How are you guys doing good, right almost to the end almost to the end So thank you for attending and I'm gonna go ahead and introduce myself real quickly. My name is Ahmed sitki my background I come I Started my career as a developer and then For a bunch of years did a lot of leading teams and then decided for some odd reason to do my master in requirements engineering some steak and then sort of pivoted and did my PhD in Agile adoption and transformation From Virginia Tech. I co-authored a book called becoming agile in an imperfect world and co-founded the International Consortium for Agile and really a big bulk of my career has been training and helping with large-scale transformations within Large corporations, and I'm currently the director of development management at riot games in Los Angeles All right, so I'm gonna get right to it and I want you guys to meet Jack Say hi to Jack Really you're gonna do anything. I tell you you're gonna say hi to a power plant. Okay. It's gonna get fun today so Jack is a CIO of a typical corporation and that corporation has Let's say 10,000 or 100,000 doesn't make a difference people and Jack wants to transform his organization to Agile as soon as possible Okay, but Jack has a plan so don't worry and here's Jack's plan and I promise I did not copy this from anyone. So if it looks familiar Well, it is familiar So Jack's plan looks something like this start cross start training people across IT on Agile and that means scrum to him And then he picked Stacy who's a star in that Organization and told her congratulations Stacy in addition to your day job. You are now in charge of the agile transformation Stacy cried, but it was all internal, but that's okay They launched two pilot projects. They were doing scrum. It was very successful So he sent out a memo to all of IT and said by the end of the year We're gonna all be agile Any questions? No one asked questions. So the memo Went through and the plan is to launch five new pilot teams or five new teams every quarter And by the way, the CIO is very committed so he's meeting with Stacy once a month to make sure that teams are actually adopting agile and they Are getting an agile tool To make sure that things are good and consistent any questions Does this look familiar to anyone? Yep, do you know Jack? Are you Stacy? Maybe okay, so so the question we're gonna talk about in this session basically is is Jack's plan sustainable Is it organizational level and will it really yield agility or not? Now does anyone remember the title of this talk does anyone remember the title of any talks they attended today? So the title of this talk is the secret yet obvious ingredient to achieving sustainable organizational agility So my question to you guys I don't like to keep secrets to the end So what is the secret? What do you guys think the secret ingredient is? What do you think this is an interactive keynote? What do you think the secret ingredient is what else trust mindset iterations I Have a whole hour by the way to do this any other thoughts what the secret ingredient could be common sense yes Open culture all these are great So do you want me to tell you the secret ingredient or wait till the end? Tell you no one's patient anymore. It's a culture thing. All right, so the secret ingredient Basically is changing the way people think about work and their understanding of what it means to be agile any questions a Lot So let's think about this more I'll tell you a lot more about this throughout the rest of the session so What I want to do is also not just tell us tell you sort of empty PowerPoints, but I'm going to use stories from these four companies Sort of to weave in how they're using this ingredient how they're changing the way people think to achieve the sustainable Organizational agility and whether your story is similar to Jack's or to one of these that's totally fine You'll have a different story, but you'll see how all of this can mesh together and how you can achieve sustainable organizational agility The flow for today will be basically number one what needs to change about the way people think So if I'm coming out here and saying the secret ingredient is changing the way people think what about it needs to actually change The second is our understanding of agility The third is why Education is the key or this secret ingredient and then I'm going to pull stories from these four companies and Give you examples good guys ready Yes is the answer to that question are you guys ready? awesome All right first thing Changing the way people think so here's a Common mental model on how people think about building things just in general right? This is if we were to survey most of humanity This is how people would think you get an idea right and then you go through this phase of Designing and exploring the idea more to at the end, you know decide on what you're going to actually produce Okay, once you've decided on what you're going to produce you start to plan if you need to buy stuff for it If you need to you know hire people for it, then you execute it and you get it Pretty simple mental model no scientific research was behind this model right, but that's how people typically think now While this is fine There's really two different worlds of work and it's a spectrum. This isn't anything absolute Right, but work is on this spectrum one side of the spectrum I'll call task work and the other side of the spectrum. I'll call knowledge work So task work is work that pretty much doesn't require a lot of human Intellect or intelligence as you're executing it and knowledge work would be the opposite where a lot of it is dependent on thinking For example task work is building a building But the design of that building the blueprints are actually knowledge work Right, so coming up with the design of that building you go through a lot of you know Innovation and you throw out ideas and all that kind of stuff But once you decide on something the actual building is more or less task work All right, the key word here is more or less because again a lot of work sort of lands somewhere in the middle of that spectrum Right, but is it more towards this way or more towards that way? Teaching is a good form of knowledge work. I have no idea the exact words I'm going to say today and if you tell me I don't understand I'm not just going to repeat the same words again, right? I have to find a different way of explaining something Writing the book all those now the mental models that come with that are also sort of interesting The mental model for task work. It's more of a linear way of working Right, so I'm going to build a building. I understand the design. I get the material I start building it in a certain way. It's sort of like an assembly line Okay, and then knowledge work. No, it's a more of a non-linear way of thinking about work and technically you should have Points in the middle where it's good enough. You could ship it or you keep going more similar to how you write something Now without going into too much detail here because this is a we can we can take a much deeper dive in this But that's not the purpose here But there are these three aspects of how we work One is really understanding is the outcome even knowable in advance or not people that attended my Session earlier. I gave the example of writing right and if you're if you're writing something It's you really don't know what the outcome is exactly, right? You don't know the exact words before you start writing You have an idea of where you want to go and then when you actually start writing You learn more about what you want to say as you see the words and you read the words in front of you and so forth, okay? and For some things the outcome is not knowable in advance and for some things the outcome is knowable in advance like that I can do a lot of design Modeling simulation till I figure it out and then I go build it The second aspect is is our work based on tangible things things I can actually buy and sell and go get or is it more based on ideas and thoughts and the third is to the Execution of the work is it based on inspection and adaption which is basically as you're working You're gonna figure things out or is it based on this? Coordination and control that can be done up front, right? And then there's this spectrum right from an assembly mentality to a knowledge work mentality again We can talk a lot more about this But I just want you to get the gist of this spectrum the reason this is important is When we look at the work of Carol Dweck in her book mindset There's basically to she identifies two types of mindset Okay, and I'll give you a quick example because again I don't want to dive too much into this, but I want to give you the essence of what she's saying if You ask me Ahmed, can you sing and I tell you Actually, I have a horrible voice I can't sing at all. I have just demonstrated a fixed mindset to my ability to sing I believe that my ability to sing so you can fill in the gap there, right is inherently static Right, it was locked down were fixed. I can't sing it was determined at birth and I can't do anything about it Okay, versus if you asked me Ahmed, can you sing and I said well, I've never taken lessons I'm sure if I actually try I I can you know get better at it Do you want to help me out? That actually demonstrates that I believe that my ability to sing can be continuously developed My true potential is unknown and unknowable Now why are these mindsets important because actually when you look at how they affect? Not just how we think about singing or our personality, but how we work as well, right? They actually have a massive impact now if you take a look at the the left-hand side This is what Carol Dweck talks about the fixed mindset So the fixed mindset are those who believe that certain things can't change and The interesting thing is it leads them to a certain set of behaviors one is Avoiding to even try Okay, if I believe I can't sing Right, then I won't even try to sing I won't put effort into it and I'm gonna avoid any sort of failure It it has this inherent desire for them to look good Okay, and by the way, it's interesting. I'm giving you a bad example about You know, I can't sing but imagine if I actually had a nice voice. I don't but imagine Imagine if I had a nice voice and you asked me Okay, I may say yes, I can sing but I actually still could have a fixed mindset I believe that my potential which is high Was determined at birth it can't change Versus let's say someone else who starts at a different level but keep practicing Who's gonna get better over time? See my point. I believe I'm fixed, but I start I'm compared to everyone else I have the best voice right, but you're all in the growth mindset And so you keep practicing and working on it and then slowly I find myself was like wait a minute. What just happened now? What happens is if you believe that you're fixed Even though you believe you're here, you're going to avoid challenging yourself to any other realm because you have an Inherent desire inside of you to look good always Why because you believe you can't change it so you have to demonstrate it. I Can't develop it so I have to demonstrate it right and so they stick to what they know. Do you think they like feedback? Why don't they like feedback? mm-hmm and It gets really personal Right because I don't believe I can change it So you're telling you're giving me feedback about something. I don't believe I can change Right and I'm linking it to me versus a growth mindset that have this continuous desire to learn and develop Right. They're not afraid of putting effort into learning something new. They're Very okay with Embracing challenges and uncertainty and they love feedback because they believe feedback is a form of learning and It's not about them. It's about their current capability, which they know they're always working on Do you see the two mindsets? Yes, no Do you know people with a fixed mindset and people may have fixed mindset about stuff and a growth mindset about other stuff? So it's not like sorry. You're fixed. There's no hope for you Everything you're done, right? No, and and again, you're not born with one of these mindsets. It's the Conditioning that happens around you. So when I first read this book Mindset by Carol Dweck. I was actually terrified because everything it was saying don't do to your kids I was actually doing right. I was building the best fixed mindset kids ever and then I Tweaked my language and and worked on this now the reason I bring this up is Think about the mindset when it comes to managing uncertainty So when we're on this side of the spectrum, so when we're knowledge work area Let's take a look at how these mindsets respond to uncertainty So a fixed mindset approach to managing uncertainty looks something like this. I don't want to fail Right. I don't want to look bad. I know that if you tell me what to do, I can do it So I am going to put all the effort I have to have you Fix the requirements up front. I Don't care if they're called user stories sticky notes, whatever, right? But I have an inherent desire for you to tell me what to do and please do not change your mind Because the moment you change your mind You're actually putting me at risk of looking bad because There's a fear of failure The other mindset the agile mindset looks at managing uncertainty differently both want to reduce uncertainty But one is going to reduce it by fixing it. The other is going to reduce it by learning quickly So if you don't know, let's go and learn quickly together Now I'm going to show you and Jeff Patton uses this picture a lot But I'm going to take it in a different context Which is how to manage uncertainty and sorry how these mindsets Actually have an impact on such a basic agile practice like iterations So if we look at iterations basic agile practice Here's how a fixed mindset team could look at iterations They say hey tell me what you want to build and I'm going to build it in iterations Which is the top row but look at what that is their Intention as they build is not to learn and discover. It's to validate what you told them So I'm going to build the first iteration show it to you and say hey, is this what you want? Right, but the way they pick how to build things is not based on let's maximize learning and discovery Look at the bottom row. Can you see it? that first picture is It that's designed to maximize learning and discovery now. I want you to notice something Let's look at the bottom row for a second So the bottom row started with a state of more ambiguity which said I want a woman sitting in a pastoral position Right, and I said wait. Let me check. Is this what you want and The client said what yes or no. What do you guys think? They said no They actually said that's horrible Would you and your management consider that first iteration a success or a failure? Yeah, sure. We're not an agile conference. It has to the right answer is success But in reality I have seen so many teams that would look at that and say product owner Analyst Project manager team guys. We got to get it right the next time All right, this is this is a wasted iteration So they don't look at it as learning. They actually look at it as failure Right, and they look at it as like now we look bad in front of our client True or false So when we look at this mindset aspect this these are this is a basic agile practice Yet the mindset can have a huge impact on how it's executed And I have seen most teams Execute iterations as the top row not the bottom. Would you guys agree? so and the big difference again between the two is Do you want to help? Are you coming from a mindset of learning and discovery? Are you coming from a mindset of delivering and finishing? Okay now When we look at the agile manifesto, I just want to paint it in a slightly different light than maybe what you've commonly seen it as I Call the agile manifesto an answer to this how to manage uncertainty Using a learning and discovery mindset in the software domain So when we read the items of the manifesto Individuals and interactions over processes and tools the question is which of these two sides will actually help you learn and discover quicker talking to people or Using processes and tools which of these two sides will actually help you learn quicker working software or comprehensive documentation Which of the two sides will help you learn and discover quicker right? It's that growth agile mindset in the software domain Is this making sense? So the way I like to define agile is that agile is a mindset. I Hope I've substantiated that to this point This mindset can be applied to many different disciplines So far we've really cracked it on the software discipline or the software domain But what does it look like in marketing? What are the values and principles to help learn and discover quicker in marketing in operations and finance in education? That's the next one. I'm interested in right Education, how do you actually help kids learn and discover quicker instead of more of an assembly line manner? But that's a dinner topic. We can talk about So this agile mindset in the software industry is established through the set of four values We know as the manifesto grounded by 12 principles manifested through an unlimited number of practices all these methodologies we talk about are basically a bundle of these Practices together and that agile is really the mindset values and principles and The big question is are you doing agile or being agile? Are you approaching agile from a practices standpoint similar? To how an assembly line mentality person would say hey tell me what I need to do to be agile Do you see it? I've got that question so many times makes me sad people after a like big presentation of this So what do I need to do? Can you please give me the checklist? Because that's gonna reduce my uncertainty Okay Versus saying let me understand the mindset the values the principles and create something that works for me Right and being agile is being able to navigate Unknown constraints to help you deliver value at the end I created this picture because I really wanted to help people visualize the difference between being agile and doing Gadget so I took a typical two-week iteration put the typical scrum sort of ceremonies on it So you have your iteration plan your daily stand-ups your release plan right retrospective And I want to actually help you see this like the doing agile Is this much? The being agile is all the other empty space So when we talk about Changing the way people think we are not talking only about the doing Because after this daily stand-up what changes in the way a person works on a day-to-day basis in the way they Approach every little piece of work. They do that's what we're talking about here That's the being agile part Is this making sense now? okay, and To do that we really need to understand that this is not a journey to be taken by the developers right or the Scrum masters, but it's a journey to be taken by The organization because in that being agile everyone is working Right, it's not just let me change your behavior during the 15 minutes stand-up at the beginning of the day And then we're done and then please go back to your old way of working. That was great No, it's not that So let's go back to Jack for a second question is Jack is Jack's plan Helping people do agile or be agile do this is very much a do kind of plan Now here's my definition of organizational agility Organizational agility is a culture similar to how agile is not a process but mindset Organizational agility is not a process at scale. It's a mindset at scale It's a culture This culture is based on the values of principles of agile Supported by an organizational ecosystem, which I'll explain in a second and then manifested through personal and organizational habits It's how people work Not how they fake to work Not the temporary process that God help us will go away in six months Right. It's not that It's not you procure a tool. I have heard this many times people said by the way I just bought fill-in-the-blanks JIRA rally version one in a target whatever it is I am now agile Okay, keep telling yourself that All right, so this is my definition of what organizational agility is now When we understand this it's really a culture transformation not a process transformation I'm gonna hide the slide for a second. So don't think the the presentation went bad. All right, but who here in the room has been part of a Transformation before an IT transformation in your career pre-agile Right, so when we say this term I have been part of a transformation or we're having a transformation We're going through a transformation. I have seen it most of the time beyond the left-hand side We're rolling out a new ERP. We're rolling out a new workflow We're rolling out something big and hairy and gnarly and so we need to focus on Process technology new structures. It's about training cascading decisions. It's about a good communication plan and at the end of the day there is a notion of compliance Right, are you on this new thing that we just decreed that every one of you will be on? Now when we talk about a culture transformation, it's actually very different It's about the focus needs to be about people and culture the difference between training and education is massive Right, I went through four years of college to learn essentially how to program computer science, right? I can take people through a five-day course and they will learn how to program What is the difference? Did I waste four years of my life? Don't say yes, please. I'm assuming I didn't the difference is one of us Hopefully the person that went to the four years right was educated learn the underlying values concepts principle behind things and then they learned the tools and by the way day one on the job both people may be equal But one has a potential to accelerate much more than the other It's about creating a shared vision. It's about commitment to a new way of working I can't go around as like, okay guys, we're gonna do a quick audit on the agile mindset today So please everyone open your mind. Let me check your mindset It doesn't work like that Right. It really is a shared commitment with the organization. So again keep in mind Where in this spectrum your organization is is on now? I talked about this organizational ecosystem a few minutes ago This is how I like to view culture Does anyone I know this is a really weird request does anyone have a rubber band on them right now? a rubber band Yeah, I Actually can't see a thing with the lights. Oh Thank you So if you can see this Here's how I like to view culture Culture is this rubber band, right? That is formed by the elements inside of it Leadership their style their values their beliefs right this strategy. How do we set goals? How do we reward? How do we measure right? How do we make decisions this structure? How are roles and responsibilities defined right? How are? Organization structured siloed or overlapping or whatnot our processes when we look at the value chain end-to-end How do business processes work and then people? What are the fundamental beliefs of people right do they believe in collaboration or competition? Do they believe it and all these all these form the culture of the organization? So it's shaped by the elements inside, but at the same time that Membrane that rubber band that bungee cord also keeps the elements inside in sync So it's formed by the elements inside yet. It itself has a power to keep things aligned Now let me demonstrate to you What I think most organizations are doing with their transformation They take this wedge called process and they push it real hard Push it What do you think happens when that sponsor? removes is Removed or gets removed or changes or the coaches leave the organization whatever it is. What do you think happens? Right back. I don't call that a transformation I call that temporary pain and for the rest of the organization that don't believe in what we believe in it is temporary pain Thank God went away. Take your agile and leave Right because it wasn't a transformation It was actually a misalignment of culture your collaborative work approach was in total misalignment with everyone else The business people didn't care about collaboration really they cared about competition Right developers really could care like all these things and I'm not saying this is you know everywhere But I'm saying you have to be very aware of this Actually, I'm gonna hang on to it for yeah So when we look back at this triangle Okay Successful transformations from my point of view and from my experience move the entire triangle Because that alignment of culture is actually really important in the book good to great they were talking about one of the key successes of high-performing organizations is An alignment of culture and it's it doesn't matter what they're aligned on They could all be aligned on command and control, but as long as they're aligned Right, but it's not about an inconsistency. It's not about let's have a really collaborative process and a non collaborative structure Any form of resistance in your organization a lot of people come up to me this question the business people are Fill in the blanks the IT people are fill in the blanks leadership sucks right any form of resistance I want you to look at it like what's pulling in a direction that other things aren't pulling in There's a misalignment of direction So from my point of view you have to move these elements together You have to perform a common journey for these elements to move now We got to break them down because there's two distinct categories for these elements human elements and non human Strategy structure and process are non human elements leadership and people are human Where is the industry focused? Human or non human the first line in the manifesto says hmm Me confused you have to do both but in my opinion Which will give you sustainable Agility you don't change the way people think you put the most agile structures strategies and process in place There is a desire to break them There is a desire because you haven't changed the way people think or like worst-case scenario misused them Like I showed you with iterations sure. I'd love the idea of iterations, but I'm gonna use it with my fixed mindset I love the idea of stand-ups. That's a great status report. What did you do yesterday? What did you do yesterday? Yes, right? We're misusing these because we really haven't changed this the top part Now how do you change the top part and by the way, that's where I want to focus today Because I think there's a lot of great efforts being done on the non-human elements, right? A lot of new scaling frameworks coming out True great safe less dad, right? Actually, that's cool. Safeless dad, but anyway Or dad is safe less I don't know I'm not making fun of it, but I'm saying those are focused here on strategy structure and process By the way, which are essential elements in a transformation But what are we doing on our human elements? We're telling them Let's do it There's a lot of paradigm shifts that need to happen and that happens through learning Through deep learning and introspection and reflection There's coaching and I'm talking about professional coaching where people come to their own self-realizations And then there's mentoring which is applied application and advice of let me show you how to do this Right, that's how you start to transform the human elements now. Let me ask you something Which is easier to track the progress of? Non-human which is more tangible which is more and then go all back to our behaviors and as an assembly line worker This has a checklist Right, so the reason we're attracted to the non-human is because we ourselves haven't changed our mindset about the transformation We are still going up to people and say can you give me a plan for this transformation? Let's give me a step-by-step process to change my culture and quickly So the key question Was so what do people need to learn? What do people need to learn I taught them scrum? What else do they need to learn? All right, I'll give you another workshop on user stories. What else do you want from me? Estimation sure. Let's do another one on estimation All right But what else and that was the question we really were trying to answer with the International Consortium for Agile So I want to I want to introduce you to the work that's being done by I see Agile in this regard Take it use it. Don't use it totally up to you right and the reason I'm focusing on that because I think you guys all know the work that's happening on the Non-human elements, but I want to show you a little bit of the work that's happening over there And hopefully this could be of benefit to you So again what I see Agile does I see Agile is an accreditation and certification body They don't train But what they do is they gather experts from around the world to actually sit down and define what people need to learn and I'll show you that in a second then they accredit the learning they want to ensure that okay great We have this great set of people need to learn these things, but how do we ensure people are learning it? it's through accreditation and then When you see some of these learning tracks, they are long This is not a two-day class All right, and so you want to motivate people to pursue a journey and What we have found is sure for good or for bad for what it's worth certifications are a way for people to be recognized as pursuing a journey and I'll talk more about that and I'm gonna talk again. I haven't forgot our four stories will bring them into the mix as we talk Actually, I'm gonna talk first about sales force so Let's walk you through does everyone know who sales force is All right, so sales force is a pioneer in cloud computing CRM and it has expanded to take over a lot of that space It's the number one CRM tool and they now have a marketing platform and a support platform and Really, I think they were rated this year and probably consistently across several other years One of the best places to work for in the US now Sales force had an interesting challenge Sales force has their own agile methodology called adaptive delivery methodology Okay, now if you have your own methodology and that's what you want to teach And I think that's great that they have their own methodology. Why because they've customized it to what works for them Okay, so you want to teach it to all your employees Here's the challenge. What are you what are you going to do? You can't bring in external trainers They don't know the methodology you can't bring in some of the external certifications and Did certifications matter for them? Actually, yes, there are people right people at sales force said if we're gonna sit in a two-day class Give me something right. Give me something to show like when I leave that, you know There's some professional development in this and so they said okay We have an issue. We can't bring in like, you know scrum training or this or that training So what we're gonna do is we're gonna build our own certification And sales force has a very successful certification in the cloud and sales for space So they said hey, we have an experience doing that. So we're gonna build our own agile certification Make sense. Why not? It's an in-house methodology We can't bring anyone else to train on it. So we're gonna build our own internal certification. Do you think people like that? Do you think the sales force employees like that? Why not? Yeah, great idea doesn't achieve the purpose Right because the moment I leave sales force No one knows what the certification is And by the way, I've seen many corporations resort to creating their own certification program because nothing out there matches what they need Now That's where they that's when we met I see agile and sales force and I see agile Focuses on agile values principles mindset. So and it defines them through a set of learning objectives So when we showed them that listen, we have these eight learning tracks Now here's here's an important point If you're trying to build them a methodology less Education program, what are you gonna base it on? Like if you look at the scrum Alliance program, it's based on roles You have certified scrum master certified, you know product owners certified developer But it's based on the roles of that methodology But if we're not focusing on a methodology, what do you base the learning on? And so we decided to base it on a set of disciplines These are disciplines and crafts that are needed Within teams So you need coaching you need development you need testing you need leadership you need management You need value management need enterprise level coaching, right? You need these disciplines and then there's more disciplines coming out by the way, right? But each of these disciplines is defined through a set of learning objectives now Here's something really important. Why would sales force look at someone else's learning objectives and give them any weight? Because who developed the learning objectives So what I see Agile has done is it has gathered experts from around the world thought leaders and and real deep practitioners to develop learning objectives It takes around two to three years to develop the set of learning objectives for one of these tracks All right And so when you look at some of these names some of these names are well known in the industry And these are the people that have contributed to the creation of these learning objectives So if you want to look at it, it's sort of like when they created the agile manifesto and didn't focus on a methodology It was it's a continuation of not focusing on a methodology and deepening crafts right So each Track that you've seen like each one of these tracks has a set of learning objectives These are available for free to download like this isn't now you have to purchase each of these tracks for no Just go and learn about what these disciplines are Right and you can see here like this is one track You're talking about like 25 pages of learning objectives each of these is defined like Here's the purpose of this learning objective. Make sure you cover these topics like it's it's a great amount of detail And it's all methodology agnostic So you won't you won't find Terms like you know, you have to do a two-week sprint All right, or a four-week sprint you'll find time box iterations or any other form of limiting work in progress All right, so you can teach this using Kanban using scrum using whatever methodology But remember all these methodologies the purpose is to learn and be agile Okay so what Salesforce like was the fact that they could actually a Credit their material against the set of generic learning objectives Not breaking their idea of a methodology the other thing going back to the Salesforce was a really big challenge and had a scale How do they scale their training? They're a massive organization with hundreds of teams So if they brought in certain vendors then how can they actually scale that and so and again I quote one of the reasons they they used I see agile for this is because it was actually much more scalable than having in-house CSTs or in-house other kind of trainers Now basically through these stories. I'm introducing you to the work of I see agile But instead of showing it to you we're gonna talk about more stories now This story by agile X may be relevant for most of you or for some of you in the audience Agile X is a services company It is actually one of the leading providers of agile services to the US government and was recently acquired by Accenture Okay, now they have a really good agile practice, but here's their journey and how it looked like Basically as they were working with clients their coaches and their team members came back to them and said hey We need more knowledge on Estimation so the people at agile X created a workshop on agile estimation and gave it to them Hey, we need more knowledge about user stories. Sorry. Let me let me create something so this was this pull demand sort of manner of We we have these gaps in our knowledge help us right and it was all based on circumstantial situations now The other challenge is so why didn't they just send them to a training course? They couldn't take them off billable hours with their client for two to three days Right so this bite-size information giving actually worked perfectly for them the challenge. They had was inconsistency So the teams that asked about estimation knew how to estimate the teams that didn't We're doing their own thing right and there was Big holes and gaps in knowledge now again remember how we're framing this we're framing this in the light of Education and learning so what is the curriculum for them? Well, this is where again? they they they looked at what I see agile has to offer and They looked at a set of learning objectives and they said well wait a minute So we can actually use this as guidance on how to design courses Yes, so by the way, these are a set of learning objectives from one of the track again Each one of these has a whole you know paragraph a text behind it But the point is they could actually use this as guidance on design So they sat down their people and said wait as we give small modules to people make sure we're covering these topics Okay, but then they said wait a minute Do we have to teach them all together or can we separate them? We said at I see agile all we focus on is learning experiences not courses So they said great. So what they're actually doing today is they've broken down Right, they're learning experience into 15 modules Some modules are via video some modules are live, right? And they have a I think it's a three or four month program where people start They get these modules at a rate that doesn't break their work Okay, and then by the end of it and by the way the But so this is how the accreditation is done and what we do at I see agile is we we have a four-hour session with them Actually walking through the material and making sure it's covered. So what this does to the students is it's a guarantee that yes This material that I'm taking is actually covering the learning objectives Some other entity has validated that but the powerful thing for the student was tracking learning So they could actually get a transcript and see these are the topics I need to finish and these are the things I finished so far and either there's a things I haven't finished and that could give agile X and others a Really good progress status on what modules they finished what they didn't finish and what learning still needed to happen and when people finished all the learning they got the certification or the base level certification and They could actually track modular learning as well Through even community of practice events So they took the learning objectives and they sort of spread it out in a variety of different learning experiences So again some examples Let's move on to our third story just because of time and I know we have some intuit people in the audience So if I'm saying anything wrong you can correct me Anyone know who intuit is at least one person in the audience should know okay so Intuit builds accounting and financial software quick books turbo tax and again one of the I think in India. They're the eighth best place to work for and I know in the US They're like top 30 or something like that Intuit story was again different Intuit had a Journey like many organizations agile started organically so meaning a team Had an agile need they went and hired a vendor So one team hired you know scrum.org the other team hired lean Kanban instructors the third team hired CST The fourth team didn't hire anyone and open books and learn right and so they had many different ways of doing agile which actually they liked Okay, but the challenge was inconsistency of results and And lack of common terminology between the people doing agile now a couple of years back They shifted to a central model where there was an actual team Responsible for delivery across of agile adoption across Intuit globally and so that organization actually had a very clear goal of delivering world-class agility through enterprise-wide adoption of agile principles and So what they did was they actually built their own training program that focused on Agile principles and a common set of terminology and values and they started training this across 600 people initially And it was very successful the level of demand they had for this was as as you know was telling me like beyond their capacity Why because it actually gave people the gaps they needed and the common terminology that they could work with across teams Now the big challenge they had was what's next? What do we actually offer people now? We've we've done a great job aligning people on the fundamentals and filling in those gaps But what is the next part of the journey? I can't just give them fundamentals and stop And so that's where they started actually looking into what does an agile curriculum look like? Okay, and again, that's where we met with them Right as I see agile and they looked at this and they said actually this is the exact sort of curriculum We're looking for so we can and by the way, it was discipline based. It was value based So we can take people that are doing coaching through a coaching track We can take people doing development through a development track and so forth But they had a real issue that they had 600 people. They already trained What are we gonna do with them now? We're starting a new sort of quote-unquote certification program, but I Have already invested in 600 people. I'm not gonna reteach them that and that was totally fine Remember all the work done is based on did you achieve learning objectives or not? So we took a look at the 600 people that trained on their initial course what learning objectives They actually had finished and the learning objectives. They hadn't finished They created a little small Delta course for them that filled in those gaps and got them with the rest of the people on the journey Okay, now the key thing for them was their global operation. They had a big challenge with that because We like Flexibility, but we want consistency as well How can we achieve both and by the way, this is a problem? I've seen with many corporations like we don't want one flavor of agile But we want a certain level of consistency across our teams so that there's common expectations So what do we do and we have people in India? We have people in the US all over the US What are we going to do? We can't scale that much So what I say agile also gave them was a language to talk to vendors with Right, so they have their own internal in-house Fundamentals course, but when it came to all of these specialty courses They could actually talk to a provider in India and say listen We want you to design an agile project management course for us. Make sure it covers these learning objectives and Then a different provider back in the US and say hey listen design this course and make sure it covers the IC agile learning objectives So you can actually have customized courses for different whether it's global Reasons or or even variety reasons, but at the same time there's a certain level of Consistency Across that because all of them are sort of built around the same learning objectives I'll end with the story riot games Now riot games may be again similar to some of you.  By the way anyone heard of riot games All right, I didn't think so their target audience is much younger than the people in this room They have the largest played game in the world 90 million active players And the game is called League of Legends Now you've heard of it. Yes, okay So the target audience is still younger than the people in this room But I I play it every once in a while with my family as well the the point is They as a gaming company They could care less about Certifications and many corporations they don't care about certification But what they care about is competency building we want to have the best developers We want to have the best coaches. We want to have the best testers and so their relationship with I see agile Was for a different reason when you look at the I see agile learning roadmap what their target was is are these gold level? Certification these are what are called expert level certifications and those are competency based Let me explain what competency based means It means Let's take this coaching route, right? It means for someone to become a coach They actually need to learn about the fundamentals of agile They then need to learn about agile coaching agile facilitation and then they need to demonstrate competency Let me go back just so that you're you're following me it we're talking about this track So they take this knowledge based certification this one this one and then they can apply for this Competency based certification now the big question we had is how do you assess competency? How do you actually do that? Here's what we've developed We've developed a competency matrix Right that took the same learning objectives from a competency based perspective and said guess what? Here's what a beginner coach will demonstrate Here's what a developing coach will demonstrate what a competent coach and what a proficient coach will demonstrate and They give this rubric to let's say you're applying for the expert certification I see agile will give it to you and to the assessors. Who's the assessors? Three other agile experts that graduated before you Now the key is we call show don't tell We understand that people can talk about their work all day long as a coach. I do this and this and this and this Show don't tell So they actually have to submit videos of themselves facilitating agile team Right, they submit references of teams that they've worked with an icy agile contest them and then live on this video Panel they actually have to do Professional coaching 15 minutes of professional coaching 15 minutes of mentoring so the whole point and For the testing track They actually have to create a test plan and talk about in this case study which things will be automated So it's not a matter of filling out a questionnaire or answering an exam But it's really competency based demonstration now Why did this appeal to riot games because what they gave their coaches was this they gave them a goal? they said we want you by The end of the year will give you a year to get the expert certification That's it They created a pull system for mentoring the biggest challenge They had was they couldn't mentor all the people there because like what would the mentoring program look like and they believed in a Concept of well if I'm the director or whatnot like tell me what you need to grow I'm not going to keep knocking on your door and telling you would you like to learn this today Would you like to learn this today, right? So what they created was a pull system by giving people an objective that was far out and saying you got a year to do it and So they actually it was all self-propelled that they found the training for a facilitation They found the training for coaching and then based on this rubric they could read and say well wow I'm I'm really not there yet. I'm here right and I need to get to that competent level So to pass the IC agile certification you have to be competent in all these areas You have to demonstrate competency and so they would actually go back to their mentors and say I really don't know how to get from here to here. Can you show that and? That became a very different discussion than a push mentoring systems like let me teach you something new today Versus they are coming to them and saying how do I how do I actually teach someone something that you know blah blah blah Does that make sense? So anyway To to wrap up I'll and also sort of tell you a bonus story This is very dear to me to see University start to adopt the IC agile model and the University of Miami Miami University in the US is the one I want to highlight because it's a public university right It's a public university and they've integrated the learning objectives of the IC agile fundamentals into their core curriculum Meaning people graduating from computer science will actually have that base understanding of how to work as a knowledge work and Really for me, that's the future hope that you know in five years. None of us would be learning about the fundamentals Right students graduating would already have this and then depending on their craft and discipline They'll be learning what they need to learn So to summarize There's human elements non-human elements, right? I believe that the human elements will generate that sustainable organizational agility I think the coaching and mentoring is understood But again, I like it to happen from a pole system Hence the riot game story and the key thing here is the learning We're not investing that much in learning We're invested in basic training for people versus actual deep deep paradigm shift kind of learning and that's what I think I see agile presents so Secret ingredient. I hope we've came we've come sort of full circle changing the way people think about work and their understanding of what it means to be agile and With that Open the floor for we have two minutes of questions I know I'm over time, but they actually told me I get to 610 because we started No questions. Any questions one question You're welcome So The question is how do you measure the the and and this is why we've actually separated two types of certification One is the silver ones. We call those knowledge based certifications and Basically, what that is is you've acquired the knowledge So what? Right the goal has always been the competency based certification So that's really where the goal is. That's where you want to assess you want people to become experts, right? I don't want people. I mean, why are we even teaching one or two day courses, right? It's for people to develop competency. That's ultimately the goal and that's ultimately what we want to assess so The assessment is really built into this layer and the whole purpose of this is a journey We want to actually stop having people just take one course and stop Because that's what that's the behavior we've seen and that doesn't deepen people's agile knowledge in a certain discipline So they take a course they take an exam they get something is like yay. I'm done Like wait, where are you on this journey and have you achieved a level of competency that can actually be demonstrated to your peers One last question Todd I Think a mic is coming a lot of the that's a really good point So and and I haven't done that like research or dug deep into that touch point is well Couldn't all this need for certification basically be coming as a From people of a fixed mindset right and so this is sort of a self-fulfilling prophecy because they want to look good I think I think that may be the case with some people and I don't think we're gonna change that right because that's that's where their their mindset is and Our hope is through this learning journey, right? They'll actually deepen a a set of understandings that it's not about that right? It's actually about something different but there are other people that I have personally met that I believe have a very growth mindset and They're looking for tokens of Recognition or appreciation along the way it doesn't that's not their focus. Let's put it that way right, but it's a nice to have and When it comes to two things that are nice to have like you know if it's if it's no extra effort I'll take it But it's not what they see so the example I gave you about riot games They could care less about the certification itself, but what they were actually seeking is the journey of knowledge right and so They saw value those people saw value in that in that expert level where it was peer based Right and a recognition of like yes I have demonstrated that competency and it's a token of of that achievement, but I think you may be right Yeah, go ahead follow up. I think there's a and and it's interesting because I Think a lot of people even go but even with growth mindsets They go back sometimes to the fixed mind. It's a constant struggle and I think it's a continuous level of awareness and education and if we're trying to Say that some people will have a fixed mindset and never change that I think that's a fixed mindset from our perspective. I think it's it's a It's a stance to help them see a different mindset I mean in the book Carol Dweck highlights and I'll end with this how to change people's mindset, right? That was the last chapter and the first thing is actually educating people that there is a different mindset and I believe Through educational journeys like this or others, right? I really doesn't matter But having people understand that there are different mindsets and then it's situational with everything that happens You may be sort of defaulting to a fixed mindset It's reminding you that there is a alternative way of looking at it and those reinforcement mechanisms So even even if you look at this journey Todd, it's based on a mentoring platform, right?  Thank you guys


And welcome back. Today, we're going to talk about mutually exclusive events. So your first question is, well, what's a mutually exclusive event? Mutually exclusive events, just kind of like the name implies, is that they are exclusive from one another. Basically, either one of them can happen or the other one can happen, but they can't happen together. So basically, when we go over a couple of these examples down here, we're going to get a better idea of what we mean by exclusive events. So mutually exclusive events is the probability of two events occurring is the sum of their individual probabilities. So for two mutually exclusive events, A and B, the probability of one or the other happening, this little symbol right here for you guys' purposes just really means or. Event A or event B happening is equal to, again, their individual probabilities just added together as long as they are exclusive from one another, which means, again, either one of them can happen or the other, but not both. So again, so here's a couple of examples. When a number cube is rolled, so again, when you roll a number cube, you get the numbers 1 through 6, something like that, we want to find the probability of getting a number that is greater than 4. So kind of what we're looking for is the probability of getting a number greater than 4, which on a number cube, that's either a 5 or a 6. Using this little symbol for the or word here. So either a 5 or a 6 is what I'm looking for.  You can't get both. So that's why they are exclusive from one another. Again, getting a better understanding of what that means by exclusive events. So this is going to be simply just the probability of getting a 5 plus the probability of getting a 6. Just to kind of take them two, separate them apart. So the probability of rolling a 5 with a number cube is 1 out of 6. The probability of rolling a 6 on a number cube is the same, 1 out of 6. So with those two probabilities, now you add those together and you get 2 out of 6, which reduces to 1 third. So 1 out of every 3 tosses of a number cube is going to be a number greater than 3. And again, we can see that it's going to be a 5 or a 6 is what we're looking for. Number is greater than 4. And from that second example, when a card is drawn from a deck of 52 cards, so what we're talking about here is your standard playing cards, your decks of black and red colors with your diamonds and your hearts and your clubs and your spades and that kind of stuff. There's four suits, 13 of each card in every suit, your aces 2, 3, 4, 5, 6, 7, 8, 9, 10, and your Jack, Queen, and Kings. Those type of cards. Anyway, those type of basic playing cards. So what we're supposed to do is find the probability of a King or a Queen code. So basically what we're looking for is trying to find the probability that basically I draw a card, not Jacks, so we're not including Jackson here. So basically just a King or a Queen to kind of hire the two cards, unless you're talking about ace high, which is not relevant to the problem. OK, so I'm looking for the probability of a King or a Queen. Now again, these are exclusive from one another because when I draw a card from the deck, I cannot get a King and a Queen. That this doesn't happen. I can either get a King or a Queen. That's it. Those are my only two choices. I can't get both of them together from one draw. That just doesn't make any sense. So what this is going to be is, now I don't really have to change anything up, this is going to be the probability of getting a King plus the probability of getting a Queen. So basically there are four Kings in a deck, one for each suit, so that's four out of 52, plus same thing for a Queen. There are four Queens in a deck, one for each suit. So that's four out of 52. And you simply just add those probabilities together to get eight out of 52, do a little bit of reducing. This would be four over 26, which reduces down to two over 13. Two over 13 is the probability of drawing a King or a Queen. Remember, this little symbol over here means or. So a little bit different from your independent and dependent events, which I've done in a previous video where it was a lot of and for these. What's the probability of this and that happening? So this is using this or word here. Anyway, those are a couple of examples of mutually exclusive events. Again, that exclusive means that these events are exclusive from one another. They can't both happen at the same time. From either, for example, rolling one number cube or drawing one card from a standard deck of cards. Anyway, so that is mutually exclusive events. Thank you so much for watching. Do appreciate it. And we'll see you next time.


YouTube has new language translation tools to help you grow by letting you localize your title, your description, and other metadata about your videos in languages other than your own. So when people are browsing YouTube in those other languages, they can find your content more easily. Here's how it works. Take any of the videos that you created, click the info and settings button, and then go to the new translations tab. In the translations tab, you can now set your original language. And of course, mine is English. And I'm going to set that as the default for new uploads. And then I can translate the title into other languages. So for example, I'm going to translate this video's language to Chinese Taiwan. And once I've chosen the language, I simply enter the text. And I'll hide myself so you can see this just like that. Now, of course, I didn't translate this. It was my wife who wrote it because I don't speak Chinese. But you get the idea. Once you've translated it, you click Save. And now YouTube will show this title to anyone who's browsing YouTube using the Chinese language, which is right here. How does that help you grow? Well, when people search for content in their local language, they will find your videos a lot more easily if you translate your titles and your descriptions into these other languages. Do you think this will help you grow? Are you multilingual or do you have friends who can help translate your most popular videos into other languages like Spanish or German or Russian? Tell me in the comments below. Because in yesterday's video where I talked about badges, which incidentally lots of you loved, some of you were very critical, like MysteryBop, who said, George, this seems completely useless. He's talking about the badges. When are you going to make a video about something that actually helps partners? Well, MysteryBop, do you agree that this video helps partners by encouraging you to use translations for your video titles and descriptions? And for those who really enjoyed yesterday's video about freedom badges, I talked about how you can be approved to always have your comments appear for everyone to read so that they don't potentially get flagged for spam or a manual review. And we looked into it. Right now there's no way for us to use the YouTube API to figure out who's been approved as a YouTube commenter on the Freedom Central Channel. So for now it's a manual process that I currently approve commenters. And so if you feel you should be approved, tell me in the comments below and I will approve you if you leave meaningful and helpful comments and you don't spam. Because of course we want people who leave good comments to always be visible to the freedom family so that we can all help each other grow together. Because that is the spirit of freedom. We help each other grow together as a family. And there was one other tip from the previous video, which is my investor meetings finished in Kuala Lumpur where viral reactions said OMG the camera is so clean and clear I don't have a camera I use my phone and it's pretty bad quality. Well viral reactions I use my phone as well. This video was taken using my Samsung Galaxy Note 2 cell phone. It's not a special camera it's just a regular cell phone so if your camera doesn't have a good video then maybe you should upgrade your cell phone to something else. What cell phone do you use and do you really like the video quality of your cell phone? Tell me in the comments below so we can all see what people use to record their vlogs or their selfies or when they aren't in front of their computer. And who am I? I am still blue shirt Papa George because I haven't gone home yet since the last time I made a video so it's a good thing you can't smell me because it wouldn't smell too good. I need to get home and take a shower which I'm going to do right after I finish publishing this video. Who am I? I am George CEO and founder of Freedom and you've been watching and we will grow together as a family because this is the Freedom family. You are part of it, we are all part of it and we're all growing together. So grow with us and partner with Freedom. That play now button right there on the video bar is all you need to click to get started.


All right, so hi everyone, I'm Dennis Christian, I am a chief scientific officer at Nebula Genomics and I'm happy to be here today to tell you a bit about our work on combining genomics and blockchain in order to address some of the obstacles that the field of genomics has been or still is facing. So the foundation of what we're doing was essentially late about ten years ago, actually about the same time blockchain or Bitcoin was invented and the foundation is what's called next generation DNA sequencing. When the first genome, the first human genome was sequenced in 2000-2001, the whole process took over ten years and it cost three billion dollars. If that price didn't decrease then we wouldn't be talking about genomics today, but fortunately what happened over the past 15 years is a hyper-exponential decrease in price as sequencing technology advanced. So we went down from three billion dollars to less than one thousand dollars today, making personal genome sequencing affordable to many people. And this naturally opens up a lot of opportunities for individuals who can get sequenced to learn about various issues like health risks, medications they should take, whether they're carriers of certain genetic conditions and so on, but it also creates opportunities for pharma companies who are increasingly interested in accessing genomic data sets and using that data to facilitate drug development at different stages of the drug development cycle. And because of that there's an increasing interest in the industry of getting access to genomic data sets. So those are just a few examples of publicly known deals that happened over the past few years. Most recently, just a few months ago, there was an announcement that GSK, a big pharma company, invested 300 million dollars in 23andMe, which is currently one of the leading personal genomics companies to get access to the genetic data of their customers. And I briefly touched on different opportunities that exist. This is just a more comprehensive overview. So for patients and consumers, from sequencing your genome, you can learn about disease risk and increasingly be able to take preventive actions to actually not get sick. You can also learn about pharmacogenomics, which means that you can learn which drugs you should take and which drugs you should not take, because you are at risk of having side effects. And then you can also do something called carrier screening, which essentially means finding out which pathological genetic variants you have that do not cause a disease in you, but might cause a disease in your children if your partner also happens to have such a variant. And for pharma biotech companies, there are several opportunities as well. Drug discovery is one, so really do rational drug discoveries and just essentially random screens, as it's still commonly done today, to identify those genes that are associated with certain medical conditions and then designing drugs that modulate its activity of those genes. Then genomic data can also be leveraged directly during clinical trials. As mentioned during the previous talks, the costs of drug development are very high and getting higher because more and more drugs fail through clinical trials. And one potential approach to addressing this issue is really not recruiting people for those trials who are more likely to actually have a positive response to the drugs or people who the drugs are more likely to work on. So the basic idea is just to consider those people's genomic data when recruiting them and pick them based on that. So really build drugs that take into consideration people genetics. And genetics can also be used, or genomic data sets can also be used for what's called post-marketing surveillance when companies look at what side effects occur and how efficient the drugs are in different populations of people. But there are currently a few problems surrounding the utilization or generation and sharing and utilization of genomic data that are summarized on this slide. First of all, there's problems on both sides, on the side of patients, consumers, as well as on the side of the pharma and biotech companies. What we have with patients and consumers today is that essentially not enough people are getting sequenced. So if I asked, like now all of you, have ever used a genetic test or sequenced your whole genome? Maybe you just can raise your hand. How many people know their genome? Like two people. And I assume it's also probably not proper whole genome sequencing but rather one of those cheaper tests that look at only a small fraction of your genome. So that's a problem. It's already affordable today and you can learn a lot from it, a lot of useful information, yet you're still not doing it. So we need to fix that. And we're essentially trying... What we're building is essentially our main goal is really incentivizing more people to get sequenced and to share their data. And one core problem is that people still have to pay for their data, for learning their genetics, and most people just don't see the value of it or they're not aware of the opportunities. Then another issue is how many personal genomics companies today operate. So the business model revolves around essentially collecting their customers' genetic data and then monetizing it themselves. And what this means is that those people, to some extent, just lose ownership of the genetic data and have no control over who gets to see it and for what purpose it's used. And this lack of control and transparency just is not acceptable to many people. And given that system, it's also often not clear how exactly the data is protected and who's responsible for protecting it or if it's protected at all. And when companies monetize this collected data, they do not compensate the actual data owners, all the individuals, which is another issue. So all the things essentially lead to the result of the surveys that I just did that has shown that very few people are getting sequenced and sharing the data. But this model that we have here that essentially just shows this flow through these personal genomics companies, which act as middlemen, also creates problems for pharma and biotech companies. First of all, the issues with consumers that I just described lead just to the general lack of data. But this is made even worse by the fact that we have then such data silos essentially every personal genomics company becomes a data silo, and they don't share the data among each other and they often have data in different formats, which makes it for researchers very difficult to access data that they want. And because of due to those middlemen, researchers also don't have direct access to patients and consumers. It becomes more difficult to, for example, ask for additional information that is required to do for the studies. And prices increase as well. Those middlemen, you know, they want to make profits as high as possible and they're charging accordingly for the data. And they are all possible challenges associated just in this handling of genomic data related to just retrieving it, storing it, analyzing it, which I will briefly talk about as well. So this is a survey we did ourselves, and its results are similar to other surveys too. As expected, you know, very few people responded to have actually already used any kind of genetic test, only 2%. For most people, they just consider it too expensive or just not worse for what it offers about a shirt, 29%. And other shirts have privacy concerns and the remaining people have all different kinds of issues. And then in terms of cost, many people really think that, you know, $1,000 is too much. And what they're willing to pay is about $100, which is what today those cheaper genetic tests usually cost, but they are much less comprehensive and the results are much less useful to both the individuals as well as the researchers who want to use the data. Then the data access issue, as I mentioned before, data fragmentation is one issue. There are those for-profit biobanks that have their own data sets. The non-profit biobanks also have their own data sets. And currently there's no sharing between those happening, even in some cases when they're just, you know, publicly available online. Like for example, for the personal genome project, it's still often not integrated and it's difficult to make them interoperable. Then genomic data, at least raw genomic data when it comes out of sequencing machines, it's pretty big. It's about 200 gigabytes per person. So it's really difficult to just, you know, send it around on the internet due to this data size. Then there's a lack of automation. So as a researcher who wants to access a larger data set, it means that you have to manually go out to those different biobanks, talk with someone there, ask what data they have, tell them what you need or shade prices and so on, transfer payments after that, sign contracts. So it's a very manual process. It just makes it very difficult and slow to collect data. When we spoke with pharma companies, how long it just takes them to collect data, what you heard is that in just half a year to just get the data that they need. Then there are regular restrictions when it comes to accessing data. For example, some countries, like China, are quite strict about it, and simply do not allow genomic data of Chinese citizens to leave country borders. So all genomic data of Chinese citizens has to be stored in China, which obviously makes it difficult for any kind of non-Chinese western company to access this data. And of course, privacy risk as well, whether perceived or real. They just deter people from, you know, participating in any kind of data generation or sharing efforts. And when it comes, assuming you actually acquired the data that you want, and then you want to store it, manage it, analyze it, there are a number of other issues you have to deal with. Storage space is one. Genomic data is quite big. At least the raw genomic data. So as of now, I think the biggest source of data that we generate, I believe, like YouTube and Twitter is also pretty big. So text data and video data are pretty big. But there are some predictions saying that genomics are going to take over and be the biggest data source that we will be generating in the coming decade. So it's predicted by 2020, we'll be talking about exabytes and by 2025 about set-up bytes of data. And you need to store this data somewhere, so that's a problem. And obviously, then you also need to compute power to process all those data, some of the typical algorithms that are executed on genomic data are quite resource-intensive. So in addition to storage, you also need a lot of compute power. And when you do analyze the data and you're dealing with large data sets, it's always a question how to organize the data, how to keep track of what you're doing, how to make all the results reducible, and so on. So those are issues as well. Now, after talking for a while I want to tell you about what we think can help address these issues. So this is a model that we are proposing and are working on implementing. What it essentially is, it's a network, a peer-to-peer network that uses blockchain and that connects, that consists of individuals which can be consumers, which can be patients, which can be databases. And it connects all of them on a single network and makes them essentially accessible to researchers at pharma biotech companies or in academia. So what those researchers can do, they can query what data is available, figure out what they need by sending queries to the network. And then they actually also can compute on that data without moving the platform of the system. So it's a distributed computing platform. So they just submit their workflows, they make payments and then get results back. And what this arrangement enables is a number of benefits for both patients and consumers as well as pharma and biotech companies. For patient and consumers it means that having this kind of direct connection with researchers means that it comes in and let's say the data that he looks for is not there yet, he can actually subsidize the sequencing costs so he can fully pay the sequencing costs of that individual. So for people it creates an opportunity to get sequenced at a much lower price or potentially even for free. Then they also stay in control of the data and can decide who they want to share it with and when they do so do it very transparently and that's what blockchain can help with which I will talk a bit more about later. The model of keeping the data in place also contributes to data privacy since access to data can be restricted by the individuals themselves. And obviously individuals can then also get compensated for data sharing so this platform can function as a marketplace. We think that many people will share the data for altruistic reasons simply because they want to support biomedical research and drug development but they have the opportunity to share the data as well. And all this will, we believe, lead to an increasing genomic data availability. For pharma and biotech companies the system can function as we call it end-to-end genomic service platform so a researcher just comes in, queries the network finds the people who are of interest for the study if the data is already there pays for access then access the data, computes on it gets results. If the data is not there yet subsidize the sequencing costs the data is generated then access the data and analyzes it. And it also enables faster access to data because what we hope to create is really a single network with a single point of access where researchers can go and get access to a much larger data set and through that address all those issues about data fragmentation and data silos. What it also offers is direct access to patients and consumers so it's not just about dead data but actual access to a person behind the data and dynamic data generation. So when a researcher wants to know additional things that are necessary to conduct a certain study he can just go ahead and do a survey or just send a direct message to that individual on the network. And you know removing the middleman also makes consent management much easier which is right now quite an issue when it comes to health data in general. Blockchain which is you know a immutable public ledger it's very well suited for just managing access control and consent. So individuals can just add entries to it saying I allow my data to be used by that researcher for that purpose then it's immediately visible to all participants and then this concert can be revoked later by adding just another entry to the blockchain. So this just illustrates the genomic data generation part which is quite important because you know most people have not been sequenced to date so the data is simply not there actually generating the data is a core of our mission and we think we can automate and paralyze and make this data generation more efficient through blockchain and smart contracts so you know data buyers researchers can just query and identify people who they are interested in then deposit a certain amount of tokens in a smart contract this can then be accepted by those individuals through execution of that smart contract the tokens are transferred to a sequencing facility the data is generated and then made accessible to both the individuals who belong to as well as the researchers who pay for the data generation. This illustrates how the platform looks and works like so there are essentially three components to it the first one is the storage system so without going into much detail we're using a distributed storage system that essentially supports all available clouds you know like AWS, Google Cloud Microsoft Azure cloud and so on so the data can be distributed across all those different clouds stored there securely encrypted form and be computed on which is the second component of the system so it's a distributed computing platform that manages workflows in such a federated environment where the data is stored in different places and it uses different common standards for computing and integrating different bioinformatic tools and it supports because of that all those important things like version control and reproducibility and so on so the important thing is that blockchain is used for constant management access management so the data itself is stored off-chain because obviously blockchain is not suitable for storing petabytes of data and the third part is actually our blockchain that fulfills several functions as I just said mainly constant management it eliminates middleman and creates this public immutable or like append-only database through smart contracts it enables fast paralyzed data data purchases and the concept of the data access can essentially be managed by multiple parties who hold who hold split keys so that there's no single party relying on so that interviews don't rely on a single party to just manage access to the data so this essentially just distributes trust across a large number of network participants and then again once the data is generated data access can be purchased again smart contracts similar to the data generation scheme where payments are made accepted and then the blockchain so-called valid data nodes they just collectively decrypt the data each of those nodes holds a key share and then makes the data accessible to researchers who can compute on it and data protection is very important to us we touched on these different properties of the system that ensure data protection here they are again summarized one is just distributed storage and computing bringing computations to the data instead of sending the data to someone that's obviously helps protect data privacy because data can be analyzed in a controlled environment so what I haven't spoken about at all today is privacy and Kensington technologies that we're using for example right now we're working on a homomorphic encryption based scheme that enables the data to remain encrypted while it's being queried and later we look to add additional computations on encrypted data especially genome-wide association studies and then blockchain technology of course also adds to data protection as it enables a very transparent way of data sharing multi-party data access control and also governance of the whole network that incentivizes all participants to govern the network in such a way that maximizes data privacy and protection and what we're hoping to achieve by doing all this is essentially network growth driven by different factors sequencing costs first of all will keep going down which will make it more and more affordable and it will be a great sequence where people can easily pay themselves or researchers can come in and pay the costs for them then as the network grows its value will increase there will be more data bias will be attracted from the industry more researchers will come in will be willing to pay more and more for the data and as researchers also learn more about human genetics it will become more and more useful to know your personal genetic data and more people will be incentivized to get a sequence and share the data yeah, that's it, thank you alright thank you very much for this presentation in the interest of time maybe one question and then we'll just have Roman yeah thank you very much do you see this correctly your main audience for the whole thing is actually the industry or do you see any good connection to do this in science in the open is there a good approach or applying this approach there as well well, I mean researchers in academia they obviously also use I need genomic data the research they do is just less focused on developing new drugs but more focused on just basic understanding of human genetics we want this we will make this network accessible to them as well but the way we think about it is that in most cases when an individual is approached by such a new researcher for academia we think that individuals will be compelled to just share the data for altruistic reasons to support research while in cases where they're approached by farm and biodec companies individuals will actually be willing to wanting to monetize their data so I think the incentives are just a little bit different but we want the data to be shared with both those parties


Welcome to ToffyTV, the Everton News Daily. Quite transfer link heavy today. It's going to be like that all summer, probably going to pick up when players are back from holidays and managing the stuff and things that, you know, rumours start going around a bit faster and things that, you know, we get a bit more activity so let's go straight into it. Marseille are interested in Yerry Meena reported that there's a £20 million interest fee or willing to pay £20 million. I just, I just snatched it off for £10 million to be honest. I think he's got a year left. He's had 11 starts in the Premier League. Listen, we need someone who's inconsistent. There's no doubt we're going to be looking at centre-backs. Tarkovsky obviously heavily linked. That looks like it's going to be, you know, quite a possible deal or move. So £20 million for a play that started at 11 starts in the Premier League last season. I think he had 13 appearances but, you know, you want at least 30, 35 starts from your centre-backs otherwise you're just losing consistency. So for £20 million that would be great. I don't know how realistic that is, how true it is but that would be great. And I think Yerry Meena would suit the French League. It's a bit slower, you know, not as intense. A bit more relaxed on his body. So I think that would be a good move for me and whether we get £20 million or not, I'm not sure. But obviously great defender, just a shame that he's being on a glass, let's be honest. 11 starts in the Premier League is woeful to be honest. For someone who should be your first team, a defender is crazy. Lampard is reportedly interested in Christian Ericsson. Obviously he's available after a short spell at Brentford. Brentford were a team that took a risk on him and it paid off massively. You could probably say they're signing off the season last season. He had 10 starts and he got four at this one goal. They were just above and about to relegation. The relegation saw him when he came in and he transformed them. We watched him at Gooders and Park. He was completely controlled the game, controlled the midfield. He's had a great player, 30 years of age. He's on a free but I think for whatever to need at the moment we need to be looking at. Obviously the Tarkovsky thing is he'd be going into a young back four and he's had experience that we need someone to show what the defence is. I think in terms of midfield we need some pace, power. It's great having a player who's creative but we've got that in deli alley thing so if we're going to play a player who's going to unlock teams and control the midfield maybe that could be deli alley. I think in terms of midfield we should be looking at number six or big box-to-box midfielder. In terms of midfield another midfielder we've been linked with today is 22-year-old Czech Dekore from Lens. He's another big box-to-box mobile tight midfielder and he's young, hungry. Probably won't cost that much. He's been linked with Palace. Very interested in, apparently Vieira really admires him being a midfielder himself with similar attributes. They're apparently closing in on a 50 million deal. I don't know how close that is so whether Everton can go and maybe swoop that in. I'm not sure whether they've got the money yet or we have to have to sell someone first. I don't know but listen another young, hungry, mobile player who looks really good so I think 50 million is a fair price for a player like that. Another player we've been linked with, another young player, Brozier. He plays for Chelsea. He was on loan at Southampton. I see he's got nine goals in the Premier League. I think he's 20 years old. Listen all these transfers that it all depends on if we can sell players. I think we're probably going to sell Dominic Hamilton with Charles in the season. The problem with that is we have to replace the goals. I think if you sell them both on one, both in the same summer, that's all our goals.  I think with Brozier, the goals as a number nine like he is you want to be seeing at least double figures, 15 if not 20 goals, which is what you'd expect from Dominic Cavalloon. He's fit all season so if you're going to go in for Brozier, you'd want to keep all of it Charles. He's hopefully going to get another double figures if you keep all of him. So it's a bit of a less of a risk. Brozier is a good striker. Someone I would definitely look at but again, like I said, it all depends on whether it Charles and goes or stays and whether Dominic Cavalloon goes or stays. So there you go. Obviously heavy transfer storied Everton News Daily for you but we're going to get that a lot over the summer. So subscribe, please like this video, hit the little bell for notifications if you want to be notified when we upload and if you want more videos including live daily videos, join us on Patreon. Thanks for watching. See you later.