Good afternoon, everybody. How are you feeling? Lovely. Okay, so we're going to keep this one a little bit interactive, in fact, a lot interactive. I'm feeling a bit lazy, so I'm going to do as little as possible. This topic is part of a wider set of initiatives around what we call no projects. Moving away from project management, project managers. The good old Gantt chart. And moving towards this concept of continuous flow, continuous delivery, and continuous, in fact, everything. Now, I'm not going to talk about no projects. That's a much wider conversation. Today I'm going to talk about the most important part, the business goal or the outcome. And each of us here are going to create one or two or three outcomes for our teams or our organization. So let me just start with a little bit of a history. Project management, we can date modern project management back to about the 20s and the 30s. Its precursors date back to about the 1600s. Obviously, the pyramids were a project. But as a mechanism for delivering something in a structured way, some of the earliest references we have are about the 1600s. And we can see the fingerprint of the industrial or the pre-industrial times, the industrial revolution, scientific management, globalization. Each of these initiatives have left their fingerprint on what we now think of as project management. But the problem is we've actually reached in many ways a new way of working, a new way for organizations to think and deliver value. This focus on project management that we've had for 50 years at least is actually starting to damage our ability to deliver. So this is the technical definition of a project. This is my definition of what no projects is. And I will do the cardinal sin of presentations I'm going to read from the slide. No projects, the alignment of activities to outcomes. Work must always be aligned to an outcome, not to a statement of work, not to an idea but a business outcome, measured by value, not by cost but by value, constrained by principles and supported by continuous delivery technologies if you're talking about the IT space. But this works outside IT as well. So this is what no projects is. Now the only key here, outcomes measured by value because that's what we're going to focus on for the next 45 minutes. The reason we do this is that we've entered what I call this continuous culture. Everything that we do is continuous now. And not just in the technology, continuous integration we've been doing for 10 years. Continuous delivery for three or four. But continuous feedback, continuous measurement, continuous HR, continuous legal. This expectation that our clients and our customers and our users have of us of continuous value generation is actually starting to impact on many legacy organizations who are unable to adopt this continuous mindset. So this is why the change to this continuous culture is why everything we're talking about for the next 45 minutes is real. Got it? All right. Let's change the question. And this is where the crux of everything lies. Who here is a project manager? I'm very sorry. Okay. All right. Have you been asked the first question? How much will this cost? Yes? All the time. It's what the business case is for. All right. Forget it. It's the wrong question. How much does it cost? If you answer that question, you are propagating a fallacy. You're propagating that the work that I do has a cost, not a value. Now, I was a project manager once upon a time. I am still technically Prince II certified. In fact, I'm not actually agile certified. Just Prince II. So there you go. But how much does it cost was always the question we tried to answer. The business case had benefits, but more often than not, we knew what we were going to do, and then we invented benefits to convince finance to give us the money. And finance tech didn't care about the benefits. They knew we made them up. They just cared that how much does it cost, because that's going to go in their budget. And this constant focus on cost and cost drivers completely changes the way that we view the work that we do. It has led to this. How many of you have had project budgets or divisional budgets cut? Most of you? Yeah. Why? Because finance doesn't see value. They see cost. So we have to change the question. It is not, we're going to create a widget. And that widget is going to cost a million dollars. All right? We change it. What is that widget worth to the organization? Is it worth $500,000? Is it worth $10 million? If it's worth $10 million, how much are you willing to invest to achieve the widget? And if you're willing to invest, say, 10% of a potential profit, then a million dollars makes sense. If it is worth the organization $500,000, then spending a million dollars makes no sense. Now, all that matters in this equation is can we deliver value to achieve a meaningful material outcome within the investment envelope available to us? It doesn't matter how much it costs. All that matters is can we deliver something within the envelope, the funding that is available, something of value? If the answer is no, we don't start. That's a lie, regulation, legislative projects. There's all sorts of other rationales for doing work. But in principle, all right, we work because we're creating value. Does that make sense? Beautiful. So outcomes over outputs. I'm going through these slides pretty quickly because most of this session is going to be doing this. Understand that doing something is irrelevant. Creating value is what's important. What we do shouldn't matter. So who's the project manager over here? Hands up, you're a project manager.  That'll do. What are you working on right now? Can you tell me? Okay. But what's the product? Software for semiconductor equipment. Sounds fascinating. I have no idea about that domain, so you're going to have to forgive me. Some of the questions I ask you aren't relevant. Software for semiconductor. Okay. Why do you create that software? That's a good answer. So let's dig a bit deeper. Why? Why are you selling it in the first place? Unless the problem is solved for the customer, it would lose millions of dollars. Beautiful. All right. So we're saving the customer money. That's brilliant. That's a good answer. All right. Now keep that in mind for a second. Somebody else? What are you working on? Software that will help the customer reduce support time. Why? If there's need for support, they will have to go to different clients to get the answer. Now this is an interesting case. Now the outcome that you're trying to achieve is to reduce the need for support or reduce the time for support. Okay. Dig deeper. All right. Why? Time equals money. Yeah. I will say one thing here by the way. All right. Who here is selling software? Nobody? Okay. That's good. Now a lot of people when they define outcomes will define it around money. And they will say that we need to make a million dollars. All right. Our target, we're going to spend $100,000, I mean to make a million. That's our target. That's the business outcome that we're trying to achieve. Now that's rubbish. Why? Can someone tell me why that is the wrong outcome? Yes. I do tend to say the same thing again and again. It's because it's important because if you're focusing on the money, you're not focusing on the value. Now, you still need to make money. You still need to be profitable. All right. For those of you who were here yesterday, I'll repeat the quote. Profit is like air. You need to breathe to live, but we don't live to breathe. So if you go down and you're looking at why do we do this? Why do we do this? Why do we do this? Five wise. And you come to make money. You've gone too deep. You've abstracted it too far. That is now meaningless. Come up a level. All right. We don't. We are not in business to make money. We are in business to provide a product or a service to our customers to solve a need. All right. Making money is how we show that we are actually solving that need. It's a measure. It's an indicator, not the reason. Make sense? So let's look at a couple of these. We're going to create some outcome profiles. You're going to practice this because this is hard. All right. And unfortunately, the two examples I've called from the audience were actually pretty good. So I can't really complain. But defining outcomes is very difficult. I spend a lot of time with organizations trying to help them understand the value behind something. They've spent decades creating financial structures and processes that are entirely built around cost. They are entirely built around making money. And they've lost sight of value. Value is an afterthought. All right. And in fact, project managers is benefits realization in your remit? Or does that happen sometime in the future after you've delivered? Future? Yes? So even the concept of the benefits that we have convinced finance and community organization to fund us to deliver is outside our remit. All we care about is the work. And we're focusing on the wrong, bloody thing. So let me give you two examples. Then we're going to start to drill in and do these ourselves. So these are two examples from a startup. Active subscribers. We carry a little description that gives us some context because people who read this outcome profile should, without any prior knowledge, know what this is. Once again, I'm going to read the slide. I'm sorry. Subscribers who have logged into the CN app more than once and have completed 80% of their user profile. You'll notice certain characteristics of this. These are meaningful definitions. If we just said number of people who have downloaded the app, then that would actually not be representative of realizing the value.  If your KPI is measured on downloads, great. But it's actually meaningless. If your KPI is measured on people who actually use it, then you see that 20, 30, 50% of your users don't actually reach this point. Then your job is to fix that, is to find ways to get those people who do download it to stay, to, in this case, complete their profile. Now, here we look at some characteristics of the outcome. An outcome needs to have a measure. It can be qualitative. It doesn't always have to be quantitative. I don't mind measures which are subjective, as long as we are very clear about that fact. In this case, the measure is the number of active subscribers based on this definition of what an active subscriber is. The baseline, how many do we have today? Zero. We haven't actually launched yet. How many, what's our target? Notice that the target is time-bound. We want 100,000 in about three months. If your target is a percentage, then you don't need to make it time-bound because that percentage remains true no matter what duration of time that you're in. If it is not, if it's an absolute number, then you should bound it by some physical time measure. Budget, how much are we willing to spend to achieve this outcome? And this is critical. This tells you how many team members we can afford. It tells us how quickly we can ramp up. It tells us what it's worth to the organization. This organization is willing to spend $6 million to achieve that outcome. Now, it doesn't mean they'll spend $6 million. It means that they plan to spend up to $6 million and every week or two weeks, they will actually measure the outcome. Have we achieved the results? And if we have not, then let's inspect a bit deeper. What can we do? Now, we can make mistakes. Perhaps our target was unrealistic and thus we only have two things we can do. We either say, you know what? That's impossible. So therefore, how much we can spend needs to go down. Or that we need to spend this to achieve this in a longer time period. So we can invest longer term. Dependency is none and the owner who actually owns this outcome. Who's accountable? It doesn't have to be the head. It's not going to be anyone in the organization, but someone remains accountable. Here's another example. Staff satisfaction. Happy staff are productive staff. We want people to be happy. Now, in this example, we've actually got two measures. We've got a retention measure, which is what we call an inferred measure. The retention doesn't tell us how happy staff are, but it is an indicator of how happy staff are. It is not direct and there are other factors, but it indicates. The second one, NPS, Net Promoter Score. How likely are you to promote this place of work to somebody else? Baseline, 94, Target, 98. Baseline for NPS, 6+, Target, 2+, Budget, Dependencies, owner. Same as before. Does that make sense? Yes? We're now about to do this. We're going to spend the next little bit creating these. In all of your bags, you've got pens and paper, so pull them out. Here's what I want you to do. I want you to think about the work that you're doing right now. What are you working on? Building customer hierarchies. I have no idea what that means. What are you working on? If you are sitting beside your colleagues, in fact, even if you're not sitting beside your colleagues, I want you to work in at least pairs. Use the knowledge of the crowd. Explain what you're working on if they don't know. Try and understand. Who here knows what the five Ys are? Most of you. Basically, you ask Y five times. It's as simple as that. This is a mechanism that we use to drill down from a requirement or an output or a project into the reason it exists. If you hit to make money, you've gone too far. Use your pair to talk about, why is this important to you? Dig as deep as you can until it makes no sense. Then come back up a level. You've got five minutes to start. How's it going? You can credit a group of three if you want. Come on. Dive deeper. Why is reducing those work products important? What are you doing by reducing those outputs? You got something? Five Ys. Come back up again. Money's too deep. You're not in business to make money. You're in business to help people, to improve people's lives.  A doctor's not in business to make money. A doctor's in business to save lives. But they need to make money in order to continue to save lives. So what's your saving lives? Potatoes like going into the cloud. What do you get down a lot? Why do we need it? How do we get this sensitivity? There we go. So you've gone down now. What's your measure? How do you measure success of the outcome? Is it by number of breaches? How do you measure success? If you've got the outcome, I still need you to do the measure. What is the measure that you're going to actually prove success? For example, if I have an application, and I want to install that application, there should be some estimations for the program. Is that okay? I have to put that file here for the particular application. So we need to do a cost to the organization. Not necessarily. How would it be for, for example... No, no, no. Flip it around. How much is the application worth for the organization? Do you know? Yes. For here, 5 million is saved. Okay, so it saves 5 million. How much are you willing to spend? Save 5 million. 1 million? Alright. So it saves 5 million. You're willing to spend 1 million? So, there's one more question to ask. Can I achieve the outcomes with a million dollars? Not how much will it cost, but can I achieve the outcome with a million dollars? If the answer is no, we don't start. If the answer is yes, go for it. We don't need an estimate of all the work. We just, we need the first-order estimate of can we achieve the outcome? I'll give you guys two more minutes, and we're going to do this again. But I'm just going to give you two more minutes to finish. Why not? What's the measure of health care? Patient outcomes, life saved. How do you measure quality health care? Why do you need to go 2-5 times? Why do you need to be 2-5 times? Because why do you provide quality health care? This is about as deep as it goes. The whole point, most people, if they have a product, the product's too high. Why are you creating the product? It's a good enough outcome by itself. You don't need to go any deeper. But I do need to know the measure. Okay? The more we work, the more it captures the dependencies. Who will see the dependencies? Are you dependent on another outcome? Are you dependent on another part of the organization? So not everything you do can be wholly contained by you and your team. This is more to show that we cannot be successful without this other party. The turnover of the company, for example. Sorry, what? The turnover of the company. Okay? I have three days for this. Okay. Now, hold on.  Let's call it. We'll come back to this. We have plenty of time. So what have people got? Who wants to Hugo kick off? Okay. We'll come back to you. Let's go with a few simple ones before we go to the complicated ones. So who's got one that they think is good? No, it's okay. Big voice. Is there a mic? Do we have a handheld mic? That's okay.  Okay. So audible now? Yeah. So I don't think I've got everything there, but yeah, the outcome title and probably the description also would be to make data centers hack-proof. Impressive. Yeah. And the measure is number of breaches over a given period of time. Baseline is competitor data. We probably, and our own data, but the target is zero breaches over a given period of time. Budget dependency and owners, I think. So budget and so forth. All right. So some comments on, does anyone want to give me some comments on that? So a few thoughts. So first of all, so your baseline is different to your measure. The baseline is meant to be the expression of the measure. So if the measure is a number, then the baseline is a number. All right. So you have to make sure that the baseline and the target are the same unit as whatever you're trying to measure. Otherwise, it's not a real measure. So number of breaches. Okay. Yeah. So the measure, number of breaches that might have had that line with the competitor solution. Okay. So it's a comparative measure. All right. It's a percentage or it's a ratio. Yours to theirs. So is a target of zero reasonable? It's reasonable in this domain. All right. Now, what happens if you don't hit the target? A little trust. Nothing. You just don't make the target. All right. It's an estimate. All right. Now, if you don't make the target, we have to make a decision as to, is the level of investment correct? Is the work that we're doing correct? All right. But the target in itself is not sacrosanct. It can change and it does change. All right. So can I get yours? Healthcare? We have not made much progress. The outcome is to provide quality healthcare to patients. The measurement criteria is number of patients and providers using the application. Because if the providers are using the application, then they are going to help more patients recover from their health. That's a good outcome, by the way. The question was having trouble with the budget. So who was talking to somebody here yourself? So read out yours and then I'll answer your question. The outcome title is process control optimization for plant assets and oil rigs. The benefits are productivity increase of 3 to 5%, which would result in 5 million savings per annum. And it also have a health safety and security benefits with respect to plant emergencies. And also it improves process, those of the benefits. Okay. So this was a situation where the measure was cost savings. Let's say 5 million dollars in cost savings. How much are you willing to spend to achieve 5 million dollars in cost savings? Are you willing to spend a million dollars? Great. Okay. We're willing to spend a million dollars to achieve 5. Would you be willing to spend 6 million to achieve 5 million? No. How about 4? Why not? Perfect. Yes. There's got to be a buffer in there because the target is an estimate. We don't spend 4 to save 5 because there's no guarantee. We spend 1 to save 5 because that is a reasonable measure.  Now, the estimate question, and this is the question that we had. Do you need to have an estimate of how much that piece of software is going to cost? Well, that's not quite true because it's not just about how much you're willing to invest because you need to know whether the million dollars is enough. Do you need an estimate? No. You need a high-level estimate. The only question you've got to answer is, is a million dollars enough? Can I create the outcome I'm intending within 1 million dollars, which is what I'm willing to spend to save 5? Because we know what we're going to save. We know the target, and as an organization, we choose how much we're going to spend in order to achieve that. Now, each organization is going to have different risk ratios. Some things might be an absolute dead set certain, in which case 4 million to save 5 is fine. Other organizations will go, we just don't know. So 1 to save 5, or 2 to save 5 is fine, but I wouldn't go above that. It just depends on what your profit margin and what your intended profit margin. Now, we're just talking financial here. When your outcome is to improve the health outcomes, health care outcomes of patients, how much is that worth? Can you put a dollar figure on someone's life? Yes, I'm afraid you can. And hospitals do it all the time. It's why we have health insurance. So for the intangible outcomes, the savings people's lives, the improving health outcomes, that is where we do need to use a little bit of common sense, a little bit of statistics, look in at the numbers and go, it costs us $1,000 per patient. How many patients can we see? What is reasonable? And we do need to do some planning around that, but we don't need to go too deep. Okay, so there was another question about money, which I'll just repeat as well. So the question was, or the comment was, they got down to money. And I should use the doctor example. Why do doctors work to make money? Okay, I'm not going to your doctor. To save lives. That's why they exist. Do doctors charge? Do they make money? Why do they make money? For their living. So they can continue to save lives. The same is true of all your software products. It may not be as noble as saving lives, but making money enables you to continue to do the outcome. It's not the reason for it. All right, so let's look at the timing. We've got 10 more minutes. So we're going to spend five more minutes. We're going to do this again. If you haven't finished the outcome that you started on, then finish it. If you have finished it, pick a different product, a different service, a different thing that you're doing. Dive into it. Figure out why. Work in pairs. Why do you exist? It can be arranged. Yeah? And saving money is reasonable. If money is the reason you exist, then that is the outcome. If the entire purpose of your existence is to make and or save money, then so be it. Well, for banks. Well, no, no. We're doing this with banks. And banks get to money more often than not, but a lot of their services, a lot of their products are about improving people's quality of life. It's about making their lives predictable, safer. The bank makes money out of making people's lives easier, safer. So why do I have a credit card? Why do I have a credit card? For convenience. So the bank is in the job of making people's lives more convenient. There's the answer. How do you make people's lives more convenient? Not necessarily. We just need to look at... It depends on the scale of the outcome. An outcome at an organizational level gets broken down. But at a team or division level, every month, every two weeks, we would look at the NPS, we would look at that retention rate and go, have we achieved, maintained, or are working towards the target? And if we are not, then we stop. Or change. And that's where we change the architecture. That's where we move towards DevOps and we move towards continuous delivery. We want to get value to the market as quickly as possible. If you release value every six months, and your measure can only be every six months. I've done data center migrations like this. It's server builds like this. Server builds as well, are we? AMS type work where you're improving some defects in a hardware space? Yes, absolutely. If I'm doing chip design, maybe not. If I'm building semiconductors, maybe not. But where there is a continuous stream of value to be generated, then we can work in this way. All right, one more minute. Okay, we'll spend the next amount to purchase what needs value. Now, I know what will be the benefit for these four engineers or platform engineers in terms of the time production or it should have taken one week and it's going to take only a day or two or it can come down to three hours. How do I convert this into numbers? Well, no, you just have. Thanks. If you need to convert it down to cost, it becomes a bit harder. One second. You can look at the average price or the average cost of an engineer if you need to convert it into cost. But it comes down to how much is that engineer's time worth? And if that engineer's time is worth X, then if it costs you less than X, you're good. All right. Okay, you've practiced this twice. It's hard and for most of you, some of you, it's quite straightforward. Let me give you three pieces of advice. Number one. When you know the outcome, the product or the project becomes irrelevant. So the next question you have to ask yourself is forget what I'm being paid to do. Forget the project that I'm working on. The outcome is to do X. Is there something better that I can do with that money that would achieve X? Faster, cheaper, or better? And this is where the whole what does it cost to what is it worth equation comes in. Because if I focus on what does it cost, I can deliver a project successfully and still fail at an organizational level. I've hit my KPIs. I've released on time. I'm on budget and yet no one's using it. I've not achieved the business objective or the business outcome. If I'm willing to spend a million dollars to save a hundred engineer man days, is there another way that I can save even more engineer man days with that money? Is that service or that product or that project the best use of those funds? And we can actually build teams who are dedicated to these outcomes. Whose entire job is to figure out what do I do next? Continuously measure, and my second point is we continuously measure the outcomes. Once a week, once every two weeks, no more than once a month. We look at how are we progressing against these outcomes? Are we achieving value? And if we are not, then we retrospect, we inspect, we adapt. We are agile fundamentally. And we go, what is a better or different way of achieving those business outcomes? Okay? Now, there's one final concept that I'm going to cover in the last, what do I have, five minutes? Two minutes. Working principles. Once you have outcomes, once you know why you're doing the work that you're doing, you need to understand that it's not just you. It's you, and it's you, and it's you, and it's all of you working in a single organization creating something of value. But you all have different outcomes that you're working towards. How does your outcome not conflict with yours? If yours is about growing the user base and yours is about security, how do you make sure that you make a secure environment, we do not fundamentally cripple the ability to grow the user base. And that's what these are for, working principles or constraints. Constraints are good. We define the constraints which allow us to be successful. They could be brand constraints. You must follow the brand guidelines. They could be operating constraints. We must release every day. They could be constraints around security. Every public-facing thing should go through web scarab to make sure that something is secure. Pen testing, automated pen testing, whatever. The constraints are unique to an organization. It depends on what's important to you. Now, the other thing to note about constraints is constraints have cost. Every constraint that you introduce adds cost. So who here has heard of the Moscow rating? Seriously? Okay, must have, should have, could have, won't have. Thank you. You do know it. It's generally used as a prioritization model, but I use it against constraints. I have a list of constraints. These, let's say, 10% of my constraints, of my principles, are must have. You cannot get an exemption from them. No exceptions. You must do this. These are the ones which impact legal, legislative requirements that we have. These are the ones that come to deep product brands. We cannot break these. Should have. Maybe 20, 30% of your constraints or working principles are ones which you can apply for an exemption. You can go to the owner of the outcome or the appropriate party and say, you know what? Comply with brand guidelines. We're doing an Apple Watch app. We can't comply with the brand guidelines. Can you give us an exemption? Yes, absolutely. That's a perfectly reasonable request and the exemption is granted. So constraints and principles which are should, if you have a good reason, you don't need to do it. Could. These are 60, 70% of your principles, your constraints. These are ones that you can choose not to do. No requests, no approvals, no authority. You just don't do it if you have a good reason. It's up to you as an empowered leader in the organization, as an individual who is trusted to make a reasonable decision not to do this. But it's considered to be at your discretion. You do it if you can, but if there's a good reason, you don't. Does this make sense? Once we know what the outcomes are at an organization, and sometimes we'll do this in like a design thinking type workshop where we actually go through the product base of an organization and the operating model of an organization and look at why does this organization exist? Because organizations forget. They get so hung up on profit and someone back here said their outcome was to double their revenue. Seriously, that's money once again. You're not in business to double your revenue. You're in business to achieve great results for your clients, a beautiful product. Doubling your revenue is a consequence of creating a great product. I think I've pretty much come to the end. Does that make sense to everybody? Any questions? No questions? It makes sense? Hang on. I'm over time. Thank you very much.


We got through that together, I guess. Let's see. How about when I wrote? This one's called Words Like Water. One more Thursday, $20 bill. Another phone call makes my heart stand still. No clever line, a lawyer talk. And a gilded line for me to walk. Another midnight coffee cup and a shaking hand. To help me stand up, words that taste like water burn like gasoline and cut just like razor blade.  You can see him in the corner standing there with a red silk tie and cold black hair. Says he has a game to play and offers me a hand to shake. And as he starts to deal me, the grins dry as bone and dark. Dark as sin.   One more pinwheel slide shows a trope crumpled, posted notes and scribbled hopes in the musing of a desperate man. The reaching of his strangling hands and when you ask him what it means, will your throat snap shut?   This one's called Horse Feathers. Thank you very much. Thank you, Ed.


Most powerful kings in Africa. Africa has an incredibly rich history with hundreds of important African kings, queens, sultans, and emperors over the millennia. Africa may be full of democratically governed countries, but it is still the land of many kings. There are only three African countries with constitutional monarchies, Morocco, Swaziland, and Lesotho. But there are several hundred traditional monarchs dispersed across Africa. Not all of them are as well-known as they should be. Here are the top five most powerful African kings. Otomfio, Jose Tucho II, Ashanti, Ghana. Four, King of Swati III, Swaziland. Three, Oba Okanide, Sijuade, Ile Ife, Nigeria. Two, Oba Obateru Ekinrutin, Ogboland, Nigeria. One, King Mohammed VI, Morocco.


Namaskar! Welcome! Thank you for your interest in my course, Business Fundamental for Entrepreneurs Part 1, Internal Operations. In the short video, I'll introduce myself and I'll introduce the highlights of the course. Who should take this course? What value can you expect from this course? What is the structure of the course and what can you do after the course? To introduce myself, I'm a full-time professor at IIT Bombay DS School of Entrepreneurship and for the last six years, I have been teaching and mentoring engineering students who want to be entrepreneurs. Before IIT, I worked for 30 years in global leading companies like Procter & Gamble and DHL. I've had the privilege to serve as a CEO of India in a couple of organizations and also served on the management board at Asia, Middle East and Africa levels. I have studied at IIT Kharagpur and I am Kolkata and done my exit education at Watton. At IIT, I have run this course for four years and I hope I can provide the same value to those of you enrolled into this course on NPTEL and so on. Coming to the course, which institute is offering this course? This course is being offered by the Indian Institute of Technology Bombay, which is a top-ranked engineering institute in India and a top 50 engineering institute across the world. At IIT Bombay, this course is being offered by the DS School of Entrepreneurship and now this course is being offered to you on the NPTEL SIRM platform, which is one of the most watched and most popular online platforms in the world. So why should you take this course? Two reasons. First, to foster your business understanding. Modern companies are very complex entities and they have multidisciplinary operations. If you want to start your business, you have to understand the various aspects of the business and if you are an employee and you want to enhance your career, you still need to develop a broader perspective on the whole business. Second, to identify your skilling opportunities. The World Economic Forum, which is a globally respected organization, has projected that half the world's workforce will need to re-skill themselves in the next two to three years. If you have a broader perspective of business, you can identify your own broader skill requirements. So who should take this course? If you are a student, engineering, arts, science, commerce, undergrad or post-grad, you can take this course to make a more informed choice about your career. If you are an entrepreneur, you can take this course to have a broader perspective of business and decide whether to start a business and when to start it. If you are an employee and you are looking to enhance your career beyond your current function, you can still take this course and become what is called entrepreneur, which means you are an employee with an entrepreneurial mindset. Coming to the structure and the objective of the course. In this course, I will try and give you a holistic, diverse, real-world view of the different functions and the different operations of a business. In the first part of this course, I will talk about the internal operations and in the second part, I will talk about the external operations. So in this first part, in this course for four weeks and 12 hours, I will talk about what is a business? What is a company and different structures of companies? What are the vision, mission, goals and strategies of a company? I will talk about the operations of a company such as how to innovate and create a new business. How do you mass manufacture your products and ensure quality? How do you account for your finances and make sure that you are making profits? I will talk about leadership and I will talk about how you can manage the human resources of a company. And I will end by talking about how a responsible company takes care of the environment, of society and are well-governed. So what can you do after this course? You can take the second part of this course where I will talk about the external operations, marketing, sales, supply chain, retail distribution, etc. Or you can take a more specialized management, entrepreneurship or functional program at your school, college or on NPTEL itself. Finally, if you are an entrepreneur and you've got a startup idea and you've got the perspective of business, you can approach an incubator and get started on your own venture. So with this brief overview, I'd like to thank you and I look forward to welcoming each of you into this course. Good luck.


And welcome to think tech Hawaii's connecting Hawaii business. My name is Kathleen Lee, your host for today and wherever you're watching this from whether it's the afternoon like how it is in Hawaii eating or the morning we welcome you to the show. This is live streamed on the think tech Hawaii website on think tech Hawaii.com, as well as on think tech Hawaii's Facebook page. So today we have a very special guest on the show, my friend, Ben Eager, a little bit about Ben. I met him through the Chamber of Commerce of Hawaii's young professionals program years ago and I have seen him develop himself and his businesses so you know I'll let him go into that but let me go ahead and welcome Ben Eager to the show. Hey Ben. Well, thank you for having me. Of course so tell our viewers about yourself, a little bit of your personal as well as your professional background, and then we can launch into our theme of the show which is connecting, you know, multiple businesses and your expertise to help people out. Yeah, okay. First of all, thank you so much for having me. I know right now at this time especially during COVID you know it's so important to support local business I really appreciate that the opportunity. My name is Ben. I'm 39 years old. I came to Hawaii about 12 years ago as a student. I started economics and pretty much fell in love with Hawaii. I went back to write my thesis at Mercedes-Benz in Germany to that point of time got a job offer, declined that and said no I want to do my MBA at HPU which was you know just a great opportunity because it was my dream since I was 19 when I didn't even know what MBA means but I was like I want that you know so yeah so then I got my MBA at HPU. I went semester to Korea, started Japanese and then I had the opportunity to start my life and my career here. A little bit about it so I just you know I just was hired as a financial specialist so you know I did investment insurance planning and those kind of things until I left about two years later so where I was already introduced to the chamber so we were like one of the by that point I was a little bit younger actually and then we were part of the YPs you know there was just an amazing time it was really fun time and I got to know lots of people in the rotary club too that's how I found the rotary during that point of time already and then what happened then yeah I left I came into my friend's business I was a fellow rotary and her name is Glenda Anderson she owns Details International a small interior design firm and I had the opportunity to support her with her business and get to know interior design kitchen and bath design there I developed skills not only on the interior design and staging and those kind of color consultation also on more physical skills like I became a certified installer for Miele appliances it's a high-end appliance on the island so that was a lot of fun and was one of the view on an island that had that certification by that point of time was really good and then I delivered her cabinetry I was like amen this is like something that I really enjoyed doing and so from then I told Glenda hey I do appreciate and I love you and stuff like that but I want to do my own business so I started moving in installation business I fell in love with that it's kind of weird because people now always think like oh you have an MBA I seem like my friend here's an MBA and it's a cleaning business right and you wouldn't expect it right but I fell in love with that industry so I founded Ohana delivery moving installation services that's what odd miss stands for I always wondered what odd miss stands for what is again Ohama delivery and moving moving in installation services got it okay keep going well actually that friend that I'm talking about his name is Shota he actually we were sitting at his office and when I said like you know I really happy I started odd miss and he was like that's a long name don't you think and I know in America you know people of acronyms I was like hey you know what I'm calling odd miss my best friend that the design for it local design my master in everything in the company grow very fast very quick um I had the up you know I was really blessed so thank you for my beautiful wonderful network on the island and then also for the hard work and stuff like that people got to know us and you know I had a contract with the best buy lots of other you know bigger retailers and those kind of things beside of all my you know local customers how did you get into because that's a big deal how did you get a contract with best buy and kind of work us through that because here's you know this individual that you know is born and raised in Germany comes to Hawaii learns all these trade and suddenly starts up a let me take that back not suddenly but you know work so hard to start his business and then he ends up partnering up with best buy how does that happen that's kind of funny you know because not many people know when you're going to talk about your laugh about it because I became a certified installer for Miele appliances it's factory certification and so I started my business and I called literally Viking and other you know high-end appliances because I was a sub Sierra and Wolf and other certification that I have that I've worked closely with on the island companies called Rick's super company amazing people so shout out to them appreciate you guys too Bob Rick's an amazing man the owner but yeah really quick I called Viking and I told them I was leading just four months in business right so I was just literally just somebody right just somebody from Hawaii it's just you know just hustling and working hard right so I called them I told them hey I want to I have a I'm a media certified installer on island what do you guys have a certification or Viking appliances and they said no we don't but I take your information on and that's it so basically the best buy headquarter on the mainland was talking to my Viking management and said by that point of time they needed an installer and I and she said I just talked to the young man he was like really nice and certified with Miele and just gave them my phone and they called me up they asked if I was interested in everything he was from that so we started small and it was a good partnership so I appreciate it so I left however my business for a little while and you know I went to I had an opportunity to manage large size company called Hawaii Movers big big companies are a big opportunity and I appreciate that opportunity as well as I had the chance to do so wonderful people the owners just great people in Alabama so I managed the service center however you know it was pretty much you know I left after about almost about two years with less and went back to I got my real estate license was last year and it is different from being an entrepreneur running your business to being employed let's say that way so I am I enjoy you know I really enjoy doing it and having the opportunity to run a business and then to do it my own is just something to create something is just something that I feel more fulfilled so besides that real estate that I do now is a you know basically full time beside a full time office it's kind of like two full time things I kind of combine it I guess we'll talk about it because you need it you know it's just a service that I offer yeah but it just came everything like step by step and since last year I do I came into real estate I found to remix platinum this year an amazing broker Chris Fidelibar is an awesome guy I love him he's a good hearted and he's a fellow vegetarian that's what attracted me really much in his personality it's still it's already pretty big it's 50 agents it's a nice brokerage remix is a good place good strong foundation and so far I'm doing good so I combine it a little bit you know I offer moving service to my clients you know in a very specialized way so that's you know it goes hand in hand so here I am today just yeah it's personally a little bit like my mom I told her like when I started 12 years ago I told her mom because her she went to a lot and I want to make it like happy and so I told her like mom stay strong everything will be good so it took me eight years until I brought her to Hawaii I brought her to Hawaii she's here for the last three years and just really blessed to have her here to take care of her so let's do a summary of everything that you have said so far so you've done insurance as well yes you've done insurance you started your own company which is oddness and you also work for a moving company as their general manager so all these are you know experiences and then now your fourth thing that you have mentioned to me that you want to focus on is real estate combining everything else that you have how or why did you choose real estate and then so just go over that and then we'll go into like how you're able to service your clients with your background so why real estate very very very simple so real estate to be to be in real estate it's not a real estate business it's a people business there's a lot more about it of course contracts and you know those things of course it's complex knowledge but at the end of the day it's just being with people and making a difference in people I truly believe that I can apply my skills to the real estate business it goes from for management to contract negotiation all those kind of things it goes hand in hand beside of that you know staging places setting them up for successful you know sale and so forth so it kind of goes hand in hand so doing moving and real estate besides that fact I truly love both so I just I stopped for a little while the last year I did not do it and I just every truck that passes by on the road I always say that's my boys that's my boys and I can't do anything about it I know they're not my boys all of them right but it's just I just feel so closely connected to that industry and just enjoy doing it so now I can my clients know they have a hands on guys I just you know if anything needs to be lifted I lift it if I get if I have a suit I get dirty I get dirty you know that's just how I work I never I never going to be that perfect you know suit person it's just you know it's just tell me move that I move it right away right it's not only like it's a lot more than moving it's insulation and those kind of things were basically you know the real estate is something that I did enjoy helping people the work in the real estate industry is super fun it's a lot of great people lots of I can utilize my network to have contractors the years of working with contractors what it takes to I just had a condo that was sold just a few weeks ago and it goes through a complete remodel and then setting up and giving more advice on the remodel and finding the right people to do so and all those kind of things for us at the end that's awesome Ben I want you to go more into that we are going to go on break but just to remind everyone this is a live stream and if you have questions for Ben you can send them to questions at thinktechhawaii.com we will be right back after the break back to think tech Hawaii is connecting Hawaii business my name is Kathleen Lee and our guest on the show today is Ben eager it's so funny because when I had asked him to confirm the pronunciation of his last name he said it's it's eager like eager to help and that's who he is as a person as I've known him so when we left off he was talking about how he had all this background and starting his own business and managing a big company and now going into real estate so Ben let's let's go over some of the challenges that you have faced so far as someone who has all this background what are the challenges that you have been facing especially with the pandemic the pandemic yeah well the pandemic is certainly put a lot of hardship on all people when I say all people talk about it so much so much was going on so many people lost their job but on the other side beside of all the the tragic tragic I used that time for you know I'm a very positive person so I can't just you know I just I felt I just get up and just walk and continue walking and that's what I would recommend everybody to do you know there's a lot of opportunities luckily the real estate industry and also my my moving and installation business is certainly something that people have a need for it's a continuous need and so that is something that I feel it's not like you know somebody took it like the restaurant and somebody could go in the restaurant somebody needs needs a house move it needs to be moved you know it's it's in a sense of work deliveries especially that most of us ordered with Amazon right so everything like I'm a great customer but yeah so how what was the challenges it was just really to the transitioning to a lot of tech thinking and just you know learning how to know but I think I found I took those opportunities to make really the best out of it for in terms of social media marketing right so utilizing it Twitter I'm still not you know Twitter is I'm still figuring you know it's you know I know I can I can talk about in those kind of things and I set it up but it's still an ongoing process even I know no web programming and those kind of things are set up websites so that helped a little bit and doing Instagram I have like three Instagram accounts right so um yeah one is for the real estate the other one I'm a certified personal trainer which I just got a certification for just for fun I could offer services just to just for fun something I just like so I like educate people that was just important for myself and then we are 808 it's just I want to promote the local business just created something it's called we are 808 to promote local business to help other business owners to you know to during to get through this very challenging time on the real estate side the sales and you know they went down initially when the pandemic started lots of sellers put out their inventory from the market however a month later to it was it was you could see a clear improvement on it so people are about half of it I put it back on the market already and market prices go up on the corner side sell side they of course are various but you know I just it's doing okay so and people utilizing the low interest rates pretty much and just with a positive outlook that's what you know people have or not everybody of course but a lot of people do so you see still the market looks really good on the real estate side yeah and it's really about making the right for every individual why would why would someone turn to you I and I want you to summarize it I like I already have the answer in my head but I want you to summarize it why would someone turn to you for their real estate needs like are they able to is it because it's it's it's convenient because you know like you have a wider network is it because you have other experiences so I'll let you explain that then well first of all you know there's a lot of virtues in state of law right and a lot of bits is very very special people so there are lots of good people right why would somebody turn to me first like it's my core values I developed core values already that I continuously have if it's whatever is three core values right it's being reliable professional caring reliable being always there beyond time during the right thing what needs to be done on the ethical side always be professional and caring I always talk about three things talk about my clients and customers talk about our community are pretty much and business partners and associates so those three things we always need to care about and why would somebody work with me I do you know beside of having that promise that people can trust and know that I'm going to be there for them and do what is right it's also kind of like a little bit like a one-stop shop I give them the opportunity to utilize my skills and not only on the network that I have but also in the moving services people have access for discounted the side of free moving services being my clients as well so that's kind of like something that our office on a local side of course if it's going to be in Thailand shipping that would be a little bit different of course internationally to the mainland that's that's different but everything that I can personally control I can you know make things happen for like a one-stop shop right well here what advice would you give someone who wants to either you know start a business like how you did or build their networks in a way that you know you're able to you know use it now like what advice would you give someone yes that's a very good question so two things for me it started first with building my network so I was as you said like 10 years ago almost nine years ago in started at WSP right the rough surgery partners so the owner Nash the great gentleman by the way is the huge drive I focus a lot of network and talks about marketing and education that field through that I developed that network and I just went out to build my network and people got to know me you know that that was kind of like having a foundation and then based on that a lot of good things evolve because we have so many wonderful people and I there's so many people that do so wonderful things right so I want to cry so you know it is just it touched my heart over the last 10 years so many times right but from then I would recommend if you want to start a business first of all think about it's neat it's it needs to be a service that people need and so a lot of people start with having a product and then don't sell it because people don't buy it because they realize oh there's not a big need for me to have that it's usually I look for if you have some if you see a need and then you want to cover that need and develop that product for that's when you started a successful business I don't want to say other business won't be successful right so but this is covering a need is always a good first start when you have so yeah so for me for example people need a high end you know Mila appliances and not so many Mila high end appliance and notes like panels that need to be installed and those kind of things for subseries and those kind of things so it's very specialized where people have a need right so and then the moving to people just need to move it's just and then you know real estate is another thing you want to most of us I'm still in that want to realize the dream of a home right I'm taking care of my mom so I want to make sure she's good first and then I take care of myself and so but yeah so starting if my recommendation is start the best everybody said it right what is the best time to start right now I know yesterday and when is the second best time today right so just getting some ideas together it can be small it doesn't have to be and not everybody going to tell you it's great there's a lot of challenges it comes to the way there's a lot of obstacles you fail many times I fall and then you just get up and just do things better and better and at some point you know this that's when you evolve so it will take a while so be patient is my another recommendation so be patient and just focus on your dreams don't give up and take action right is dream will only stay a dream if you don't take action but to realize that dream this take action and and somehow magical things happen even though it's not it just just you know just continuously doing that those are very very inspirational words then we have a couple of minutes left is there anything that you want to add that I didn't ask you about that you want our viewers to know I would say like it is a very very hard time for most of us right so just stay strong you know just positive things stay positive I try not to watch it sounds weird but I try not to watch the news all the time right even listening to radio it comes all the time you constantly reminding negative negative try to my recommendation is focus on on your direct field of what you can influence and go from there and don't focus on what you can influence because it is what it is we can't do anything you have to wear a mask we wear a mask you have to protect you protect you follow that right but then it stinks what you can improve you can improve yourself move forward and be positive the last year I went through a lot a lot of good stuff good things came out of it see I still have my accent I can't read a bit well yeah just wish everybody just just hopefully that I want to see more smiles you know it's so hard like for me I'm just a smiley person people always like even like why why did you smile I'm like that's just my nature I'm just smiling right now you don't see it anymore because most people wear masks so you only see the wrinkles of your people smile you know just keep the positivity and you know look out for others that's my watch out for others is always somebody that is a little bit has a little bit more challenging situation that's my thank you Ben that was that was great thank you for all those words that I know a lot of us need to hear at this time again you have been watching think tech Hawaii's connecting Hawaii business this has been live streamed and if you missed it it will be available on think tech Hawaii dot com as well as think tech Hawaii's YouTube page again thank you very much to our guest this afternoon Ben eager for coming on the show we will see you next time


So Marcus, how was practice today? How do you feel things are headed into the first exhibition game? I thought practice went well. We competed, guys went back and forth. You know, it's tough. You're in like the dog days of camp. And for guys that come out with the energy that we did, I think says a lot about this team. Be given that, where are you all at, getting ready to not play a game game, but to see somebody else. Right. No, I'm excited. I'm excited. And for me personally, it'll be fun. Just to get back out there, call plays, feel game-like situations again. Now I'm looking forward to seeing some of these young guys go out there and make plays. And it'll be a great opportunity for us. You throw a ball and move us to Hodge. That was really, really different. Do you think that's maybe the best pass you throw? I don't know. That's hard to say. I leave that up to you guys. You guys can decide on those types of things. I'm really just trying to focus on one play at a time. And I try not to dwell on things that happened previously. And I try not to get anxious or anything like that about plays that are coming up. Art talks about it a lot. If we can stay in the moment, we can gradually improve and get better. And I think for me, that's when I play my best. I was just wondering whether it was like, oh, wow, man, maybe getting more comfortable and getting more safe. Like, I play like that and tell you that and so forth. Or if I'm making too much business, it's just fun. I mean, I think for us, it's showing that you're in the second week of camp. The timing is getting down. The chemistry is getting down. I trust these guys. I think we've got a great group of young receivers. And it's fun because they're all competing. And when they're getting in the right spots and they're making plays, I think that really gets our offense going. Knowing you're going to start, how many snaps do you think you need in the first season to get ready? I'll play as much as you let me play. I just love playing ball.  Do you have a minimum number of possessions or whatever thing you'd like to play? Not necessarily. I don't have a pitch count, snap count, any of that. I really just, I'm just more excited just to get it out there and play. There will be other things. I was just seeing like the team was doing a lot of situational stuff here this week, kind of getting ready for the game. How do you feel like the team is prepared on that front just to get into some of those situations? Well, I think the coaching staff has a great job of explaining situations, especially for a lot of these young guys. We are a young team. There are different situations that come up instead of like what's going on in college. So for our young guys, they understand so that when those things do come up, they're comfortable in those situations. I think it's key and they do a great job of explaining those things for us. When it comes to the rotation of Matt and Andrew Dolman, for you, kind of how do you see that playing out? Is there a time period where you're like, I would like a decision at some point or are you just kind of like, you know, whoever wins wins? Yeah, I think I'm more along the lines of that. And I credit to them because, you know, it seems pretty seamless. You know, I've been in situations, I've been in places where when you're rotating centers, it's tough, but these guys have done a great job. They're communicating well with everybody. On the exchanges have been great. So I think ultimately that that is going to play itself out well, and I think it really helps that entire one. Yeah, no doubt, no doubt. And I think because they are switching in and out, they have to communicate. They have to set kind of a standard. So I think really for both guys, they've done a great job in that sense. And I like the relationship. You know, the quarterback center exchange is such a pivotal part of the offense, but both guys are great at it and they really seemless in their rotation. How much communication do you have with the backs, tight end, receivers, any practice when they're constant or did like, you know, if something goes wrong, how much communication do you have with both guys? You know, I really believe in trying to like, if things go wrong, just kind of snap it real quick. You know, you got to go up there, you got to communicate, be able to talk through certain situations, talk through the scenario, what happened, what you saw, what we can get better at. So I really believe in kind of constant communication. And at the same time, you know what? I think it's just, it's a little bit of encouragement as well. I think sometimes guys get a little down to not getting the ball. You know, I think they understand that it is a competition, but if you put out great routes and you go out there and you play any practice hard, you know, that's all that we were asking for me.  And what do y'all like to show? No, you don't want to show everything Friday. What do y'all want to come out and say, hey, this is what we do. This is what we're about on the offensive side. Well, it comes down to just focusing on taking care of business one play at a time. You know, I think we're going to be very versatile and do a lot of different things. And that's going to be going to play to our advantage. And when we're out there and we're all communicating, everybody's on the same page, guys are lining up in the right spots, ending up in the right spots, I'm putting the ball where it's supposed to be. I think this offense can hunt. Marcus, this kind of goes up the answer you just gave. What defines success for you on Friday? Is it, you know, points? Is it a win at the time you're out there? Or is it kind of like what you were just talking about? No, I'm not so focused on the results. You know, I really just want to try to get better as a unit. You know, like I've been saying constantly, this is a young team, it's a young offense. And for us as vets, we try to help these young guys come along so that when we roll the ball out for the first game of the season, you know, these guys are ready to go. So I'm not driven on scoring or, you know, first downs or however that may be. I really just want to go out there and play, execute it one play at a time and let the results just kind of happen for themselves. Are there tangible things that you'll be able to point to to say, okay, we're seeing it on Friday?  Like are there tangible things you'll be able to point to? No doubt. I think just taking care of things that you can control, right? You know, taking care of the ball, taking care of pre-snap penalties, you know, mental errors, mis-assignments, those types of things.  Just being able to control your emotions and you know, if we're able to do that, I think we'll be just fine. Yeah, I think it's very important.  You know, I think some of the better teams in this league, you know, they let teams beat themselves. And if we can focus on taking care of the things that we can control, we'll make the plays. We got the talent, we got guys that can do that.  You mentioned their timing and chemistry. Where do you think your timing and chemistry is at with Kyle Pitts going into this game? That's great. And he makes it easy, man.  You don't have to be perfect. You just got to give him an opportunity to catch the ball. When you do that and he can go out and make plays, he makes the entire offense look really good. And where's Drake at?  Has he been able to continue that during the padded practices? Yes, I think so. And I think when you go against a guy like AJ, day in and day out, it's going to make you that much better. So I'm excited for Drake. I think he's come a long way. He's going to continue to improve. And you know, he'll be a pitiful part of this offense. Speaking of Kyle, did you see his golf? I heard about it. I didn't watch it just yet.  So like I'm waiting for the duo. Oh, I know it happens all the time. We play a bunch. So yeah, we'll make sure that happens so that I can get a little bit of bargain rights because he thinks he's maybe a little better than he is. How do you and the team between now and the backpacks? I understand you've done that for a long time and in a different place. What's the story behind that? Is there a significance of backpacks? Well, first of all, thank you for the plug. I appreciate that. Yeah, my motivate foundation has been in existence now for about seven years. We do a lot of work. And one of the things we really like to do is back to school backpacks. We've done it in Nashville. We did it in Vegas. And this time we did it here in Atlanta. And really just comes down to just providing resources. I know it's tough coming out of COVID and all that. Some of these kids don't even get opportunity to get backpacks. So to be able to put a backpack together, whether it's school supplies, you get notebooks, you get pens, you get pencils, so that they don't have to worry about those types of things. So we're very happy we were able to do that. It's something that we try to constantly do year in and year out. And proud of what this foundation has done. And I'm excited to see what continues in the future. Call me for workouts and stuff. And then the Falcons called me and said they wanted to sign me. So I was happy. My wife was happy. My family was happy. But I was also focused up because I know it was ready to get to work. I know that they were already 10 days in. I think 10, 11 days in. So I was going to come and I had to pick up from behind the eight ball. You said you've been flashing the last couple of days. How do you maintain that and stay on that radar? Stacking days up. My first coach coming out in Chicago Bears, Jay Rogers used to say, you stack days. You do two good things one day.   That's the biggest thing I learned coming from college and coming through the league to each team is consistency. What should we know about your journey that's not on your wiki page? You have a profile by reference coming from Bucknell. Not on my wiki page, I'm a married man. I love my wife. I got a great support system. And like I said, being around a lot of players, I was telling young man right here, I'm trying to be a mentor to these young guys because I was undrafted guy and trying to give them advice about how to be undrafted, how to walk into the building, how to do extra work after practice, and how to present yourself to make this team. What is that advice? How do you kind of walk into this situation? Everyone's kind of comfortable, you know, three weeks in or whatever. So like the biggest thing like the young guys are asking me about like, no problem. The young guys are asking me about like, you know, how do you know if you're on this position on the depth chart, how do you know, you know, if you're doing good, I'm like, look, if you worry too much, and all of a sudden you're gonna start messing up. Focus on you, watch as much film as possible, and every day do something better. So yesterday your footwork wasn't good. Next day you need to perfect that. And then maybe that day your hands weren't good, okay? Next day perfect that. Every day you find something a little small and every day you stack up days and make a player for a single day. That's the biggest thing you can do. And, you know, all the outside stuff, dealing with family, dealing with friends. This is the time to lock in, which we're trying to win a Super Bowl. Sometimes you gotta put that phone on, do not disturb, and tell your wife, tell your girlfriend, hey, I'm focused up, I need to watch film, I need to do all this stuff. So kind of mentor stuff like that, you know, and get them ready for, because the NFL is for big leagues. So you gotta come out here ready, especially if you're gonna be a young guy playing in the league. What's kind of your approach, you know, if someone is coming from the outside, I feel like you have an interesting perspective on where this team is at right now. What do you kind of see coming in? I see a camaraderie. So my first year on the Chicago Bears when we had that great run, 2018 run, I feel that same energy here. That big brother, little brother relationship throughout the D-line room, having Grady being the leader. Kind of looking to see what he does. He's given us advice and all around team, and also the coach being a great leader and giving us great advice, making sure we're on top of our stuff, on top of our film, on top of our playmaking. When we make a stick, he gets on us, and when we're doing good, he praises us. I think that's a good combination, you know? Do you feel comfortable going into that first preseason game because you are kind of like coming in later into the training camp? Oh yeah, I feel comfortable. I'm a bookworm, so first, you should have saw my first day when I was, they got signed, I was like, you got a playbook? They're like, yeah. So I was in the playbook all night before that first day went out and we had that walkthrough day. So I'm gonna feel comfortable and I'm gonna go out there, let it rip and do what I do. So you've got the guy in the meeting room now that's like, oh, actually, you know, I saw this and they're like, you just got right. Yep, I'm asking questions. I'm checking everything, and I'm staying on top of my game because like I said, I'm coming behind A-ball. These guys been out here for 10 more, 11 more days than me, and they're out here doing great. I see some great things out here from the young guys and from the old guys. So it's a lot of competition in the room and all I could do is do my best and try to compete with them. So, you know, week three or whatever it is in training camp, I mean, how have things changed now that you guys are in the prep for a game here? I mean, not so much. I feel like we kind of jumped into it from week one. We were kind of rolling and kind of on the game playing kind of style. So I think it really hasn't changed much. Now the more focus is on Detroit and kind of focusing on them and their defense and kind of game planning for them. Do you approach the preseason with like, okay, I'm trying to get this out of this or I'm trying to show this? I think I approach it the same way I approach any game, you know, I'm going out there to play. You know, just work on my technique and kind of, you know, sharpen the skills a little bit before it's actual live action in the record counts, you know, so I think that's what it's used for.  Where do you feel like that's at? Well, I think it's better. It's kind of difficult. We're rotating centers and, you know, they're kind of the ones who set the table and, you know, let us know where we're going. But, you know, it's been pretty, pretty even on both sides of it. And I think we've been doing a good job staying on the same page. It's funny you mentioned the rotating centers because he was talking about how it's not really a big deal for him to come in and out, but as someone who's like, you said, listening to them and trying to comfort them, how hard is that knowing different styles? It's a little different. Both of them have their own different style of play, but, you know, the calls are the calls. They both make them.  In that same vein, when, you know, in the preseason, especially if they're kind of rotating people to see what maybe the best combination of people is, is it hard to kind of, all right, I got to adjust this because this person's next to me? No, I think I just, I mean, me, I just play it how I normally would, you know, it's not really adjusting for anybody differently. Everybody knows the technique and we're all playing and trying to be on the same page. So, I don't think I have to adjust even for anybody. How do you feel like, you know, your progress has happened through training camp at this point?  How do you feel like you're doing in that battle? You know, I don't know how I'm doing, but, you know, I just kind of work every day of just trying to get better every day, work on something every single day to try and get better at, to try and keep going in an upward fashion, you know? I think that's kind of been what I've been focusing on. Is this the point at camp where you're kind of turning a page like, all right, we're like really in camp now. It's like that initial excitement has kind of faded and now you're like that initial like energy burst is gone. And I, all right, now we got to dig deep and really figure this out. Yeah, the initial burst is gone, you know, everybody's trying to get their bodies back, you know, ever since from the first day of training camp until now, you know, your body is never going to feel the same as it did, you know, coming from the spring to now.   What's it been like with Marcus and Desmond? I know it's, you know, getting used to two different styles or maybe they're pretty similar, but just a different one from before, right? Yeah, definitely a different style than I'm used to. But, you know, Marcus has been great, you know, keeping us all on the same page and the snap counts have been great. And I think it's just been good to have like a better presence, you know, in there for us. So I think that's been great. Ritter's also been great too.   Well, that's what I've got. Just the environment that they have here at training camp, it's like, you know, all the families and everything, there was the video that they posted of you with your daughter every day. How cool is it to kind of share that with your family? It's cool. A lot of my family is in Philadelphia and Florida, so not really too close. So, you know, my wife and my daughter, they come every day or most days.   So I think that's pretty cool, pretty cool to see. I like how they involve the family in it. Do you ever like look over and see her like during practice or anything and be like? No, we're, there's so much going on and we're all into it. So I can't even, there's so many people over here. I can't even find them like through everybody. You're taking too long to scan it. Yeah, yeah, yeah.  No, you gotta go hard on everyone. You gotta go hard on everyone, that's for sure. But coming off the practice, especially when it's like high. Oh yeah, it's definitely, it's a breath of fresh air.  So I think it's a breath of fresh air. So I think we talked to you last week. I mean, how has everything kind of been ramping up in the last week or so now that you're kind of in that next chapter of training camp player? We're in the grind, we're getting comfortable. Yeah, it's been good. I mean, operationally, it's been a lot more the same. Introducing a little bit of stuff for Detroit, but really kind of the same old formal player perspective. Show up, we're practicing hard, doing the same things, getting better, so.  Yeah, I think, I mean, especially because we were both workies last year, like there's a lot of things flying in and out. So I think this year for both of us, it's much nicer, we're more comfortable, so like that communication comes a little easier. So I think that's definitely a big factor. I know that's a big thing for you.  I mean, is that something that you've also been really trying to work on? Yeah, definitely. And just like learning from the other guys, like learning from Hennessy, Jay, guys that have played a lot of snaps, just like the things that are really important that you got to get out before the ball snaps. So that's, they've been incredibly helpful, and then obviously the coaches as well have been really clear with what needs to get said, and so it's kind of about stoning it. How much different is this week now that you're kind of preparing for a game week and an actual opponent in a couple days? Not too different. I mean, we're focusing a little bit. I think nothing, I don't know. We're still doing team the same. We're still practicing the same, so it's not too different. Is it exciting though to know, hey, we're going up against a different color jersey on Friday? It definitely is, yeah. I think psychologically it's fun to have a little carrot at the end of it, so you can kind of chase, and I think it would be on the team's excited as well, just to get back out there and play. What's your approach for the pre-season? I mean, you'll probably play a bit, and what were you trying to get out of the pre-season? Anything that you're trying to work on specifically? Yeah, I mean, obviously like personal, like technical things that I've been kind of working on all training camp. But yeah, just like get out there in a real game setting, operate as an online unit efficiently, communicate clearly, all that kind of stuff. So just like begin to check the boxes on what we need to do each week, and kind of just, almost like a dry run for all that stuff. Do you feel like there's going to be a little bit of mixing and matching, kind of seeing in a game situation who's going to gel the best, what situation might be the best, with as far as personnel on the line? Honestly, I have no idea. I think we're all just going to be ready to go, play as much as we're going to, and kind of just let them decide how all that stuff works. Is it hard though when you're in a game and they're kind of rotating people to see, you know, maybe who's going to be the best fit? Is that hard to be like, all right, now I got to adjust to this, or this person? I don't know, everybody's like a little different to play next to, but we all train with the same philosophy. We know the players the same, we've got the same coaches. So like the goals are still the same, so you kind of expect the same from each player. So it's not a big deal.


Shiver 1,000 here again It's almost one o'clock in the morning. It's about 1256 right now I Got a clip.  I caught on the audio on video clip So I'm gonna get to that in a minute so Cue the intro and let's get going. Okay guys, so There's really no backstory. I Let Bruno out and He Let him out about this time every night about one o'clock. He's got to go pee.   I want to loop it a couple times The the raw unedited and then I'll enhance the audio now by saying that I don't mean I'm gonna tamper with it All I'm gonna do is raise the volume up on it. I'm gonna boost the volume and that's it and See what you guys think it is so Let's roll the clip. I know that's a that's not a dog It's I've never heard that sound around here. I know right up the road here There are some woods that kind of go way back if you saw my drone some of my drone footage You'll see that there's some woods back there. I know there's some coyotes back there Didn't sound like a coyote Let's roll the sound of a coyote right now, okay, so that's what a coyote sounds like I've never heard a coyote make it and was we hear coyotes quite a bit We actually seen one up here in Tannins Road one evening Bear Could be but no one around here that I've ever talked to has seen a bear in this area right here Maybe up in the woods up in there. Maybe but we've never seen a bear None of my neighbors, you know because I've told them, you know my bear story a few times and None of my neighbors have seen any bears around here You know monkey and I was never seen any bears or any signs of bears in this area You know, there's a lot of houses up through here and stuff.  He's he spends a lot of time in the woods, you know some Mike if you Have any idea what that might be? Please comment below, you know, I Don't know. I don't know what it is. It's strange and it's weird So I am gonna put it under the my paranormal playlist and the weird and funny stuff captured on CCTV playlist Do I think it's paranormal? No, I think there's an explanation for it, but I don't know what It is weird at one o'clock in the morning. Well, it was actually I think the time was 1237 1239 I don't know it should be on the screen there Because I'm gonna roll this clip a couple more times for you and I'll do the same thing I'll play it the way it is and then I'll play it with the audio raised up some Like I said, I'm not tampering with the audio at all all I'm doing is boosting the volume. So I Don't know if you guys know let me know Like I said, I don't I mean, I mean, I'm not gonna roll out a bear It could be, you know, maybe there is one coming starting to come through or something I don't know. It's really weird reason why it's going to go under my paranormal playlist is because you know Paranormal is not just ghosts, you know, it can be anything. That's not normal Paranormal is anything but normal So anyway, watch the clips again and like I said, if you have any idea, you know Let me know because I I don't know I'm not gonna rule out a bear, but I know it's not a coyote. So weird guys So enjoy the clips. Thanks again for your help. Shea Bear the myth man legend gone for now We'll see you guys in the next one. Bye. Bye and take care


Hello Moscow, this is Tom Schaller from Washington DC where it's a little bit after 1 a.m. Eastern time here in the nation's capital Thanks for inviting me. I look forward to talking to you for the next half hour about the election results So hello Moscow Okay Well, I can just sort of give you an overview of what I think happened tonight, and then I'll take some questions if you want to do it that way Though there Are some outside chances and there are still not enough states called to declare Donald Trump the victor I think given what we're seeing in most of the states and including the states that he's already won That Donald Trump will be elected the 45th president of the United States And he will become America's first president with no military or political or electoral office background He will win largely on a significant uptick and surge in support from white voters in America And we'll have put together a coalition that includes many of the traditional Republican states of the inner Mountains the plane states as well as pockets of the rust belt and Some key southern states including North Carolina and Florida as well as the deep south which is of course traditionally Republican and We'll win with the probably somewhere around 300 electoral votes give or take Well, yeah, in short, I'll give you Obvious look at what's going on then ready to be seen on the question while early on the percentage of 100 percent predicts to say that who will win but taking into account the number of votes of those states that have already been read I can say that according to all the probabilities Donald Trump will become the 45th president of the United States of America But I will tell you that this is the first president who has no experience in terms of Political experience without military experience never did not take any chosen duty Anyway, he may become a president and if he becomes a president, it is mainly thanks to the support of the voting of the White population He created a coalition in which the states that traditionally support the Republican Party States in the middle of the West also in the South of the United States, including North Carolina and Florida Go ahead. Oh Do you want me to continue talking or you want me to just take questions from this point, right? Yeah, I guess we'll do a questions here I mean, I can keep talking if you want. It's up to you guys Okay, it's not loud enough Yeah, you got to speak up a little louder, I can't hear you Okay How do you think we're having a president and Congress on policy? How will it impact American foreign policy? So how will having a president and Congress all of one party impact American foreign policy? Well, I guess we should take Donald Trump at his word. I think we will perhaps renegotiate some of our existing trade agreements Uh, some of our strategic alliances with NATO, uh, perhaps maybe revisited Um, I'm not sure, uh, you know, Trump has made promises To the effect or claims to the effect that he doesn't care if North Korea becomes a nuclear state and other countries So, uh, the United States position vis-à-vis the world could change very dramatically In terms of our long-standing military alliances and our long-standing trade alliances with other capitalist countries both in our hemisphere and uh, and uh, certainly in asia, so Whether or not that was a lot of nativist talk And bluster, uh, designed to win the election or whether Trump really means it. I mean, he has called You know, NAFTA the worst trade deal ever negotiated I can't imagine that he wouldn't then proceed to fulfill the promise to to renegotiate it or Have the United States remove itself um He doesn't believe climate change is real so Presumably the Paris Accords Will cease to To exist from a u.s standpoint and we will Join the small list of nations who aren't part of a global plan to reduce carbon emissions And with a republican senate, which is assured as of tonight in our republican house It's hard to see how the congress will step in and stop trump So I think it'll be four years of reversing a lot of uh, international Related policies on trade on immigration On global climate change And on alliances and then of course there will be a similar revanchism or reversal or attempted reversal on a variety of domestic policies as well But you didn't ask about that The campaign Donald Trump said that he was ready to give up a number of agreements, including a trade agreement From strategic alliances, including to look at our relations with NATO Our tour, now to say, there were promises and claims that he was talking about What will he do if he, when he takes over the White House, it's hard to say He even said that he would still be left with the North Korea, with the clear states Or not So the position of the United States to the external world can change a lot It can change our relations with the military alliance, with the trade alliance And how in the West, in the West of Asia, it can change the relations with the other countries Maybe it's just that he was talking about this loudly during the election campaign With the fact that he would win the election Or maybe he was really ready to pay for what he promised He said, for example, that the agreement with NATO is a terrifying agreement We need to give up and give up He said that he wouldn't believe in the change of the global climate So we can assume that the United States will give up the Parisian agreements And enter a small list of countries that are not ready to stop The gases that cause the Pornikov effect If the Bolsheviks in the Congress will take over the Pobekanskaya Party They will not oppose it So the current four years can be said that there will be major changes In the international policy of the United States, in the field of trade and migration The change of the global climate and the relationship with our alliance This is some kind of revenge that will happen And in a number of internal issues as well There's not a lot of friends in the Congress to Kremlin So how will the new policies to Russia change? How will the new policies of the U.S. to Russia, if you have this presidency And a Congress that never loved Putin's Russia How will the new relationship with Russia look like then? Well, I do think Trump faces resistance in Congress Obviously from the Democrats, the opposing party And he also faces significant resistance within his own party About a third of the members of Congress in the House and Senate didn't endorse him Now whether they'll be pushed back from within his party Which will be the majority coalition It matters less if the Democrats are opposed to his policies domestic or foreign Because they'll be in the minority in both chambers So the real interesting question is whether they'll be pushed back in Trump party Pushback between and among Republicans Particularly Republicans who were of the Never Trump coalition Who wouldn't endorse or support or vote for Donald Trump And that could be a very interesting political fight A partisan fight, intraparty fight That affects not just U.S. policy to Russia But like I said earlier, affects U.S. foreign policy more broadly And domestic policy as well A little bit perhaps less on domestic policy There's quite a bit more consensus within the Republican Party on that But yeah, I think for the most part I've had a largely two-party post-war, meaning post-second-war consensus But Trump, you know, clearly was borrowing both language And positions of an isolationist bent Which we heard from candidates like Ran and Ron Paul recently Which we've certainly heard from Republican candidates For president like Papu Kanan And whether or not the United States will, you know, Change its diplomatic and military posture Toward the world, I mean, I don't know I mean, we'll have to see what Trump does But, you know, the signals are clearly different From what we have seen, say, from George W. Bush And certainly George H. W. Bush, the two previous Republican presidents Before Donald Trump Thank you People inside the Republican Party that is against Trump Not only from the old Democratic Party We have to remember that almost a third of the members of the Senate And the Senate members from the old Republican Party Didn't express their support Trump as a candidate for the president And the Democratic Party will, in my opinion, In both the Congress's Senate And there is also one wing of the Republican Party Which says that Russia will never support Trump Of course, the policy of the United States will change Not only in relation to Russia But in general, the policy of the United States Will suffer some changes He performed with Kaki Ran and Ran Paul And former candidates for the president in Buchanan And the other with the Islamic policy and the proposals So there will be changes And diplomatic policy, military policy But in what sense, in what degree, it is difficult to say now But his policy will be much better Even from the former, previous candidates From the old Republican Party George Bush, the father of George Bush, the son This is again, you know, this radio, you're from Moscow And he's done polls in Russia Russia has quite popular view of Russia Many actually in Russia hope that Trump will win Did the U.S. voters know about this fact And how could you explain his popularity Trump's popularity in Russia? Well, I should be asking you How to explain Trump's popularity in Russia I don't really know the answer to that I think I can answer the question About whether American voters knew that I suspect that they don't And I don't know that they would care Although in theory they should to some degree I suppose I mean, there were definitely direct accusations back and forth Between the Trump and Clinton campaigns About how close and to what degree Donald Trump was close to Vladimir Putin and so forth But I don't know that Americans Payed that a close attention to that And I don't know I certainly feel confident that they don't Have any knowledge of I certainly didn't have public polls Taken of Russian citizens As to their preferences for the winner In the presidential race You know, it's possible they got advertised Or broadcasted in the media But I don't remember seeing much about it And even if they were, I don't know How much American voters would take that into account They were probably voting more on issues Like immigration and trade and so forth And Trump's promises there Or Hillary Clinton's policies on Obamacare or what have you Then they were on what foreign voters think Oftentimes foreign voters prefer One presidential candidate or the other Doesn't mean they necessarily won I think most European voters were supportive Of Al Gore over George Bush But that didn't prevent George Bush From winning that election in 2000 And so sometimes the attitudes Of citizens of foreign countries Make it into the American newspapers But I don't, as a general rule I don't think that affects the internal calculus Of most American voters But in fact, I'm not sure That American voters pay much attention To this question Even I myself didn't even know How many American voters would know That they were being held Social issues in Russia And who they gave preference to In the opinion of the candidate The president of the United States I'm not sure that American voters Pay much attention to this They're worried, say, about What issues like immigration, trade The issues of domestic politics This is Trump's issue That is, they're worried How the health care program will be changed Obama Kerr These are the issues that we're talking about Of course, it can be said that In Europe, when Bush and Gore Walked in the main European countries The population, they stood up for Gore But they didn't change According to those elections Bush won, so They can appear in those newspapers Telling about these issues But I don't think that American voters Will take this point And one final question This is the new newspaper Then in the week before the elections There were forecasts That Hillary was most likely Going to win up the 90% chance Of her winning Hillary So are you surprised With the incoming results Now here at the vote And why is there such a huge gap Between the forecasts And the actual results from the elections Here that we have in so far Thank you That's the question of the night I mean, either one of two Or maybe both of two things are true One is that the polling wasn't very good To begin with Or the polling was good But the forecasting models were bad If I had to guess It's probably more the quality of the polls Than it was the forecasting models That use those polls to create their projections It's quite also possible That the polls in terms of their sampling And their likely voter screens Were not capturing quite a few White voters who either Were saying they weren't going to vote for Trump But did Or simply had registered And turned out for the first time And weren't being captured in the polls And therefore weren't included In the estimates So to me I do think this is a moment where Hillary Clinton led in most of the national polls Over the last two or three months Donald Trump rarely got above 41, 42, 43% in the national polls He may still win Excuse me May lose the national popular vote Hillary Clinton may win the election As Al Gore did in the popular vote While losing it in the electoral vote So that would be interesting Because the polls did show her leading She may win the popular vote But just not have her votes In the right combination of states So we won't I don't think know a lot of that For sure Until tomorrow or the next day As we finalize all the tabulations But I do think there is going to be A lot of questions asked About the poll forecasters And about the polling firms themselves About the population who are asking for the wrong elections For example, maybe they didn't ask much About the white voters And maybe there were white voters Who said that they wouldn't vote for Trump But in fact they wouldn't vote for Trump Or maybe these white voters Who for the first time will vote And don't get any questions So maybe one of these three moments And of course Hillary She was leading all the questions For the next two or three months Trump's ceiling was around 41%, 42%, 43%, not more So maybe it will turn out That he, as far as the total number of votes He is losing But he will still take the voters Hillary can be charged with Popular support of the population That is, more votes But not in the right United States That is, she loses the election You can ask a whole series of questions About the poll Thanks very much for joining us tonight I know it's late, your time Yep Well, I want to thank you for inviting me to Moscow And we've been doing these Q&As Since about four o'clock Yesterday afternoon here at Eastern Time So as this is the closing one for the night I want to thank all the embassies and consulates That myself and my colleagues joined More than a dozen countries tonight And to the embassies and the consulates And the American spaces in those countries And to all the people who have followed along In the online feed with their questions and comments Thanks for joining us for election 2016 And we'll see you in four years