I've told you my niche name, which is Xim-Hiss-Ax, and what it means, literally, is lady laughs. And I have no idea why. I'm like the shyest person, right, Elizabeth? Okay. This is my first year being here fully. When I first entered, was it last spring? I came here as Doug Livingston, my ex-boss, and I had no idea what I was coming for. And I have a partner here that's with me that I would like to come up to share the story, because she was more the beginning part of it, and I came in halfway through. So, Elizabeth, can you come? While we're waiting for her, I had somebody, I just got to share a story. It's part of my Xim-Hiss-Ax name, I guess. I had an SFU shirt on. I know some of you noticed, because you came up to me and said, you have a different shirt on. I was like, yeah, and there you must be getting ready for a presentation. No, it wasn't. Because I had my jogging jacket on, and I'm recently going back to SFU for my masters. And I was so proud, because that's where I got my teaching certificate from, but I had it on. And my son was trying to read my shirt, and he said, FU. My F, the S was missing. And while we get into our story, my past boss is here, so I can't tell you the whole truth. Just kidding, but I'm proud to be here as the first year facilitator for the Nishka District, along with Elizabeth. And I'll let her tell the beginning part of our story, and then I'll take over to explain where we're headed. Thank you, Lillian. Thanks, yeah. I was the facilitator for the Nishka School District last year. I've actually worked with the school district over the last 13 years, not full time, but a lot. So I know the area quite well. And just to give you an idea, because not everybody actually knows very much about the Nishka School District, and you're missing a lot if you don't. It is located in the Nass Valley, which is parallel to Highway 16. The major city or town is New Ianch, which is 100 kilometers directly north of Terrace. It runs then west to the Pacific Ocean, so that the other community at the far end, Kankuloth, is basically a half an hour plane ride north of Prince Rupert. So if you know the northwest at all, that gives you a rough idea where it is. There are only 400 students altogether in the whole school district, four communities, four schools. Last year, simultaneously with this project starting, the Vancouver Island University project was starting there. So a lot of changes were going on in the school district and in the various programs. And so the decision was made to work with the preschool head start programs instead of the primary teachers. The really good thing about it is that there was no problem at all for head start preschool teachers to work with their kids that same way that the primary teachers were. They worked with kids who were three and four years old. The focus was on oral language development and social emotional learning. And also there were many references to families as well. So that was very good. The challenge, which was somewhat specific to the NISCA context in the Nass Valley, but might also affect other preschool head start settings, is that the structure of those settings is extremely difficult to allow for release time. Because there are no people who take over if somebody is not there. There just are not. Plus in our area, they're very small. There's one or two people who are working in those groups. So collaboration is challenging. The early reading advocate was the coordinator of the LISMS Early Learning Partnership. And that person then took on that role. But the structure did not lend itself to group meetings. It just didn't. For all intents and purposes, we really had only one.  But it was certainly enough for them to get a really good understanding of what was happening and what their role was. So they did fill out some of the Sharon's forms, but it was incomplete. But it was just wonderful what they were able to do. We started late because of not being able to find a time to meet, and we didn't finish. Which is a shame, but these things happen. And now I'm going to hand it to Lillian because we're going into the primary for this year. Okay. I'd like to say a positive thing on that note is that built the bridge to connect the early learning with kindergartners and primaries. So I'm really happy for that. Where we're headed now is by June. I knew I was taking over. I was emailing all the principals. And I was asking our four schools to develop a primary group. No response. I tried again. No response. And then I waved Faye Brownlee's name in there. Sharon Jaroski. I was like, these guys are my rock stars. They have to be yours. So I can't believe I'm standing. I'm standing right here. And I just want to hug her. And anyway, so I waved that around. I explained the Aboriginal content that is coming up and about from here. And I tell you still no response, kind of maybe one. But now I have seven teachers, primary teachers that are emailing me, asking me, when do we start?


This study proposes a novel approach to controlling the activity of molecules by using chloride ions to switch between different tautomers of an imidazole ring. This allows for the remote control of the reactivity of an imidazole moiety, which can be used to build molecular devices with allosteric enzyme-like properties. This article was authored by David P. Tilley, John Paul Heeb, Simon J. Webb, and others.


some applications of the principle of inclusion and exclusion now first let us look at this example which is based on the sieve of ira stoethanis now the greek mathematician ira stoethanis developed a technique of listing all the prime numbers between one and any positive integer n so our goal is to list all the prime numbers between the number 1 and a positive integer n the procedure is as follows one remove all the multiples of other than the first remaining integer exceeding to is the prime number third step remove all the multiples of 3 except 3 itself for remaining integer exceeding 3 which will be the prime number then remove all the multiples of 5 except 5 we have to continue in this way what happens is that if we take a positive integer n let us say n equal to 1000 so we are looking at positive integers from 1 to 1000 and if we keep on repeating this process then ultimately we will we will be left with the prime numbers between 1 to 1000 now our problem is derived from this method which is called the sieve of ira stoethanis so let us look at the problem count the number of integers between 1 and 1000 are not divisible by 235 and 7 in order to solve this problem we consider certain sets first let you be the set of integers x such that 1 less than or equal to x less than or equal to 1000 now we define some subsets of you a1 equal to the set of elements of you divisible by 2 a2 the set of elements of you divisible by 3 a3 the set of elements of you divisible by 5 a4 the set of elements of you divisible by 7 now we are looking at the set of integers between 1 and 1000 which are not divisible by 235 and 7 we have in the beginning constructed four sets which are in fact subsets of you the integers between 1 and 1000 namely a1 a2 a3 a4 where a1 consist of all the elements which are divisible by 2 a2 the set of elements divisible by 3 a3 elements divisible by 5 and a4 elements divisible by 7 now if we consider the set a1 complement this is the set of all the elements in you which are not divisible by 2 a2 complement is a set of all elements of you not divisible by 3 a3 complement is a set of all elements of you not divisible by 5 and a4 complement set of all elements of you not divisible by 7 now that means that our set under consideration is intersection of all these complements and this gives me the set of all elements in you which are not divisible by 2357 now we can process this a little further by considering this is in fact a1 union a2 union a3 union a4 and the complement this is by using de morgan's law so the cardinality of a1 complement intersection a2 complement intersection a3 complement intersection a4 complement is the cardinality of the complement of a1 union a2 union a3 union a4 which in turn is equal to the cardinality of you which is the universal set minus the cardinality of a1 union a2 union a3 union a4 now we will quickly calculate the cardinality is of a1 a2 a3 a4 and the cardinality is of ai ai's intersections of ai's taken 2 at a time 3 at a time and all at a time and then use principle of inclusion and exclusion to get the cardinality of the union of a1 a2 a3 a4 we start our process by checking the cardinality of a1 which is 1000 divided by 2 500 a2 which is floor of 1000 divided by 3 which is equal to 333 by the way floor of a real number is the largest integer less than that real number then a3 1000 divided by 5 which is 200 and a4 which is the floor of 1000 divided by 7 which gives us 142 then we take intersections of ai's for distinct i's taken 2 at a time so we get a1 intersection a2 is equal to floor of 1000 divided by 6 if a positive integer is divisible by both 2 and 3 then of course it is divisible by 6 and the converse therefore we will have 166 a1 intersection a3 this gives me 1000 divided by 10 which is 100 and a1 intersection a4 which is floor of 1000 divided by 14 which is equal to 71 then a2 intersection a3 a2 intersection a4 and lastly a3 intersection a4 which is floor of 1000 divided by 35 which is equal to 28 then we have to take the intersections taking 3 at a time so I will have a1 intersection a2 intersection a3 so these are PCI is little elements which are divisible by 2 3 and 5 therefore divisible by 30 so therefore it will be 1000 divisible by 30 divided by 30 floor of that which is 33 then I have got a1 a3 a4 which is 1000 divided by 70 which is equal to 14 and we have a1 a2 a4 which is 1000 divided by 42 which is equal to 23 and finally a1 this will be a2 a3 and a4 which is floor of 1000 divided by 105 so it is 9 and the last one taking 4 at a time is and we can check that this is just the number 4 now if we remember all these things then we can see that the cardinality of a1 complement intersection a2 complement intersection a3 complement intersection a4 complement is cardinality of EU this one which is of course 1000 minus cardinality of a1 500 plus cardinality of a2 333 plus 200 plus 142 these are the cardinality of a1 a2 a3 a4 from this one the cardinality of a1 intersection a2 which is 166 minus 100 minus 71 minus 66 minus 47 minus 28 and then we start adding we add 33 add 14 add 9 so and add 23 and then again subtract the last expression that is 4 if I do this then the number that I get is 222 and this is the number of integers between 1 and 1000 which are not divisible by 235 and 7 thus in this example we see how we are using the principle of inclusion and exclusion to count some number of some things we move on to more serious examples and this example involves Euler's phi function now the first question is what is Euler's phi function for that first of all we have to know what do we mean when we say that two positive integers are relatively prime to one another let me write the definition first positive integers are said to be relatively prime the number one is the only common divisor that they have now suppose n is a positive integer phi n is defined as the number of positive integers greater than or equal to 1 and less than or equal to n relatively prime to n so in simple words we take a positive integer n and we count the number of positive integers between 1 and n which are relatively prime to n and this number is called the phi n now what we are interested here is to get a get an expression of phi n which does not seem to be very easy if we start checking some small examples then we see that phi 1 is of course 1 phi 2 is also 1 phi 3 is 2 phi 4 is also 2 because the positive integers less than 4 is 1 2 3 and 4 here 1 is of course relatively prime to 4 2 is not relatively prime to 4 and 3 is relatively prime to 4 and of course 4 is not relatively prime to 4 so we have got we say 5 4 is 2 then 5 5 is 4 and so on so as such there is no direct pattern that that is obvious so we have to find out an expression of phi if at all it exists incidentally this function is called the Euler's phi function now suppose p1 p2 up to pk the distinct prime divisors of n we consider the universal set 1 2 up to n and denoted by u we also consider a set like this a sub i which is the subset of u consisting of those integers divisible by p i so we are looking for integers which are in u and not divisible by any of the p is therefore phi n is equal to cardinality of a1 complement intersection a2 complement intersection and continued in this way up to ak complement we can manipulate and get this equal to u minus cardinality of u minus a1 union a2 union and so on up to ak now again we see that the expression that we are getting is almost similar to the expression that we got in the last example only thing is that we have to know how to count the cardinalities of ai's and intersections of different ai's we base this on an observation if d divides n then there are n by d multiples of g in u this can be verified and I leave it as an exercise but if we take it to be true which of course we can verify then we will get ai equal to n by p i a i intersection aj where i is not equal to j equal to n divided by p i p j and proceeding in this way finally we will get a1 intersection and so on up to intersection a k is equal to n divided by p1 dot dot dot pk and therefore considering all this we will get ? n equal to n which is the cardinality of u and then minus ? i equal to 1 to k n by p i this is essentially ? i equal to 1 to k cardinality of ai and I put a minus over here to obtain i equal to 1 to k n I have to put i equal to 1 to k and j also equal to 1 to k with a condition that i is always less than j so this is p i p j and we will proceed in this way to ultimately the last expression this is the cardinality of ai I am sorry a1 intersection and up to a k and this intermediate second entry is essentially i less than j intersection ai intersection aj cardinality thus we have basically used the pigeonhole I am sorry we have basically used the principle of inclusion exclusion in the last part of the right hand side to obtain an expression now we can process this further and write n minus ? i equal to 1 to k n p i plus ? i less than j n p i into p j minus and so on at the end its minus 1 raise to the power k n p 1 up to p k and a careful analysis shows that this is equal to n into 1 minus 1 by p 1 1 minus 1 by p 2 and so on up to n into 1 minus 1 by p k and thus finally we have got an expression for ? n which is ? n equal to n into 1 minus 1 by p 1 1 minus 1 by p 2 and so on up to 1 minus 1 by p k where n is equal to p 1 raise to the power a1 p 2 raise to the power a2 and p k raise to the power a k where a i's are greater than or equal to 1 and p i's are distinct prime numbers Euler's phi function plays an important role in number theory and many other applications of number theory this example gives us a gives us a an instance where the principle of inclusion exclusion gets used in finding out a very fundamental function a of number theory which is the Euler's phi function next we will talk about counting permutations by using the principle of inclusion and exclusion now these permutations that we are going to study are called derangements let me start by defining derangements among the permutations of the numbers from 1 to n there are some permutations in which none of the n integers appears in its natural place now these permutations are called derangements now what we would like to do is to count the number of derangements of n numbers from 1 to n suppose dn is equal to the total number of derangements on the set 1 to up to n now just like the previous examples we are going to define some sets so in general we define a i equal to the set of all the permutations on 1 to up to n which keeps the ith element namely i in its natural place and of course I will move i from 1 to up to n let u denote the set of all permutations on 1 to up to n just to recall that this means that u is a set of all 1 to 1 on to functions from 1 to up to n to 1 to up to n now from the discussions that we have done before it is now clear that dn is equal to a1 complement intersection a2 complement intersection and so on up to n complement and which again in exactly similar way as before can be written as cardinality of u- cardinality of a1 union a2 union and so on up to n we know that the cardinality of u is factorial n and therefore we have to just find the cardinality of a1 union and so on up to cardinality of n for that we will start checking the cardinality of a1 which is factorial n-1 the reason is that when I am counting the number of permutations or the number of arrangements that I can make out of elements from 1 to n where first element is in the first position then I can move around the other n-1 elements in any way I like so I can do that in factorial n-1 ways therefore cardinality of a1 is factorial n and the question is that how many ai's are there there are n choose one many that is n many ai's so cardinality of a2 is going to be also n-1 and so on up to cardinality of an is equal to n choose n-1 therefore if I am considering the cardinality of the union a1 union an the first term which is sigma i equal to 1 to n cardinality of ai this will be n choose 1 n-1 that is n into cardinality of n-1 because all the ai's have the same cardinality the second term is going to be i less than j ai intersection aj the question is that how many times I can choose these two distinct ai's from n distinct ai so that number of times is n choose 2 then the question is that what is the cardinality of ai intersection aj and that happens to be n-2 factorial because after all I am fixing the ith element to the ith place and jth element to the jth place so I have got n-2 many elements left which we can move around anywhere like therefore we will get n choose 2 into factorial n-2 and then further on I will have n choose 3 factorial n-3 and so on and at the very end I am going to get-1 raise to the power n-1 into n choose n of 1 now if we go back to the expression that we started writing of dn we wrote that dn is equal to cardinality of u- the cardinality of a1 union and so on up to an which means that dn is factorial n- n choose 1 factorial n-1- n choose 2 factorial n-2- n choose 3 factorial n-3 plus which is equal to factorial n- n choose 1 and if we process it further we will get the final result as factorial n into within bracket 1-1 choose 1 plus 1 choose factorial 2-1 choose sorry 1-1 by factorial 1 plus 1 by factorial 2 1 by factorial 3 and so on and at the end we will have-1 to the power n factorial n this is the final result for the number of derangements that we have on n positive integers from 1 to n in this lectures we have studied three examples in which principle of inclusion and exclusion has been used to solve certain counting problems and some of these problems are very fundamental to combinatorics and number theory we stop the lecture now thank you.


Hey survivors in this video. I'm going to be giving you nine secrets the narcissist doesn't want you to know Please like comment share and subscribe Click the bell icon to receive notifications for my future videos if you would like to donate My PayPal links in a video description If you are interested in one-on-one coaching you can email me at nazfabacoachinadjuma.com Nine secrets the narcissist doesn't want you to know Narciss hate rules. They believe that they are the exception They believe that they are excluded from a general statement Or that they are not required to follow a rule or law They believe that they are perfect just as they are and they do not need to change Everyone else needs to change to accommodate them They hate authority They hate anyone who tries to impose a decision or ruling on them They hate any demands of their attention or commitment They will try to manipulate you or their supervisors And to bend in the rules for them They hate rules because they hate responsibility and accountability If they can change the rules they can avoid being held accountable for their actions Narciss hate deep conversations They don't engage in deep meaningful Conversations unless they are the center of it Deep conversations about life or the world Takes the attention away from them. They feel uncomfortable talking about things. They don't have much knowledge of They have a fear of being proven wrong In their minds they can never be wrong They will avoid any conversation that they can't win Narciss argue with their feelings rather than facts or logic If you are trying to have a deep conversation with a narcissist They will try to change the topic Or give their own irrelevant or morally superior perspective Narciss are only interested in high value or attractive people Whoever the narcissist be friends or engages with Must benefit them in some way They choose high value and physically attractive friends or partners To feel superior to the people around them They will often name drop in conversations as a way of obtaining narcissistic supply They believe that by being around desirable and powerful people It will transfer their desirability and power onto them Narciss prefer to avoid anyone who is unfortunate or unattractive They are not interested in being around anyone who doesn't benefit them They will only engage with people Who are unfortunate As a way of displaying their moral superiority Narciss compartmentalize people They divide people into discrete sections and categories They see people as objects And these objects are categorized according to their specific function They compartmentalize people according to their usability in performance specific tasks or functions They might have a friend to go out with when they're bored People to advance their career or finances People to have sex with And people they can use as an emotional punching bag The narcissist beliefs values and emotions change depending on who they are with They will often use their primary source of supply as an emotional punching bag While they will have a secondary source of supply to use for sex They will be annoyed or irritated if you try to deviate from your assigned task If you are their primary source of supply You are there to clean the home look after the children or carry their emotional baggage If you are their secondary source of supply You are a sex toy They hate it when their primary source of supply tries to initiate sex Just as they hate it when their secondary source wants to talk about traveling or moving in together It would be like having a knife and fork when you are eating But using your fork to cut your food Narcissists have multiple personalities They have specific personalities for each person they associate with They will have a different personality at home with the primary source Than when they are with the secondary source They will also have another personality when they are at work or with it with friends Not only do they have a different personality But they will also display different beliefs, values and emotions They might dress differently They might talk in a different way Their lives revolve around getting attention and admiration And exploiting people for their own benefit or gain Each personality is assigned for a specific purpose And is designed to achieve specific goals or personal benefits Narcissists use your secrets against you At the beginning of the relationship you might open up to the narcissist And tell them something that you have experienced Or something that you have done Involving family, friends or previous relationship partner They will act very trustworthy and make you believe that it could benefit you by opening up to them They will often get to reveal personal information Or something that they can later use against you as ammo Once you are no longer useful to them Or if you threaten to leave them They will then use this information against you They will then triangulate you with a family, friend or relationship partner Or they will reveal whatever you confided in them This will then be used to enforce fly monkeys and create a smear campaign It is designed to prevent you from moving on Or trying to begin a new life without them Narcissists always have a backup They will not leave until they have secured a backup source of supply During the devaluation phase They are receiving attention and admiration from someone else They are grooming this person to be the new primary source Once they have discarded you You will often notice that a few months before the discard You don't see the narcissist as much Or they become cold and distant This is when they are targeting their new source of supply The discard phase is an illusion They want you to believe that once they have discarded you It is over and they are not coming back But what happens What often happens is that once they have loved bomb the new source And extracted whatever resources they wanted from them They will often go back to whoever they just discarded This could be weeks months or even years after the discard But if you have figured them out and they know that you know They usually won't put themselves in that position Where you can outsmart them Or where you are not going to be a suitable target for their manipulation Even then it's not that they don't want to come back It's just that they know they can't Narcissists don't want to change or grow They want to be something great But they don't want to work hard for it For them to progress They would need to self reflect or look within They would need to be accountable for their actions That is the only way that they could learn from their faults and mistakes And then develop it into something more respectable or productive Instead they choose to put other people down To display themselves as being superior They don't want to change or grow They want you to adjust and adapt your natural way of living To accommodate them Thank you for watching I hope this video resonates with you Please like, comment, share and subscribe Click the bell icon to receive notifications for my future videos If you would like to donate, my PayPal links in the video description Coaching inquiries you can email me at narcisfevercoaching at gmail.com Thank you for watching and I'll talk to you soon


Sorry about that, we are going to move on ladies and gentlemen, but before that I would like to remind everyone that we have an official hashtag and the hashtag for today's event is hashtag E4M conclave, that is E4M, C-O-N-C-L-A-V-E, E4M conclave, so do keep those tweets coming. As you all know ladies and gentlemen, the nominees for the impact person of the year 2017 have been announced and as has already been mentioned, the winner of this prestigious title will be announced in December, if you could just have a look at the A-V right now please. So thank you everybody who was part of the company and jury who could allow me to be the impact person of the year award and we hope to see all of you there if possible and since this event is basically the underlying theme is marketing, we will move on to our first keynote session which is a rising tide, why diversity in leadership matters, the speaker as has already been mentioned is Mr. Kata Mare, he is the CEO of FCB, an IPG owned global fully integrated marketing communications company with more than 8000 people in 109 operations across 80 countries. Together with global chief creative officer Susan Kredle, Mare is leading FCB's transformation to become a creatively led agency known for delivering never finished ideas that are both legacy making and equity building. For such market years as Nivea, Levi's, Nestle, Fjord Chrysler automobiles. Without further ado, I would also like to tell you this that ad week has named one of the power 100 top industry influencers in 2015 and 2016 and advertising age honored him as one of its 40 under 40 in 2014. Mr. Mare was also recently honored as one of the four A's, 100 people who make advertising great in 2017. So let's put our hands together and welcome Mr. Mare all the way from New York. Thank you very much. It's great to be here. I know the theme is innovation but I'm very happy to be kicking off talking about what I think is part of innovation but more important than innovation which is change. Innovation is led by change and I have a fundamental belief that we as an industry and frankly a lot of other industries not just in India but globally have got to change and they need to change and get more diversity in leadership. It's an honor to be here nor I promised nor a long time ago that I would be here but I think there's no more proof that we have work to do than to see the candidates that were just shown on that film. All brilliant people but all men. Not one woman was on that film. Not one woman. So we have a lot of work to do and I thought I should play my role to tell you a story and I hope it's helpful. So the first question you might have is what is a white heterosexual male doing on stage talking about diversity and that's a fair question. So I would like to tell you two sides to why I'm on stage talking about diversity. One is my personal story and then I want to give you a professional context as you go over global company. This is my mum with my twin boys. It's a little difficult sometimes talking about this. I lost my mother a year ago and this was taken about six months before she passed and these are my twins. She was also a twin. This is my mother with her twin brother some 75 years ago and they look rather cute. My uncle and my mum. Here's where the problem arose from a very young age. My mother had that extra chromosome, that mojo. So there's this wonderful story when they were children and they were in the field and they were picking carrots. And my uncle was sort of sitting there, take a carrot, look at it, enjoy the view, put it in the basket. Wait, maybe take another carrot, look at it, put it in the basket. My mother was on the other side picking carrots at 100 miles an hour, getting as many carrots as she could, putting them in the basket. And it was sort of illustrative of their different mentalities. See, my mother grew up in a very German paternalistic household where it was all about the man. And my grandfather had a very, very successful business. In fact, it was Hugo Boss's biggest rival in the 1950s and 1960s in Germany. And my grandfather brought them both up, telling my uncle that he would run the business one day, that it was his right to run the business one day. And that my mother should raise children. My mother never wanted, she wanted to raise children. But she was a creator, she was an artist. She loved, she loved doing things, creating things. She was an alpha type character. And she spent her whole life trying to prove to her father that she was as worthy as her brother to be able to have a successful business career in life. And I grew up as the child living with collateral damage of that. Right? Of seeing, you know, everyone saw this very confident lady. She ended up right before my uncle bankrupted the family business in 1985. She took $100,000 out of the business. And she started her own career in life outside of Germany. And she became one of the top interior designers and developers in the world. And she rebuilt her fortune. And she rebuilt her life on her own terms. This is what people saw. They saw the success. They didn't see what she had to do every single day to prove that she could do it as well as her brother. And I have to tell you that's just wrong. And for me to see as the son, the sacrifices that she had to make in order to give me the opportunities that I've had to be on the stage today is something that has profoundly affected me. And I didn't really realize that I was so affected by my mother and seeing what she had to do until I did this implicit bias workshop I'll talk about in a minute. And I uncovered the fact that I had this slight bias of women over men in the workplace. And I couldn't understand why. And I had to unpack that.   So it's quite deep rooted in me as you can probably tell. And that's my personal story of my mother. But I want to switch to the professional side as a CEO. So people that think it's fixed have their heads buried in the sand. I want to tell you two stories. The first one is an executive, very, very successful executive who works for me in America. And she walked into my office one day. And I could tell she hadn't been herself for two or three months. And she was a little upset.   And I said, you have to talk to me. So she told me about an incident where three months before a creative director from a sister company, it was a sister company, it was an associated company who had been working with us, had sent her an email that was titled, girl exclamation mark. And then there was a whole email basically bullying her, making misogynist statements about her, and frankly destroying all her self-confidence. This is one of the top executives in advertising. And for three months, she bottled it in. She was made to feel guilty in that she had to coat with it on her own, right? And nothing happened to this individual because unfortunately didn't report into me and no action was taken that I thought should have been taken. But she should not have been enduring that. This is 2016 that's happened in. There's this amazing program in the United States called Year Up, which tries to take people from poorer backgrounds and educate them through like a university degree and then put them into the workplace. And there was this African American lady, very, you could tell, shy, smart. And I was talking to Year Up and she stood up and she said, I was working at a holding company. One of the companies, and I won't say which one because I don't think that's the point, because I think this happens everywhere. And she had been brave enough to come out of poverty, to get herself trained when her family said, don't waste your time. There's no chance you're going to get a job. And she fought her way out of poverty into this training program. She got through the training program into the agency world. And her direct boss came up to her in the third week and said, what are you doing? You need to stop trying to be so cute. You know, stop trying to be so cute all the time and try and do something productive. Words matter. This poor lady had her whole self-confidence destroyed after getting herself from there to here. He didn't even know. I think he was so unconscious to his bias and his behavior. He didn't realize what he was doing to this person. This is in 2017. So, you know, the Harvey Weinstein thing is the extreme and I think we have to be very careful with what's going on there. I think most of you are familiar with that, what's been going on in Hollywood. But that's the extreme. It's the day-to-day occurrences that we have to be careful of. So, I'm telling you those two sources. One of the things for me as a CO is when you listen, you only have to listen for 20% of the time to understand that there's a problem here, that we have to fix the opportunity for women at work. And it's as important for the men in the room and for me as a man as the women to do it. Otherwise, it's going to take forever and it's never going to happen. So, some examples. This is not an anti-Trump statement just to be clear. But this was, but this is an example of what happens when you only surround yourself with people from your own background and from your own gender. You know, this is Donald Trump signing something about women's rights, signing legislation about women's rights. How can you have just men talking to you about women's rights? It doesn't make any sense. And here's the problem when you do that. We're a marketers. So, forget innovation. Let's talk about basic marketing. We're trying to talk to men and women. We're trying to talk to people of different religions. And if we're trying to be creative and we're trying to make a difference in the world and we're only surrounding ourselves by our own voices, you're in an echo chamber and you don't speak to the people you need to speak to. You don't get the results that you need to get. And this is pretty interesting. Someone on Instagram did this. Now, can you spot what's strange about this picture? Probably in the back of the room, it's going to be harder. So, someone did this on Instagram and they said, look, it takes a few seconds to realize what if I told you I photoshopped the same face onto every man behind Trump? Would you have noticed if I hadn't said anything? That's the problem when you have only men in a room. That's a problem when you're a leader only surrounded by men. You start to see mirror reflections of yourself instead of the people that you're trying to talk to. So, I've just been traveling the world doing my business planning. And this campaign broke right before I started traveling. So, I was in California at San Francisco and I took some of our executives, not just our executives, the agency. They had breakout groups to meet my teams. And I asked all the women, I said, I hope you're comfortable and if you're not, please don't say anything. But if you feel you've had ever had harassment at work, however, it doesn't have to be the extreme, but if you've gone through this, would you say me too? 100% of the women that I spoke to individually in groups, 100% of the women said me too. And I, as a man, I was like, 100%. I would have guessed 30, 40. Because I'm a guy. I would never know that it was 100%. And that's pretty humbling. So, you know, I feel I'm not even sure it's appropriate to ask here with such a mix in the room and I don't want, if you're on the spot and you don't feel comfortable. But I would like the women here in any capacity, if you feel in the workplace in any company you've been at, me too, can you put your hands in the air? One, two, yeah. Thank you very much. And thank you for being brave enough to do it. And it talks to me about the culture here that people didn't feel comfortable for all of those who fell that way to put their hands in the air. That's why we need change. One day in one of these meetings someone will be able to say, can you put your hands in the air and be able to put her hand in the air that felt that. And that environment doesn't exist here yet today and that's something I'm responsible for and everybody who's a leader in this industry is responsible for. I think, so people say, how do you do it? What's important? And I want to be clear, we have a lot of work to do. We haven't got it right at FCB but we're working really hard to try and get it right. And step one for me on all this discussion is let's get everyone to admit there's a problem. Let's be brave enough to say we've got to get this right and then we can have a conversation on how to fix it instead of hiding it uncomfortably under a rug. This is my two partners, Susan and Nigel. We just finished a global meeting and we got a little emotional as you can see. But we all believe passionately in it and you've got to start at the very top and you've got to hire diversity in your leadership team. If you work at an agency, if you're at a client, if you're in an industry where there are no women in management, you have a right to ask why not. And if the management don't change, I would leave. Easy to say. But I'm trying to make a point. And what's interesting is once it starts at the top and your leaders feel accountable for making this world a better place, it goes all the way through the organization. Then it becomes easy to get that diversity. And these are some of the brilliant, brilliant women that we have. And one of the things I've learned is that it's more insulting for women to have a token woman on a management team than no woman on a management team. Women want brilliant, talented women to be leading the charge at the front to inspire other women to move up. And I think that's really important. And so I'm really proud that we've managed to recruit so many brilliant women into our organization. Just to give you some highlights, Susan helped create the modern M&M characters. She is an icon of advertising, and she's been instrumental in us transforming our company. Swati, who's sitting here. I don't know how many of you know Swati. She's a gem. She's amazing. Inspires me all the time. And was voted one of Impact's 50 most influential women. You know, when Swati, I don't know, I hadn't told her I was going to talk about it, but when Swati took the job, there are emails that one day I want to have published between you and Susan, where Swati talked about what it was like to be a mother stepping into the C-suite with all the insecurities, all the concerns of being a woman taking on that big job and how it would go down here in India. And Susan replied, I felt that way when I stepped up to the job in Chicago. I felt that way too. This is what will happen if you do it. This is what will happen. And that email exchange was quite magical, and that's what we need to do, is to give confidence and celebrate brilliant women moving up into management. Dana Mayman, this is one of the most powerful, successful women in marketing. She took a business that was $30 million and turned it into a $350 million business. She started with 60 people. She now has 1,500. These are the people that we need to be celebrating to encourage more people, women, to move up into management. Nandini. Nandini is here today. Nandini was made agency CEO of the year two years in a row. So not only was she the first woman to get this award, she did it two years in a row. These are the people we need to celebrate. So I also want to be clear. One of the things that drives me crazy is when people go, yes, but it should be about the talent. Right?  And I want to excuse my French. And I would like to give you a concrete example of why. There is institutional issues that must be addressed by all of us. And if we don't address it with all the best intention in the world, things won't get fixed. I'm guessing not. So Free The Bid started in America a year ago.  Free The Bid, essentially now, we've got 98% of our bids in the last year did this. When you do a shoot and you do a three bid with directors, one director has to be a woman. One of the three. Because for decades, there were none. And here's why this occurred. So take a client. Pick a client. Any client. What client should we take? I don't want to pick out an individual client. It's not fair. But a random client.  And you say, you're the marketing director. And you say, I have a $1 million shoot. You go to your agency and you say, I have a $1 million shoot. This is hugely important for the sales of my business. This is hugely important for my career. If we screw this up, I'm out of a job and we don't get our sales. So do the three bid. I want to have directors that have a lot of experience in $1 million shoots. And I want to see their portfolio. I want to see what they've done so that I know that I'm reassured that I'm getting a director that will deliver. I'm spending a lot of money. Sounds reasonable, right? Here's the problem. The top 10 directors in automotive are all men. And because those are the ones that have done all the multi-million dollar shoots for the last 40 years. If you do a three bid, they're all men because all the top 10 are men because they're the ones with the portfolio. And what do you do? You give the latest million dollar shoot to a man. And so the man is then building his resume further so that the next time, guess what happens? So you can see how you've got a structural problem that you have to break when you have these brilliant, creative, talented directors who are women who just can't break in. So you have a simple thing. You're going to have those two men put one woman into the bid. After one year, I think we have something like 30% of the bids have gone to women. So you have to change the structural cycle. And in India, I think if we have an honest conversation and go, what are the equivalents of this in India that we need to fix, how do we as an industry come together and go, how do we fix this? That's not a talent issue. It's a structural issue. There's this amazing workshop called Unconscious Bias. I'm going to ruin it for all of you because I'm guessing you can't do it. But the way it works is you put in a room on these round tables, you put your executive team, any team you want, and you have five tables and you put five resumes and five backgrounds about the people on the tables, and you vote out of 100, and you vote out of 100 as someone. And every time you do this exercise, anywhere in the world, you come back and one table votes 90 out of 100, another table 70 out of 100, another table 50 out of 100, another table 40 out of 100. And here's the catch. It's the same resume. It's the same profile. You know what the only difference is? The name on the top and the picture. John Smith, white male, always the top of the list. Right? The lady with a Muslim name and a picture of a Muslim lady always low down on the list. That's the only thing that's different. When you go through that workshop and you're doing it with enlightened, smart people who want to make a difference in the world, you realize it's this unconscious bias. There's things that we can't help. It's just how we were raised. And again, just taking a step back and trying to understand who we are and why will help us change how we think about things. There's also this wonderful exercise online just by the way you go and you hit these buttons at 800 miles an hour. And then at the end, you'll answer these questions. You have like a nanosecond to think about it. And it'll tell you afterwards what your natural bias is, how each of you were raised. It'll tell you whether you have that bias between straight people, black to white. It's very, very eye-opening experience. And I think that journey of discovery is really important before you can work out how to make a difference in the workplace. This is another thing which has absolutely blew my mind. So I was talking next to a professor from Colorado and she shared this with me and I've totally stolen it from her. So when you interview a pool of people, any job, any career, why not, and there's three men and one woman, what are the odds of the woman getting hired? Zero. Or pretty damn close to zero. One will hopefully get through the net. When you have two women in a pool of four, what are the odds of a woman getting hired? 50%. So when we start talking about oh, well, you know, it's just unfortunate, we put a woman in there, we interviewed a woman. That's what happens. If you believe in this and you take this seriously and you say when we interview people we'll have 50% women, 50% men. Actually, I'm trying to get the stats to make sure it's totally true, but what I was told after that I met this professor, she said, actually if the pool goes to five people and it's still only two women, the odds are still 50%. And it goes to six people, it's two women, it's still 50%, just having those two women in the pool.  No, no, no, but we had to go for the best person. Do not let people get away with that. So as you can see, I get quite hot under the collar on this topic and there are some structural things that we need to fix.  But I did pretty well and there were women before me who did pretty well. Can we just please celebrate the brilliant women? And she really taught me a really important lesson, which is I think whether we're talking about gender equality for women, we're talking about rights for gay people, we're talking about people of color in America. I think there's a sort of structure that I believe is important. You've got to acknowledge there's a problem and then you've got to fix the structural issues and you've got to celebrate the people that broke through. And so we had a meeting in South Africa. Swati, you're appearing again, I love it. We had a global meeting in South Africa where we had some brilliant women on stage and Susan changed it from where are the women to here are the women. And we had 100 people, 47 of them were women. It was awesome, I have to say. And again, what's fascinating to me is when I listen to them talk on the panel the stuff they said was like it was a revelation to me. I'm a guy. It's just the things you say. And I can't believe it's true. Like little things, there was someone on the panel I don't know if it was Swati or by the way we have Joanna voted one of the most creative people in the world, the only female CCO of a top 10 creative network in Brazil. Our CEO in China I can go on, she runs the number one shop marketing agency in America. So we're talking about brilliant women and they were talking about what it was like to go to conferences before. And one of them said I used to be there, there'd be 100, there'd be 5 of us and I'd be like okay that's normal and I remember going to amazing ones and there were 10 women out of the 100 and I remember looking around going wow there are a lot of women around here and I'm a guy going really 10 out of 100 is a lot of women like that can't be right. They went yes. And this meeting had 47 and the whole dynamic of the meeting the discussions on the work the discussions on clients the discussions on how we're going to make a difference in the world was so much richer from having that diversity in the room. So I think the hero of the women is incredibly important. So I've talked a lot I finished with work because we are off-roar in the creative business that I think makes the point. The first film that I'd like to show you we did for the UK government to get women back into exercise and I'm incredibly proud of the work that the team did and it shows that I think you have to also if you're in a craft you have to make sure that you use your craft to try and advance this whole conversation if you really want to make a difference. So this is the work that we released for This Girl Can. Two million fewer women are playing sport regularly. That's compared to men. Despite this, 75% of 14 to 40 year old women say they want to be more active. So what is putting them off? Well lots of things actually all with one common theme the fear of being judged. So how could sport England inspire women to give judgement the finger and give exercise another go? We showed that healthy bodies aren't always ripped bodies. We celebrated cellulite jiggle the jiggly bits and soaps the screen with sweat. Poster sites featured women in all their unphotoshopped glory. Seeded content told real stories of the personal barriers they'd overcome. We showed that healthy bodies aren't always ripped bodies. We celebrated cellulite, jiggle the jiggly bits and the personal barriers they'd overcome. And a social media algorithm found women expressing exercise anxieties so we could reply with words of support. It's fair to say the word got out. This campaign is genius. That is so empowering. It's called This Girl Can and the message is if this girl can anyone can. My reaction was finally and women everywhere were inspired to put their fears behind them and become girls who can. And it's just a really fun, amazing uplifting advert that really gets me going in the morning. So that was what we did for the UK and that campaign continues to grow. But what I'm really proud of is that we're now starting to do that type of work in India as well. I think we have to be brave and try and have this conversation. And I'm really proud of the fact that our FCB Orca team partnered with The Times of India to bring this topic to the fore and I want to show the first piece of work that we've did for them and there's a follow-up piece of work that I really wanted to share with you but I was told I wasn't allowed to because it's not being released until when? Tomorrow. I missed it by a day, damn it. But I wanted to show you the first round of work which I'm really, really proud of. I think this is a topic that deserves to be out in the open and that we should all play a role in. I always thought that this was something important to talk about for women but actually this whole talk is for men because I've been down this journey and I'm still definitely not at the destination I'm learning every day and I just implore people to listen and for the men who are in charge to acknowledge that this needs to be fixed quickly and coming back to my dear mum I stand here before you in her honor. Thank you. I'm still trying to do it without tearing up so thank you very much. Smody, that was for you. I think there might be a Q&A. Sorry, I'm doing your job too. If I may request you to just take one of the chairs. Thank you so much for that session. I think I speak for everyone when I say that session and all the videos that you showed did get to us. We had a sneak preview at that but we're going to move on to the Q&A session and I would like to invite on stage Ms. Vani Gupta Dandia Marketing Director, Indian Snacks Foods, PepsiCo India on stage please. She will moderate the session. Ladies and gentlemen, let's hear it please. The stage is yours. I'm with emotion myself. I'm finding myself a little caught up now because I think it was just such a brilliant moving presentation honestly and I'm glad I missed one of you. Because I think there are just so few, there really are. So, Kata tell me given your professional position given the fact that you're right at the top do you feel diversity? Do you feel the agenda of women or diversity in general in the broader definition do you feel the pressure of diversity? For me I think if you're a CEO and you listen to your employees it's something which you get excited about because you know it's the right thing to do and you know you can make a difference. I think we have to be careful though because right now diversity is a word being used a lot because of what's going on out there in Hollywood and in other places and I had an interview, it was by an Indian journalist I promise it wasn't nor and it wasn't anyone in this room it was by another Indian journalist had about four or five interviews in Cannes last year and I swear to God this was a true question one of the journalists said to me now that diversity is important do you think the bigoted CEOs need to be more careful? And I'm like no they don't need to be more careful they need to stop being bigoted CEOs right? Should a bank robber be a more careful bank robber? No, they should stop robbing banks and so I think we have to be very careful on this topic and I think what's really important is that women demand of their leaders you know where are they like when women are not getting when there's nominations and it's all men I think everyone has a right to say why are there no women? and I think we have to get the discussion out in the open and then we can work out how to fix it like I said we still have a lot of work to do at our agency I don't want to feel like I'm preaching by any shot of the imagination but I think this is a really important topic and diversity fuels creativity and fuels our clients' businesses so this isn't just doing the right thing it makes sense for business Here is a bit of a controversial question but I'm going to ask you anyway so if you were to look at our report 80% of the most advertised categories and brands are all targeted at women and yet when I look at the advertising and the marketing fraternity there are very very few names which are women's names at the top you took names of Swathi and Nandini and there is a Ruchi but there are very very few there are very few names which are women names at the top one only thinks of top shots as mostly being men do you think that there is something we should be doing to change this glaring paradox and you did talk about free the bid and you talked about how there is a structural problem over there do you think that as companies we should almost mandate by policy that at least some positions at the top or at least at the top to begin with be manned necessarily by a woman or be a woman I think it's a brilliant point and in America what's starting to happen is in pitches clients are demanding to know what the diversity is at the agency and if you don't have the diversity you're not on the pitch list I'm advertising I don't know the association for clients here what the equivalent is but I think you should get together and say give us a bit of time but starting in 2019 we will not pitch or work with agencies that don't have at least 25% of their leadership women you see the big get out of jail free which is not a get out of jail free which drives me which I think is just wrong it's saying yeah but the industry 50% women 50% men but ask the tough questions in leadership positions it's not 50% and so I think the agency association in India and everywhere should get together and say that's a leadership council why are they not saying we commit I don't even know how many people on the agency association are men or women I generally don't know but I'm guessing it's 50-50 but if it's not is the association saying let's get to that and then let's tell our agencies our expectations of that I think you know we've got to accelerate this I went to a festival here in India two years ago and at the festival I was again very honored I was at the front row with by the way some amazing marketers and brilliant executives they were all men and the only woman I remember on the front row was flown in from abroad I mean if you digest that for a minute that's scary in this day and age in 2017 and here's the other theater when I meet the women who we have like you and I meet you see Nandini and Swati and Savita and the more you're all brilliant and it's like why would the industry not insist on having more of you in leadership positions I have I was telling Swati about this you know when I read her blog there's a piece that she's written which is called My Dirtiest Secret The Dirtiest Secret at the workplace and I have to read out something that she's written because I read it and I called her up immediately and I said thank God thank God you've written this because you like literally picked the words out of my heart and I didn't know how to articulate it but you have so she says my male colleagues have judged me and hinted that I'm a slacker I've looked at the watch pointedly around, they've looked at the watch pointedly around 5.30pm and said isn't it time for you to pack up men often think it's a very cool provider thing to stay back at work in office they even get that president of the world tone when they call their wives and girlfriends to say I'll be late it doesn't work like that for us women we want to kill ourselves if our kids go to sleep without seeing us we're scared of what the class teacher might think of the shabby homework we don't want to send our children to birthday parties without gifts so we come home and we do all the stuff that we have to do we then stay up late at night we do it privately quietly with no show and tell it's the way it is with us so next time you pack up your bag at 5.30pm do it with your chin up and chest out we women do double shifts men don't do you think what she says makes sense and do you think that there is something that organizations can do more to build empathy for the double shifters well firstly I would never argue with Swati I've found out that she's normally right so I try not to argue with her too much I mean it's also beautifully written isn't it when you have a gift with words it's hard to argue with something so beautifully written I think I think all industries in all countries in the world are trying to work out how we can have more flexible hours for people how we can be more understanding of different people with different workloads and lives I think it's very very important but what I hear there which is actually more interesting than just the hours is when you talk about that president CEO like I'll stay late you know that to me talks about that lack of understanding of what women are going through if you're calling them out on that and again it's been really hard for me when I was in my 20s you know I was I like my sports I like doing my thing I was focused on my career I was in my private time trying you know dating and trying to find you know and ended up getting married and had my life I was sort of in this tunnel vision with my career I wasn't really listening or observing what women were going through and women were certainly not coming up to me saying so let me tell you my story about what I experienced from men today it was only when I became a CEO where I first have this amazing HR partner that I started to really understand so my I think there are improvements happening but I can't stress enough for me it's about listening it's about truly listening to what women go through and you can't but I guess things have to have to change like that too much now since diversity is such a management and such a leadership buzzword I wonder sometimes sometimes if women's capabilities like genuinely capable women if their capabilities like you were talking about you talked about many examples including Yera and you know that what is this cute thing you're doing but I wonder if sometimes women's work is actually undermined because diversity is such a buzzword you know I don't know if women over here in this room might have heard comments like after all you're a woman you know have you ever faced anything like this or would you have would you have the buzz on anything like this that might have come up to you in any context this is why for me it's important that the male CEOs who are in charge take action when I arrived in this job I fired I'm not sure if I'm allowed to I fired quite a few people for cause with a zero tolerance policy but the first one I did I heard about an incident that was just unacceptable and I got on a five hour flight flew to the office and was there when the person was fired and flew back again and then fast forward six months later I was in Brazil and the COO was late for a meeting and he said I was just talking to my team about how we have to really work at trying to get this right and I told them how you fired someone on the spot when they didn't and I said that you know about that and he looked at me and said Carter everyone knows about that so I think you know to really get seismic change and from what I heard talking to you and to you know I think India like everywhere else has a lot of work to do we have a lot of work to do I think you need the CEOs you need the people at the very top to be decisive and to be seen to be decisive now we don't always get it right one of the problems is that we don't always get the information either for legal reasons because the person won't HR aren't allowed to talk to us about it or women don't feel comfortable speaking up in their organization because they're direct bosses don't create that environment and so it's really difficult I mean I look back and I made one or two decisions I would have made differently had I had all the information so it's really hard to get it right I have a flip counter question which is while there is this you know on one hand women's capabilities might be undermined on the other do you think that there might be pressure for boards at the top to actually recruit women or people from diverse backgrounds only because they have to put a tick mark like almost like tokenism exercise you did talk about how it's almost an insult and you'd rather not do that but I wonder again if we have so many CEOs in this room if that might actually be something that is done because it has to be done I think the first part of the question I bloody hope so I hope CEOs are feeling pressure and boards are feeling pressure to recruit more women and in different parts of the world diversity people of color onto boards I hope that's happening and I hope everyone in this room is putting and me are putting pressure on people to do that I feel pressure to do it but luckily I also want to do it I think the real challenge like I said earlier is you want to make sure it's really insulting at least this is what women tell me and it certainly resonates it's insulting to have token women which I think is what your second part of your question goes to and I think we've got to have brilliant women and women who deserve to be there not put there because we have to fill a seat but again I think frankly that's a high class problem if we're having that discussion it means there are a lot of women in the board room and we need to get to that discussion and right now I think it would be interesting I don't know if there's journalists in the room I don't know the answers in India so I haven't really looked into it because Rohit's had me in client meetings and press meetings and agency meetings since I got here but I think it would be interesting as an industry to look at in the media to look in advertising to look at the clients and forget the troops look at the C-suite, look at the boards of our industries and see and maybe it is 50-50 I don't know and then if it is I'm burying myself in a hole but if it's not let's print it let's all say to each other these are the statistics and we will fix it in the next three years and what we need is to give women and give women who are in the audience who want to be CEOs who want to be CCOs who want to be CSOs to give you the environment and the courage to step up because we need you we need you I think it was a brilliant presentation thank you so much like I said you did have me a little overwhelmed with emotion and I loved your mum's story I didn't mean to get all choked up at the end I'm trying to get that under control because it's a little cheesy but it's quite raw still for me I don't know it was very genuine but I wonder if we might have time for we've run out of time oh our time is up sorry you're having too much but thank you so much Carter lovely talking to you thank you so much if you could have you on stage just a little while longer I would like to invite on stage Mr. Sandeep Khosla CEO midday if you could please come on stage and felicitate yes you are required as well thank you so much Mr. Khosla oh wow much appreciated thank you so much Mr. Khosla


Howdy! My name is Nonoibandilio. I go by my name Nonoibandilio and I'm the new Pulse Craps viewer at MDSU. In the US the two major regions for Pulse Craps productions are the Northern Plains region of North Dakota and Montana and the Palouse region of Eastern Washington and Northern Idaho. In 2018 North Dakota was first for dry pea production, second for lentil and third or fourth for chickpea production. Pulse Craps are becoming more and more important particularly in the growing plant-based protein market. Have you heard about behind meat burger? Have you guys tasted it? This is a plant-based body and its major ingredient is the pea protein. So in each burger it comes with 20 grams of pea protein. So this product has a current market value approximately nine billion dollars. So this is certainly a growing industry. So this behind meat burger is now available in Costco. You should try it if you haven't tasted it yet and see how it compares with the meat-based burger. Another product that is gaining traction in the market is the non-dairy milk called riptin. Again the exciting part of this is is that the pea protein is a major ingredient. So these exciting opportunities have sparked a renewed interest to develop new dry pea coffee bars with improved trade packages and that will help to position the pulse industry to expand the current production level and meet expectation of the ever-growing plant-based protein market. Pulse production in North Dakota and Montana has grown substantially in the past years. However almost all pulse coffee bars being grown in North Dakota and nearby states have been developed by private companies or public breeding programs outside North Dakota or even outside the US. So given the economic value of pulse crops in the region and the potential for expansion of the industry provided the impetus to establish the NTSU pulse breeding program. So this year two new pulse coffee bars from the program got the proper release by the North Dakota Agricultural Experiment Station. These coffee bars were selected specifically for adaptation to North Dakota growing condition and what we are excited about is these two coffee bars are also doing well in nearby states such as in Montana. All right so I like to talk about the product profile of our pulse coffee bar we call it ND-DON and this is yellow pea and this is the pulse yellow pea coffee bar from the program. So it has high yield potential not just in North Dakota but also in Montana. It matures in approximately 95 days which is perfect for North Dakota growing conditions and yellow pea is highly is highly being valued now because of its protein content. So the value of ND-DON's protein content is 24% which is competitive in the current market and making it a good choice for producers looking to get a premium price for high protein pea and ND-DON has higher percentage of large seeds when you compared it with the predominant variety aggies. And so other agronomic characteristic is it is resistant to lodging and it is semi-dwarp and it has semi-lipless characteristic which make it better than than coffee bars with lippy traits. In North Dakota so what we found is the seed yield of ND-DON is similar with the commercial variety aggies. However in Montana we found some yielded bandage of ND-DON over aggies where it had almost a 7% yielded bandage over aggies. So I think this is a good news. We also evaluated ND-DON for disease susceptibility. So when I moved into the program in 2019 so we evaluated ND-DON along with the commercial variety aggies to Bussarium rudra. The trial was inoculated with multiple Bussarium species which were all pathogenic to peas. This experiment was performed at Carrington Research Experiment Station in collaboration with Dr. Michael Bunch. And our conclusion is that ND-DON in aggies exhibited similar response to Bussarium rudra. In the same year we also evaluated ND-DON for Ascocytoblite. So as you can see in this table this this this table was based on an experiment under high Ascocytoblite pressure. You can see that ND-DON developed a more severe polar symptoms than aggies. Those seed yield between ND-DON aggies are similar or you would say not significantly different. Though there were limited incidents of Ascocytoblite in Pilipi in North Dakota in the past years, we are currently working with extension faculty in plant sciences and plant pathology to to have information available for growers on management of Ascocytoblite in Pilipi. The second cultivar that I like to talk about is ND-CROWN. ND-CROWN is the the first Kabule chickpea cultivar from the program and this was selected specifically for adaptation to North Dakota conditions but it seems to be adapted well in the state of Montana. So the product profile of ND-CROWN indicates that it has high yield potential in both North Dakota and Montana. It matures in approximately about 98 days and one of the selling characteristic of ND-CROWN is its large seeds. So what we found is ND-CROWN had greater percentage of large seeds and higher 1000 seed weight than the predominant variety CDC frontier. So in the current market for chickpeas the premium price increases as the seed size increases. Chickpea production is adversely affected by Ascocytoblite, a fungal disease. To date a smaller number of acreages of chickpea production in North Dakota and even in Montana is associated with limited genetic resistance to Ascocytoblite. So consequently different developing cultivars with improved genetic resistance to Ascocytoblite has become an important breeding objective in the US chickpea breeding programs. So the good news is ND-CROWN is moderately resistant to Ascocytoblite. So looking on this table you can see that under moderate pressure of Ascocytoblite as observed in 2018 Williston experiment ND-CROWN has lower disease severity than Sierra but perform almost similarly with Frontier and Orion. And what we are excited about is that under high disease pressure we found that ND-CROWN displayed significantly lower severity to Ascocytoblite than CDC Frontier, CDC Orion and Sierra. So if you note on this experiment you could see that Sierra had 96 to 100% severity in 2017 and 2019 Carrington experiments indicating the presence of a high disease pressure during the experiment. We are excited about the future of post crops so moving forward our approach is truthful. First the way we do breeding is based on the need of our stakeholders and when I say stakeholders that includes farmers, growers and process horse and and use consumers and all the people involved in the market knowledge chain. One of our goals is to shorten the breeding process from 10 years to 7 to 8 years and so to do that we leverage a combination of new technology for breeding. We evaluate speed breeding that permits breeders who turn over generations and reduce the length of the breeding cycle with test genomic selections that allow predictions of new breeding lines using only the genomic information and we also explore the utility of unmanned aerial vehicles for disease resistance screening so we know which ones are best for use which ones are best to use for selection. Finally I would like to acknowledge the support provided by the Northern Pulse Grover Association. Their support is critical to the success of the program and we really value we really value continue working closely with our stakeholders.


Now, we will look at the organization design. If we have to make changes in the organization design, we need to understand the different types of organization design and then we will look at what should be the approach of designing or redesigning of any organization. Most basic design of organization can be the functional design or functional organization where there is one head of the organization to whom different heads the heads of the different functions are reporting. This is the pictorial representation of the functional organization where different functions are held by the managers and they all report to one head of the organization. There are certain disadvantages and advantages of having functional organization. Generally organizations start with the functional design when a new business is set up, generally it is started is to establish as a functional organization. There are advantages to the functional forms of organization. It promotes the skill specialization because people keep working in one department and when they keep working in the one department, they keep getting experience and expertise within that department for a long period of time and that promotes the skills and this process of following the functional design also ensures that we recruit people who have a particular type of skill. So, in both ways in the recruitment as well as in the general functioning the functional form of organization design promotes skill specialization. It reduces duplication of scarce resources and uses the resources full time. Since the task of the people are very clear and well identified, they have to continue to work in this task and another person has to do another task or another vertical has to do another work that clarity ensures that there is no duplication of the scarce resources and within the function people keep working and getting expertise. When function grows, people can also grow in terms of their career advancement when organizations keep growing and they keep having functional design, people get opportunity to be promoted from the worker to supervisor to foreman to or from assistant manager to associate to the deputy manager or senior manager. So, as the organization keep growing and keep following the functional design, managers get the opportunity for the career development within that function. So, they keep building their expertise and they can also do their career advancement when there is a functional design operating in an organization. Another point about the functional form is that it facilitates the communication and performance because supervisors share expertise with their subordinate. So, within the function, all the people are familiar to that particular kind of function and that is the specialty of a functional organization and that facilitates the communication. People are able to connect with each other because they are doing the similar work and when they are able to connect and communicate with each other, all of them learn from each other and the expertise keep growing. Another benefit of functional form is that it exposes a specialist to others within the same specialty. So, it exposes the specialist and that makes when people are working in the same function year after year, they can connect to the experts in that field even if they are not in the organization, they have exposure to those specialists who are working the similar task and they can identify their competency with respect to professionals working in that similar function even in different organization. These are the advantages of functional functional design of organization and that is why many, many organizations start their operations at least if not continue they start their operations as a with the functional design, but functional design also have also has some disadvantages. For example, functional design emphasizes the routine task. People have to keep on working same task within the function month of the month quarter after quarter and at times years after years. This fosters the parochial perspectives by managers and limits the capacity for top management position. When managers keep working in the same function, many managers develop the parochial perspective that means their perspective, their ability to make judgment becomes restricted to that function itself, but we know that SBU head or organization head cannot afford to have exposure to only one function. They have to make decision about various functions, but people or particularly managers who have exposure to only one function may find it difficult to handle the generalistic role of the head of the organization because at the head of the organization they have to understand roles and responsibility of other functions as well. They need to have appreciation and understanding about other functions as well, but if the person is so practiced and so habitual to stick to that or his function then it becomes difficult for that person to hold a organizational responsibility. It is not that always it happens, but people working in the functional role year after year there is a possibility people may develop this tendency. Third disadvantage is that it multiplies the inter departmental dependencies. These people know the job about their department only, so they cannot handle at times even the simple problems and challenges which are not within their department which are related to the other department. So, that increases the coordination and the scheduling difficulties. Since one function is not familiar or very less familiar to the other functions and that is why they are deeply interdependent for any combined task there has to be lot of coordination and scheduling required in the functional organization. Obscures the accountability for the overall rules that is the another disadvantage of the functional organization. Many a time people develop this tendency of silo working that means they take accountability only for their specific output and they do not they obscure the general accountability for the overall result and because of that at times organizations suffer or at times customers suffer. The services of products are offered to the organization to the customers as a complete whole. It is not offered as a marketing product or operations product, product or services to the customers is offered as the combined result of different functions. In that situation if people are habitual of taking accountability of their function or their role only and they do not have the broader perspective that may hurt the customer experience. So, that is the another disadvantage of functional form. Now, let us look at another organization structure. This organization structure is of the famous telecommunication company Airtel. You can see that chairman and the managing director is Mr. Bharti, then there is a CEO and joint managing director. But if you look at the line below the position of the joint managing director there is a president of mobile service, there is a president of telemedia service, enterprise services, customer services, supply chain etcetera. What do you make out of this diagram? We do not see here the production head, marketing head, operations head etcetera etcetera means the designations related to specific functions reporting to the CEO or the joint managing director. So, this type of organization, this type of organization design where the first layer of organization design after the business head is about not functions, but the services of products being offered. So, these mobile service, telemedia services are different lines of business in the Airtel. These heads are responsible for the business in their line. So, for example, president of mobile services is responsible for the mobile subscription, the sales target of the subscription profitability of their services etcetera. Similarly, telemobile services person would be responsible for the operations of the managing their human resource of managing their profitability of managing their quality etcetera. So, you can see these people who are reporting to the business head are not responsible for a specific function, they are responsible for the service or a product line. When this is the situation about the organizational structure, we call it divisional organizational structure. The divisional organizational structure meaning the business functions are divided first according to the geography or according to the business products or the product lines. And they are responsible for the geography or product or product line and reporting to them would be the functional heads of those products, product line or in the division. This is called the divisional organization design. When organizations grow, their operations grow when their product line increases or their product are sold in different parts of the world in large number of countries, organizations cannot afford to work just as functional organizations. They have to divide their function according to the geography or according to the product or product line. This is how the divisional structure of the organization emerges. It has its advantages also the disadvantages. The advantages the first among the advantages is that divisional form recognizes the inter departmental interdependencies. So, they ensure that within one business unit, within the one business line, there are multiple departments operating and they are operating in an interdependent way. Divisional form fosters an orientation toward overall outcome and the clients. So, here if the head of the mobile phone or head of the telemarketing or tele services is reporting to the business head, they cannot talk about a specific function. They have to talk about their overall outcome and that is being promoted in the divisional structure. It allows diversification and expansion of skills or training. When there is a divisional structure, there is a more probability for at least few managers to move from one function to the next function. Get the exposure, diversify their skill or at least diversify their training because people will be more exposed to the other functions as well along with the function they are engaged into. So, this is the benefit of the divisional form of organization over the functional form of organization. Both divisional form ensures the accountability by departmental managers and promotes the delegation. It ensures that people take the, their managers take the responsibility or they have accountability for the general business results and for that business leader has to delegate authority to them. Divisional structure also heightens the departmental cohesion and involvement in the work. People know that they will be evaluated as the business line, they will not be evaluated as a function. So, there is a heightened interdepartmental cohesion and involvement in the situation. Divisional structure or divisional form of organization has certain disadvantages as well. May use skill and resources inefficently, how it is possible? You can see that there are just for example, we looked at the structure of the Airtel, tele-services function and mobile function and other functions. In all the function you will have marketing people, you will have sales people, operations people and finance people and so on. During a time different verticals might be hiring the multiple talents and maybe few talented people would be competent enough to handle the functions of these different divisions. So, if that divisioning is not done very consciously and human resource planning is not done very consciously, divional structure may promote the inefficiency because of the duplication of the resources and expertise. It limits the career advancement by the specialist. Some people have the tendency to be specialist. For them there are less opportunities in the division structure because division structure after certain level of hierarchy promotes the interdepartmental group. Third division structure impedes a specialist exposure to others within the same specialties. A large number of people are not specific to or wedded to a function. They at times do not take the advantage of exposure to the expertise of different people in the same function. Another disadvantage is that division structure puts multiple role demands upon people and creates stress. Division structure promotes multiple role demands. People need to be well versed with not only their immediate function, but also their neighboring function also the function to which they are giving their output as input. So, people have to know and have appreciation for the different functions and that is that may cause a stress at times. If the resources are less and the division structure is operating, one resource or one human resource has to take care of the multiple functions and as a result of that it there might be more stressful situation at the workplace. Division structure may also promote the departmental objectives as opposed to the overall organizational goals. In a division structure, many a time their general goal is taken precedence or more importance than the functional goals. At times, this situation may result in not following the specific process most stringent processes within their function. So, these are some of the disadvantages of the divisional form of the organizational structure. Another example of the divisional form of the structure, the sales and marketing operations, design, office of the chief technology officer may be common in the mobile phones, smart devices, location and commerce. So, and so this is example of the Nokia Siemens network where you will see people working in the sales and marketing might be having two bosses. They might have to relate, they may have to relate, they may have to report to the head of the mobile phone or smart devices and they also have to report the corporate development or the corporate office of the marketing function. This is example of metrics organization structure. In the metrics organization structure, there is a functional manager, there are project manager and there are project teams and executives are there in the organization structure. So, you can see in the metrics structure people are part of their team or department or the project and they are also reporting to the head of the organization or the organizational head or the business head. So, there are dual line of commands operate in the metrics organization structure. This is one example where the president or CEO has VP finance and VP human resources reporting to and there are two other senior VPs related to programs and operations are also reporting to, but if you look at the person who is located and who is here in this block will have to report to the VP research as well as the program manager navigation system or person located at this place will have to report to the VP engineering and also the program manager of the space system. So, this is example of a metrics organization one even simpler example can be of a construction company you can imagine a large construction company which is having projects large projects which worth of hundreds of crores in different parts of the world or in different parts of the country. People working in that project may also be having operations, finance and quality functions and the corporate office of that team or corporate office of that organization may also have the quality finance and HR team. And many a time people may have to interact may have to report to the bosses and authorities within the project which might be localized and they have to also report for certain decisions to the heads in the corporate office as well. So, this is the structure of a metrics organization. Metrics organization also has certain advantages and certain disadvantages. Metrics organization has the advantage because it makes the specialized functional knowledge available to all the projects. There is a organizational head who is very competent and expert and specialized in specific function they can give the benefit of their expertise to the people working in different projects. It uses people flexibly, people can work in the project, people can also move to the corporate office. It maintains the consistency by forcing communication between managers. They have to interact and communicate with the multiple managers to report on the specific item related to their project and related to their organization. Metrics structure also recognizes and provides the mechanism for dealing with the legitimate multiple sources of the power. Since people working in the metrics organization have to report to the multiple bosses, multiple supervisors they have to deal with the different people with the varying kind of authority in a specific way. It can adapt to environmental changes. Metrics structure since it is localized or since it is specific to a project at the same time it is connected to the larger organizational functions. They have more flexibility to maneuver their path and respond to the project requirement or the customer's requirement. So, it is a very important thing to do in order to make sure that there are disadvantages as well of the metrics organization. Number one it can be difficult to implement. Metrics organization or complex organization structure and if you remember in the very beginning we said that span of control, unity of command, centralization and decentralization are the challenges and have to be decided a priori to the extent possible to avoid decentralization. We need to identify the structure of the job, we need to identify the span of control a priori authority and centralization and decentralization a priori without before the establishing the organization. So, it can be difficult to implement because we may not be able to foresee all the requirements. It at times also increases the role ambiguity. My project boss says something and my corporate boss may say something different. It might result in stress and anxiety to me. Performance is lowered without power balancing between projects and functions. If the project head and the functional head who sits in the organizational head office if they have very significant power difference then employees have to do the power balancing and in that process the performance may be lowered employee at times have to go by what so called the most more powerful boss says, but what more powerful boss says may not be the best thing for the corporate office or for the project. So, this at times may lower the performance. Next point is that it makes consistent demands and can promote the conflict and short term crisis orientation. The supervisors and managers in the project side or on the corporate side may have different understanding about a situation and as a result of that may pose inconsistent demands and that can promote the conflict them and short term crisis. Last but not the least metrics organization may reward the particle skills over technical skills. Lot of time at times is spent in just communication to the different bosses and different supervisors. If I have to spend lot of time on managing and communicating with my different supervisors naturally I am employee may be left with lesser time to focus on the task in their hand and this process may result in the rewarding those people who are good at this kind of communication rather than rewarding those employees who are good at work and may not be as good in the communication and communicating with the two supervisors. So, this is one of the disadvantages of the metrics structure.