What's up everybody? Jay's here for Jaspyscasebrakes.com 21-22 Panini Chronicle Soccer 2 box break through random teams each number three Just sold out and again guys 20 total spots all cart ship every gets three random teams from the list below and Here we go. So we tripled up your names Troubled up your names There's the teams roll it Five in a one six times one two three four Five six I'll read your guys's comments right now. Hold on. I need to do this video five one six Brian Croft down a Brian Croft and again alphabetize it by customer name So that way you guys can see your teams one two three four five six Norwich Down to West Ham United. All right. So there's your teams away came out guys There's a Heinz 57 sauce for steak. I've never tried that Mike. I'm more of just a one if I read steak sauce All right, so Brian you have all of these teams and I'll just go through like the ones that I know of that are pretty big right like Huvanentis FC Milano Manchester City every single palace real Madrid Southampton Barcelona Via Real AC Milan Burnley You know Manchester United Liverpool West Ham Tottenham And then we got Brian with these three right here Adelanta and those are the two Eddie Hardin those shows right there. I'd like to go to Madrid, Ashton Villa James Owen, there's yours at Newcastle, Leicester City, Athletic Club, Chelsea and Canard Arsenal in there So Jim says my steak will not move back at me when I Well for me made it medium well is great Yeah, well, that's the one thing I thought it was did I read that wrong then I thought it was like M's I'm just something like that But yeah, I never knew that the the red is not really blood That's what I was telling my mom because my mom's like, I don't want to see blood I'm like mom's not even blood, but I thought I had read a long time ago those M's I'm so that's what I kept on telling myself But yes, it is not blood though. It's just like it's just the the mixture of like Of The meat plus like liquid like water or something like that, but I thought it was hot inside, but I could be wrong All right. Well, I don't think anybody's gonna trade right? I love me a good steak. I Like I like filet mignon a lot. I'll pay up for that. Yeah, I don't I don't think it's out of the ordinary for people to eat catch up with steak Tabasco my daddy's love to basketball. Yeah, I mean If you're like, you know, you need spice So anything that can add a little spice to you to any any type of food is what you're gonna want to put Well, there's too much but that would be obviously Theo Hernandez for AC Milan to 49 Obviously you can put like peppers in there so don't All the panos and stuff like that and eat it. Let's take a bite But I mean at the end of the day when you're at a steak house and you have like a baked potato mashed potatoes or Some veggies like green beans or vegetables asparagus, I love asparagus actually, but like Eventually all that is gonna be at some point in your mouth slash stomach, right? So if you dip it or eat it together And it's not a big deal Yeah, I don't I don't want to do that Justin. I do want to one day is kind of do my own little Hot ones. I really want to try the bomb like I watched so many of those hot one interviews I love the show and I see the bomb all the time on on on a Gavi on Amazon, I think I just need to buy and try it redemption. We'll save that for last And we got a Lucas boy and the AC Milan actually was gonna go to Brian Croft as well I've grown to like spicier food That's for sure Saka it's in my blood my whole family love spicy so Trevor For Chelsea all right, let's see what this redemption was Origins autographs La Liga part number four Surgey Roberto Surgey Roberto, let me see who that goes to and that is FC Barcelona Which is actually out of 15. Wow, that's a very short printed card And FC Barcelona would be going to Brian Croft Thank you Kevin. Appreciate it man All right, well not a bad box is that two autos a couple of nice numbered cards Gavi Let's continue on or not the biggest soccer guy, but there is a lot of valiant soccer And I've managed to pull some pretty big soccer cards Have you Mike? That's actually one of the people's most favorites Los Calientes the green one. I believe I Actually was just watching a Millie Bobby Brown Do her Los Calientes one or do her hot ones last night. I Usually just randomly watching everyone's no But yeah, everyone says the Los Calientes one is a really good Really good one people like that one a lot for the flavor Yeah, no, I know sometimes online too. They sell them all as a set But I kind of just really just wanted to try the bomb and just like get it over with already so I can like Start crying when I do it. Just so I can tell people like I did it Do you know Luca? 49 because I mean, I'm not the biggest spicy guy, but I enjoy it though Like I don't care if I'm like Burning up the next day You know, I still would love to try it. Whoa, what is this cracked ice? destiny number to 23 and this would be going to Brian Croft or sorry. Yeah, Brian Croft. That's right Vinny Jr Harlow's Vela. How about that 74 out of 98? He just said I'm only signing 98 of these guys. I'm not signing 99 Very nice when they're got the cornerstones for How's this team? team is this Real Sociedad Brian Croft good player there on the LAFC It's a 99 right there Victor Chost Plus a number of Ivan Tony. All right. Well, there you go guys Carlos Vela there little cacti soccer relic Dio Hernandez and Sergei Roberto And I'll be number to 15 Stop a couple more boxes that we can still work on here guys. So appreciate it. Jasper's case breaks calm


First of all, thank you for coming for the last session of the day. My name is Amit Kalamkar. I lead Observability and Analytics at Intuit. I have with me, Vijit Morris. He is a principal engineer in my group. And today, we wanted to talk about how we are using JNAI and ARRs to reduce MTTR at Intuit. So here's the agenda for today. We will talk about Intuit. Our operational excellence goal, how are we achieving those. We have a nice demo for you. And then we'll talk about NUMA Proj, which is powering all of this and how you can use NUMA Proj in different use cases. Most of you will know Intuit from our flagship product, QuickBooks, TurboTax, KretKarmam, Mailchimp. We are also creators of Argo. So all these flagship products are powered by these five platform areas. These platform areas ensure that we drive customer value as well as drive innovation. Intuit is a 100% SaaS company. And from the numbers on the screen, you can see we operate at a pretty large scale. Intuit is also pretty much committed to open source. We not only use it for our applications and platform, but we have active committers as well as contributors in a lot of open source projects. The biggest success story for us is Argo. As most of you might know, Intuit created Argo. And now it's used worldwide. And it's one of the fastest-growing projects in CNCF. Our latest open source project is called NUMA Proj. It is used for stream processing, AIOps, and analytics. We just released 1.0 this week. And we are getting good community engagement for that project also. We are also proud recipient of CNCF end user award twice. So we are thankful for that. So let me start with the Intuit development platform journey. Like most companies, we started with moving to cloud. It was mostly Lyft and Chef. The workloads were traditionally monoliths running on EC2. We started modernization of this platform back in 2018 when we started adopting cloud-natives technology, containerizing it using Kubernetes. That helped us increase our developer productivity 6x. And now we are more focused on making a next-generation platform, which is more of AI-based. So this is how our next-generation platform looks like. We called it modern SaaS AI. It has four pillars. The first pillar is AI-powered app experience. Here, we are using JNAI to provide US experiences to our customers. That includes assisted experiences, different types of experiences. The second pillar is JNAI assisted development. That includes helping our developers with coding, debugging, testing. We are using things like GitHub co-pilot here. The third pillar is AI-powered app-centric runtime and traffic management. Here, we are using the data which we collect and AI to make the platform simpler for our developers so that they can concentrate on just writing their business logic. And last but not the least is the smart operations using AI apps. All of this is possible because of our investment we have done in our operational data platform as well as MIMA approach. So let me tell you how high-level how our operational data platform works. On the left-hand side, you can see we collect a lot of data, data from Git, data from Observability, data from Kubernetes in real-time, and then use MIMA approach capabilities to ensure that this data is clean, attributable, and then we store it in different stores, depending on the use case. For example, for real-time, we use RUID. For long-term, we use S3 and so on. Then we use, again, MIMA approach capabilities to analyze this data in real-time. We use traditional statistic model, traditional AI models, LLM models, to drive actionable insights. And these insights are then used by different use cases. You can see it on the right-hand side of the slide. That includes security use cases, cost use cases, development productivity use cases, and of course, operational excellence, which is our highest usable use case. So let me talk about operational excellence at Intuit, being one of the largest SaaS company. Operational excellence is always a priority. We want to make sure our experiences and products are available, and we give a delightful experience to our customer. So these are the four pillars around which we are working on operational excellence at Intuit. First is to reduce empty TD. We want to make sure that if there is an issue, we want to know about it. So we have done investment here on things like automatic golden signals, both for platforms and services. Also, we did something we called it as failed customer interaction, which is more how our customer feels about our product. I'll give you an example. If you are trying to upload a W2 in a TurboTax, and it fails, we want to know about it. So we have used OpenTelemetry to instrument that. And all of this has helped us reduce our mean time to detect for less than five minutes. The second pillar is reducing empty TR. If there is an issue, we want to fix it as soon as possible. So there are two pillars, two things which we have done here. One is the resiliency pattern. But we also use our automatic golden signal to failover if there are any issues. And second is automatic rollback using progressive delivery. We'll talk a little bit more today on this. There are two more pillars for operational excellence. One is performance. We use Google vitals, and we want to make sure that we give a delightful experience for our users. And the fourth pillar is cost. We want to make sure the cost is manageable. All of this is powered by Numa Barrage. Now let's talk about reducing empty TR in specific, and how we are using progressive delivery for that. So before we get into the solution, let me tell you some of the data points. One-third of our incidents are caused by change. And I think a lot of you might correlate with that. Second, we saw that our empty TR is high because although we have all the data, we have events, we have laws, we have races, people spend time finding out the exact thing that can help them with their TRG. So we wanted to address that as well as we wanted to ensure that we give quick summarization for anti-reaging capability for incidents. So what we did was we integrated both AI ops and JNAI into Argo CD and rollouts. We built two net new capabilities. One is AI ops, where we are collecting the data within the cluster, analyzing them, running an anomaly detection model, and making a decision whether we want to roll back automatically depending on how the change is. And the second what we called is a NUMAProjustice. Here we again, we run an NLM within the cluster itself. We ingest logs, traces, events, all types of data, and summarize it for our developers so they know why a certain thing is happening. So now let me hand it over to Vijit to show it in a demo. Thank you, Amit. So let me first start with a small demo plan. And so what I'm gonna do is I'm gonna roll out, I'm gonna roll out a change that as a bug inside and you will see how we roll it back and also how we explain the reason for rollback. So developers can know what is the reason for the rollback by summarizing log events and metrics. And based on the lessons learned, I'm gonna play a video on how to do it. So the way you have to see it is that on my right hand side, this is the demo app we have and the yellow features represent success. Once in a while, you will see a red fish that represents error. So the fishes are going, we are gonna make a dummy change, sorry, a buggy change and we use GitOps for any change that can do it. We will merge this PRN and once we synchronize the changes in Argo CD, you will see that the new canary deployment has been deployed. So we have the stable and the canary at the same time. Once the canary starts taking traffic, you will see that there are more errors, right? You will see more red fishes coming in. This means that there is a bug in the deployment and the analysis has started. So you'll see that the analysis is running starting. And the analysis template here shows anomalies scores in case if you cannot see in the back, it's basically numbers saying that the anomalies score is around nine. I'll explain that in a second, but analysis clearly says that there's a problem and we wait for around five minutes before I roll back to, sorry, five analysis runs before I roll back to be triggered. So only three of them have run and it takes around 15 seconds for one of them to run. So one key thing that is, as Amit was talking earlier that developers has to see the metrics of the deployment and that's the metrics extension we added to Argo CD. So what we show here is the golden signal. It could be any metric you want to see it. These metrics are fetched from Prometheus so you can add whatever golden signal you think is relevant. At Intuit we do error rate, latency and few others. So you can, now that we have those metrics coming in, we also have to quantify in a generalized fashion saying whether your deployment is good. So what you see here is there's a blue line or a zero line, which is that anomaly score of your stable application that is running. And you might see a small change here and orange line that is coming in. That is the canary anomaly score that is coming in. Okay, so if you see the values here, the blue line is zero, meaning your stable is quite well and the canary is showing a value of seven. Now let me explain what that means. So the anomaly score at Intuit is normalized between zero to 10. Anything less than three means your application or your canary is operating within the normal operating pattern with respect to your stable. Anything more than three, meaning it is started deviating from the normal operating pattern and the highest value it can reach is 10, meaning it is totally deviant from the normal operating pattern. That means anything less than three, we are good, anything more than three, we auto roll back. So that's what we see. We have a seven and if you come down here, you will see that the analysis template has finished running. That's the reason I want, if you see the demo app, you don't see any red anymore. It's all blue, sorry, all yellow. Right, and also we see all stable hash, the old good boards running. The canary has been removed because analysis template finished. Now one question developers ask at this point is, why did it get rolled back? This is where the summarization comes in. This is powered by NUMA approach. So this is a new tab, the NUMA approach assist tab where we show the anomaly score and some key metrics. So we can see that, okay, the error rate is going up. The anomaly score is around 9.28. That is the error rate. And it gives you the summary. Now it's giving you two summaries. The first one is based on OpenAI, DaVinci model 3.5 turbo. What it shows is that, first is the summary of the number of data set that came in. It says that there are 60 error logs that's coming in and also gives you a potential root cause. It says that, hey, the errors must be caused by too many Redis connections opened. So as a developer, they clearly know what's happening. Anyway, they are not that worried because we already rolled back the change. So this is a very good summary about what's happening and the potential root cause. Now on the bottom, this is OpenAI DaVinci model, right? On the bottom, we also have our own fine-tuned custom model. This is way cheaper. It's a in cluster deployment of our LLM that way it is way cheaper, fine-tuned on Intuit data. And the result is very promising and very close to the OpenAI one. The reason we do this is at scale, we have to run lot many analysis and we wanted to have a cheap way of doing it and very close and very accurate results because we fine-tuned on Intuit data. Given this that you can use this LLM, this GNAI integration, not only adjust deployment rollbacks, you can do it at any time of the day. For example, let's say you get a page during your day and they ask, there's a problem and you want to debug, right? So let me show you. This is a running Argos ID deployment and if you want to click here, right? This, there is no deployment going on. This is the normal day-to-day operation. Right before the meeting, the talk, I just triggered an OIM. You can trigger an OIM by just clicking here. So this is a demo app. And if I click here, right, it will take you to the place and it will tell you what's happening. So you can see the NUMO project. Let me zoom a bit here. The NUMO project, I'm saying that, hey, there is around this many errors and the container was terminated due to an OIM error. I hope that was too much of zooming. But see, we use it at runtime too, meaning you don't have to just have to roll back to really, see it any time is an error. You can come here and you can look at the NUMO project, which will tell you the summary based on all the data that we gather and collect. Now let me get back to my slides and talk about how we do it. Okay, so the very high-level architecture, right? So we have the application deployment here. First is the AF platform that at runtime gets all the metrics and writes an anomaly score back to Prometheus, which is Argos rollouts looking to and making a decision whether to roll back, whether based on whether the score is greater than three or less than three. The bottom part of the screen, what we do is the LLM piece where it has a data register that gathers logs, metrics, events. There's some pre-processing. And then it does a call to our LLM, right? This is the custom LLM and the OpenAI LLM. And we write the data back to the store, which is shown in the UI, the Argos CD NUMO project system. We also have a training pipeline which gathers this data and fine-tunes based on a few intervals and how the organic patterns are changing based on the traffic. Now let's take a pause here because what you're seeing here, right, is a very advanced platform at the end where we use. We use the cutting-edge technologies and we have, for example, we have a very scalable operational data platform. We use AIOPS to make decisions. We use Argos rollouts for progressive delivery and even LLM being integrated. So the natural question that comes is did you guys really have to boil the ocean to get to a place where we are, right? And the answer would be no, we didn't have to, right? And then what is that we did, right? The key thing we did was from the very beginning, we made sure that we are able to stream data in and able to do stream processing in a very large-scale manner. The key thing that when somebody talks about stream processing or real-time processing is mostly related to, first thing that comes to mind is data engineers working on fling or spark on Java code base. And that meaning that there's a perception that it's only for data engineers, streaming is accessible. And we wanted to change that. We wanted to make sure streaming is for everyone. Application developers, ML engineers, DevOps, SRVs, product managers, even. So the key thing is we have to make streaming easy for everyone, right? You should be able to use streaming in five minutes, learn it and continue. So the rest part of the talk is, how do we do that at Intuit at scale? And that's where we, the open source NUMO approach come into play. And the rest of the talk I'll walk you through, how do we do streaming at Intuit and how it is easy to do streaming for everyone. So what does NUMO approach include, right? So NUMO approach is a collection of Kubernetes native open source, language, agnostic, real-time data analytics tools. It has three main components. First is NUMO flow, that is massively parallel real-time data processing platform. This is where the data movement happens. NUMO logic is a collection of ML models that we have been using for a couple of years and for real-time operational data. And lastly, it's about control plane on how do you manage these resources. For this talk, we'll just take on the NUMO flow because it's a big topic. So again, what is NUMO flow, right? It's a massively parallel data processing engine. This is where the data movement happens, right? And it's built with three core philosophies. First is it's very native to Kubernetes. That means that if you have a specification, it should be able to run on edge, on prem, on the cloud with the same specification, you don't have to change anything. Second is the most important one, that is it should be very easy to use, meaning you can write it in any language you like. It should be, it's very easy to adopt. And lastly, scale and cost efficient. It can autoscale all the way to zero and zero to many. And at our deployment at Intuit, we found out that it is 30% more cheaper than the Java equivalent versions like Fling or Spark. We are also creators of Argo, as you know, and the community has been asking from Argo workflow standpoint that hey, if Argo workflow is for batch, what is the streaming equivalent of it? And that's the NUMO flow. It's one way to see NUMO flow is the streaming equivalent of Argo workflows. And we fixed few things Argo had problems with. For example, there's a lot of port churn in Argo. In any event you create a port, you churn out a lot of ports, you fragment your HCD, these are big problems at scale because company like Intuit, we have lots of workflow running, right? So we wanted to make sure those problems also get fixed in NUMO flow. Hence we don't have those kinds of HCD fragmentation or mutating the state or anything like that. Now I have been talking about a pipeline. What really is a pipeline? Pipeline is, you can think about you are reading from somewhere that is the source you read from, you do something to it, some kind of transformation, some user defined function, it could be anything. Then you write it out somewhere. There is a destination for this message, right? This is the simplest NUMO pipeline you can imagine. You are reading, doing something, writing it out. Now let me walk you through one use case, one example as a demo. And for that, let me... So NUMO flow comes with a lot of in-bills, okay? They're Kafka, HTTP. So let's talk about a use case where you are reading from HTTP and you are writing to a log, you are just writing it out. And we will use a hugging phase model to do something called a sentiment analytics. Sentiment analytics meaning I send in some sentence and it will send, say whether it's a positive or a negative sentiment. So I will demo this. Before I demo this, the first question is how easy it is to write a UDF. So if you see here, this is all you have to do, meaning you have a handler, this is a Python code, it could be any code. You are given an input and you have to return an output. If you look at this code, it does not say there is any streaming aspect to it. It does not talk about retries, it does not talk about anything else, right? It's all about you are given an input, all you need to do is create an output. We will make sure that, this is a guarantee the platform provides that the message will be exactly once forwarded, retries are taken care of and auto scaling is taken care of. We understand the streaming semantics well, back pressure and so forth. So from a user, all you need to do is give this handler this simple piece of code and you can replace with anything you can think about. Now this is the Kubernetes here for the same pipeline. So the way it is is nothing but a graph. You have a set of vertices, you have a source, inference and a sync. And then you have an edge that connects between sources, your user defined function and your sync. So this makes a graph. Now let me show you a demo, this is a real one. Okay, so this is the cool UI we built. This is a cluster summary, I'm just showing it from the local. What you're seeing is the namespaces we have and the pipelines that's running. So in this case, I've already deployed the sentiment analytics model because it's a large one. It takes a while to download. But it's very easy to create a pipeline. You click here, you can say, hey, input that, and if I say submit it, it will create a pipeline. So it's easy, you can do all the correct operations from the UI itself and we have our back using GitHub and things like that. Now coming back to the sentiment analytics pipeline, if you look at the presentation, it's the same slide, right? You have input inference. So it's very explainable by itself. And what I'm gonna do is I'm gonna write some data to input and I'm hoping that the output will come. Okay. Now, let's send a sentence. Basically what I'm gonna write is writing documentation is like trying to explain quantum physics to a toddler. I send the data, I got it O4. And if you see, the output is here, right? And it says clearly it's a negative sentiment, right? It's like how difficult is to write a document? Now let me send something that sounds better. Kubernetes is like the ultimate wingman, always there to support your app. I send it, it should be there. It's a positive sentiment. So if you think and think about it, the example is very simple, but what if your input was a Slack webhook and you made a product release and you are just passing it through? In fact, this was a product manager use case. He did it during a hack day. So you can imagine how the symbol it is, right? And this code, by the way, is open source. You can take a look into it and it's very simple to see. I wasn't lying about the code, it's very small, right? So that is all about this demo. Let me get back to slides again. Now, I showed you a simple one. It does not mean NUMAflow cannot do complex things. It comes in different shapes and size. You could do multi-source, for example. You can do join operations on things. You could do join on UDFs and merging on UDFs.  It knows node migration, pod migration. So mostly at Intuit, we do it in a fire and forget mode. That meaning how do you auto-configure a pipeline at runtime? So we support something called side input which can broadcast messages and reconfigure itself. And lastly, it can even support cycles. So that meaning, for example, you read some message and you thought, okay, let me reprocess the same message with additional context. And there are much more, but these are the key ones. Now, let me talk about few use cases. The community and at Intuit, we use using NUMAflow, right? First is streaming analytics. That is number crunching. You have data that is coming in. You saw the line of servility. We do golden signals. How do you compute availability? How do you detect errors and so forth? That's streaming analytics. The ML ops and ML inference is something the NUMAproject assist was doing earlier and also anomaly detection. And lastly, people also use for event-driven application. You can relate this more like streaming overflows where you get an event that could be metadata to other things and you do some processing. With this, I will hand it over to Amit to talk about few success stories. Thank you, Vijit. So we wanted to walk you guys through some of the success stories so that you can get an idea where you can use NUMAflow. First is the streaming analytics. I mentioned golden signals when we talked about operational excellence. So golden signal pipelines that into it use NUMAflow. Some of the features which I wanted to highlight is multi-language. So it's written both Java and Go. And most important to me, it's like 30% efficient than equivalent fling job which we are running. The second is a community example where B-Cube is using it for digital signal processing. They use the same pipeline in on-prem, on in their cloud as well as on the edge. So the footprint of NUMAflow is such small that you can run it on any edge device. We have successfully run it on a Raspberry Pi. The second use cases is MLops. We talked about NUMAproject assist. Some of the highlights there is you can use it for in-cluster analytics, AIops. You can use it for LLM, both for training, creating the training data sets, doing A-B testing. And other use cases in MLops is anomaly detection. That's most widely used in and into it. Any time series data, any developer can use it to generate anomaly. Again, it's a DIY. It's simple to use. So you don't need to be a data engineer, ML engineer to do this. And the last set of use cases is event-driven. First is the metadata service. We get a lot of data from our cloud provider. And we want to process it as soon as possible. So the feature here is the scalability. We go from zero to hundreds of watts. Do it, process it, and then again, go back to zero. Again, for metadata service, it's almost 90% efficient. The cost efficient than the equivalent lambda we used to run. And the last, but not the least success story is one of the largest automotive company. It's using it for real-time map processing. So you can think of it as running on an edge. It scales up, it's always reliable because your navigation depends on that. And I think one of the quotes they had, it's fire and forget because they run it for months without even touching that. So again, the idea behind this is to give you guys an idea how you guys can use it. This is our QR code. You can go to GitHub. The demos you saw are available for you guys to download. Everything is open source. You will see other examples, other documentation blocked there. And also if you like it, please go ahead and start the report. That's how your community works. So thank you. Next talk. Can you elaborate more about the anomaly detection part? Sure. Does that require each application developer to define their own SLO or you have a unified algorithm in plan form level to do all the golden signal anomaly detection? So if I got the question correct, first was how do you do anomaly detection, right? So our anomaly detection is based on, we look at the application's run state and compare it with how it is performing now. So it's an auto encoder which we use, we have some around, it's based on 10 inputs, a sliding window of 10, but the key thing is that we look at the current pattern and compare with the historical pattern. And so it can understand time of the day, week over week and so forth. And it, but we avoid the cold start problem meaning we start with just 180 inputs, meaning 180 minutes, that's around less than three hours, up to three hours and we are able to scale anomaly score. So we do not have a cold start problem and we go up to like last 10 days. So we compare that and give an anomaly score. The output is normalized. Anybody at Intuit will say what the value five mean, meaning five is a medium level anomaly. 10 meaning is completely anomalous, right? So that's how we standardized it. What was the second question I have? You had two questions, right? Just please respond. Yeah, thank you. Really nice talk. I had a question around real-time incident analysis using AI and MLops. Do you guys really do that? Say for example, you have a payment platform that you're connected to and there's an issue with the payment platform. How do you detect that inside of your infrastructure? So how do you detect? So you remember Amit talking about failed customer interaction. For example, you have a W2 upload that is failing and how do we come to know about it, right? So the way it happens is, let me show you a real, the beauty of this is that our UI is, if it loads, yeah, there you go. So what happens is this is the pipeline, right? So we get data from Kafka all the time. Let's say every interaction, there are thousands of interactions happening and we do inference. This is where we infer the data saying that based on the current input, whether the current scenario is anomalous. And then we preprocess, post-process, this is where we normalize it and we say that, okay, this is an anomaly and we send it to all our things. For example, we send it to Kafka for further analytics, we send it for alerting and also we do training on the fly because this is a zero configuration system, meaning if a new interaction comes up, we will understand that, okay, this is something new. We don't have a model for it and we do an online training for that. So this is how we use NUMA approach. The key thing here, if you see, right, NUMA flow is that you can do all this in a single pipeline and this is a production pipeline that actually does the anomaly detection and the output of this create incidents now to tie it back. If it is a score greater than three, it's an incident fired at into it. And do you have automatic recovery? The MTTR is a tricky bit. That's where Amit was talking about is we have like resilience, like multi-region deployments. For example, the change and everything we roll back. But it is not a full proof, complete solution. Some of them you really have to debug but we do give power to isolate. Meaning you can actually see what is going wrong to an extent and we do mean meantime to isolate but some bits of MTTR is not automated. Thank you. Thank you. You sure? For yes, for changes, yes, for changes we use progressive delivery and it automatically rolls back. So we use NUMA project as well as Argo CD, Argo rollouts. So both are open source product. Argo CD and Argo rollouts is used for deployment add into it and we use progressive delivery and the talk as we discussed based on the progressive delivery if there is an anomaly, we roll it back. Just to summarize, we do not use LLM for mathematical use cases here. We use auto-encoders for anomaly detection if you're curious. One quick one. What's the preferred kind of tendency for NUMA flow or is it similar to what you would do with Argo workflows where you can run per cluster or is it more of a kind of roll your own per namespace sort of situation? Yes, today it is just within the cluster but there is nothing stopping us doing multi cluster because all one of the edge could be another cluster. Nothing is stopping us as of today but I can do it, we do single cluster and single namespace. Thank you. You're welcome. Thank you.


Welcome to Church of the Chair, where we all have a twinner out there somewhere. I'm your host, E, and today... Regulators, mount up. If you're new around here, I need to give you a warning. In this series, I will be spoiling all of Stephen King's work, so if you haven't read all of his stuff, I suggest you click away now. You've been warned. Today, we're talking about The Regulators, the lost Richard Bachman book. Also by Stephen King. So how does The Regulators tie into the Dark Tower universe and the Stephen King universe in general? Let's get into that. My original theorist video for The Regulators holds pride of place in my entire catalog. It is my favorite theorist episode. Yes, even more so than Kit, more so than the Tommy knockers, more so than Dreamcatcher. I articulated everything I wanted to get across in that video, so I'm going to let my own twinner speak for himself. As far as The Regulators and Desperation are concerned, they are considered twinners in the Stephen King universe. And a twinner is the same person, just different maybe life, maybe character development, that kind of deal. They are the same person. They are somewhat connected, but only by their appearance, maybe their blood type, that kind of thing. But usually their characters are completely different other than maybe their strongest character trait. Like maybe if they're an artist or an author. Let's stop talking about the Dark Tower connections and the universe connections. Okay, so TAC and Pennywise have got to be, if not the same species, they have to be on the same level of the Tower kind of deal, right? Because TAC is a wison. I don't know that we've ever found out what Pennywise is, but I'm almost fighting for the idea that these creatures are nothing more than their lights. You have the wison, which is TAC. TAC is a wison, that's his species. You have TAC as red lights, and then you have Pennywise, and spoiler for it, Pennywise as white lights or dead lights. He is the bright white lights, and then you have the wison has the red lights. And there are connecting tissues for all of these creatures. You have TAC, who is oddly enough referred to as TAC the outsider in a Stephen King desk calendar at one point in time, which is kind of spoilers for the outsider too. But you have Pennywise who shapeshifts and feeds off fear, almost said get into people's minds, not really. I mean, he kind of goes into Henry Bowers a little bit, but it's more of a persuasion. So maybe Pennywise isn't as strong as his home dude TAC, who knows. And then you have TAC himself who can go into people and who can lock them away in their own minds. Mr. Gray? Anybody? Is there a, you know, anybody? Come on. I mean, these connections are pretty obvious at this point. I had someone try to tell me that there was no way that the grays were connected to Pennywise or anything else. They were just aliens. No. I mean, they do the same things. So, and whether or not they're coming from outer space or they're coming through a thinny or they're coming through doors, they're damn selves, who knows. But that's my connection to the universe is there, and it connects most of my stuff. Some subtle references to the Dark Tower. There is a mention of someone going off the beam, which is in Misery and several other books. I think it's in Dolores Claiborne. I know it's in the Gerald's Game movie, which is cool. And I think it's in Gerald's Game. Also, I'd have to go back and check. But the mention of off the beam pops up every now and again when someone is crazy, they're off the beam in the Stephen King universe. I thought that little aspect was cool. Also, this story happens, I think it's on Poplar Street, but it's right next to Bear Street. Let me look this up before someone down in the comments goes, hey, no, it happens on Hoodie Wetzel Street. Yeah, it's Bear Street crosses and so is Hyacinth. Am I saying that right? Hyacinth? I don't know. But it all happens on Poplar Street. But there is a Bear Street and there's a Bear Street Woods and you have the beam of the bear. You also have the connection, which is kind of loose. Don't at me. Kind of loose because you have Shardik at the beginning of the Wastelands and he's a bear with a, what's he got on his hand? And what's these vans got in it? A satellite dish, right? Or communication disc, whatever you want to call it. I know it seems to be far-fetched, but think about it this way. Think of the ending of Wolves of the Cola. Think of the wolves. Think about the mishmash of Dr. Doom, Harry Potter, all that stuff that is mashed together that's just a jumble of all these stories told over time. What if Shardik, what if that's connected to the vans and to Bear Street? What if that is an illusion to all of that? I think that would be rad as hell. Another thing that I want to bring up that I didn't catch myself, that I'm still not entirely, entirely convinced of, and I got my notes over here, but the regulators or Kan Toy who serve the Crimson, regulators are Kan Toy who serve the Crimson King and the big coffin hunters from Wizarding Glass were sometimes called regulators. Now this is on theStevenKing.com. This isn't fan connections. This is actually on the Dark Tower Connections onStevenKing.com that mentions that the regulators are Kan Toy and the big coffin hunters were regulators. Given how the regulators ends, do you think there's any chance that maybe the ghosts of the big coffin hunters are what are powering or maybe the extended mind of TAC? I don't know, man. There's so many possibilities and I would love to hear from you guys about that down there in the doobly-doo. Let's have a conversation about that one especially, the big coffin hunters being the regulators. Now as far as the entity of TAC in desperation and in the regulators, first off, TAC is a wholly underrated villain. He's one of the best monsters in all of Stephen King's lore. At least I feel this way and several people have brought it up on my regulator's review that TAC is a good one. At least two people, I know. So maybe I'm inflating that by saying several people but I apologize. Anyways, but you have this entity TAC who in desperation he would completely erase the person that he took over. He takes over the Carver mother. What's her name? Mary? Because in this one she's Ellen. I can't remember if it's the same or not. I think the mother and daughter actually switch names and places so the daughter becomes the mother because the mother's name is Pi in this one. Whereas Pi, the sister dies at the beginning of desperation. You have and then Kali and Trajan, there's nothing left of Kali in there and I was thinking about why. Now Seth Garen, the little boy who Seth is inside of in the regulators, is autistic. He's what is called Hollywood autistic because he's a genius and he saves the day with his genius. So it's when writers or well just writers because writers work on movies too. Writers take an autistic person make them. What was it? What did he used to be called? An idiot? Savant? And this is pretty much what's happening here. They're contained in that brain space. So I'm wondering if it's because Seth Garen was so powerful himself as an autistic telepath or however it's explained and I'm wondering if Seth had some of these powers like maybe he would maybe he has a touch of the shine and that's why Tac was able to reach out to him so far as he was traveling through. Maybe that's also why he was able to piggyback on him instead of just explode his damn head like everybody else because you have the homeless guy with the shopping cart that's stuck to the cactus which is an amazing scene, an amazing visual in this book. You have that and the eyes pop out of the head whereas in desperation just the body starts failing. Just minute things that normally wouldn't harm a human being when Tac takes over the body just completely destroys and decimates the human body but in this one it causes a pressure that pops the eyes out of their heads which is a great great visual because you have Peter Jackson it happens to, you have the homeless guy with the shopping cart and then you have Cammie Reed at the end with her head exploding which is an amazing amazing visual also. Another thing that backs up my thought that there's a shine to uh there's a shine or a telepathic power to Seth without Tac is Tac isn't inside Seth anymore when Seth tell forces Cammie to shoot him. Once again here at the end in the later videos I got fewer and fewer theories from my viewership from you guys out there. I received no comments about your own theories I didn't get any corrections for this one not really anything other than talking about whether you liked, disliked or felt meh about the book so please this time around if you have any further theories to add on to what I said in the original video I would absolutely love to hear from you down there in the comments also make sure to mention if I missed anything if you have any corrections of anything I said in this video or again if you have any theories yourself on how the regulators ties into the dark tower and the Stephen King universe in general leave all that down there in the comments but until next time I'll hail the chair


Hello, I am Jyothi from the BMC Information Design and Documentation team. In this video, I am going to demonstrate how to disable an application in Remedy with Smart IT using centralized configuration. Login to Remedy with Smart IT. In the create menu, there is an option, problem or investigation. For demonstration purpose, I am going to disable the problem application and this option should not be available when I disable the problem application. To do this, login to Remedy AR system. In the AR system administration menu, click AR system administration console and then click centralized configuration. Select the component name. In this case, I am going to select com.bmc.arcs.smartit. For the disable Smart IT application setting, enter the name of the application that you want to disable in the setting value column and click apply. Open the Smart IT myIT server and clear the cache. If clearing the cache does not take effect, you must restart Smart IT Tomcat as an alternative. Note that clearing cache takes some time as up to 30 minutes to show the effect. This is the procedure to disable an application in Remedy with Smart IT using centralized configuration. Thank you for watching this video.


It was gonna take the role in coming to America too. Yeah. But you decided not to go that route. What was the reasoning behind it? I just didn't like the script. I love Eddie Murphy. I just was a little scarred with other things I've done and I wanted to not play a bunch of people's sons. Yeah, we on boss talk one on one, one on one. Yeah, we gonna talk. You know, and that's why I can't say what Cat Williams talking about black content and how we need to get it to come up. He had a whole run with Tubi. The money he makes on one show could have funded a thousand Tubi movies. I see Tubi movies making for $5,000, $10,000. Yeah, but how do you get the information to where you, cause he's a sharp dude, but how do you make that bridge? You gotta listen. Gotta listen. You know, good. It's hard to get somebody to listen with money, man. Well, there you go. Just being real. But that's not, that's- But it's real. But that's personal choice. Yeah. If you want the pulse of the culture, which he is, and you know, and that's why I got my new book called producer state of mind, producer state of mind, and actor state of mind is already out and producer state of mind. I knew about it. You know what I'm saying? Does Tubi ever get to a point where it's competing with what Hollywood has established? What do you mean it is Hollywood? I know it, but I mean it. But it's coming up a different way. Shout out to Adam Lewis and who produced Big Mama's House. Shout out to Adam Lewis and who produced two of my movies, who's the executive over at Tubi. So he comes straight. It's the same thing. Same thing, I get it. People. That's hard. But I had a producer came on here and he's actually- Shout out to all my Heather. Thank you so much for being my deal. Shout out to all my white friends. Love you all so much. That's real. And he said that the so-called bootleg movies, the worst looking movies get more views than the- Who said that? Someone else who actually have a film on Tubi. Really? He said they got, what's his name? He's from Arkansas, isn't it? What's your name? Yeah, but that's great for viewership. But the- Oh, C. James. Yeah, C. James. C. James, yeah. C. James, he said that the worst ones get way more views. Cause he had good quality and he was upset cause he did that whole movie on his own, independent. It looks great. It does, but then there's branding. But then there's branding. Fox, Tubi had a Super Bowl commercial. They don't wanna be branded as the ghetto network. And no offense, I love those movies cause I'm from Detroit, I understand it. But I'm like, it's just corporate advertising. Then there becomes financial instruments, which I talk about in my book. Man, I gotta ask you- They don't need, they just need enough. Yeah. Say it like that, cause I don't wanna talk to anyone. They just need enough. They need enough viewership and then you can bring in financial instruments. Hold on, I gotta ask you, like did you, what made you not, you was gonna take the role in coming to America too. Yeah. But you decided not to go that route. What was the reasoning behind it? I just didn't like the script. I love Eddie Murphy. I just was a little scarred with other things I've done and I wanted to not play a bunch of people's sons. So, that's it. It was just something to worry. Okay, so you know, leaving that, you know how important it is when you go into a role, how it affects you later on. Now that you've been through the stuff that you've been through. I'm Lyle Ritchie here. That's right. I'm Big Mama's from Percy, all this stuff. I got it. I see the spirituality attached to it and I, you know, I just look at it and go, okay, how does this look, okay, blah, blah, blah. And then, you know, prayerfully, you know how to see the internet, being like, yo, y'all, they just changed the script. Cause I know what it means. I know what it is. Yeah, yeah. So it's only spirituality only in that aspect you're talking about, it affects you, it doesn't affect you as in getting future roles. Is it affects you personally, like, with the roles that you're picking, why you're not picking certain roles? I mean, you realize they reproduced to what, like Denzel always been Denzel because he made a pathway for that. Me, they will always look at me for the be the guy who's gonna do this thing because I made a pathway for that. I'm changing my pathway. Not saying it's gonna be perfect, but I'm changing my pathway and that's where they're, that's why we're doing these interviews. Right, and not many can do that because I know that I remember seeing an interview with that gentleman on Jamie Foxx show. Which one? The square, I call him the square, the light skin, what's his name again? Braxton.  Yeah, well he defined that character and he's a really good actor. I mean, that's one of those things where you got, it's hard to shake back then, there wasn't things to shake it, but that's why I do these podcasts.  Okay, because if I'm not gonna make my name in Hollywood, which I will, the people wouldn't know who I am because I'm defining my story about what I say. Hopefully it's edit right and then it's not a false headline, which I trust the integrity of this boss talk, which that's why I came on here. Well, I'm coming up there whenever you release any moves, like when I went and did that for Jamal Willard down there. I'm coming to Detroit. I wanna help, like when movies are coming out, I be wanting to be in the midst of our people, man, because I have a lot of stuff. We over there, we got DR2 Studio, South Dennis Reed. Yeah, that's what I was gonna ask you, I wanna know the build up. South Dennis Reed. Well, you ain't getting out of the structure and the build up of DR2. I want you to explain to me how you guys even developed it, how it came to be. That's a deeper conversation. I can't talk about it. I'm gonna go, well, we're in the middle of lawyers right now in a good way, in a good way. So we're in a deal, so I wanna talk about what is coming because you don't wanna project, but I'll tell you this, it's some big things coming. Okay. And shout out to all my white friends. Shout out to Sam Horitz. Shout out to, who else? Adam Lewison. Shout out to Heather, who gave me my deal over there. Shout out to Netflix. Shout out to Peacock. Shout out to everybody that's blessing us real quick, just because, I'm not a house-naked girl, but I love you guys, you guys are my friends. I gotta ask you about just the standup, like how therapeutic is, how much does it help you when you go on that stage to talk about the things that you've been through? How much does that push the scale for? Well, it gives you a chance. Jonathan Majors can never say what really happened unless he goes on ABC in the edit a certain way. That scares me. So I'll wish they on stage. I gotta ask you a question.   Do you, any of that? No, just pray, pray fast, you know, talk to God. God's my therapist. In everything. In everything. I give all glory to the Mosai. I don't care. Listen, y'all can say what y'all want to say. I'm not religious, I'm saying, but I give all glory to the Mosai or the creator or the universe, whatever you want to call it. Everybody got a different name, Brahla, Yahua, Hashem, Jesus, whatever y'all want to call it. The universe, whatever. That's what I give glory to. But, you know, because everybody at one point, no matter even if you believe in God, you still have to deal with mental attacks. Yeah, the Almighty teaches us how to do that. So, give me an example of something that came on you one day and you had to, because there's young kids, there are people who watch these shows and I like to help people through these cameras. How did you deal with it? How did you overcome it? Give me that obstacle. I never had it. So, you never had obstacles at all? No, no, I had a lot of obstacles because of my mental health. It was almost trying to just figure it out. It's like, you know, we don't deny mental health, but I'm saying it was almost trying to, you're going through a journey. And I can't say everyone came from a strong background. I came from, so I can't really not be empathetic, but I will say, turn to what's inside you. Turn to that voice that tells you, you know, the truth on what you should do, that's better, that's an embedment for you. And for me, it comes from the Holy Scriptures. And if you don't have that, there's also a survivalist thing that humans have, that you have to lean on survival, lean on if you want to live, that's your choice. You can't control everything, but what you can do, you can control how you react to everything. And that's what I seem to understand. So as much healthy, if you want that change, some people don't want to change.  Okay, now I want to hurt myself, right? Who do I turn to?  You said I got to look inside. It's the same thing, you know, these messages been going on for so long with the Wizard of Oz, you know, Dorothy was already home.  You have to choose to bring that thing out inside of you to go to the next level. And that's a personal choice. And that's why you can't interfere, all you can do is inspire. You can't interfere and you can inspire for them to go to that choice, you know? Yeah, we on boss talk one on one. Yeah, we gonna talk.


So I'm based in a Norwegian energy company called Stathol, I'll come back to the company in a minute I joined that organization back in the early 80s and at that time it was a smaller company than what it is today And most small organizations, they want to grow, they don't dig and some succeed Many discover that we have not only become big, we also become slow, rigid, bureaucratically lost a lot of that Agility, the expeditivity we have as a smaller organization. I find an interesting parallel here to the aging process of man Of course, as we grow older, we do lose a bit of that agility we have as teenagers And I'm starting to get some practical experience here. I don't know what I'm talking about When it comes to man, we have no choice. You know, in the end age takes us all Organizations, however, they have a choice if it's written nowhere as far as I've seen Of course, you are big. You should be rigid, bureaucratically and slow when all is included So our journey at Stathol has very much been about trying to find our way back to that agility we have as a smaller organization Without losing the benefit of new things. Our big question, how can we be small at the same time? The question for small organizations should be how can we grow without ending up with the same misery So, what I would like to share with you today is first the bad news, but you know Traditional management is broken The good news is that there are solutions. You also know that beyond budgeting is one such solution It's actually a somewhat misleading name. The purpose of beyond budgeting is not necessarily the bit of budgets The purpose is to create these organizations which are more agile, more youth In order to do that, we have to blow up traditional management And what can we find at the core of traditional management? Budgeting forces and the budgeting funds That's what the name is coming from, but this is about business agility Hopefully the name we would have picked if you could not have done this over yet Then I want to share with you how we are trying to do this at Stathol. We started off in 2005 So certain years ago, I want to share with you what that story is about I don't want to stand here and pretend that it's all perfect and just sunshine It's hard, we made mistakes, we've stumbled, but that is what we've changed about We've changed this never-estroyed straight line from A to B, but you know that as well I'd like to continue with a quote from a vice-man As today you're going to talk about, he's a director Most of what we call management is about making it difficult for people to do the job And I would very much agree. Sometimes the problem is that we manage too much Performance management, a label I don't like. We don't manage performance. There will be no performance I don't think that's true. I'll come back to you Imagine an organization that a hundred years ago invented a fantastic machine, state-of-the-art Crucial for the success of this organization 50 years ago, this machine started to make some trouble It didn't work that way. Today, this machine is completely broken. It looks like this And you will all understand that this is not a true story In real life, this will not have happened In real life, already 50 years ago, smart people would have gotten together To fix this, to invent something better Because we all love innovation, right? Innovation is great We want to be leading it, unique in the forefront Yes But that enthusiasm for innovation seems to be limited to A technology product, maybe services to innovation But there is also something called management innovation It's about exploring new ways of leading In today's business realities Management innovation, that is not great, that's scary Kicking out the budget, are you crazy? What's the consequence of this? The consequence is that it's very crowded here at the left-hand side Everybody is into technology product, services to innovation, all are competitors On the management innovation side, that is not yet the crowded place because it's scary But that is good news for brave companies who dare to embrace also this kind of innovation Because you can get just as much performance competitive advantage out of management innovation As you can from technology product innovation And there are organizations out there who say that we have no competitive advantage whatsoever When it comes to technology products, we find it in the way we lead and manage I have a few examples for you a bit later So it's all about performance defined in the right way I would like to talk a little bit more about that important growth performance But now in a slightly different setting than business or corporations And some of you know that I like to use traffic as a metaphor Because it's traffic and we are out driving We would also like to experience good performance My definition would be a good flow By the way, I never understood why they call it rush hour traffic There's no rush at all, those cars are starting dead still But you know, there's so much I don't understand So anyway, I think traffic authorities want the same And here is something you often need to talk about traffic authorities to create a safe and good flow Two questions, who is the control here and based on which information This is a good old fashioned traffic light, there's no height, there's no sensors So the one who is the control here is the guidance program decides Where is that person as you said waiting for that green light Somewhere else And which information would this program be based on? It would be based on historic events It was a forecast that it was not the entire fresh information As you said they're waiting for that green light But again, the best of intentions trying to create a safe and good flow Then there is a very different solution with exactly the same purpose The roundabout traffic circle or whatever Who is the control, we are as drivers Based on which information, based on fresh, free time theory and now information So it could be, since we arrived at so very different offices It could be that we could compare a bit more these two ways of managing So let's do that And I've got a few leading questions for you here Which is normally most efficient, normally Which is most difficult to drive in Of course there's the roundabout And going back to our organization for a minute Everything we are trying to leave behind this catalog of traditional management Is from a leadership point of view, much easier than the stuff that we know about Our guiding start cannot be to go for what's easy Because it's easy, we have to go for the stuff that includes performance Aren't in the right place Leadership is actually not meant to be easy Final question here Is it relevant to talk about values in this setting up? In Stator we have something called the Stator Book It's our most important document Talks about who we are What we believe in, how we work And it's not a coincidence that I'm holding a printed version in my hand Of course it's available online But that is on purpose And this book talks a lot about values-based management The opposite of value-based management We can maybe call rule-based management Because traffic light is a good example of rule-based management Red is stock, green is drive Blue is yellow, but beyond that Very simple rule-based proposal If for us a value set, a mindset Among drivers waiting for that Green light, which is about me first I don't care about it That mindset is not a big problem To talk about light But indirectly about me first Don't care about the rest That's actually a big problem What's in the roundabout We are much more dependent From everybody having a Common positive purpose Of wanting this to go well We have to help each other We have to make all intentions visible Interpret other people's intentions We have to interact with people In a very different way That we need to do with the project at night Two other important words Before we leave traffic Trust Head of that traffic light That's before it is I'm not trust to us to make decisions They do in the roundabout The other important word is transparency The head of that light The only thing you need to see In order to make your decisions Dock for Drive Is in theory the colour of the light It's obvious In the roundabout You need to see everything Not in the project But transparency is key I don't like that label Performance management For different reasons It's very negative words But there's highly relevant When you talk about the traffic light That's exactly what traffic is What the audience are doing Managing performance very actively The roundabout Is about something else That is about enabling performance Creating conditions for great performance Like this And this is more than playing with words These are two phenomenally different ways Of thinking about these important issues And the static work You no longer contain The word performance management Run You talk a lot about enabling performance The relevant performance management So the roundabout is a more Self-regulating way of managing Self-regulation is another important word here And I would argue When we now leave traffic And we move to our organizations That in today's business realities Organizations need more Self-regulating management For at least two reasons The first reason has to do with all the Move crowd there Volatility and certainty and complexity and ambiguity If we take that move now seriously It should have implications For how we design our management models Compared to if there was no move crowd there And when I joined Stathol And had my first management job Back in the early 80s It was a lot less move crowd than the local industry By the way, my first management job in Stathol Was the head of the corporate projects So I know what I'm talking about And I share with you how stupid it is So that is a reality we need to reflect on The other reality is not external It's internal, has to do with people Asking ourselves What kind of people do we generally believe That we have in our organizations And one language for that important discussion Was developed by good old Douglas McGregor Like in 1960 Great Britain Human Society of Enterprise Theory X and Theory Y These two were posting views of people What most of the people Theory X A very negative view A view that most people in an organization Is a bunch of potential teachings What the management might be If you have control of each instance of the block We can know what will happen For whatever reason There are a lot of stupid things That are really likely to run in sales Theory Y Very much the opposite view And the opposite of what most of the people view I mean a view that beyond all the education And confidence that most people actually want In a good job There won't be involved There won't be lessons in what is treated as adults We don't see this as a degree so far Where our sympathy lies X or Y I have no hopes But it should be very easy to agree That if we may not believe in Y The implication of our management model Must, will be very different from that Really, if we may not believe in this That should be a no one building If we combine these two realities It should look like this And I would argue that traditional management Plies in this lower left hand corner The conscious or unconscious assumption That the world is still a quiet planable place And that the public should leave this on the On the outside If you disagree with that That is not the place to leave And we need to move up to that upper right hand corner What we need to leave behind Is traditional management Rigid, detailed, annual, very rules-based And all the vital management Sent to us from our control Of secrecy and a strong belief In sticks and carots As ways to thrive for moments Maybe there was a time When this worked Maybe there still are some places where this worked But for us and stuff on that discussion Is very uninteresting But we know that our business environment Is up here To a lot of people And we believe that most people In Statoil, it's on the My side and off the X side But not everybody Every time I talk about X and Y Same faces are popping up in my head I can see those guys right now Those faces belong to colleagues on my next Statoil But I maybe would put it on the X side I'm not saying they are crooks But you understand what I mean But that is not the point There might be some places Popping up in your heads as well, no Because these people You typically find in most organizations That is not the question The question is Do they represent the majority More than the minority If they exist That represents the minority Then we can look that minorities thrive To the sign of our management models And we need to start with Our majority view And if that is why That must thrive The sign And then we need to find other ways To deal with these guys on the X side This is just like in a free society Let's not put everybody in jail Somebody has done something wrong Like we are all free citizens of Statoil So what do we need to do? Address both dimensions On leadership More values based than rules based This does not mean that we shouldn't have rules It simply means that the stronger we are On the value side of the newer rules Which we begin with More autonomy Where's Yulka World? There isn't time for nine floors So get that position And with these people on board It's a specific city Very often they can take away positions For example We need more transparency So that the important world is coming back And this is good news for all the scared managers I've met over the years Who are afraid of leaving That's not a comfortable corner down here On the left Because they are afraid of losing What do you prepare for losing? Control And that fear is real I can see it in the right It's made more than they have understood It's not that control is nothing but delusions of control Fear is real But here's some good news for scared managers Transparency can actually not be affected But control is real Social control There is a reason why most These traditional leadership groups Start to operate at night And I'd love to share this nicely in a story That you might have heard about From the WOSH It's this almost important company Quite traditionally managed That they did a very interesting experiment Along with capital costs Kicked out in a pilot Kicked out of a private budget Work was happening with regulations Replaced it with full capital With a few exceptions Everybody could see everything If you traveled Where? Lives need to be cheaper Yes, what happened with capital costs That's a really good question This was achieved through a very self-regulate Regulating control mechanism This was a question of tearing off cases And finally, in turn, intrinsic motivation And I probably don't need to tell you What research is telling you About that important issue When it comes to knowledge work And knowledge organizations Where individual bonus Is not the most powerful for that kind of work It's eaten clearly By a lot of other things Including mastery purposes Belonging economy And things that have one thing in common Beyond the fact that they are free They are about leadership It takes a bit more effort To motivate the leadership With the dangle that they got Coming up to their nose Saving this and get that So, instead of We have always tried to be a values-based Deep-oriented company I'm not saying we're perfect But it's always been important for us This book talks a lot about it But our challenge was maybe more That as we were growing We were adopting more and more Management processes That had a different message Because it doesn't help To have these theory-wide Leadership visions If you have theory-ex management processes Like, for instance, traditional work And in a lot of organizations That is the case Based on creating poisonous gaps In what we preach and what we practice So what we have tried to do On the management process side Vertically here is To change these management processes Is to better reflect What they're saying about people In that book What we mean about people Why, at the same time Making these management processes So here are the examples Of things that typically Typically we have two examples With the traditional budget Forget that this is a dipty Unless you challenge the budget In the process Graphically But either way You can go or you can be Graphically changed But specifically This is when we set target goals To help you set the method And think more on the benefit Of course, the health that we Hit 29% In addition is Actually, because 30% or 35% We need more dynamics Into our processes Stuff we're talking about here Why should all of that Circulate how generated That is an official Period Of the business point of view The picture We need to organize these processes More on a business With an event With a written Static calendar Finally Form a generation But not about something more Sharing two numbers Like two That is to narrow To simple We need a holistic Form a generation And we go back to what that is And this Dear friends Crash course in Beyond budgetary Not beyond budgetary But addressing Both leadership And management processes In a coherent, consistent way In order to become more agile And more unique Not necessarily I think grown in itself This is what it takes For peace In a positive sense Today's business And people can help us There's a number of companies On this journey today In some form or shape Here are some of them And I could have talked the rest of the day And tomorrow about Fantastic management innovation Take it easy And you probably know Many of these organizations I'm going to quickly limit myself To companies And let me have two more 45 minutes It's a long time Right I'm sorry about the rush here But the big story It's a short time So Let's begin Let's start in Norway On the left-hand side Put it up Reach an IT company Called Mayas As people In Norway And in India Miles No budgets No targets Are in nothing Or what we call Traditional numbers They're just a lot Of fantastic process And enormous growth And In every one process This test is very important And I think A lot of emphasis on Recruitment Recruitment Indeed Simply philosophy If you get it right That recruits the rest of us When might this interview They never take less than 10 references When management really needs to use The quality to use What the candidate has done Which I don't talk about in a little bit They need checking Rightly competence To scale like if these people are there or not And by the way They have a veto right If they say no It will go It's not going to happen Amazing compromise If you work for miles Your PC is important And it's important to attend conferences And courses to maintain And develop the confidence If you work for miles You can buy whatever PC you want As expensive as you want And replace it as often as you want No PC but You can attend whatever conference you want Wherever the world And often as you want No travel budget For complex projects The only thing behind this Is that when you have work at least You can learn from that Seminar And play with it You have to post on the internet What you did And it goes with it It's the only thing that could come of it And our only small concern Another big concern is Could it be too much And people try and find good enough pieces Are they taking enough time? Isn't that the luxury problem? It is nicer to encourage people Buy better stuff Take more training And do the opposite Okay, nice Wonderful example But the veteran here Is the company in the middle on the top Swedish bank for hundreds of pounds That today has around 800 launches Of Europe With the fastest growing bank in the UK This bank has no budgets No targets No nothing again And they have been doing this for a long time They kicked off the budget And a lot of other stuff Only the veteran in 1970 Well, that's interesting But the big question is then Is it good for performance? Look at the facts Hunters can't have been performing better Than the average of the veterans Every single year It's the most cost effective Universal bank in Europe Without cost budgets And they've never needed a lot Of the authority in the industry Not to be a coincidence There are a lot of different management models A lot of decentralization A lot of autonomy A lot of transparency A lot of central benchmarking No individual bonus Only common bonus here Really Very different from how Of course other banks are Hunters and some other companies They inspired what they can Known of the standard budgeting That they announced it And yes We were a few years ahead of The agile management But the point is that we can Work roughly at the same time And there's a lot of similarities Between two As you will see We haven't before on the top In 2012 But again It has read both leadership And management courses And I don't have to I'm going to do this in a bit Even though I have talked a little bit about On the leadership side Both the style of news And quality transparency But I'll come back to A few of the things of the management course side And we know Two staff and a few minutes But a few important messages Around these principles These principles do not Represent any kind of strategy They are principles That just provide guiding information Of what they should need In order for organization Pense for that organization Business Work growth history And that's the way it should be I don't like management recipes And there are a few of them out there Need also in the agile community And I don't like those recipes Because in the management recipes Somebody has done all the thinking for you Your only job is to implement Other people's thinking I find that it quite boring And also quite hateful You have to think to yourself What is it for you This is also an attempt To create coherence between what we preach On the left-hand side Of the tech Two classical examples of leadership Doesn't help We on the left-hand side Talk loud and warm about How fantastic deep we have Although this is The executive talking How fantastic deep we have That we would be talking And be frustrated about it It's not that much Moving to the management processes Since the 10 travel budgets Are you crazy taking out the travel budget Just imagine what would happen Right or wrong I'm just saying that this is the focus Beachy won't be impacted another time Another classic example Does help that we talk equally loud and warm Left-hand side about Me and us and together in team And everybody in the same boat All right What do you think the management processes Prindle all about the leading focus Right or wrong The opposite Finally, as we understand That's a little bit of an understanding About the other budgeting Something we think is just another way Of managing the focus Yes, it is Principal thinking that there Has never been other principles Secondary system What do you think to that principle The leading budget Costs will be bought And I understand what I'm saying Sorry, guys Costs are still important All these constraints This is about how can you optimize In a more intelligent and effective way Within the constraints And what then the 100-year-old Management peculiarity can offer That situation is But it is The path of 100 years So let's leave beyond budgeting And let's move to Spathory This is also in a nutshell Oil, gas and renewables Can help you start this company We are getting bigger and bigger Within the new renewable energies Simply because we are not a knowledge Diamond change And we know we are a problem We know we can take a kind of solution For short term and long term And that is why we are leveraging Our engineering competence To build offshore wind farms They are good at the big stuff And we have built the first Float in wind in part of the world The case of rakes And it has been these wind farms Looked up other areas That's our management process It's called ambitious action And has three purposes It's about translating strategy And we also include this management into this It's called pure agility And it is about activating What we say in this book It's about people's well-being And there are some steps in this process That as they appear They might not seem to be very unique But the way you do this That is actually the difference Translate strategy Is about objectives You are taught in some books Then we are just risks Not achieving these objectives And then a risk in our business And we identify actions What do we need to do To achieve those objectives And to manage risks Very often that is one of the same thing Then Of measurements Assuring that we are moving towards these objectives Here are the benefits The first is that nothing happens Just to measure As I often say You don't lose weight Since the bike is weighing you I know You got that right And then my wife gave me a very helpful advice You often maybe you didn't stand alone Ah Anyway The point is that nothing happens You need something more That's why it's called ambitious action And last but not least The translation into What does this mean for you and me Let's straight into the HR process here And here is an example of Externating important works in these books Very first works is work on the thought of work The way we deliver As important as what to do With the way we deliver We talk about the values in this book The weighting between the two And all consequences The real thing is 50 50 It's the only thing it could be But that's one area But you are somewhat different Let me share with you a few other areas That one has to do with the Except that kpt might be the best One that's indicative Of course when we talk about kpt is We just forget that the i is the kpt is That's what's called indigene Right That's what's indicative of that But they are not telling the truth They are not called kpt's Kpt's performance keys They are not called kpt's interviews And we can't base our influence On management or communications So as a reflector Before we conclude In a performance evaluation We must take off the measurement glasses So that's a good measurement It's not that specific So it is before Not everything that counts That counts it And not everything that counts Measurement can be good servant But when it becomes a master And we are ready Here's an example of an ambition traction This is actually a status On corporate level The one and I will not See Of course not what's really the retail But See that we Talk to the four elements That talks about the previous slide And the HR code So Going back to this one This is a very integrated Performance process Not a performance management process For this performance framework And it starts with strategy Run via files into HR You look very closely together That it should be seamless To offer Today we have around 800 Of these in the organization And let me just spend a little bit of time On this slide for the ending On two other areas Where we try to do this The first has to do with alignment How do we create the red thread Throughout There's an easy way The wrong way It's called cascading Of sitting up in the corporate center And I simply instructing All the way down These are your objectives These are your APIs These are your targets And you know We find this people That many in my community Love that kind of cascading Because often we can add up All the local numbers on here And it matches the corporate number The corporate number can sleep well Well about Two times together Don't hit a lot of decimal Wow we should do that That's it That's that But it is because That top down cascading In our culture Destroys everything Related to involvement Commitments and engagements Then That the add numbers add up Is kind of At no value Still it's not an anarchy It has to be a red thread We create that red thread Through translation Instead of cascading This is again more than Saying good words Translation is about that This team here Shall make their One of these teams Shall make the wrong Admission selection And we look around Further up As you are aware The corporate left and right That's our Admission selection You need to look right In order to Support those we have a relationship with When it comes to the mission level When it comes to the election If that translation should go wrong It's not a big problem I'll come back to why But of course To never the both of you What you are paid for One reason it isn't the problem is With the few exceptions Of shared sensitive information All of these are Open accessible to all of us Should be no place to hide But it's stupid But that transparency Is not just about Control It's also about learning You won't be able to surf around here And look at what other people are doing And if you get inspired And And The other area Where we try to be different Has to be with Time We used to have Annual versions Of official traction For every orphan These teams Make new open access Wasn't a budget process Not better Still in annual In 2010 We picked out the calendar year Where it's possible Where it exists But today These teams You change Whatever they want On their own ambition traction And where it's needed What's not happened To your own distance apart They can change With the objectives Strategy change They can Change the KPIs Indicators That define the better one For a strategy change They can even change The capabilities Of the targets These targets have not been needed Most of it to achieve But again This is an energy We had a very little To own necklace We found this We But this was introduced Except that they Want to change something That has to be changed You still need it In a prudent On that up With little time You still need it In a prudent That's not a stamp Or a thing We do that In a prudent If your change is small You're still informed On the same level Think of small Always make sure That you inform others And When this was introduced People said great We love it But by the way What's this thing that you can do? Don't walk with us Let's walk with others To define that On the rock of it Impossible But we have left that With your organization itself There might be somebody On the left-hand side here Because it's not a definition Of being explored Somebody on the right hand side That's not so big As long as it's not stored To space Take that to the wrong About self-regulation We would like this to run Self-regulating as possible Instead of being kind of Micro-managed For the past four past days Many go into rolling four past days We went for something called Dynamic Four Past Days We had no fixed frequency No fixed time horizons We could update your four past days If stuff happens to their own This is reality And we're not going to talk about it And they should not do that Update Or How to help each other They should do it for themselves In order to manage their own targets Why should all targets have a deadline Of How far away those forecasts are going To the common database They still have a global SSE solution So at any time when we need it Focus level We can tap into that Information Just to check our capacity ahead of a Or ahead of a major investor Targets Why should all targets have a deadline And date itself We know why it's like that There's still meanings We would like to see more Natural time horizon If you're just Three months away from home From the place of 18 months Can a band end up Here Targets That should be the exception And talking about targets If you're just going to put Another chapter Of your budget to do After the targets Of course we are asking ourselves Do we need all these targets Or do we need any instances Without We can also just If you say that we need the targets Because of our top targets And that there's no targets We could hopefully not know what to do And you're unable to And I don't know what to do That is not true A target is not the target What we really want to achieve Is the best possible performance Given the circumstances That's what we want to achieve Set the target in one way Of achieving that It's not the only way And it's not necessarily the best So we are not saying We are going to kick out targets Like tomorrow Like some other companies have done But we have to start with that question I'm mentioning this Because this is a journey Just to get braver along the way In five years' time We didn't have discussions We couldn't have had So let me finish off with The holistic performance evaluation And holistic here are these two things First of all 50-50 between what and how And it also means that When we shall evaluate What is delivered in business terms That is defined Through ambitious action Directly or indirectly That evaluation Of what is delivered in business terms Can not be reduced In a stupid and simple Exercise Of counting the number of revenue We are dumping down Something so important Something so stupid In our managers We need two qualifications only To do that job Must be able to count That can't be colourblind And we should have Somewhat higher expectations To our managers And by the way I wouldn't pass I can count But I'm halfway qualified Anyway We might start with confidence And then we need to take off The measurement of these Indicators Are indicators They are not necessarily Setting for storage But we need to pressure test What is measured before we can compute And we do that through some state-of-the-art questions I see that KPI is green But have we really moved towards that And those of you who objected That VN5 I'm having sense How are these some sort of parts Should be Powerful people who stress And they completely make it They have to seem to low-ball Then get a little bit of a way with it Often should do As significant changes in assumptions Failure in such a nature Should it take a little bit What's the rate In earthquake in Japan We think it's a little bit too Better for the going bankrupt I think that says The format of this target Risks which Always risk handled And last but not least Are staining a little This is for putting a big dose of assessment Of the top of your measurement For the future That most discussions Used to result in a rating On a scale of one to five In both dimensions I've never looked at rating I would have thought I have to have that in mind That's it rating There'll still be a link To development plans Rewards That will become a Much more assessment-based And not That rating-based And the starting point For that evaluation Is that Most people in the software Are simply solid Thoughts Nothing has done a very bad job at this What we have some stars We will take care of that Of course we have some performance issues We will take care of that But we shall not be obsessed By kind of upgrading Everybody around the world Lots of people are happy about that So What I want to share with you I'm sorry about the rush You want to discuss later In some of my coordinates You want us to Come into your own location And in the neighborhood Very much like to do that And here on Twitter And I only treat about this stuff For no cats and no dogs And no grandkids with them I promise If you're even more interested Check out our websites Non-publicly wrong page We have our 10th year anniversary This year We're going to have a big stock hold We're coming out in the face And if you're even more interested You have just heard the very short version Where it's a long version And it looks like this I wrote a book about my journey Eight, seven, eight years ago It's just out in the second edition I've only realized that there's so much that happened And even Other stuff that's happening Might be happening But that's not it Thank you very much We have a couple of questions Just show your hand We have a couple of questions Abhiyara Thank you for the session Just a question is that Did the model church play a part of a role In the way you implemented it Because I could see a lot of Nordic games How do you think you know The other cultures Are the other parts of the world really? It's a good question We get it often Yes, we do get some Some tailwind Our culture But this model it was Most settled It's often globally It's just as valid in Angola As I didn't use And our experience is that I mean, take using Or Angola, that's it I mean We This is actually becoming competitive in our culture Because there are This In those places There are enough people Who want to work For a company like us Even if that