have an organization that tries to find out what should we do to reach the goals then I think you're in a good state of actually reaching them instead of you know going a little bit this direction and then a little bit the other direction so I'm not surprised by these statistics at all but I also see that a lot of companies you know they have their top line goals maybe some profitable goals and that's what they focus on like sales and sales budgets and then they don't really know why they don't reach it or why they did reach it and you know maybe companies are good at setting goals on the top level but what about trying to find the KPIs that is directing you towards reaching these goals and I think that's an improvement point for many companies breaking down to to sub-goals so that you actually can visualize what you do in order to reach the the big goals so I think that's a that's a natural second step when you try to to go into this data driven world an example an example could be you know a sales budget and is high or low or whatever normally the thing is that it's always higher than last year but what do you need to do in order to reach that goals you need to break it down it means that well how many prospects do you need what is the average sales or order that you have out what's your hit rate close rate and you know if you build it down that actually takes it into how many meetings you need every week in order to fill that main goal down the line and in order to reach that you need to measure it on a regular basis so that you can see that what you do generates the right results in the end and if it doesn't do then you have to change your tactics yeah and it helps you to set realistic business goals basically and like not rely on your gut feeling so you have something concrete to work on yeah and you might say that you know typical sales department is that you have five or 10 or 15 different people and if they all sort of they all have the same goal but they have different ways of getting there and and that's why I think some of these customers who have success in this way they they discuss what it what it takes to get the whole organization there instead of five people in experimenting then you set the the process right and then everybody goes in the same direction and then you can see that it works it makes it scalable in a totally different way that if you just let people do whatever they want and then in the end hope to reach the the goals that the company have said yeah but it also it's easier to measure what works and what doesn't work in that process that is true and I would think like another thing is you can better understand the customer experience and how the customers behave and also track performance so you get better control yeah you can and that's you know what I mean by breaking down what it takes to have a good customer experience it means for instance that in a customer journey you should have with their biggest customers you need to have quarterly business reviews maybe and then if I'm a sales person I can easily track which of my VIP customers have not yet had this review and by measuring this then I can easily be on top of every big process because good customer service doesn't mean good service for everyone you need to split it up you need your top top accounts need to have more relationship-based activities and your smaller accounts might be more automatic and based on self-service and stuff and I know being in a sales department and being a sales guy you have so many things that you can think of that you really need to be in front of what matters the most and that's where also if you if you're tracking your data and controlling your data that can pinpoint your day you know or week or month yeah and you also introduce the the kpi dashboards internally in super office and you talk about white space that's another benefit of working data driven right yeah that is yeah yeah that's that's interesting because you know in a normal CRM system you talk about quotes and opportunities and you talk about activities and meetings and all that stuff but you know most companies also have ERP systems and in ERP systems that's where you track what you sell to your customers and most companies they have more than one product and if they have more than product their customers can need then you really need to understand what are the white space the products we have that our customers don't use that they would benefit from and if you put these things into the system as well that means that when I talk to my customers or I prepare my next qbr meeting with them I could easily understand you know you're in a typical business we have other customers in this business and they are using this and that and I can argue a case where it would be beneficial for this customer to to use some of the other products so you need to be considered a resource or a person who wants the best for their customers right you're not here just to sell your products because you can reach your targets that's secondary to what actually brings the customer value and helping your customers to grow will in the end help you as well yeah it's a great influence and you can also you can always use your database I'm guessing to find these these opportunities but working more and more with data you get it's easier to pull out in both reports and dashboards and this is what we can start working on right away yeah you don't have to wait wait for your data scientist but you know if you have some pre-prepared stuff and then you can analyze your own own thing but I think the best thing would be you know talk to your peers talk to your sales department think in a common way because it's too easy for people to be oh I want to do this I want to do that but if you share your thoughts discuss have hypothesis test them out and then it becomes more interesting to work in a sales department and you feel that you what you do and what you ask silly questions are good questions are benefiting the whole team yeah it's great so that's brings me to another one which is um what's because it's another thing people usually say they work data driven uh or they collect data uh but I feel like there's many people still maybe feel a little bit anxious to introduce this to the whole company and working really data driven so what's holding companies or people like do you have any ideas well I guess there are a couple of things that strikes me because of course lack of time is always an issue you know if you talk to people about this they never have time and and it's like you don't want to stop take a deep breath think about what's working and what's not working so so every organization needs time out every once in a while to think where they are in order to improve what they have and where they want to go but I also think that people are afraid of of systems they don't have access to the data they might get an excel spreadsheet but it's not uh you know maybe they have three different spreadsheets and it's it's fragmented uh data and uh you know and I can see you know from our own experience as well that people tend to use just a tiny little bit of systems and then what I say to my colleagues is that you know look over the shoulder of a colleague and see what they're doing and discuss how it can you know because you can do things differently and and then in then in the end you just need to try to sit down and and see what your systems offer and then work with that and you know little data is better than no data and I think that if you if you can present one dashboard in any system that creates the second question and that's what I say when we or see when we implement the dashboards now in a new way in super office that when you present something to a manager or to a account manager on different levels it generates interest right you always get a next question and that's the you know prerequisite that you can always dig a little bit deeper and that way people will understand the impact what they're doing is on the top line for instance yeah yeah and you mentioned a little bit earlier as well that many companies still do focus on like one important kpi only or just top line um and maybe not the influential metrics or activities um that's kind of also I think uh maybe just it's the revenue and nothing else yeah it's the revenue so so that means that you're stuck to your own budget and your own uh you're you know you need to fix yourself uh with your budget but then you know again mature companies they have uh compensation plans that perhaps say that okay my compensation is my sales but it's also my group sales right my team so if it's on my team then I need to help other people uh reach their targets and maybe like in super office if you're a sales person you also get sort of uh compensated by other parts of the organization right so so they all work outside their they work with their own stuff but they are benefited from customers really having success with their products in in different ways and that needs to be measured and that needs to be measured right yeah it needs to be measured otherwise it's not you know it's just good thoughts yeah and you also mentioned that with the the spreadsheets and excel I'm guessing that many still do that and I'm not saying anything bad about excel that's a great tool but it's not very easy to navigate next or a spreadsheet um but many still do and report in excel do you have any tips do you do you think that's uh a focus that people need to shift the way they report yeah and I think that's you know for instance uh visualizing your data on a big screen in the meeting automatically changes this attitude or culture because you cannot hide behind that oh my it's not updated well updated because the dashboard for instance would would show real data live data right so um a spreadsheet you can always it's a week old or two weeks old or something is not updated and then you have to update other things the data is is scattered around the organization if you look at the data inside so when you have a one-to-one if you're a sales manager and you have a one-to-one meeting with their sales person well look into the data don't look on spreadsheets for that matter because if if you look on the data then you will see where the gaps are as well like for instance you will see that um what are the reasons why people buy from us and then you might say that 50 percent of the reasons are not filled out well what's the reason for that because if you got that data point when they close the deal you will benefit from it rather than never having that data updated in the system yeah and that's another thing like maybe data is not connected um so they don't get that 360 degree view um if they live in separate spreadsheets yeah that's true also be one kind of negative aspect of it um that people need to kind of focus more on on collecting and gathering data and democratizing it so it's accessible yeah and then you're on maybe one point where where uh this people think data is difficult and sometimes it is and and you have different quality because you have you know normally when you present data in a structured way then somebody is cleaning up the data tidying up the data sorting the data deleting what is not so if you don't have a system for that it it makes it hard and then you need that resource so if you have a system that helps you tidy up your data it still needs a culture to fill it in but but that's something that you have to work with all the time but but you need a tool that can make it easy or easier to to understand but you have to be interested of course if you're not interested in data then leave it to somebody else yeah so to summarize a little bit and we talked about this like the five steps to to start working data driven is of course the first one is to know what it means to be data driven and hopefully with some light on that today and also I think it's important that you write down what you want to track and improve you need to have that strategic plan and start we can start small but you need to kind of have some small steps written down and also I think it's very important to embrace new technology and processes and being open to new ways of doing things and and also connect things and I'm that's why we're also so fan of being in the cloud because it's so much easier you can use SAP here or we also have another app in our app store called data bridge where you can connect and and really synchronize data and and that's also means that you need to stop storing and archiving everything in your email inbox so you need to kind of you need to be great at actually archiving and updating the serum system or other systems of course if you have more to collect that data absolutely and yeah and also you were in we talked about this about culture you need to disrupt the culture and also kind of focus on what's in it for me like flipping the equation a little bit from focusing on the data solely but also what the company needs to what data do I need to do my job better and to to look for new opportunities and to up my sales game for example and and what problems can I solve with data and for that you also need updated data right you need to know what kind of data you need in your daily work yeah and and just a comment there just an example would be if I'm a sales person right it then I would really like to know if I have 100 customers I'm responsible for 100 customers I would really like to get insight into you know what are they talking to customer service or support about and it's not that I'm minding or digging in but you know if I see a trend or my biggest customer they have problem on support you know then I can maybe intervene and help in doing that and that means that support and me as a sales or consult we're all working together and it's not that I have to ask for a report I can just see it right there in the system yeah so it helps again the customer to to be taking well care of by any any company yeah it's a great input and also finally the start simple right you need to use simple standard dashboards and reports and you can build upon that as you go and introduce more data to the company and once your company is comfortable working with data you can also take it to the next level by customizing more dashboards more finer details and get better insights and control and I've made just a short introduction not to super first but how we can use dashboards and the data that's inside the CRAM system to give you some inspiration how that might look like and so we're just going to show a short video now to see how that might look like and we will jump off the screen for a moment and then we will come back on in your CRAM system usually have tons of useful data and customer history and in super first you get dashboards so you can quickly get started and get that overview of how your business is performing and you can create dashboards from scratch or you can use readymade templates and today I will show you some examples of essential KPIs you can measure in your CRAM system and as you see here we have different dashboards set up so this one KPI dashboard is our most important KPIs and this is for the whole organization and it's more high level but we can also make one for the sales team or we can make one for each individual salesperson so that we can break down goals and they can work towards their specific targets but let's focus on the KPI dashboard now so the first dashboard is value of sales by source for the last three months and this is great to understand where our sales are coming from and as we can see recommendation is by far the biggest contributor and then we also have win loss rate by source and to the right here we can see the closing rate per month we also have average deal size per month and of course sales year-to-date next let's take a look at customer activity so you can get an overview of new forgotten and lost customers to the left we have a dashboard showing companies without activities the last three months so when we register activities in super office like phone calls and meetings these are linked to companies so if we haven't registered anything the last three months for specific meeting types or specific company categories like A, B and VIP customers this will show up here and it's quite alarming if you have 14 VIP customers without any follow-up so you can take immediate action here and schedule phone calls we could also see new customers registered this month and lost customers this month this will also give you your turn rate and then we could take a look at customer experience with net promoter score and customer support performance so for those that use super office service to handle all incoming requests in one place that categorize prioritize assign and process tickets in super office we can see some important KPIs here and the first is average number of messages per request and as you can see here this is per month and we want this number to be as low as possible because you want the customer to have a great experience and usually we want to try to avoid the flip-flopping and messaging back and forth and the next is average time to close and this is also an important KPI to show how effective the team is working we can also see how satisfied our customers are with us as a business with average MPS score and we can also see MPS detractors per month passives per month and promoters per month now that was some examples of essential KPIs but they're still too missing so let's go back up to sales performance we will add some new ones here so I will go to an add a new tile and as we can see here we have a set of templates that we can add directly so I will go to sales and here I can search from the list or I can search here so I can add my pipeline the next three months actual amount weighted amount by sale type or total pipeline value so I will add by sales type and it will add directly here to the grid so here I can see my pipeline the next three months by sales type sale to existing customer and sale to new customer and I can also drag this to make it bigger now we can add a new one and we can add from a template or we can also add one from scratch but let's add group revenue this month we can go in and change the dataset and the layout of the dashboard so here I want to see sale this year I will remove the user group and I will add only sales to new customers or prospects we can add a sale type and then we add a sale to new customer then we can continue to the layout and we can add it as a column chart and we want to also compare it to period previous year then we can add a title and save we can adjust the tile and we're done so now we've seen some essential KPIs you should be measuring in your SRM system and also how easy it is to set up dashboards and super offers there was some examples of KPIs we can use in super offers with our dashboards but to get there we also need to know what to measure so you need that plan you need to collect the right data and for that you also need to set up the system and the fields and activities to show these kinds of data because it's easy to convince yourself that you need to measure everything as we mentioned before so as Christian you've made some great dashboards in our own internal systems for both consultants and for our account managers do you have any tips on how and where do you start with your SRM system and the data you find there well first I have to give you kudos for the dashboards you created in this video and it just reminds me I think we nailed a pretty cool way of doing this and you pointed out two things you need to understand the data set you know what are the data and there are different sources there and then you have to easily define how do you want to look for the user and you can mix the match this very simple so you can it's easy to design and redesign and make it yours on the fly here but I think that you know how where do you start I mean if you look at the customer journey everybody's talking about the customer journey and it starts in marketing right you want to get some mailings out there you want to do some forms you want to you know connect customers early on to get some interest you can also do that for existing customers you have to categorize customers and prospects for instance and then what are you doing with these well then you have some activities it could be forms it could be meetings it could be different things that you do with your customers and you need a workshop in my opinion gather somebody in marketing somebody in sales somebody customer service that knows the journey together and then map it all out in steps and most likely you have done this when you implemented any system you might revitalize it and then try to check out these data points how do they show up in possible dashboards and using dashboards or data is an ongoing journey we see some customers they contact us every year because they change their strategy and tactics and they want to have the system to mirror what they do and then we have other people who most likely do the same thing but they don't reflect it in the in the CRM or their systems because it's too cumbersome or it's we don't know what to do nobody's responsible they quit or whatever but you really need to it's a muscle that you have to train and you need to get these things working together bit by bit so so I think that's a good part and then you know if you if you try this out and start very small start what are the most important thing that you could show when you visualized customers who have not had activities for instance I mean that would be a no-brainer to to okay if I'm a sales guy I'm going to call one of these customers every day until that list is zero and you will have a fun time because you talk to people they will be surprised by somebody's caring and talking to me and wondering how I'm doing and then you can check that bucket off and then you go on to looking at your pipeline and how can I move my pipeline further down down the line use data for that as well and then you know when they are a customer what touch points do we have do they have a support request that is not answered what type of support request make that easy categorization as well and then you can sort of find out what are they talking about what are they caring about and then trying to change your business to to reflect those things you need to make it easy to be a customer yeah good point yeah and also it's about the culture again right because you need to use this data you can have your personal dashboard but it's a great thing to to show in meetings and like on a big screen and like stop using those excel sheets that's sent via email and start using what's in the serum system yeah yeah so next time next time somebody tells you or asks you or comes up with a good idea and then you can actually challenge and say hey how do you know that what does our data say you know because if you have data small data it tells you a lot that you can act on yeah yeah so when we talked about this with the activities I think many do register this and and it's so important because if a person quit right and it's not in the serum system it's it's very important that you have that culture that everyone knows do you need to update the data and also what type of data it's needed so that everyone's aligned on that so it's just you don't just collect data but the right type of data yeah I think that's good like you said with the the mini workshops right you need to start mapping out your activities and your goals and then you need to update the system to reflect that yeah and most most and if and my point is that just imagine if you if you already use super office but you don't use dashboards I mean just mapping what you have is a fun exercise and and normally I said show me your contact card company card you know and I will tell you what kind of salesperson you are now show me your dashboard and I can tell you what kind of business you are so you can really just do it very simple like you did slice and dice and then have great conversations with one sort of tile and you will be surprised and amazed you have a lot you have you have a gold mine already so just make sure that you can start getting it out get that first thing going yeah and also you can review later on and you can change either you like you said people change processes or you you kind of are more aware of what kind of data you need you can start adding more and more dashboards or data sets right yeah definitely great hmm so I think that's a wrap for today I think we talked about like how why should you work more data driven and how can you start like the five steps to be more aware of how you can work data driven to disrupt the culture and also start simple right and also tips to to leverage your service system because like you said it's a gold mine you already have a lot of great data and then you can just add more sources and do you have any more tips final thoughts on the topic well I think that this is a thing that you just need to get started you have to think with yourself that yes I can do it and if I cannot do it I just do try try it out nothing is disrupted with their database you can you know add and create and delete so but but always try to get a colleague maybe your manager or something to discuss what are we actually looking for maybe you if you're the responsible person here in your company try to sit in on your next management meeting and what are they talking about how can I sort of visualize this with the data because there are so many interesting points and and think about it in terms of how can I document whatever we do with with data then it becomes interesting and people will get interested in being data driven as well so it's um yeah it's it's not a silver bullet but it's a really important tool to be able to develop your company in the right direction yeah that's great so what's next for for everyone that's that's wanting to learn more about the topic and that I would suggest you read our blog we have a blog that's not focusing on CRM in particular or super office but it's what's happening in the business the the market and a lot of great tips and research on different topics in sales marketing and service so that's a great tip if you want to learn more also reach out on LinkedIn if you want to chat with us and of course Hans Christian I'm guessing you're open to have a conversation if someone wants to talk more about the data yeah definitely LinkedIn as well and reach out and and also we have great serum experts on our team that can talk about your serum strategy if you want to discuss how to get started with data and and also implementing this in your serum system and also we will follow up with some more relevant content on this topic that we will send by email so also check your inbox so that's the wrap for today and thank you for joining and this talk about the data driven and how to start and I wish you all a super day and thank you Jose great thank you bye bye bye


I once worked with a school district in California that was having a super hard time retaining its janitorial staff. It seemed like every other month the administrator would have to hire another janitor, vet them, equip them, invest in training them, and then out the door. They were back to square one trying to hire another janitor. But then one day, at one specific school, the principal did something completely new and different. She went around all the different classes and asked the kids to write a letter. And in the letter, she wanted them to thank the janitor for what he did for them every day in school. I'm telling you, letter after letter, the things these kids said. Thank you for making sure I don't get sick. It's so nice when you put out the cones and I don't fall and get hurt. I like your beard and you always make me laugh. Overnight, these letters put that janitor into a story that was so much bigger than hey, I'm the guy who cleans up after kids in an institutional building. As a leader, you have that same power. You can take each of your employees and make them the hero of a better story.


Every culture has its own unique folklore, traditions and tales passed down through generations. In the modern day, these are often looked upon by most with the idle interest of a time gone by, but I've always found them to be quite fascinating. They reveal so much about the hopes and fears of people who once were, people trying to make sense of the world around them, and at times, cope with its harsh realities. It was this passion of mine that would eventually lead me to major in folklore at Memorial University. I relished the study, so I was thrilled when I was given the assignment to interview people on a topic of my choosing. I live in Newfoundland, a province steeped in supernatural folklore, so I jumped at the chance to delve into the stories of the fairies, the mischievous malevolent creatures that lurked in the forest and fields. In preparation, I went to the Folklore Archive to borrow some recording equipment, as well as to listen to other recordings to get more of a sense of what I was in for. I listened to people of various ages tell their tales of wheat people, of lights in the forest or of strange enthralling music carried on the wind. I decided to conduct the interviews in my hometown and made plans to stay with my parents for the weekend. My family comes from a small rural area that's over 400 years old. It's about a one hour drive from the city where I lived. Given that this was the sort of town where everyone knew everyone else, it wasn't hard for me to find a few of the older residents who were willing to share their tales and encounters with the fairies and allow me to record them. One lady told me of her uncle, who was wounded by one of them, and spent the rest of the month picking fishbones and wool out of the stinking cut before it finally healed. Another encounter was described by a gentleman who claimed that he'd gone into the woods to set rabbit snares, only to come home three weeks later with no recollection of where he'd been or even that such an amount of time had passed. The last interview of the day was reserved for my grandfather, who had agreed to tell me his story, but unlike the others, now seemed reluctant to do so. I assured him that I could find someone else if he was uncomfortable, but he shook his head and began to speak.  Even in those more superstitious times, he was not the sort to believe in such things. And so, as he found himself hurrying to get home before dark after a day of berry picking, he brazenly cut through that very trail without a second thought to his mother's warnings. He recalled that as he walked along the path, the surrounding trees seemed to close in on him, the area feeling more oppressive. While he felt foolish, he decided at that point to turn back and take another route. He had begun to shake while telling his tale, but now tears filled his eyes as he spluttered and stammered as he attempted to describe what he saw when he turned back. Devils was all he could finally manage. I took his clammy hand to calm him and told him again that he didn't have to tell me anymore.  He didn't stop or slow until he reached the safety of home, bursting through the door to find his bewildered mother. She was about to scold him for his torn coat until she realized what had happened. At which point, she held him close and thanked God that he was safe. When my grandfather looked at his coat, he noticed three long tears as if it had been clawed. His story finished. He shakily excused himself to bed. I apologized for upsetting him, but he waved it away, only turning back to make me promise not to ever go looking for such things. I gave him my word. I eased his old mind and left. I returned to my parents' home and spent much of the rest of the night writing my report and re-listening to the stories I'd gathered. Hearing my grandfather get upset again made me feel terrible, but his story also sparked a sense of curiosity within me. I remembered seeing what I believed was that very same trail when I was a child and helping my family pick blueberries, though I probably ate as much as I picked. We would never take that trail, instead taking one of the longer routes back home. I'd assume they were afraid of robbers and roughnecks that might be roaming this less maintained and less populated path, but now I wonder if it was simply to appease my grandfather's fears. The next morning, I attempted to slip out, explaining when my mother caught me at the door that I wanted to go for a stroll through my hometown before I had to go back to the city. Once out, I followed my memories back to that blueberry patch and sure enough, there it was, the path I'd remembered seeing years ago. It was even more overgrown, but I could still maneuver my way through it. I remembered my promise to my grandfather, but my curiosity overcame. In fact, a rush of excitement went through me. As I walked the same path, I was sure he had so long ago. It's difficult to explain, but this sense of stepping into the folklore was thrilling and suppressed all worry and perhaps my common sense as I proceeded. Strangely, as I walked onwards, the overgrowth seemed to recede as if someone had maintained the path only so far and then stopped. After passing through a ring of trees, I found myself walking on a trail that was as neatly groomed as any other in the community. My initial confusion at the change in the path was turning into disappointment as I wondered if this was the right place after all. Perhaps some childlike part of me had hoped to see something otherworldly. This feeling was soon replaced again. Now by a wary sense of being watched, I nervously increased my pace, not for the fear of fairies but of malicious people. The path remained well groomed, but the dense trees at either side made me feel as if they would swallow me. I began to sweat as I continued onwards before a sound made me stop in my tracks. There was a low creaking sound as if a bow were being broken. Even though everything in my being told me not to, I turned towards the sound which was coming from the area I had just traveled. My blood ran cold at the sight that greeted my eyes. Standing there was a tall creature that looked to be made of tree bark that creaked and groaned with every movement. Its body was thin and crooked like a spruce that had been battered and misshapen by the elements with uneven broken branch arms. Its legs were equally misshapen, leading to a mess of roots for feet. Its face was the most frightening of all. Split open into a grin of splinters over which two bored holes sat as in mockery of eyes. I stood transfixed as a clocking noise heralded the approach of its companion, a creature on all fours whose twisted knotted body seemed to be made of joined thin antlers and sinew, except for the face, which was a moose-like skull complete with wider antlers and with eyes that looked like pearls and shone with terrible beauty. A third being appeared, forming out of the ground in front of me. It held a vaguely humanoid form, although faceless and looked to be composed of moss and soil, though it reeked of death and insects burrowed through it. I felt the worst sense of malice as I stared at these things. They, the fairies, ruled here, and I was trespassing. Whether their thoughts entered my mind or my fears projected that the king of rot wanted to suffocate me in his stinking embrace, that the king of trees wanted to pull me apart until my limbs were as broken tree branches, and the king of bone wanted to gore me with each of its twisted antler limbs. I was snapped out of my horrid trance as a malformed insect-ridden arm began reaching for me. I ran from them. I could hear the creaking and clacking and shuffling of their pursuit as I did. The path now seemed impossibly long as I sprinted, cursing my arrogance and my curiosity with every step. I cursed myself further as I felt something tear at my hip, nearly throwing me off. My mind spiraled into deeper panic as I felt warm liquid and crawling sensations coming from the wound, but I forced myself onwards. Like the lash of a whip, I was struck in the back, sending me tumbling forwards. I scrambled forward on all fours like a frightened animal until I could right myself and run again. They could have easily caught me and killed me there, but they did not. They were playing with me, I realized. I was their game and they wanted to savor my torment. Gasping for breath from the strike, the fall, and the pain I was becoming increasingly aware of, I thought of my grandfather's description, devils. At that moment I could think of no better term to describe them. The tales I'd gathered had spoken to their maliciousness, but even my grandfather's tearful recount had failed to instill in me an inkling of the pure evil that lurked here or a true belief in their existence. I had no bread to offer nor a coat to turn inside out. It was early October and the day was so warm I thought one would only be a hindrance. I was shaken from my thoughts by the sign of my salvation. The path up ahead was once again becoming overgrown. I hoped that I was reaching the boundary of their domain and my trespass would soon be at an end. This hope was shattered as a stabbing pain pierced my side. The King of Bone would not let me go without his mark. Again, I was pitched forward, landing in the overgrowth. The nettles and roots and grass added an agony all their own to my wounded body. By some miracle, I stood up and limped slowly away, unable though I was to get a good breath of air. I stumbled through the last of the overgrowth a step away from my freedom when I heard a creak and a snap like a broken tree branch. I looked behind me and realized that the King of Trees had my arm and was holding it in an impossible angle. My fear left me as did my senses as I slipped from his grip and fell the remaining distance out of the trail. I thought I heard laughter that was soon replaced by the voices of men. I awoke in a hospital bed surrounded by the worried faces of my parents and my grandparents. My mother seeing me awake burst into fresh tears. She told me that I was in the general hospital and that I'd been attacked by a moose. I was seen falling out of the woods by some locals and rushed to the nearest hospital. She broke off at the thought of what might have happened if they had not seen me and was led out of the room by my father who himself was holding back tears but still suggested that they step out and let me rest. My grandfather suggested that my grandmother should do the same and after a quizzical look she too left leaving us alone. I attempted to shift in my bed to look at my grandfather but was held in place by a sudden awareness of terrible pain. I glanced down at the cast on my arm and then back up to my grandfather who moved to my side so that he could speak quietly to me. They can't seem to keep the wounds clean. He said after a moment of silence they keep finding bone fragments and splinters and dirt. He broke off then continued mournfully. You went looking for the fairies didn't you without even an offering to protect yourself. His face was pale as he squeezed my good hand. I should have never told you my story. I'm sorry I did. I'm sorry I couldn't make you believe an old man. Before I could say a word he left me to my guilt-ridden rest. They kept me in the hospital until the wounds on my side and my hip healed completely out of fear of infection due to the never-ending supply of items that needed to be pulled from them as well as the putrid stench. I remember walking from a restless sleep one night only to find a centipede working its way out of my hip. I screamed until the nurses came who pulled the thrashing insect out of me and after inspecting the wound for more they cleaned it again and left with looks of fear and disgust barely hidden under their bedside manner. By the time the wounds had healed so had my bones. They cut open my cast only to find bark and spruce needles caked in around my arm. Baffling though it was my arm was healed and they could find no signs of infection so I was sent home. In the years that passed since that incident I completed my bachelor's degree and am currently working on my masters while writing a book about the fairy lore of the province including my own incident. That day did not quash my love of folklore but has given me a deeper respect for the old tales. I am also driven by another need whenever I pass a wooded area of which there are many even in the city. I hear them. I hear their spiteful laughter and the dreadful creaking and clacking and turning of earth. They want their offering. After so many years they want payment for my life that goes beyond a handful of breadcrumbs or a coat worn wrong side out. I am supplying this payment by telling my story, their stories and honoring them here and in my book. I can only hope it will appease them as the sights of my wounds continue to itch and I often find clumps of spruce needles, moss and bone waiting at my door.


In Isaiah we see the coalescing of influences from both the histories of the northern kingdom of Ephraim and the southern kingdom of Judah. The heritage of the northern kingdom plays a high priority on obedience to God and keeping God's law, while the southern kingdom took great pride and God's promise to always be on their side. The prophet Isaiah holds these two worldviews together, encouraging the king to remember God's promise and be confident in it, and yet not to be lax in following God's law.


This breakdown is brought to you by DraftKings, two-run game, bottom of the eighth, and the tying run at the plate. Mike King opens him up, two-seam fastball, it comes in, then goes slider, it goes away, and he gets the swing. Those are the two pitches. One goes away from the batter, one comes towards him. So he throws the one that goes away first on the outside edge, then goes with the one that goes away, and he swings at it, hoping it comes back, but it goes the other way. Slider again, JD kind of waves at it, but doesn't swing. Next pitch, slider down, a little different movement.  They hold Muncie to first, he doesn't tag up and judges like, what happened?  Spike Lee's in the crowd, of course he is, and he's got his jersey covered up. What perfect timing. You guys didn't know, it was 99 all along. So judges are going to wave Boonie off.  Whew, JD's thinking, I really got a hold of that one. Wanted more to come out of it than just an out. Judd says, I'm good, seriously, don't check me. They're like, the door's good too. Yeah, it's not a door, that's the crazy thing. I keep thinking it's a door, it's not a door, it's just a wall, he just broke the wall. Look at the concentration on his eyes.  He had no idea it was coming. Warning track, don't care aboutcha. Now the bullpen guys kind of touch him, help him back out, he throws it in, apparently he's okay, but then the next day it comes out, apparently he's not okay. Because he hurt his foot, because he kicked the cement wall right there. Right up against it, kicks the cement wall. I also like, again, it's not a door. This isn't supposed to open, there's not hinges, he just burst it at the seam, and it goes right into the bullpen catcher's chair. I wonder if it didn't swing in and hit his chair, if he wasn't sitting there, would it have just kept going, and judge fallen down or was it gonna, you know, have enough traction that it didn't? Both feet at a bounce here, that comes into play later, but he says, oh look, I got it, I got it, I got it. Now watch his feet, he might have a broken toe, we don't know, we haven't heard yet. That right foot goes, bam, I'm guessing it's that big toe on the right foot, right into the concrete lip. It's a weird design, guess it's old third oldest stadium in MLB? Is that correct? If not, I'm sure one of you will say so in the comments, but yeah, they're fixing that, again, not a door, just a wall. They're like, well, that dude, he's, you know, six, seven, two, 80. Now Booney comes out and the umps are like, hey, guy, technically, the ball went out of play, so we have to award Muncie second base, the same as like an overthrow, which doesn't make any sense. And Muncie says, okay, I'll take second base. And Booney's trying not to get ejected because he's been ejected a lot, but he really can't believe it because it doesn't make any sense. It's not judge's fault, the wall broke, and he's like, no, I heard, I hear ya. I hear what you're saying. I don't wanna challenge it. I just, logic, the wall broke? Why is he being punished for the wall, not being sturdy? And they're like, well, that's just the rules, the ball went out of bounds, the guy touched him and Boone's like, okay, again, I don't wanna challenge it.  We'll take it. Now Kinger's gotta get out of it, runner in scoring position, slider, slider for a strike, slider again, slider for a strike, probably called sweepers, and then he goes fastball up, doesn't get it, doesn't get the swing, slider, middle, middle, that's popped up. It was kind of a juicy pitch. Muncie's now at third base on a normal sack fly, fastball, two seamer for a strike, slider away, slider in the middle of the zone again, not there, and then strike three stab, you're dead. Wow, okay, see you later. This one was brought to you by DraftKings. Thanks DraftKings for sponsoring the breakdowns. Thank you guys for watching them. If you enjoy them, you can subscribe to the YouTube channel, that helps us out a ton.


Hello. Welcome to the Embedded Linux Conference Europe. Thank you for attending my presentation. My name is Alejandro Hernandez. I will be talking today about the Octa project and how to use the Octa project on Windows. This is something that has been going on for a while. We as developers usually use a Linux machine to build the customized Linux distribution that it's coming from the Octa project, but sometimes Windows machines are more available. It's useful to know what's out there and how we can take advantage of it. In this presentation, I'm going to be talking a little bit about crops. I'll talk about the Windows subsystem for Linux and go through the user experience of both of those things. I'll extend a bit further on WSL and basically tell you how you can create your own distribution. I will talk a little bit about Docker and WSL at the same time, and I will do a performance comparison of these different variants of workflows. So first of all, crops. Crops stands for cross-platforms, and this has been in the Octa project for a few years now. What it does is that it leverages Docker containers to allow you to build or to get the Octa project environment, which is on an always agnostic sense. You can do it on Windows, you can do it on Mac, or you can do it on Linux if you want to. Interesting, the crops itself, it's a repository on GitHub. You can check it out there. I put the link there. Some interesting repositories there are the parking container and the extensible SDK container. So, go check them out, and yeah. I won't be diving in a lot into crops because there's a very good presentation that happened at ELC 2017 from Randy, and if you want to know the details about it, you can certainly go and look at it. It's still up to date. So, we can use crops to build the Octa project on Windows or other operating systems, but there's also the Windows subsystem for Linux now. So, first of all, what's the Windows subsystem for Linux? The Windows subsystem for Linux lets developers run a GNU Linux environment, including most command line utilities applications directly on Windows. There's no overhead, so it's basically the user experience is basically the same as running a container. You can just issue a command and you get into the VM. So, there are two different WSLs. The version one that came out a couple of years ago, and version two that just came out this year, I think, with the pandemic, I don't even know. But yeah, I think this year. So, there's a couple of primary differences between these two things, and the main one is that WSL version one uses a Cisco translation layer, which basically interprets the Cisco's or many of the Cisco's coming from Linux and allows them to work on a Windows NT kernel. So, there's that layer in between those things that allows them to communicate. The problem with that is that it's very challenging to implement all Cisco's. So, some apps might not work on WSL v1, but on WSL v2, there was a restructure in some way. So, this time, WSL v2 uses actually a built-in Linux kernel. So, there's no translation layer in between, and now it has full system call compatibility because of that. And you can get increased IO performance on most cases. So, I dare you to go ahead and try to clone something using it on WSL v1, and it's not gonna be very fast. But if you do it on WSL v2, it just goes very well. One thing to note is that if you're working on, if you're mostly working on files that are mounted from a Windows file system, WSL v1 has a better performance. In our case, we rely heavily on Git, for example. We rely heavily on IO, and all our files are located on a Linux file system. So, WSL v2, it's what we should be using. It's actually not, WSL v1, it's not supported by the Yachter project. So, the first thing's first. The Yachter project has very good documentation. So, I encourage you to go ahead and look at it. The first thing that, one second. The first thing that if you go to the documentation and look at what it says about WSL v2, you're gonna get this. I'm gonna go through the several steps they have to follow to get WSL working. So, the first step is make sure your Windows machine is capable of running WSL v2, right? There's certainly more information on Microsoft blocks and stuff like that. But at a very high level, you need to check what build you're running on Windows. And you need to make sure that that build number, it's later than 18.917. So, to do that, you just open a Windows command prompt and then you type VER, bear. So, after that, you get the Windows version that you're running and you can compare it to that. If you're running a compatible version, then we can go ahead. So, the next step is actually going in installing the Linux distribution that you wanna use. So, this is very simple. You open the Microsoft Store, you look for Linux and then you get several distributions there that are available. For example, here, I just posted a screenshot that shows several Ubuntu versions and a Debian and Susan. So, that's the next step. You pick the one that you wanna use. For example, let's say you picked Ubuntu 2004. So, all you have to do is click on get and it will automatically be downloaded and installed on your system. After that, you'll get a button that says launch and that's it. If you click on launch, you'll get a, you'll open a window and it'll make, the first time it'll make some installation and that's it. It'll open a window that contains access to your Linux system. So, number three, let's make sure that you are actually running WSLv2. So, to do that, again, you can open a PowerShell, for example, and then you type WSL-L-V, which stands for list and verbals. So, if you do that, you'll get a list of the distributions that are installed on your Windows machine. And in this example that I'm showing you there, you can see that I have several distributions there. I have Ubuntu, I have Debian, I have SUSE, and I have three others that are showing up there that are the Docker data and the DumpFill, which I'll be talking about later. But the important thing is that you need to check. For example, there, I got SUSE running on the version one. The column says version one. So, I cannot use SUSE in this case, but I can use Debian, I can use Ubuntu just fine. Okay, so step number four is go ahead and start developing, that's it.  You could also, from the PowerShell, you can just type WSL-D, which stands for distribution, in the example, for example, I am using Debian. So I call Debian and I'm inside the Debian distribution and I'm just showing you that I'm catting OS release, just so you can see that I'm running a Debian 10, for example. And another important thing is that I'm checking which kernel it's running. And that is because kernels are shared across the distributions from WSL. So in this case, I'm running for that 19 Microsoft standard. It's just something for you to know. All right, next step, it's start building. So one of the good things about this is that there's really not much difference between the usual flow. So once you get inside your Linux distribution, you can just do the same thing that you do on your native Linux. In this case, I'm just going into the Pocker repository. I'm sourcing the environment and I'm calling BitBake for a core image minimal. It's important to note that I'm building a dump or release 3.1.3, exactly at the tag, because I wanted to have a baseline and build the same thing on the several flows. So I didn't want that to change. It's also important to note that I have already built this and this is building from Estate. So I am going to give it a couple of seconds there. As you can see, there's 1159 tasks to run and all Estates are in 1156, we're already found. So I have a 99% match, so it'll be pretty fast. We can see all the sets in tasks executing and then after that it's actually doing the Budafest. So that's going to finish really soon, do image, and that's it. So I just built a customized Linux distribution using WSL, cool. Now, testing, testing, it's exactly the same as if you were using a Linux native Linux as well. The only thing I did is that I ran runKMU, I passed no graphic as an argument and there it is. It's just booting my Linux distribution that I just built. I get a login prompt, I log in as root because this is the reference distribution. And then lastly, I'm going to check what kernel I'm running. And if you can see there, I'm running 5.461, Yachto. So I got a distribution running, it's great, everything's working fine. So another thing that you can do is that you can test your distro that you just built using WSL itself. To do that, for example, in that example, I'm running WSL-L-V again. And as you can see, there's no dump file listed there. But after I do that command, which is importing the tar file that I just built for core image minimal, that's going to run again. So WSL, oops, sorry, it's going to actually go inside the distribution. But anyway, so you check what distros are available and then you call WSL-dash-import and you pass several arguments to it. First of all, you pass the path where your hard drive is going to be and you pass also the tar file that you want to import. In this case, that tar file is the one that I built using Yachto on WSL. So that's what I'm doing right there. And it's imported. Once it's imported, I can look at and list these things again and you can see that dump file 313 is there already. So I can just go ahead and run it in the same way I did with the others, WSL-d, dump file 313. And then I am inside the distribution that I just built. The one thing to note is that, for example, there I am looking at the kernel and this is actually using the shared kernel on WSL. So it wouldn't be as useful to try and test something with your kernel while using WSL. QMU might be a better option in that case. All right, so I just tested a distribution. I tested it on QMU. I built it, I tested on QMU and I tested on WSL as well. Now, let's say that there's a distribution that I just tested there, the dump file 313. Let's say that I wanted to extend there for some reason. Since I can run it on WSL, I can use it for a different purpose. So if I wanted to extend it, for example, initially it won't have GCC, right? So it's too, for my development flow, it's useless. So what I'm gonna do is that I'm gonna install the built-to-extended table, which is you can build from the other projects as well. And it will contain several tools that basically will allow me to build Pocky from Pocky. So what I'm doing there is that I'm installing the table. I am sourcing the environment as if it wasn't SDK, just like that. And then after that, I can actually run GCC again. So as you can see, I'm running GCC 9.3, which is the one built using the October project. So every development is different. You can use it for different things. In that case, I was just trying to test a way that I can have a Linux distribution that I just built custom. I can import it on WSL and I can use that same imported distribution to build another distribution and just have more use to it. Okay, so I can also talk a little bit about Docker. So again, crops leverages the Docker containers and there's way more information that you can look at on the GitHub repository. But Docker now contains an integration with WSL V2. So it just basically allows you to run Docker commands from WSL districts. So what I'm gonna, I'm gonna reset that. And what I'm doing there is I'm running a Ubuntu distribution from WSL and then after that, I am going inside the pocket container repository from crops. Once I'm there, I modified a single line to just, I'm gonna rebuild the container, but I want it to be based off on Ubuntu 20.04. So for example, I am just gonna rebuild it. And again, I am inside WSL Ubuntu at this point. And there you go, it starts rebuilding. It just integrated properly with WSL V2. So once that's done, once that's done, I can look at the Docker images for example, and I can see that I built a crops pocket 20.04 for example, and I can just run it. If you look at the instructions from the GitHub repository, you can see that the preferred workflow is that if you create a shared directory that you can share across with your container. In this case, I call the crops work there. And then I am just running that container and passing that directory to be shared. And I'm inside the container now, and I can start developing. That is exactly the same flow that you would use if you were running on Docker Duster for Windows or even on Docker from Linux. So it's now integrated. And then I can basically just clone the repository and I can get a working container that allows me to build a Occhi distribution. It contains all the dependencies already. You can see more information on the GitHub for crops by the way, performance. So I thought it'd be interesting to show. So I already showed you the user experiences and I think they're pretty similar. So there's not too much too complicated there. So I wanted to see, okay, what's the difference between performance? What if I wanted to use this on Windows or on Linux? So what I did is that I built, for example, Core Image Minimal. I used WSL, I used Docker and I used native Linux. I built it several times, but this is the average time it took to build. And on WSL it took 79 minutes on this specific system. And then using Docker, it took 82 minutes. So it's a three minutes difference. And I honestly couldn't pinpoint anything that was taking longer. I was actually expecting something to take longer and me going to have an evoc. What was the difference between WSL and Docker? But no, surprisingly it was very similar. So to me, I just looked at it there pretty much the same. And I built it on Linux and it took, actually it was actually a bit faster but by about 10 minutes for Core Image Minimal. So then I went ahead and built the same, it did the same thing for Core Image Saddle. For Core Image Saddle, I built the same thing on WSL, on Docker, on Linux. And this time, WSL took 108 minutes. Docker took 107 minutes. And Linux actually took 113 minutes. So it's only a five minute difference, but I think it's neglectable. I don't think there's a lot to it. It could have been anything. One thing to note is that I did, so this is not relying on the network. I had already downloaded everything, but this is not building from SD. It is building from scratch. It just has all the sources locally. So as you can see from these two things in the performance comparison, to be honest, it's a bit boring. It's surprisingly good. So I am very glad that there's no real difference in performance. And I think it comes to the fact that like when it comes to choosing which flow you're gonna be using, I think it's just preference. It's up to you. Maybe you have something on Docker already and then you can leverage it. Maybe you don't, maybe it's just easier to launch WSL. It's up to you. But performance-wise, I feel like they're pretty much the same. As you can see here in FirstSatO, Linux took even more time. So yeah, as a summary, we talked a little bit about crops. We talked about the Windows Assistant for Linux. The user experience on WSL and the user experience on crops as well extended what the functionality basically of WSL by creating your own disk or using the OctoProject and then modifying it. One thing that I didn't mention was that I installed the build tools to our wall. And I could use GCC for example, but I could simply install package management as well and use something like apt or OPKG or DNF to extend the functionality of the distribution that I'm using. I also talked a little bit about the Docker backend of WSLv2 and how you can use the same commands on WSLv2 as well. And we did a performance comparison. So that's it. Thank you very much for attending and let me know if you have questions. You can reach out to me at that email address by the way. Thank you.


Geosphere, there are several conflicting definitions for geosphere. The geosphere may be taken as the collective name for the lithosphere, the hydrosphere, the cryosphere, and the atmosphere. In Aristotelian physics, the term was applied to four spherical natural places, concentrically nested around the center of the Earth. Geosphere is described in the lectures Physica and Meteorologica. They were believed to explain the motions of the four terrestrial elements, Earth, Water, Air and Fire. In modern texts and in Earth system science, geosphere refers to the solid parts of the Earth. It is used along with atmosphere, hydrosphere, and biosphere to describe the systems of the Earth. The interaction of these systems with the magnetosphere is sometimes listed. In that context, sometimes the term lithosphere is used instead of geosphere or solid Earth. The lithosphere, however, only refers to the uppermost layers of the solid Earth oceanic and continental crustal rocks and uppermost mantle. Since space exploration began, it has been observed that the extent of the ionosphere or plasma sphere is highly variable, and often much larger than previously appreciated, at times extending to the boundaries of the Earth's magnetosphere or geopagnetosphere. This highly variable outer boundary of geogenic matter has been referred to as the geopause to suggest the relative scarcity of such matter beyond it, where the solar wind dominates.