Expert Connect series leading the digital supply chain. My name is Ira Sager and I am Vice President of Global Learning Initiatives for the Center for Global Enterprise. This is the second in a series of six Expert Connects we will present on the digital supply chain. Next week, June 19th at this time, our Expert Connect will look at technology enablers, blockchain and its application in the supply chain. Before we get to this week's Expert Connects, we will have a few housekeeping notes. This session and all the sessions that follow in this series will be recorded and posted on the CGE YouTube channel. The end of this presentation, we will have a slide with the upcoming schedule for additional Expert Connects, as well as a link to the digital supply chain Institute website for more information. We will leave approximately 20 minutes at the end of this session for audience questions. If you have a question for our presenter, you will see at the bottom of your screen a feature that says Q&A. Please submit your questions using the Q&A feature. We'll try to get all the questions time-permitting. Today's Expert Connect is about demand management. Our presenter, George Bailey, is the Managing Director of the Digital Supply Chain Institute. George is going to discuss why the digital supply chain is a prime driver of demand. He'll explore why it is important to generate real-time data to improve demand forecasting to make better decisions and create new opportunities that stimulate demand and growth. We'll look at supply chain and digital supply chain strategies rather that help some companies better sense, match, and ultimately drive new demand. All right, I'll turn it over to George now. Here you go. Hey, thank you, Ira, and welcome, everybody. Glad that you could join us for this discussion today. And we're going to talk about something very interesting to me, and I hope to all of you, and that is, how can you use your supply chain to actually manage demand, to actually grow revenue? So it's not about cost reduction, it's about growing revenue, and that's a new theme for supply chains and one that we think is part of the future of supply chains. And I'll explain why as we go through this and you'll get a chance to really understand what we're talking about and how you can help your company make the same kind of changes. So as Ira said, please give me as many questions and let's have a good discussion about this as we go forward. And I want to make a point about who helped us put this work together. We're a not-for-profit. We were founded by Sam Pomozano, who is the ex-CEO and chairman of IBM, and he's told us that what he wants us to do is create insights and ideas that help companies compete. In other words, practical measures that help us complete.  And these are the companies that we've been working with. It's a community of companies that we'd like to invite you to join. Many of you already have joined. And this is about 1.8 trillion US dollars in revenue, over 6 million employees. So it's a powerful group of companies that have contributed their ideas that you're about to hear. Now, as I go forward, I'm going to talk about this idea of the front-side flip. And some of you have seen this before, and I'll just take another second to explain what we mean by this, because it's an analogy that gives you a good way to understand what we're talking about. My son happens to be a very competitive snowboarder. He's the second best amateur big mountain snowboarder in the US. And he does a trick called the front-side flip. And essentially, he rockets down the slope. He launches into the air. He flips up in space, turns over, and lands on the front side of his board and rockets down the hill. And it's a trick that helps win competitions, and it's a great way to talk about supply chain, because in the past, supply chains have always focused on the back end of the business, minimizing costs, on keeping the supplier base, the whole tier one, tier two, tier three, and played an extremely important role in all companies. But now that role is even more important, because now the role is gonna take a front-side flip, and the front side is the customer. So the way you run your supply chain will not only be about keeping costs low and delivery high, it's also gonna be about creating revenue and revenue opportunities, a new new approach that actually many companies are taking already. So here are the objectives we have for today's session, and there's four of them. Number one, I wanna just take a quick moment to review how the digital supply chain exists in the future and the demand that it manages, both now and in the future. Second, I wanna describe some ways that the digital supply chain will influence demand, and already there's examples around the world of this happening. Third, I wanna be able to provide some guidance on what it takes to be successful here, what are the prerequisites, and finally, and most importantly, I wanna get you ready to make change. As I mentioned, our not-for-profit is all about helping companies make change, and if you don't do anything with the information I give you today, it's not a success. I'm hoping that what you learn and what you find out about will cause you to make some changes in your operation as you go forward. Okay, so here's the first point about revenue that I wanna really emphasize. It's all about the demand stack. So we talk about it as a stack because there are several kinds of demand that you can manage, and here are the four types that we outline. I'll just start at the bottom-left corner, demand matching. Demand matching is something that your supply chain already does, and in fact, supply chains have always done, which is match what you've got to what the market wants. And typically that happens through some stimulation in the market, the sales force tells you, hey, we need 10,000 of these, you get your suppliers up to speed, they provide goods to your manufacturing, manufacturing creates something, and you then go ahead and sell it. Demand matching is still an important part of the demand stack, but now there's some new types of things that you can do. If you go up to the top left, you can see demand stimulation. This is a really powerful approach that says, we can do things with our supply chain that will stimulate demand, that will grow revenue. I'll give you some examples of that as we go through. Demand management, the one next to the right, is all about how can we manage our demand to make sure that it occurs in times that are optimal for our customer and also optimal for us. So for example, I was the chief transformation officer for Sony in Tokyo for four years. And when I did that role, we had a really big issue. And the issue was that almost the entire electronics revenue came in in one quarter, the quarter around Christmas and the New Year season. That is really difficult from a supply chain perspective because you have to build all year in order to ship at that time. It's difficult from a revenue management perspective because it means all your revenue comes in one quarter. And if you don't make that quarter, the year is gone. So we did things to try and create new demand in the summer season, for example. So demand management means can we shape the demand that happened when we need it and in a way that will help the customer. And the next thing that's really important is the bottom right, demand sensing. Demand sensing says, how can we get a really keen understanding of the demand signals in the environment? And I'll show you some examples of what companies are doing now that are really quite powerful. Now all of this is wrapped up in a thing called the platform business model. It means that you want your suppliers and customers to see you as a platform that they can do business upon. And also in some cases, you'll be doing business in other people's platforms, but there's a platform model here. And really importantly is the outer ring called security and compliance. It's absolutely essential that as you create this digital supply chain, as you work on the demand side of the business, you really have high levels of security and compliance across all types of information with your demand stack. And you've seen what's happened with cybersecurity and cyber risk lately and the increasing risk we all have of cyber attacks. Well, I'm telling you right now that as we move into digital supply chain era, there'll be attacks on supply chains and things will go missing. Shipments will not arrive, assets will disappear, intellectual property will be stolen. There'll be a lot of things that happen unless we've really built our security system quite strongly in our digital supply chain. So it's about the demand stack. It's about managing revenue. And on average, if you talk to those companies that we've been working with, there's about 30 that are next group we call the global experts group. They believe that on average revenue growth will be 10% from a digital supply chain. Digital native companies will get much more. And if you think about Amazon, they're probably the most visible example of how you use a supply chain to create advantage. People go to Amazon because the supply chain is so extraordinarily good. You can have one site. You'll see everything that you need to buy. You'll know what competitor products are. You'll see ratings and ideas about each thing that you're looking at. Before you check out, you'll be told people who buy this also tend to look for these 10 things. And all this grows demand. And in fact, what happens with an Amazon user, and I'm one of them, is you become loyal to that supply chain. You like the process. You know you're gonna get it delivered in two days. You know the prices are reasonable. And you're willing to have customer loyalty. So Amazon Prime is a great program that many people have. And it's because their supply chain is just so strong. Another example that everybody knows is Uber. And the Uber Play is about putting a supply chain in your hands. It's about revenue growth. It's not about cost reduction. So if you look at that Uber app and probably all of you use Uber all the time, who takes taxis anymore, you can see right on that screen where those cars are, where the assets are. So you know where the assets are. You can understand exactly how long it'll take for them to get to you. You'll know the price that it will happen. And you also know that it'll be billed directly and you won't have to mess with paying the driver as you would in a taxi cab. A really, really powerful idea of putting a supply chain right in the palm of your hand. And oh by the way, it's interesting to watch traditional business cope with this. The traditional taxi companies have done approximately nothing. Even though Uber has demonstrated that this supply chain information is so powerful and so useful, traditional companies have not been able to respond to it. And I mentioned that only because many of you are not at Amazon. You're not at Uber. You're from traditional companies. But you know what? It's really important for you to understand how to do this work, because there will be an Uber or an Amazon in your future if you don't figure this out. And some of your competitors, I'm sure are working on this as well. So think about this as we go through it. I'll give you some examples from traditional companies as well, but Uber is certainly a really good example of a supply chain that wins revenue. Now, when I talk about supply chain, the digital supply chain, I'm talking about an end-to-end focus. That means it starts with pre-production, pre-product, all the way to post-delivery. And it's also true that this process is not only about product. It could be about service. It could be about financial services. It could be about almost any industry in the world today. So when you saw that set of logos, you'll see some of them are financial services, like Idle Vice is the leading investment management firm in India. It's also about services companies. And then you'll have an example about Aracent in a few minutes here. It's a company that does engineering and design work. And it's also about product companies like Colgate Pomalov. So it's every kind of company across the world in almost all industries. And it's really from pre-product where supply chain information is going into making products better because the supply chain touches customers.  So it goes into pre-production and it goes to post-delivery. When I was at Sony, we had a really interesting set of power cords. In fact, every single product at Sony had a different power cord. We had something like 179 different power cords. So we had a program that supply chain people said, you know what, from now on, we need to minimize power cords because it doesn't help anybody get a Sony experience if you have to have so many different power cords. And so you'll notice now that there are many, many fewer power cords if you're buying Sony products. And that's a supply chain move. Also, engineering and design to manufacturing and customer service is all part of supply chain. So of course, manufacturing is, but so is sales and customer service and delivery afterwards. And finally, deep and comprehensive data has to be gathered from each stage in this process. And you'll find out that this new data model that a digital supply chain needs is probably quite different than what you're doing today. For most companies, it is anyway. And it includes new data from sensors and IoT devices. And I thought I'd bring you a few examples today about that as we talk about this topic. And oh, by the way, as I'm going through this, if there's anything that I'm saying that you disagree with, please go ahead and do a Q&A. If there's anything you really agree with, please mention that and the Q&A. And if you have an example from your company or a question, please use the Q&A. It's really helpful for everybody, if all of us interact on this call and have a good discussion about what's possible and what could happen. All right, next slide is a Colgate-Pamala slide. They're a really, really ambitious company that's done some great work in their supply chain area. And I wanted to highlight one thing they did. I think you might find very interesting. I don't know how many of you know about this.  And I have a photo of it here on the slide. And this smart toothbrush gathers data from you as you use it. It tells you about the duration of how long you brush your teeth for. It tells you about frequency, how often you do it.  It identifies where you have areas with plaque. It gives you a whole set of data points that are really critical for dental health. And oh, by the way, when you want to buy this, you can buy it at the Apple store. So the data that's gathered is extremely valuable. In fact, in a lot of these companies we're working with today, the data they gather actually becomes another product line. So Colgate-Pamala is not selling this data to anyone right now, but you can imagine it in the future as customer data is collected that it can be of value to other companies to provide things to their customers as well. And it really boosts sales because guess what? If you know about your customer's toothbrushing habits, you can probably pretty much tell when they need more toothbrush. And it opens up a possibility, which is not done right now, as far as I know, of a direct channel. So increasingly as you have a digital supply chain in the future, as you're creating close link with your customer through your supply chain, you're able to in fact sometimes cut out the middleman and go direct to your customer and more and more companies have a direct channel in addition to their normal wholesale or resale our channel as well. So Colgate-Pamala is a great example of a company that's doing exciting things in your supply chain and harnessing new data as they do it through this kind of an example. Okay, now one of the things we found out as we went through this with companies is that growing revenue through your supply chain requires a new focus. In your supply chain organization and in fact across your company. So one of the things we do is we have executive leadership forums. Last year we had one in Hong Kong, one in Zurich and one in Baltimore. And oh, by the way, they're just selected because we have companies that sponsor us to do this as part of our discussion series. And the last one we have was actually in Santiago, Chile. And in Santiago, we invited people from across the organization.  So here are the four things you need to take care of. One is demand which I've mentioned which is all about real time, continuous engagement with the customer. The second is about people because it turns out to have a demand focus. In your supply chain requires a really a big shift in people and people skills. You'll need a lot more people who understand numbers, who understand analytics, who understand data science than you probably have today. You'll also need more people who understand sales and marketing and have the customer contact point as part of their history. So a big, big change in people. In fact, there's one of our companies that we're working with every day is a company called Lee & Fung. They're probably the world's leading wholesaler across the world. And they bring all the goods and services from China to companies around the world. And they do a great job. So if you go to Walmart, almost everything you see there, I'm exaggerating a little bit, has come through Lee & Fung's sources. And they have to do a thing, they talk about nerds and snipers. And the way they talk about it is based on this movie called American Sniper, which I thought was a really social movie, but they liked it. And they thought the key point was, there was a sniper who pulled the trigger, who knew how to shoot and get things done.  And they thought this is a great example of supply chain, that right now, traditionally supply chains have a lot of snipers, people who shoot, especially things like procurement or deal making or manufacturing. But they have very few nerds, people who know how to do the analytics, understand what the market wants, how to get it to the market in the right way. So getting that right combination of people turns out to be really, really critical. So demand and people, then technology. You'll hear a lot about technology in digital supply chains, enterprise-wide technology. It's platform technology. It's about agility and customer visibility. It's about AI and ML. And it's about making sure you can get the data and use it. And finally, risk, as I mentioned before, really enhance risk management capability.  You're gonna have to handle both the sales side as well as nerds. You're gonna have to collect and analyze data. And you're gonna have to handle the risk factors that occur as you go through this. Okay. Now, I'm probably not surprising you about this because people know this will happen. This is a survey that we did this year and 51% of the respondents agree or strongly agree that their supply chain can help grow revenues as well as match demand currently right now. So over half believe that their supply chain is a, it can grow revenue and is growing revenue and matching to demand currently. So that says it's happening today. And I'm curious to know about your companies. So if you just take a second now to think about your organization and use your Q and A button and to click on it and just say a few things about, do you believe that your supply chain can increase revenue in the future? Or you might say, how much are you doing right now around managing sales or revenue through a supply chain? And finally, how do you see the future around this topic? So please contribute your thoughts as we go through this discussion. Okay, I'll give you another example of a company that was part of our group. It's Goodyear and they are creating sort of the fit bit of tires. I don't know if you've heard about this, but that is a photo of a sensor in a tire. It turns out that for Goodyear, the supply chain is massively important because producing the right tires for the right wheel size, for the right use, for the right combination of width and so forth is really critical. And having those available to a customer when they need them is absolutely essential. Well, what if you had a sensor on a tire that would monitor the use of the tire? What if you could tell not only how the tire is being used but you could tell the wear on the tire. You would have an incredible opportunity to help that customer because you would know when they need a new tire. You would know it before they know it. You would know how they drive, so you'd know what kind of tire they probably need. You could recommend a tire that has all season capability or one that's lower profile. Well, that's exactly where Goodyear is heading. They're creating the fit bit of tires.  So that's a good example of another company using this kind of approach. Now, one of the things that's really, really key about this, and I wanna make sure this, I don't miss this point, is that algorithms are, it's an important part of winning this battle. Algorithms means formulas, means ways to sense customer demand, shape your production delivery and yield a winning customer service experience. Really, really critical. There's public algorithms that are common across and industry, there's also private formula that are not. And companies that have a strong library of both are winning in the marketplace. And to make this work, to make algorithms work, you need several things. One of the things you need is AI and ML. In other words, collecting data that helps you do a better job and as you collect it and as you do more transactions and more sales. Not only are you doing a better job but you're also getting better every day because the machine learning captures the transactions, captures the knowledge and allows you to improve the work that you're doing. So it's an important part of this digital supply chain topic that we're discussing today. So winning algorithms. Now, a good example of this is Google's AlphaZero. Google's AlphaZero AI became the chess master in exactly four hours. This is a photo, not from Google's AlphaZero. This is a photo that I captured from when IBM beat Gary Kasparov, the world's leading chess master. And IBM created a server that played chess. And at first when it played chess, I could beat it and I'm not a good chess player but it learned and got better and learned and got better. And then it beat Gary Kasparov and it could beat any chess master in the world. Well, Google has an AI system now, AlphaZero. And the story is that after four hours of learning about chess, exactly four hours, it was able to beat any chess master in the world. That's pretty impressive. It shows you the power of AI, the power of continuous learning, the power to take data and turn it into a winning play by creating algorithms that allow you to win a chess match or win a market. So in most companies, there are people who do product planning and they're doing their very best to forecast demand and to give demand signals to the organization. And they do this and some of them are good and some of them are not so good. Some of them are great. Some of them are very bad. And there are a lot of companies that end up with way too much inventory or go out of stock or have other kind of problems. Well, imagine you could take the world's very, very best product planners and make them better. That's what AI will allow you to do. In fact, one of the things that happens and as you go through this process is some of this becomes automated to the point that there's no human interaction needed. So some of the main forecasting become totally automated and so forth. One of our companies that we work with is company called Adelweiss. They're a leading financial services company in India and they have a great approach to automating many, many of their financial transactions that they do for their clients. And they have a measure that I think is very interesting which is they measure the percentage of transactions that are made without human intervention. Quite interesting, quite interesting. That frees up people to do other things which are more valuable around innovation and creativity. Okay, so just a good example of how you can use AI and algorithms to win every game, not just a business game. But to do this, you need a new data model and this is far, far different I guess than the data model of most of the companies on the call today. So this says, okay, we've got to start with some macro factors that drive a customer's behavior. Things like the overall health of the economy. Things like weather, by the way, weather is a huge determinant of customer behavior across almost all industries. Regulatory issues like GDPR, risk environment and so forth. All that influences a customer and the customer's customer. Increasingly, companies have to look at not only their customer, but also their customer's customer to drive demand. So the customer and customer's customers in the center of this and those groups of customers generate a huge amount of data. There's buying behavior data which you can capture at the store site. There's IoT data where sensors are in devices and are transmitting usage patterns to you. There's, I mentioned a toothbrush, there's rice cookers, there's automobiles. I mean, everything now is IoT. There's smart sensors. There's already nearly one trillion sensors in the world today. I showed you one on a tire. They're gonna be everywhere and they already are everywhere, but growing like crazy. Social media, of course, is prevalent and used around the world. Text data, image data, more and more video data, unstructured data of all different types. All of this data indicates a customer's intention. Now, most companies have trouble dealing with the data they currently collect. They find they're overwhelmed even with the current amount of data. And the idea of going out and collecting and making sense out of all these new data sources is quite intimidating. But these companies are smart and they are doing more and more things to get more and more competent. So for example, they're using AI and machine learning to collect that data, clean it, which is super important, and then analyze it and make decisions. And they get better and better at that every single day because experience helps you that way. Now, it turns out that it's not just about customer data and it's not just about algorithms, it's about making decisions. And to do this well, you actually need to create something called an algorithm council. And I'll describe what that looks like right now. But the basic idea is you can't do this within one silo. Now, once the algorithm council makes a decision about demand or capacity or future needs, that gets generated into a demand plan, technology plan, manufacturing plan, and the whole organization lines up and executes. So it's quite a powerful process. All right, now, we did some work about this and the survey said, okay, look, if you wanna find out what are the areas that are most challenging for you to do the supply chain as you do this transformation, the number one thing that everyone said was people. The people challenges are the hardest thing that people are working on in order to create this kind of success. And as I mentioned before, it's about data scientists, it's about more quote unquote nerds, it's about people of IS experience, it's about people who are used to making decisions based on data. It's a whole cultural shift that's required across the organization, not just within supply chain, but also in sales and marketing, for example, and within finance. When we asked how much revenue is driven by your supply chain right now, 32% of the people said essentially zero. But on the other hand, if you look at 20% or more or 10 to 19%, you're gonna find that there was a big bulk of people who also felt that right now, their supply chain is already creating revenue. Now they said, okay, what about in five years? How much revenue will be driven by your supply chain within five years? This is a far, far different answer. 20% or more by 50% of the companies. Only 1% said essentially zero. So there's a consensus around this as being the way of the future. Now, if you ask the question, which we did, do you collect new data, use AI and ML and have new ways to analyze and drive decisions? Very, very, very, very few companies said they collect most of the data and they're making those decisions right now. These are tend to be digital native companies that we talked with. And most people, 62% said, you know what, we have trouble managing the data that we currently collect, cleaning it, analyzing it and using it. And in fact, we don't deploy AI and ML in a substantial way. So this is another area where much, much change is required and hopefully you're on this path right now as you work on your supply chains. So this algorithm council I mentioned, let me describe it a little bit more. It's a cross-functional leadership team. It identifies and defines specific market opportunities that your digital supply chain could exploit, given of course the right algorithms and the right data. And oh, by the way, thinking through what data you need is not a small task, but companies that do this well and then get the data and analyze it are way ahead. The second thing is the algorithm council actually sets the organization's priorities for data collection, analysis, identifies the algorithms that will bring market success. Third, council members will typically include sales and marketing, HR, finance and supply chain because the data and perspective needed really cut across traditional organizational silos. I'm guessing that many of your companies are like this where sales and marketing collects their own data, maybe not broadly shared. Supply chain has their own data sources, probably not included in some of the discussions. And there's generally a sense that each silo is protecting and owning their data. Well, this algorithm council that we're talking about collects data across. So what does this mean? The algorithm council needs support from data scientists, mathematicians, information systems experts. You need to use AI and ML and you need to monitor the performance of your business just execution and decide where more algorithms are needed and how to get them going. So it's a very important role that companies do not have right now for the most part and will need to have over the next year or so. In fact, we're working with a company right now, very famous company, a sporting goods company and they are developing an algorithm council that's just fantastic and their performance is getting better. Okay, so here are some ways to generate improvements. Number one, collect new data, even it's almost impossible to get. Number two, develop a taxonomy of variables. When you get that data, you've got to decide how it impacts the decisions you're making. So we call it taxonomy, but a way to actually take the data and use it. The third thing is create or deploy algorithms that have a customer focus. So these algorithms are talking about are not finance algorithms. They're algorithms that include what your customer needs and what you can focus on in your supply chain. And the big idea is to use your supply chain customer experience as a competitive advantage just like Amazon does today. Super, super good example. All right, so let me keep going here. Here's what we suggest as your next steps. And I hope you're thinking of questions to ask because we're gonna be going into Q and A fairly soon here. Next steps, really important for you to decide how your supply chain can generate revenue growth. How your actions in the supply chain can actually make a difference improvement in your sales. Second, you find your data supply chain strategy with a focus on revenue. So if you're talking about building a digital supply chain, please include revenue growth as a key item that's part of your goal. Okay, get the team aligned, right people, right communication. Next, decide investment returns in metrics. Really, really critical that you have the right metrics as you make this transition happen. So we've done a lot of work in this area and it turns out that metrics for the digital supply chain are quite different. Metrics around revenue growth belong in the supply chain's scorecard. And then, of course, after you decide your investment, you've got metrics to manage it, then execute. Make sure you get it done. And that's a lot of what we were about in this institute, we're about helping companies get things done. And we hope that as you hear about what we're describing today, you take the initiative, get it done within your own companies. Next, we also like to invite you to join our institute. It's a great organization. You can collaborate with your peers in other industries. We have a limit of one company per competitive set. So we have Colgate Pomalov in our group. We would not let a competitor organization join to Colgate Pomalov. So that's how we work it. So we can have great and open discussions with our peers. Deploy the digital supply chain institute tools. We have a set of tools that you can use. You can see them on our website, but we have in-depth ones for members only. For example, we have a transformation maturity assessment, which allows you to know where you are right now with respect to digital supply chain in the future, understand what the gap is. We have a tool for setting performance metrics that are required for the new digital supply chain to be fully implemented and operational. We have a variety of things around algorithms and algorithm counsel and supply chain strategy. So these are tools you can use that will hopefully accelerate your progress towards change and shape the future. Because this is leading edge work. This is where supply chains are going, and you'll have a chance to really shape the future. So Ira, I'm gonna stop for a minute here and just pause and see if you have any questions or if there's questions from the group of people who are on the Zoom call here. Thank you, George, very good. And we do have some questions from the audience, but before we get to the question audience, because they tend to be a little more focused, let's say, and in depth, I wanted to ask you a few general questions based on this presentation. You talk about front side flip and the notion of customer facing, which is really what the front side flip is about. Customer facing is a concept or notion in business that's been around for quite some time. So why is it now that we're seeing it heavily applied to the digital supply chain? Yeah, that's a good question. I think a lot of things have come together at the right time. One thing is that the data, the data about customer needs, customer wants is more prevalent than ever and more collectible than ever. So we're now able to collect information from sensors, from smart devices, like even from smart toothbrushes. Or for example, you know, Under Armour is a company that's part of our group and I have my shoes tell me every day what my running pattern has been, how much exercise I've gotten, my pulse rate, all kinds of information. So my point is that now more than ever we have data available that tells us what customers want and need and would want and need it in the future. So that's important. The second thing is the science of AI and machine learning have really, really increased to the point that they're usable in business on an everyday basis. So in addition to more data being required, we also now have tools that allow us to go in and make sense out of it. And third, the whole idea of digitalization, digitalizing your supply chain is happening at the same moment. So those three things all happening now allow us to this front side flip, allow us to have a different focus on the customer. And you know, by the way, if there's a company that doesn't do that, they're at risk of losing their share. The same way the tax industry lost their share when Uber arrived and had a totally different supply chain. Let me pick up a little bit on people and talent, which is part of this equation. And I know we're gonna have, by the way, another session dedicated to people and talent as part of this equation. But if I'm a supply chain executive and I'm listening to you, one of the things I have to be thinking in the back of my mind is this is such a radical change and a great opportunity to take this technology, to take the data, to apply it to generate business. And that's a much more proactive point of view. But in years past, or the way I've run my business has been very reactive supply chain. So if I'm thinking of the people that I have, is this a radical remake that I need to step up as I look at implementing or transforming to a digital supply chain? You know, I think that there is a need to radically change the people equation for the digital supply chain to be effective. And there's sort of three elements of that. So the first element is there's a new reservoir of data scientists who have to be added to the mix. These are data scientists that not only go how to do analytics and understand data, but they also understand the business. And these people are rare. You know, you've gotta find them or build them. People who understand not only analytical tools but also understand the industry you're in and how you compete. So that's one thing you have to do is acquire that kind of talent. The second thing you have to do is you have to do increased focus on database decision making. And this requires a change perhaps to training plans within your organization as people learn about how to do this. It requires a change perhaps to where you promote people to higher roles and based on their analyzed data and make decisions that are increasingly correct because they're database. So that's the second thing is building capability. And the third thing is about sharing. And most organizations today operate in silos with sort of boundaries between sales and marketing and supply chain, for example. And the ability to create a council and collaborate with purpose across boundaries like that is a key way to remake the people side of your equation. So if you have new people, you have people who've been retrained and you have new ways of working together, I think the people side will come together. Great, thank you. All right, let's go to some of the questions. And let me remind our audience members that if you have a question for George, please enter in the Q&A button. You'll see at the bottom of your screen. We have an anonymous attendee who's asking, says that yes, the supply chain can increase revenue. Do you have any thoughts on the major software solutions which can aid in the enterprise to enterprise software supply chain development? Well, I'll tell you something that, I'll mention something here that we're working on that's proven to be quite interesting and valuable. And that is a blockchain. So, we couldn't decide what we believed about blockchain because we read so much hype in the paper about what blockchain was about. And we couldn't decide, is it really as good as they said? So we said, we're gonna do three pilots. So three of our member organizations who are part of this digital supply chain institute said, hey, look, we wanna do a pilot with you. So we got together a leading provider of blockchain services. For example, in this case, I'll mention Bitfury. They're really great company that's pioneered with Bitcoin and now does blockchain services around the world. And we took a company called Arasim, which is one of our member companies in San Francisco. They're an engineering services company. And we said, let's use blockchain for your DevOps process. And let's find a way to take the value of blockchain in your supply chain because DevOps is a supply chain issue because you have all sorts of layers of a vendor who are supplying code to you as you build your solution. And we developed this incredible blockchain solution. In fact, we had three key outcomes. The outcome one was cycle time. So when we use blockchain in this supply chain around DevOps, we found we could reduce cycle time by 32%. That's almost a third. That's ridiculous, ridiculously faster. And that's really super important to companies around the world. If you can have solutions, software solutions faster, it makes a difference. The second thing we found out was we're able to improve quality. So quality means number of defects. Quality improves about 11%. And finally, we improved productivity and productivity improved by about almost 30%. So there was a breakthrough solutions because blockchain had that kind of power and applied in the right way could make a difference. So that's one example of a software tool that makes a difference. Obviously, some of the big ERPs like SAP are making changes to how they configure their enterprise systems. They're even enabling blockchain now as a part of their solutions. And then there's a number of analytical tools that are available to you as people go out and create those solutions for these kind of examples. So I think that's how I would answer that question, Ira. Great. All right. Gregory Millen asks, let's see, how important is the robotic process automation to create value from historical data or old forms of data? RPA is a growing trend. And I think that probably you're gonna see more and more RPA solutions in the marketplace. And I think it is an important thing to do, especially for companies that own their manufacturing base. And you're gonna see a lot of advancements in this field. So I don't have any specific to say about it, but almost all the companies we're working with are using RPA tools and reporting good progress. Okay. All right. Let's see, Prasun Goel asks, with regards to software for supporting digital demand management, does implementation of standard packaged application, many of them claim out of the box machine learning algorithm capability, outweigh developing bespoke software with my own machine language learning library for a company. Please share your views. Okay. This is a really good question. I think there's a couple of things that it makes me think about. One is the difference between public algorithms and private algorithms. You know, there are some algorithms that you can get publicly available for an industry that work and that need to be implemented. Now, how well that works for you is based on the data you collect, how well you collect it. Your A9 ML tools and so forth. But having public algorithms is an important part of the mix. The second part of the mix though is proprietary algorithms.  And this is a big thing that companies are working on right now that I think create a huge advantage. So there's public and private algorithms. Now then the question is, what kind of tools can you use to create these algorithms and use them? Should you program them yourself or should you get new ones? I think my experience has been for the most part, for most companies using a standard package tools works. Works pretty well. Works enough that you can create value and your differentiation is gonna come based on the algorithm you use and the AIML that you've employed not on the software tool. Now in some cases that's not necessary and you should develop your own algorithm and your own tool, your own way of doing it, your own software. But I'd say most companies find that having a package is adequate and spend most of your time on the algorithm itself as opposed to the software package. I hope I answered that question adequately, but that's what I've seen. Very good. All right, I'm gonna ask another question while we remind people that they could submit their questions via the Q&A function at the bottom of your screen. All right, I'm gonna ask my question. A similar one I asked at the last session and that is if I'm listening to this and I'm a supply chain executive and this is all great information but I only have limited resources, if I had to pick one or two leverage points to manage demand or stimulate demand, George, what would you recommend I focus on? Okay, well, I think the question is good because when you decide to make a transformation happen, having a vision for where you're heading is important but being practical about what you can get done in a timely manner is also important. So picking one or two things to go after and get done is a good idea. In fact, we have a tool called the accelerator program where we do exactly that. We take an agile approach to organizational change and we actually carve out one or two things that a company can do and we'd get them done quickly and then with that success we go to the next thing. So if I were to pick one or two things to work on, I'd say number one, it would be forming this algorithm council, getting a cross functional group of people together that can collect data and look at it in new and different way. And I guarantee you that when you bring that team together and you get it working effectively, you will discover new algorithms that make your business better. I don't know what they might be in data gathering, they might be in demand management, they might, I don't understand my simulation, I can't tell you where they'll be but that cross functional team will find things that otherwise are not seen. So that's one of the first things I do. The second thing that I would do is I would think about what kind of skills do I need to bring into my organization that will help me compete better. In other words, do I need more data scientists? Do I need people who understand demand management from the customer side? So the two things that that'd be the second thing I pick, which is really doing an in-depth discussion around people strategy because one of the quickest ways to change organizations, to change people, their focus, their skill set. And that's certainly something that's really important as you move to a truly digital supply chain. Very good. Now I wanna follow up on the algorithm council, George. Is this a concept that is specific to the supply chain or should companies use the algorithm council to embrace all their company-wide algorithms, whether or not it touches the supply chain? Well, I think there's a question of focus here. I think when you first set the algorithm council, the focus should be on the supply chain topics that I'm describing. I think what happens as this council meets and works is they discover new markets. They discover new things that the company can do to create value. So for example, I mentioned maybe they'll discover that you know what, we should give this item away and go to a subscription service based on content or we should go direct. So these, the outcomes may be very different than where you started. May in fact be a new business model, where something that you're selling now is given away, where something that you don't even have in your portfolio becomes a key part of what you offer. So therefore that algorithm council which started with a supply chain focus has a much broader focus. And oh, by the way, I say supply chain focus, but it turns out that sales and marketing input is key in this and a key driver. The financial information from the CFO's team is critical in making the right decisions. So inevitably the algorithms start attacking other areas of the business, which all link back to the supply chain but may go deeper into one area or another. Now, so much of the transforming the supply chain into a digital supply chain obviously is technology based, but is it critical to have the AI, the machine learning skills, in-house to build that up if you're really going to leverage your supply chain in this transformation? Is that a key technology that you must master? I think the IES organization needs to look carefully at what skill sets it needs in-house and what is appropriate to outsource. So for example, some companies, maybe they're middle market companies, maybe they're companies who have no history of work in this area will choose to outsource AI to an expert developer of AI solutions. And that's totally fine. In other cases, companies will say, you know what, the way this data model that we're building, this digital supply chain that we have is so critical and it's so important to make that work based on getting better every time we have a transaction that we have to have some AI and machine learning skills in-house. In fact, I think about the CIO of Colgate-Pomolov, he has a very strong AI capability in-house because he knows that it's important to be able to develop that technology as Colgate-Pomolov gets smarter and smarter and smarter about collecting customer data. So I guess I'm gonna say it's based on the size of the company and based on their history. But so there'll be a mix. There'll be some companies that contract out for it and there are other companies which create a center of excellence that gets used every day. Very good. I have a follow-up question for Prasoon Goel. He wants to know if does the Digital Supply Chain Institute have any reference framework for major public or open source algorithms specific to supply chain demand management? Well, you know, we're working on that right now. What we do as a supply chain institute is each year we take on a different set of things to do deep research on. So when we started out, the very first thing we did was research what is a digital supply chain? What does it take to get that to happen and to get the benefit from it? And what are those benefits? That was our first year. Our second year was all about how do we measure? What are the performance metrics that we need now and in the future to manage ourselves to create this digital supply chain and to manage it after we've got it? And we also looked at transformation management. How does it take to change from where you're going? Now, this year we're looking at several things. One is algorithms, the algorithm council. And what is the right way to approach that? What's available open source versus, you know, should be developed proprietary. And so we're working on that right now. We don't have that available today, but we will have it. So you can stay tuned and, you know, if you join the digital supply chain institute, you can be involved with helping guide us on that. But we're working towards that. But I want to say one more thing about that, you know, we also, I mentioned blockchain earlier today because I think blockchain is part of the answer to the digital supply chain. There's a lot of things that it can address that are important. And I mentioned we had some really bold improvements and cycle time quality and costs and we did the work. But we have a regular blockchain discussion session. Once a month we have a, we call it a Collaboratory. We bring our member companies together, plus we bring a leading thinker on blockchain. In most cases it's a vendor. In some cases an academic. In some cases it's a company that's executing it, but they provide a really in-depth view of what they're doing and how it's working. And it gives the people on the Collaboratory a chance to ask really tough questions and to make sure they understand how these things work and how they don't work. Because like all these technology questions, the answer is not just technology. It's in process change. It's in people change. You know, as I mentioned those four areas, demand people technology risk. All those things have to happen to get the benefit. And, but anyway, this blockchain Collaboratory I, you know, I invite you to join and participate in it. It's once a month and it's a good example of how we gather around different topics and get smarter about them. Great. And on that note, George, I think we're gonna wrap up because that's it for our session today. And I want to thank everyone in the audience for attending and especially George for your time and remind people that next week on June 19th we will have our next session which will be on blockchain. You can find out more about the Digital Supply Chain Institute at our website. And I think there's a slide that will have the URL for the Digital Supply Chain Institute. If we could post that. And there's the schedule for the upcoming Expert Connects. You see the blockchain is one and we're gonna do another session on artificial intelligence and machine learning. And we will, the next to last will be on talent strategies. And then of course we're gonna finish on risk and competitive advantage. All right. Well, thank you all for joining us today. All right. Thank you, everybody.


I personally love the online leads that we generate. I think they're as good as anything on the market. I really do. I think they're consistent, which I love, and you can get for an affordable price, and you can get a lot of them in a short amount of time, which is also really important. One of the biggest, direct mail is super popular. One of the biggest negatives of direct mail is, hey, I've got to order them and put an order in three to four weeks before I'm even going to get leads in. And so you've got to like plan, which you do want to plan, but if I can get something in my hands in a couple of days, that's just as good, if not better a lot of times, and it can be consistent and quick and actually priced less. I'll take that all day.


for what it means to live on campus. Along with me, you're going to see some of our leadership team who also work on campus making sure that you have the best experience ever. Part of this video is designed to allow you to understand the culture of living on campus and what it means to be a Razorback. One of the questions I get often is, what are some of the benefits of living on campus? Well, lucky for you, I'm going to tell you three of them. The first one is that students who live on campus are actually contained at a higher level and make a passive first year into their sophomore, junior, and senior year. As a student who lives on campus, you can also live on campus beyond your first year. Those who also live on campus receive higher grades and that's because they are closer to the resources that make them most successful. So think of the library, the dining halls, your academic classrooms, and parking. There are several key staff members who will be critical to your success as a student living on campus. Going through those, I'd like to introduce the CRE position first. Coordinators for Residence Education, which we call CREs, are living staff members that work and serve the communities in which you live. The resident assistants live on each resident's residential floor and work with the students to post events, serve as a resource, and conduct regular check-ins with the students. We have Residence Hall Admins who serve at our front desk, greeting you, sorting mail, and making sure you're familiar with the Fayetteville area. Our maintenance and housekeeping staff are here to provide you a sanitary living environment. They are not designed to clean up after you, but they do make sure that the community is clean for those who live in it. We also have our counseling services. You will hear more about that later in the slides, but we have an embedded mental health team along with some counseling interns. Hi, my name is Shiloh Kaminsky and I'm our Assistant Director for Student Outreach in University Housing. That means I work with any students experiencing distress in their on-campus experience. I also work with our embedded mental health team and our no woman left behind interns. Counseling and Psychological Services, known as CAPS, is a resource available to students on campus who may be experiencing any distress or just need a little extra support on their on-campus experience. A unique service through CAPS just for our on-campus residents is our embedded mental health team.  This team meets with students for individual counseling sessions right in your residence hall and it's free no cost at all to on-campus residents. You can schedule your intake appointment by calling CAPS at<PHONE_NUMBER>. I'm Megan Witherspoon Evans and I'm Assistant Director for Residence Education. I work mainly with the north side of campus and our leadership programs. Have you heard about Hogs Inc yet? Well don't worry, you're going to hear a ton about it. Just not from us but from all the other offices on campus as well. This is our one-stop-shop to find out what events are happening around campus and how you can get more involved with our different departments within the Division of Student Affairs. Below you can see some of the different logos of the different departments that are also on Hogs Inc in addition to university housing. Be sure to connect with your community on Instagram. On this slide you can see all the different handles from around campus. Find your hall and follow us today. Lead Hogs is our premier leadership organization within university housing. They get to move in early and be the first people to welcome their fellow residents on move-in day. Also it's a great way to get involved and start building your resume. If you want to start attending leadership workshops and get to know other people this is the way to do it. Also within the first couple weeks you get the opportunity to run for a representative position within Residence International Congress. RIC is our student government body within university housing so they represent all the students who live on campus. You will get the opportunity to listen to bills, write your own bills, and find ways to either fund events or improve your hall. Additionally Lead Hogs is the stepping stone to get involved in things like National Residence Hall Honorary or to be your resident assistant. So apply today at housing.ur.edu.slashleahogs. Hi I'm Ben Misick. I'm one of the Assistant Directors for Residence Education. I work with the South Side of Campus, RA Training and CRE Selection. I'm going to take a few moments to tell you about some of the services that we offer through housing. Our sustainability efforts are visible in every hall. We try to make sure that you have a chance to contribute to having a sustainable campus. Males and packages are delivered directly to your hall. We handle over 40,000 packages per semester. That's quite a lot so make sure you know where to get yours. If you have something wrong with your room say a light bulbs out or you have a leak make sure you know about our fixed service. This is an online service where you can report the problem and of course it's free to use. Did you know that all of our rooms come with cable TV? This includes a premium channel package with channels such as HBO.  We have nine different offices within the halls for you to use. You can make an appointment through caps. Our laundry services are covered in the fees that you pay to come to campus. Make sure that you sign up for a laundry alert which will let you know when machines are open and your laundry is done. We have tech support for you as a student at the residence hall known as Resnet. This is what lets you access the internet. Remember as you get ready to come to campus not to bring a wireless printer or a router they're not allowed. Finally we have conference services. We're often asked what do we do during the summer? Well it's conferences. If you want to be involved and have a great summer experience look for more information on this and all of our other services at our website. Thanks. One of the greatest parts of your college experience can be living with a roommate. There are some things you can do to make this as successful as possible. The first is to begin communicating with your roommate before you get to campus in the fall. You can do this through email or social media whatever works for you. When you begin communicating with your roommate you can decide who's bringing any shared items to the room such as a television or microwave. Once you get to campus in the fall you'll continue communicating with your roommate one way being through your roommate agreement. This is a way for your RA to help you create a consensus on you know rules for your room such as quiet study time, shared items, anything like that like a cleaning schedule, anything you need to talk to your roommate about. If any conflict arises throughout the year your RA or your CRE can help you work through that. Your roommate agreement is a survey that you and your roommate will take part in with your resident assistant. In this survey you'll get to talk about your expectations for living together in your shared space. Through this survey your RA will make sure everyone's voice is heard so that you feel like you're comfortable in your room throughout the year. You'll discuss things such as shared items, your cleaning, noise in the room, making sure that you have a comfortable safe living environment. Hi everyone so the transition from living where you are now to moving on campus is not an easy one. We understand how important it is to make sure you understand what the first six weeks will look like for you so as part of that roadmap I'm going to introduce you to those things. We start with A week is what happens after you move in and before the first day of classes. A week is designed to allow you to meet some of the instructors that you will have get connected to the campus resources and participate in large-scale events that are designed for your comfort and enjoyment. We also have welcome weeks welcome weeks happens after the first day of classes and the next couple of weeks that they're after. Welcome weeks will have activities that are broad and include some of our registered student organizations, some of our on-campus organizations like RIC and Lee Hogs and NRAH which you have heard in some other slides. We will also conduct floor meetings. Floor meetings are designed for you to meet those living in your community as well as the resident assistant who will be working with you. The roommate agreements are designed for you and the person living with you to agree on the standards for which you will live. So what time will you wake up? What time will you go to bed? When can guest visitors come? Those are some of the inventory questions that you will be asked. During the meetings in your community you'll have a chance to meet those who are also living on your floor taking classes with you and interacting with you on a regular basis. These are the students that you will see on a regular basis and will make great connections with over the course of the year. Hi, my name is Ella Kasich. I am one of the assistant directors for residence education for our housing department. In my role I specifically oversee the coordinators for residence education as well as some of the operational processes for our department. If you're curious about where you're living this fall, who your roommates or sweetmates may be, the room dimensions, your meal plans, or what your mailing address for the fall semester will be, you can find all of that information in your housing contracting portal under my details. If you are planning to participate in sorority recruitment, lead hogs, or marching band this fall, you will have the opportunity to move in early. To sign up for an arrival time, you can do so via your housing contracting portal. However, please wait for confirmation of your enrollment in one of these groups before signing up for an arrival time. The confirmation could take up to a week after your initial application. If you do not fall into one of the special groups that I just mentioned, you can begin signing up for an arrival time starting June 9th via your housing contracting portal. My name is Dr. Stephanie Adams and I'm the associate director for academic engagement. My primary responsibilities entail working with our faculty partners across campus as well as our living learning communities. Okay, I'm here to share a few tips with you for successful moving process. University housing will be limiting the number of families that will be moving in on campus each day. We're also asking families to practice social distancing as indicated through the CDC. We are also wanting you all to bring personal and rented moving equipment as possible because we will have a limited amount of carts and dollies to provide for each family. Also, be prepared to participate in your moving experience. It is a fun time. We're welcoming you and we're excited to have you. To sign up for an arrival time, an arrival hang tag will be mailed to you. We ask that you display this in your rear view mirror. Arrival time, please arrive only at your designated time and not earlier and definitely not later because we will be expecting you all at the time that you indicated. Please label your boxes with your name, building and room number, and this is important because we would not want any boxes to get misplaced as they're taken to your room. Drink plenty of water. Move in as in August and in Arkansas it gets very warm in August so we want you all to stay safe. Wear comfortable clothing and close-toe shoes. Again, this is also important because we want you to have an experience of helping out with move in. We look forward to seeing you. Now let's talk about what not to bring to campus during your move-in experience. As you see on the slide, there are several picture items that I will cover with you right now. First of all, we ask that you do not bring any flames to campus, any flammable items at all. So like you see a heater, you see a dormitory, those are not allowed on campus just because of the heating elements. We also ask that you don't bring a trailer to campus. Families usually have a tendency to bring a large trailer, a small trailer. Sometimes they even pack their cars two or three at a time and it's just not enough space in our residence halls to provide you with that information. Not to mention, trailers are not allowed in our parking lots. So please don't bring a trailer to campus. The other thing that we want to discuss is pets. We ask that you don't bring your pets to campus with you during move-in because it is August, it's going to be very warm and we will not be able to bring that pet into the residence hall setting. They would have to stay in your car and that's not necessarily safe. Then I happen to mention hoverboards. Hoverboards are also prohibited, so please don't bring those. Trailers that I mentioned that. Okay, next item on the list is candles. Those are flammable as well. We have a tendency to find those every once in a while and they can be taken away because again it is against regulations to have them in the residence halls. I did mention pets earlier and I forgot to also indicate that you can bring a pet only if it is approved by the Center for Educational Access. So if you have that as a need, please reach out to that office. University housing has been busy preparing for your arrival. Please know that the campus will look a little different in the fall when you arrive. The first thing you'll notice is that in response to COVID-19 we will have a slower move-in process allowing for students and families to move in at a steady pace. We're asking students to limit the number of guests to two people. In addition, we've added hand sanitizing stations throughout the hall for your ease and convenience. We're going to increase the wiping of surfaces in high-touch areas and continue our high standards for cleaning public areas. Events, they're a big part of the experience you have here at the University of Arkansas and to ensure your experience is a positive one we're going to limit the number of attendees going to each event. Our focus will be on the experience you have in your community and with your floor mates. Partnerships are critical to university housing success and to your success as a student. Chartwells is one of our partners and will be providing a variety of healthy options for you this year. No self-service will be available and more to-go options will be. Reach out to Chartwells if you have any specific questions about your dining experience and or your specific needs. Join us on the University Housing Facebook page in July and August for a series of Facebook Live videos where we're going to walk you through the different residence halls and show you some of the great things about the places you'll be living. Also in the red box below you can see some of our special featured videos. They're going to be about other things that are need to know about your arrival in August. We are at the end. For more information about the living experience that you will have, please visit movein.ur.edu. See you in August!


Hi everyone, Joe for Jaspies, casebreaks.com, here on a Chew Tuesday, on YouTube Tuesdays and Wednesdays now. 2023 Panini Legacy Football One Box Break, Random Team Number 20, and The Last Filler to unlock that Big Hit Express Break. Big thanks, so let's do the break first. Big thanks to this group for making it happen. I'm on Fanatics Live all the other days, by the way. And there are the teams right there. Let's roll it. Let's randomize names and teams. Five and a four, nine times each for the break. One, two, three, four, five, six, seven, eight, and ninth in final time. After nine, there are the names here. Five and a four, nine times for the teams. Two, three, four, five, six, seven, eight, and ninth in final time. Football season almost upon us, ladies and gentlemen. A lot of cuts being made today. Any surprise cuts today that anyone was surprised about? I saw that Bailey Zappi got cut by the Patriots. I thought that was interesting. There's everybody right here. First half of the list. Here's the second half of the list right over here. No trade windows in these filler breaks. It's alphabetized by team. And let's print and rip. Here's the final printout. Hot off the presses. On the 20th, man, August flew by, ladies and gentlemen. Really did. 29th already. We've got this legacy here. Let's pull up the NFL headlines here. Jets' Dalvin Cook practices as he's ready for week one. Yeah, Patriots waving quarterback Zappi and Cunningham. Do they even have a backup quarterback on their? Yeah, Matt Jones is currently the only quarterback on the team's roster. I suppose if they clear waivers, they'll end up back on the team. That's a possibility. So I guess it's not just yet. But it's interesting. I know there's a lot of Patriots fans. Is Patriot Nation split? I feel like some Patriots fans are all about Bayley Zappi, not convinced about Matt Jones. So as we were talking about Jonathan Taylor before we started this recording here. Yeah, so well, first off, there was no trade that materialized today. So he remains on the putt list, which makes him ineligible to play in the first four games of the season. So there's at least that. And then I guess there's the trading deadline, August 31. If there's no deal by then, the Colts could use the franchise hag on Taylor and try to trade him again in the offseason. It's crazy. I suppose if you're Jonathan Taylor and you really don't want to play without a new deal, there's under the lights Will Anderson, Jr. Suppose you can try to wait to see if the team needs a running back by October, the trading deadline, and try to get on a team there. Maybe some team desperate enough to move a lot of assets. There's Tana McKee to 149. Well, we'll see what happens with the Jonathan Taylor saga. There's Tank Dell to 199. Well, Will Levis. There's Tana. We have the table right about here. Camera angle right about there. Devonte Adams for my Raiders. As a Raiders fan, I'm happy that the Josh shake-up situation was they both parties figured it out. There's Devonte Adams again, this time, Mini to 125. Alamatsu, he has my Raiders. Yes, I'm glad they figured it out. Hopefully Josh ain't just going to avoid the, I think there's like a little bit of a curse, right? I think the running back with the most yards won the rushing title the following year, or especially with all the carries that Jacobs had the following year, not so good. But I hope he does well and then gets re-signed by the Raiders and sticks around for a little bit. Got points, we'll randomize that to one person in the break. There's a blast from the past, Thurman Thomas to 100. I guess the running backs aren't like they were back in the day, whether it's just due to usage and just the way the running backs are deployed or not as the case may be. Mini Kamp Smith, Anthony Richardson. Are all the first round quarterbacks, are they all starting? I know Anthony Richardson is starting, right? Bryce Young is starting for Carolina. CJ Stroud will start for, will be a week one starter for the Houston Indianapolis Colts. Week one starter for the Colts. So yeah, I think as we'll know, Will Leves isn't starting week one. But I think all the top, those top five quarterbacks, Hennan Hooker's not starting. He won't be around for a year, I think. Just scrolling down the way. Yeah, what's going on, man? How are you? Good to see you. Ain't no calling for my Raiders, will not be starting. Dorian Thomas Robinson will not. Okay, yeah, so like the top three quarterbacks in the draft will be week one starters. What's up, Chris? What's going on? We got Christian Necoye to 299. Well, who do you think has the best week one? Before we randomize those spots, Carolina is at Atlanta, Texans are at Baltimore, Kipps Baltimore Ravens, and the Colts are hosting Jacksonville. That's tough mashups for all those QBs. All right, let's do this. Let's flip back over here. I know we've got those points there. Here's what we're gonna do. I'm gonna sort of change, make an executive decision here. We're giving away those big hit express spots. So top seven will get a big hit express spot. The eighth spot, the first non-winner, are gonna get those points. So that's all the name. Good luck, everybody. So let's roll it, randomize it three and a two, five times each. One, two, three, four, and fifth and final time. Now from nine on down, it's gonna be sad times. Danny, sorry. Very close, but just not quite. Not as sad for spot eight, because you're gonna get those 400 points. That's for you, Brian. But happy times for the top seven. That's gonna be Tristan, Edward, Chad, Chris, Chris, Tristan, and Alan. Congrats to the top seven. We'll see you in the next break. Jasper's Case Breaks.com. Bye-bye.


Freedom partners, you have created over 1,000 Explit review videos. If you look behind me, we've put them all in a playlist on Freedom Central for you to check out. But that's kind of besides the point because what we're really going to use this playlist for is to demonstrate that the Freedom community actually cares about reviewing products that maybe companies that will be working with us in the future can see and they'll be like, hey, we want to give out some more keys or some test products for your freedom partners to try out because we know that they care so much and it's great guys. We really like to see your videos. If you have ever created a video for the Explit reviews, leave a comment down below because I'd love to know and are you also thinking about creating an Explit review video because this deal is still kind of going on and we can keep accepting videos and maybe I'll create another announcement video when we hit 2,000 Explit review videos. Anyways guys, I've been Alex Adams, senior manager at Freedom and you've been watching Click the first video for a fireside chat with George where he shares our future and how we grew from $20,000 to $120,000 in just one month and click the second video to see how to monetize all of your videos with just a few clicks to enable all ad formats and monetize in all countries and We will grow together as a family because this is the freedom family You are part of it. We are all part of it and we're all growing together so grow with us and Partner with freedom that play now button right there on the video bar is all you need to click to get Started your secrets if you really look at yourself, you will be speechless What happened to being doctors and teachers? What happened to being your brothers keep on now with days


Hey, Wyatt says my Microsoft account got hacked and they changed the email and password and I can no longer log into my account. Hey, Hal, this sounds like a conversation you and I had about my system a couple months back. It says that my account doesn't exist anymore. It doesn't work with my phone number or email. What can I do? Thank you, Microphone. Not all of them, a lot. Unfortunately, let's see, where am I here? I need to get back into our little shady thing. Okay, there we go. Yeah, under a circumstance like that, if they've gotten in and changed your email address and your password then what that's telling you is correct. Once an email account has been deleted, it's gone. It can never be reused again. It goes into a database that's essentially never, never land for email addresses. Is there anything you can you call Microsoft support for that? Is there anything they can do? I mean, that's the- You can't call Microsoft support because that's, I've got a couple of links here. One of them is helping with micro-counted with your Microsoft account recovery. Another one is how to recover a hacked or compromised Microsoft account. The thing of it is, particularly if you're talking about email, that's all done through an automated service Microsoft personnel don't even have access to that. Yeah. This is one of those situations where, I mean, I know I can preach enough. The issue that I had was that I had a number of accounts of different people and it's a demo system, so that the impact was minimal. I had MFA turned on for every one of them except mine. That was compromised. It wasn't this, they didn't delete anything, they weren't able to go and do anything, but they hacked in, messed with some things, I was able to go and correct it. But it's just annoying and it took a bunch of work, and after a couple of days of resetting things, no data lost or anything, so thankfully. But why it's so important to turn on MFA, to make sure that you have a secondary recovery email, that you get notifications like, I have no fear of that anymore because I realize daily how annoyed I am to have to prove that I am me for normal logins. How much harder it is for hackers now to get in. A couple things to remember about MFA, you want a bunch of different second factors. Your main one is going to be username and password, but those second factors, there are so many cases that I see where, that old phone, I don't have it anymore, I can't use the number. That old email account, I don't have that anymore. Hey, it was supposed to call me, but it's a landline and I can't get text messages on that. Yeah, Microsoft made that mistake from my way of thinking and I about get caught with it because I've got an outlook.com account and was in there looking one day and then instead of seeing a voice that says text and it's like, no, you can't text that number. But you want as many of those different things as you can. There's another one in dealing with your Microsoft account there is a QR code that you can use as an emergency, get back, get out of jail card, essentially, that you can generate from your Microsoft account. Take a picture of that.  But literally, if they have removed and deleted, your user account, that's Microsoft takes that seriously, that user account is gone. It is no more. Yeah, that's incredibly malicious when you think about it. Which means please turn MFA on, please, I'm begging you. This is not the normal thing where they are hijacking your account or using it to spam out emails. This is pretty malicious and I think it serves as a good example and I'm sorry that this happened to you, but it's these email accounts become an extension of your online identity and they do need maintenance, whether it's a security checkup wizard that might come with the email service, password hygiene, all that type of stuff, it shouldn't be that thing where we are creating that free email account and never touching that password again for 10 years. I think all of us are guilty of that at some level, so I'm not suggesting why that you're doing anything wrong. You're doing what everyone else in the world does, but it's to the point now where our identities are pretty valuable and they're all connected to these types of email accounts. So lesson learned to lose your email account. And there's so much you can lose with all that.  I mean, I've got stuff going back to 2007, 2008, 2009, back when I first got the account going. Not much necessity for that these days, but a lot of memories, a lot of photographs that hang around those emails that I've forgotten or even there and I go back and look at, oh wow, you know, that kind of thing. It could be exceedingly important and you really, MFA ain't that big a thing to set up. It's a switch and giving them a couple of different things to go with and for the most part, it is entirely unobtrusive. If you're doing something regular with the same set of devices, it will remember them.  And even then, you're only gonna get bugged once and as long as you continue to use that one device, you're home free. Yeah, the only issue I run into is I mean, so the issue I run into with MFA is just because of my VPN, you know, and so then it doesn't recognize me each time. But it's like during the day, it's fine, maybe once in a while in the middle of the day, my screen will time out so I'd get up for lunch or something come back and I'll have to log back in. That's why Authenticator on the phone is your best friend with MFA and it's, I'm happy to jump through those hoops to not have to go through the pain of losing data and yeah, being in fear of that. Having had a couple of clients that have gone through that with ransomware, like that's when I went in to check and thought I had turned on across the board with all of the various accounts for the missed one.


As we talked about in a previous video, emergence results in the development of integrative levels where systems come to have different levels of organization with different rules governing the internal workings to those different levels. The result of this is that we get a complex dynamic between the different levels where they both have different rules governing their behavior whilst also at the same time having to coordinate their activity in forming part of some overall system. This dynamic becomes most pronounced when we look at the overall interaction between the macro and micro levels in the system, as the two levels are governed by completely different sets of rules whilst also needing to interoperate. It is this dynamic between these two primary levels that we call the micro-macro dynamic and is a central part to understanding the structure and functioning of systems of all kind. The micro-macro dynamic describes a complex interaction between the micro and macro levels to a system. In every system there will be a degree of interdependence between the elements. This is by the standard definition of a system being a set of interdependent parts. This creates a dynamic where individual elements that form autonomous components on one level are also part of some kind of a whole on another level due to these interdependencies. The lower level composed of the elementary parts is called the micro level and the higher level of the whole system is called the macro level. The micro-macro dynamic then describes how these two levels interact and coexist. For example within an economy there is a micro level consisting of the individual agents and business organizations and a macro level of the whole economy within which they are interdependent. The actors may compete on the micro level creating one dynamic the market system but for all to achieve optimal outcomes they also have to cooperate on the macro level typically through government services and regulation. This creates two different levels with two different sets of rules. Those are the market and those are the public institutions but both the market and the public levels have to interact and coexist. This is a classical example of a micro-macro dynamic. Likewise in physics we see two fundamentally different sets of rules emerging as we put micro level component parts of matter together to create macroscopic composite entities. On the micro level the laws of quantum mechanics govern the behavior of elementary particles and allow for such things as superposition, entanglement and wave particle duality but as soon as we go above the molecular level these rules become replaced by the new set of rules of classical mechanics and relativity but somehow these different sets of rules have to coexist within the same physical systems. With multidimensional nature to systems the results in the micro-macro dynamic is a product of synthesis and emergence. In many instances when we put elements together they do not simply remain discreet separate entities but they interact, co-evolve as they differentiate their states and functions with respect to each other in becoming interdependent holes that comes to have properties and features that none of the parts possess. A whole new level of organization emerges that is different from the parts. This is made most manifest in ecosystems as they have co-evolved over thousands of years. The parts are intricately interdependent forming a whole system that has features and dynamics independent from any of its parts and thus a two-tier system and are resulting emergent micro-macro dynamic. The whole ecosystem goes through processes of change what we call ecological succession that are not associated with any of the parts but these macro-level ecological regimes condition what creatures can viably exist within that macro regime. When looking at a system that exhibits any degree of complexity we can identify two fundamentally different dynamics driving its behavior. Firstly it's not possible for something to exist in the world without it having in some way a physical extension. It is necessary to have physical parts to enable the whole. These physical parts are how the system does what it does without them it will be incapable of acting or affecting its environment. Thus the lower levels of the hierarchy are subject to physical constraints. The limits of physical possibility come from the lower levels in the hierarchy but equally the system is conditioned by the whole. All systems exist in some environments and that environment typically acts on the system as a whole not as a set of parts. The environment places constraints on the whole which are then exerted downward to the parts. For example a wheel if placed on an incline will roll down the slope. The influence here is coming from the environment that is making the system as a whole roll down the slope which is then conditioning the state and position of the individual molecular parts of the entire object. The lower levels in this dynamic answer the question how they are the building blocks that make the system physically possible and without which the system could not exist. Although there will be many possibilities only a limited number of these possibilities will be relevant to the context within which the macro system exists. For example physically there are trillions of possible permutations of biological systems but only those that fit with their environment will persist over time. As the ultimate reason why we have some permutations and not others is because of the context within which they exist that is to say the macro level it is the upper macro level that answers the question why. Timothy Allen professor of botany at University of Wisconsin Madison illustrates this when he says quote mammals have five digits there is no physical reason for mammals having five digits on their hands and feet because it comes not from physical limits but from the constraints of having a mammal heritage any number of digits is possible within the physical limits but in mammals only five digits are allowed as the biological constraints. Limits come from above while the limits as to what is possible comes from below. The concept of hierarchy becomes confused unless one makes the distinction between limits from below and limits from above the distinction between mechanisms below and purposes above turns on the issue of constraint versus possibility forget the distinction and biology becomes pointlessly confused in possibly complicated chemistry whilst chemistry becomes unwieldily physics. Each level in the hierarchy operates under different rules is driven by different objectives or shaped by different factors. The macro level is responsible for maintaining balance stability and functionality within the whole system and is responsible for the system interacting with its environment. All of these factors place certain conditions on the operation of the macro level. The macro level system if teleological has to understand the environment the possibilities within that environment select the most appropriate one and then organize the parts towards that direction in so doing it defines the question of why that is to say the higher meaning of why the parts are doing what they're doing. An example of this would be socialist political regimes that are holistic in their ideals purportedly giving precedence to the whole of society over any of its constituent subsystems or members. Socialist ideologies are designed to give coherence and integrity to the whole system. The emphasis is on equality between member parts and their contribution towards the whole organization. Personal identity agendas and motives are expected to be subsumed to the whole organization. In forming part of the whole members find their identity. It is the macro level set of rules that give context and meaning to their lives and the preservation of the organization's overall integrity is seen as paramount.  In the same way that the brain regulates the whole body towards the functioning of the entire system. The micro level to a system is constituted by and driven by discrete component parts. Unlike the macro level elements can be quantified as discrete and autonomous components. This capacity to define discrete and autonomous parts is a defining feature of the rules governing the micro level in that it enables us to ascribe objective properties and attributes to these specific parts. Whereas the macro level becomes defined by the integrity of the network between the parts and the integrity of whole processes. The micro level is defined more by the static properties of discrete entities and the metric systems created by the difference between them. Within social systems for example the micro level is governed by the individual agents and their local agendas. Free market economies are good examples of systems that are predominantly based on micro level rules. The dynamics of the system are at least theoretically driven by the actions and motives of the individual agents without reference to the macro level. The system is seen to be nothing more than the micro level components and interactions governed by supply and demand constraints. Here we can note that the external environment is not considered. Free market economic models see the natural environment as simply a commodity source within the economy. These models do not recognize the economy as forming part of some larger environment social or natural. With that larger environment placing any macro level constraints on the system. Free market economies are focused on discrete tangible products and agents acting as individuals with limited macro level constraints. The ideas of liberalism would be another example of a micro level component based sociopolitical paradigm as individual liberty, freedom of expression, diversity of opinion etc are given precedence over macro level sociopolitical integration. Liberalism leads to the decoupling of sociopolitical institutions from the overarching macro level integrative structures of religious institutions. With the rise of liberalism in the 17th and 18th century, traditional institutions that were designed to maintain overall sociocultural coherence have been largely replaced by a new set of institutions driven by individual choice and freedom for people to follow their own independent agendas. This is a regime defined and driven by the component parts, a component based regime that defines the micro level organization. Now that we understand some of the core differences between these levels we can appreciate the central question within the micro-macro dynamic that of interoperability between the two different levels. Two distinctly different levels emerge with different rules governing each but they then need to be reconciled in some way to create an overall functioning system if it is to be viable within its environment. Social, chemical, biological, economic, social and cultural systems all exhibit this micro-macro dynamic and how the system comes to reconcile it forms a primary determinant in its identity and overall structure. When the system fails to coordinate its parts into a functioning whole then it will become dominated by the interaction of its parts on the micro level. One example of this might be the warring states period in Chinese history when the region of the Zhou dynasty was divided between eight states. During this period there was no overall organization but the state of Chinese civilization was defined by these component parts and their interaction. Inversely the system may resolve this dynamic by forming a macro level structure that constrains the micro level and thus again reduces the system to one level removing the complex interaction between the two levels. Continuing with this example of Chinese civilization the communist political system of the past 60 years or so has been a form of social system where the macro level regime has dominated over the micro level. Both of these dynamics creates a single basin of attraction but more complex evolutionary systems exist in an interaction between the two regimes. Systems that evolve successfully and gender a continuous more complex dynamic between the micro and macro levels with the micro level generating new possibilities and the macro level creating the conditions that select from this variety as the system develops over time through an evolutionary process. Natural selection is a classical example of this but equally a functioning democracy will be another example. We'll pick up on this theme of evolution again in a later video when we talk about the edge of chaos hypothesis.