Ymlaen o或an, everyone. Can you hear me without a microphone? I think I'll be on rather if I may. Yes, exactly. I'm going low tech. First of all, thank you all for taking the time out of your schedule for coming today. I appreciate it very much. Just to introduce myself for a second, I'm an analyst in Gartner. I focus mainly on strategy issues. How can you make sure IT is delivering to business success, to agency success, to country success? I had the opportunity to participate and present in a two-day CIO academy in Abu Dhabi the last couple of days. I claim to be an expert on strategy, on IT, and on Gartner. I'm an enthusiastic beginner in my knowledge of the Gulf region, I would say. I don't claim to, and I can't answer very deep questions about Qatar or the region, but fortunately, Chan is here for that. But I hope I can present to you some good ideas about what IT strategy is, where it works well, what the differences are between a great, a good and a bad IT strategy. And I'm hoping you'll go away with at least one or two concrete ideas about things that you can do differently in terms of strategy. Great stuff. So, I'd like to make a contention to you, and that contention is if you take 100% of IT organisations in the world, if you take all the IT organisations in the world, the bottom quartile, the weakest performing 25% of IT organisations are distinguished by bad delivery, bad operations, failing to meet budgets, not on time, not in scope, weak customer satisfaction. But the best IT organisations in the world, the top 25%, are not primarily distinguished from the mainstream by great delivery. Great delivery is just a ticket to the game. What they're distinguished by is great strategy, making sure that IT is delivering things together with the rest of the business that generate real value and move things forward. Or, if I can put it differently, there's a fairly colourful expression that the background of this chart refers to. You could summarise most IT organisations by the phrase, great landing, wrong airport. In that IT is often getting more and more polished, better processes, better technology, better relationships with vendors, better asset management, but not necessarily better strategy. So doing things right but not necessarily doing the right things. And we think that if you look at the challenging vision that Chan put up earlier, Knowledge Society 2.0, different forms of collaboration etc, this kind of change as well as global growth, globalisation etc, the need for green, they're all driving the need to focus on strategy. You could say it a very big picture. The last 20 years IT has been about automating the factory of your businesses. The next 20 will be about informating the management of your businesses. So that means great operations is no longer enough. One has to get better at strategy. And as I think we all know in this room, strategy is uncomfortable. Strategy is not just about managing the things you control, it's about engaging and influencing the rest of your business. You can deliver IT systems alone, but I would argue that you cannot reliably deliver business value on your own. Most business intelligence projects that I've ever seen failed, not necessarily technically, but failed to deliver real business value because all the things outside the IT departments control often don't come along in terms of cultural change, training, being clearly focused on business success. So if you like, that's my upfront pitch as to why we believe strategy is really, really important. And for those people who are cynical about IT strategy, I don't think that means strategy is bad, I just think it means there's a lot of bad strategies around. A lot of strategies executed by consultants without real ownership, a lot of strategies which are focused on a list of supply side activities rather than demand side making the business with. So I'm not just here to tell you about problems, I'd like to give you a solution or Gartner's proposed solution to this issue. And I'm just going to take you through a few slides to talk about our IT success kit for CIOs, how to create great strategies. Be very happy to take your questions or challenges during the session or you may want to wait till the end of the session so you see the whole picture. The first thing I'd like to say is a strategy is not the same as a plan. So many organisations, well I guess every IT organisation has some kind of a plan but not every IT organisation has a strategy. A plan is fundamentally a Gant chart, an elaborated Gant chart of who will do what, when, with what results and what cost and what risks. Plans are very fragile, when things change, when oil prices change, when vendor offerings change, plans change, they're internal shocks, external shocks. But strategies, and I'm going to elaborate exactly what a strategy is in the rest of this presentation, in terms of how we will win as a business and how IT will help, what our target architecture is, how we will do financial management, what metrics we'll use. That should be a touchstone at least for the medium term planning period. So the first thing I would suggest is to be successful you need a separate strategy and plan. This is a comment from Tom Halbuty from a North American energy company and he said to me when I interviewed him, when oil prices moved very radically, I needed to scrap the plan, I needed a new plan but I didn't need to change our strategy. And that can be very powerful. I spend a lot of time in Japan and Japanese CIOs tell me also that having a strategy separate from the plan is very powerful for staff motivation to give people direction even while lots of things are changing. If there's only a plan and the plan keeps changing, that can be very destabilising for the culture and very demotivated especially for left brain thinkers. So having a separate strategy and plan is very important and perhaps the final thing I'd like to say on this is typically strategies and plans have different cycles, time cycles in the business. Most businesses fundamentally have four time cycles which you can see on the left here. A very short term which might be a quarter, a short term period where everything is fully planned in terms of costs, resources, projects and programmes. That might be a year, might be 18 months.  And then the very long term which I think Andrew may have, a chance I may have described as falling off the cliff, just where we don't really know what we have some directional ideas. And our proposal is you have to aim for these kind of refresh rates. There'll be a very fast refresh of your plan as things change differently, you know things cost more, things cost less, people leave, people join. But you should look to review your plan roughly every short term planning cycle typically every year, whereas you should look to completely renew your strategy only every medium term planning horizon, two, three, five years, whatever that is, with only a light touch refresh every year. And that combination makes for a really powerful, directed, but still agile business. If the strategy changes every quarter, every month, you haven't really got a strategy, you're in a knee joke mode. But at the same time, if the plan doesn't change for two, three or five years, the plan is probably out of touch with reality. I spoke recently with the CIO of the Swedish Railway, and Swedish regulations require that they provide plans for their IT spend and their infrastructure for 25 years, which is basically impossible, tremendously difficult. I think one has to manage these things so that you have some powerful directional touchstones, but you also have a real roadmap that is agile and in touch. So that's really our first message separating the strategy and the plan. Second message is what should be in your IT strategy. I'm going to propose a model to you. There's a lot of detail behind it, but just for the purpose of this session, I'd like to put in front of you a very concrete picture of what should be in your IT strategy. And there's three parts. The first part we call the demand side of IT strategy. How will our business win, or how will our government agency succeed, and how will IT help? I'll go into this in a little more detail, but fundamentally it has a business context section, which is what services do we provide, or where do we play as a company, not as IT. How will we win? Will we win because we're low cost? Will we win because we understand our customers and stakeholders better? Will we win because we have innovative products and services? Third, what business capabilities do we need? Do we need a highly innovative product lifecycle? Do we need very high availability and visibility of our supply chain? What are the business capabilities we need? And finally, how will IT contribute to that picture? So that's the demand side. I'll just lay out for you the other two parts of IT strategy. The control side. For those of you like me who are ex-computer programmers, I think of the demand side of IT strategy as design time strategy. The control side is runtime IT strategy. How will we make sure day to day the decisions, the behaviors, the activities that we do are consistent with our business strategy? So control side IT strategy contains four things. A set of principles, a set of very high level principles that can be used to guide our actions, our governance, our decisions. And I'll give you a couple of examples in a moment. IT governance. For each type of decision we make, who will be involved? How will the decision be made? What tools will they use? What value measures will they use? And how will it be enforced? How will it be communicated? And how will exceptions be handled? IT financial management. How will IT be funded? Will it be funded from a central IT pot? Will some be central? Some be project funds from business units? Will we charge back? Will we fully charge back? Will we partially charge back? Will we overly charge back? And then what metrics will we use to measure the success of IT's contribution? And how do those map to business success metrics? And then just to complete the picture, the supply side of IT strategy, which is what is much more familiar territory for most IT strategies. IT services. What is our service catalogue now? What does it need to be? IT architecture for infrastructure, applications, information, business process. What is it now? What does it need to be? People side. Organisation chart and skills inventory. What have we got now? What do we need to transition to? The as is and the to be. And similarly our approach to sourcing. What do we outsource? How do we outsource it? Do we mix in source outsource? Do we have long term relationships with partners or short term transactional ones? Our approach to sourcing. So, that is the complete picture. I'll go into a little more detail, but I just wanted to present to you the complete picture of our CIO success kit. Our argument is that is what an IT strategy should look like. Everything in there is necessary and there is nothing that you need that is not in there. That's our picture of what is in an IT strategy. The other thing which some people find challenging is we believe the IT strategy as a document should be at most 15 pages with about a page for each of these. If I can contrast that, I review about 80 companies IT strategies per year, public and private sector globally. I review about 80 IT strategies per year. The majority of them are about 70, 80, maybe 100 pages. They're much more focused on the supply side. Within the supply side they're very focused on architecture and within architecture they're very focused on the infrastructure and applications layer. So, really our message is a 70 to 80 IT strategy here paying lip service to the rest of this stuff is not useful. We have an acronym. I don't know if any of you have heard of it. W-O-R-N. Does anyone know this acronym? It stands for Right Once Read Never. And frankly most IT strategies are like that. Even more so if they're developed by consultants without much internal involvement. They become shelfware. They may be very beautiful, have lots of great ideas, but they're never read, never used. And in fact I would argue that liquidity of strategy, strategy flowing around the organisation with everyone understanding it, is even more important than accuracy of strategy. So changing the discipline of strategy to create very short documents that are not boring even to board members and senior management. I hope you'd agree if you can create a compelling version of this demand side, which will be about four or five pages, that should be very exciting for everyone in the business. And they can drill down into more detail if they want to on the demand control and supply side. So that's, I'm going to talk in a little bit more detail, but that's really the key message I wanted to leave you with, that this is what a great IT strategy should look like. So let's drill down. I would say the most unfamiliar part is typically the demand side, or the demand side is to have lip service paid to it. So if I can, I'll drill down a little bit into that. We think this is a very good way of looking at the demand side, getting very clear on how your business will win, or how your public sector agency will satisfy its stakeholders. In the private sector, why will your customers buy from you? And to be clear, this is an input to IT. This is business strategy, but it's essential for designing your IT strategy. I'm not sure if you're familiar with this model. It's not a Gartner model. It's from two guys outside Gartner called Tracy and Weirzema called the value disciplines. They analysed which businesses are very successful over time, and they came to a very clear conclusion. What they said was, every business that's successful over time chooses one thing to be world class at, and they identified three. Either customer intimacy, having a deeper relationship with your customers or in public sector, your stakeholders, understanding them better, giving them a better overall experience. Product leadership, continuously developing exciting new products and services that satisfy your customers, your stakeholders better. Or operational excellence, higher quality, lower cost, shorter cycle times, lower inventory levels, etc. I've talked to some CIOs about this and they go, oh great, we have all of those in our mission statement. But in fact, the message is the exact opposite of that. The message is this little blue box here. You do just enough in all of the areas, but you choose one to try and be world class at. Nobody can be world class at everything forever. Nobody can be superior to everything forever. So the question is, which one of those is your business, your agency, your enterprises value discipline? That's the starting point of IT strategy. Maybe I can just lay a couple of real examples on here. HSBC Bank, large global bank, very complicated business. They have consumer banking, they have wholesale banking, they have investment banking, they have some other services. They are very clear how they win is through customer intimacy. If you speak to Ken Harvey, who was the CIO and is now the COO of HSBC, what he'll say to you, rightly or wrongly, is that HSBC's opinion is money is money. Product leadership is not the way to go in their banking sector. Operational excellence is just a ticket to the game. But the way they win as a business is by having deeper and richer customer interactions, customer touch than anyone else. That allows them to do some very interesting things like they filter their innovation, their R&D. They only do innovation on things about customer touch. For example, they were the first bank in the UK to have mobile phone top-ups for prepaid mobile phones at the cash machine at the ATM. And the reason they did that wasn't primarily financial, the reason they did that was to increase customer touch, customer intimacy. Walmart, the American supermarket chain or American headquartered supermarket chain, would it be clear to you which is their value discipline? Operational excellence, it's not that interesting that it's operational excellence, but it's interesting that you guys immediately know that, and everyone in Walmart knows that. So when they're making decisions, for example, they can choose to under-invest in CRM, but very aggressively invest in their supply chain in radio frequency ID. Not because RFID is a cool technology, or at least it was a few years ago, because it directly drives how they'll win as a business. Now, I would argue these kind of discussions are very hard to have with your business. Typically, the head of marketing thinks it's about this or this. The head of finance, chief financial officer might think it's more about this. But it's very powerful if you can move towards not only clear business context in your IT strategy, but clear view of business success, because then you can start to do trade-offs. And I would argue that true strategy is about trade-offs. A strategy that says, you know, we will delight our customer or we will be high quality and low cost is meaningless and useless because it doesn't allow you to make trade-offs. But a strategy that says, you know, we'll try and be as good as the rest at operational excellence, but how we'll really win is through customer intimacy. That's powerful because you can make trade-offs in IT and other areas. So that's the next thing I wanted to introduce to you. This idea of a differentiated focus. And actually, I didn't ask Chamberlain, I was interested what that might be for Qatar's vision. But the differentiated focus. I didn't want to put you on the spot, but maybe if you have a view on that at the end, I'd be very interested. The one challenge is to say we're a customer intimate company or we're an operational excellence company is still a little bit too high level to say, OK, do we buy this ERP system or that? Do we build in-house or do we outsource, et cetera? So what's useful as a layer, and I think this has been an advance in my view in the last five years, a layer between very high level business strategy and IT is a clear view of capabilities, business capabilities. You know, if we're truly going to be the most customer intimate bank in the Gulf region or we're truly going to be the lowest cost retail chain in Asia Pacific, what capabilities do we need? And just for example, HSBC, they believe they need very strong innovation, but only focused on customer. Walmart believes they need a very high level of transparency in their supply chain to support their strategic posture. So, again, if you can start to build this kind of picture, how we'll win and what capabilities we need, you can really in a meaningful way tie IT to the rest of the business strategy. And if I can just throw in an example from the public sector, I apologise it's from the UK again where I'm from, but in the UK I work with the Department for International Development, who is responsible for UK's government's contribution to solving world poverty. DFID works in 95 countries, or it did until recently work in 95 countries around the world, engaged with embassies, non-government organisations, charities, et cetera. They have a very thin presence in a very large number of countries. They have to do all of the value disciplines, but when you talk to Simon Jones, who's the CIO, what he'll tell you is how they really win is through stakeholder intimacy, their version of customer intimacy, having very good strong relationships with all the charities, all the embassies, all the NGOs around the world. That's really what makes them win. They have to be just good enough at the rest. How does that translate? For example, they have an IT principle that says we will never do anything unless it can be accessed over a high-latency satellite link because of some of the countries they operate in. Previous organisations like this haven't followed that. They've created very great IT services that can be only accessed at the centre. I'm mindful of Chan's comment about the core versus the centre and the changing balance. DFID, a public sector agency, says yes, we can be clear about this, we will be focused on stakeholder intimacy and that drives the rest of our IT strategy. I'm suspecting, I don't know, this might be a little bit unfamiliar territory for you guys, but I think it's really important to be as rigorous on the demand side of IT strategy as you are on the control and supply sides. To make a point, you won't find this stuff in ITL or COVID or Prince II or most of the IT standards. This is the art of IT leadership. As they say in America, this is why they pay you the big bucks. If I can give you one final concrete example, I'm not sure if 7-11 is present in Qatar, is it? No. Are you guys familiar with it? It's a convenience store chain, selling bread, eggs, milk, rice, the daily needs. It started off in America, but it's now headquartered in Japan. 7-11 Japan did so well, it bought the parent company. It's the eighth largest retailer in the world by volume, has 35,000 stores around the world, 12,000 in Japan. As far as I know from my personal experience, it's the most strategic IT user in the world. They say they will win through customer intimacy. The logical conclusion I would think if you're thinking about a convenience store chain is operational excellence. You're not looking for a branded milk experience or a branded bread experience. You'd think it's an operational excellence play. Suzuki-san, who is the CEO of 7-11, says, no, actually, we're about solving our customers' daily needs. We're a customer intimate organisation. How can they do that? Well, they have 35 million transactions per day in their stores. They really know what everyone buys and everyone wants. They can actualise that and turn that into a really customer intimate service. They're one of the only organisations in the world in retail to change what is on their shelves multiple times per day. Some of their metropolitan stores in Japan, for example, will change what's on the shelf five or six times per day. The experience being when you walk into the store at lunchtime, your bento box is on the shelf next to you. When you walk in during a festival, the rice you need is next to you. Very powerful. What business capabilities do they need? They need information and tools for store managers making decisions. They need an agile supply chain so that when store managers make decisions, they can meet them in an economically viable way. And they need leadership and communication so everyone in the business understands how they will win. Amazingly, I went to see them recently, they have nearly 2,000 field sales and district managers who come to head office every week. They have 2,000 people all over Japan, which is a very large extended country, who come every week to talk not only about operational issues but strategy and innovation. So, what's IT's contribution? I think it's fairly obvious. Great, great business intelligence, real-time operational business intelligence. Tools for store managers to tune, to accept or reject the system's recommendations for stock etc. A supply chain solution architected for rapid response. And also, their innovation focused on customer information capture, as well as now understanding what consumers buy. They're also interested in what consumers browse. And all of this is actually leading to a different strategy for them. They also have a banking solution now, Seven Bank in Japan, and they potentially could be the face of the Japanese consumer. So, everything that Japanese consumers want to do, they can do through 7-11. They're actually, you know, the consumer hiding as a retail chain. So, it's a very interesting strategic play from a business sense, they're truly differentiated, but also from an IT sense. And I'll just put up to finish. This is the revenue chart for 7-11 over the last 34 years, and the profit chart looks similar. It's truly a great example, and an inspirational example, clear business strategy, clear IT strategy. So, I know, I think a lot of people when they look at this, they say, yeah, yeah, but we're in a complex business. We have multiple business units, and it's strategies not clear etc. I recognise that it's a lot easier for me to put up a PowerPoint slide than for you guys to run a business. But I would say, this is an aspirational target, and it's nothing to do with the sort of stuff one normally thinks about in IT. It's nothing to do with data centre virtualisation, nothing to do with processes etc. All those things come in, but the point is, where do they focus? And I would just suggest, if you find this interesting, you maybe go away and do this exercise with your IT teams, with your business leaders. How do we win as a business? If it's a public sector agency, maybe how do we succeed in the eyes of our stakeholders? What business capabilities do we need, and how will IT contribute? I'd suggest you take that away. I'm sure that slide doesn't look like rocket science, but it can have some very powerful results and generate some very powerful discussions, especially if you're rigorous on the top box, especially if you don't allow a very simple generic answer to the top box. So that was a picture of the demand side of IT strategy. I've spent more time on that because I think it's less familiar to most people and more interesting. I'd just like to finish by talking a little bit about the control and supply sides of IT strategy. How you make good decisions and how you express in your strategy your as is and to be states. So let's start with the control side and principles. I'm not sure how that sounds to you. I think to some people IT principles or principles or values can generate a lot of cynicism. It can sound like something that's printed on a card that you use as a coffee mat and never really look at doesn't really connect to your day to day reality. But our belief is you can create IT principles that really change the way people behave. Most people don't read documents most of the time, but if you've got a short set of principles that you can use as a touchstone in governance meetings, in helping your team work through decisions and thinking about things, it can start to get very powerful. And specifically, if you can create principles, a short set of 8-10 IT principles that satisfy three criteria, that connected to how your business wins, they're specific to your enterprise. They're not, as Americans would say, motherhood and apple party. They're specific to your enterprise and they're detailed enough that they will really change things day to day. If you can create a set of 8-10 principles that satisfy those three criteria, our evidence is they make a real difference. And if I can, I'll just share a couple with you. Sam Pension, a Danish pensions company, they face a lot of regulatory change and they've had a lot of trouble keeping up with regulatory change. They created a set of 13 principles around how can we be agile in the face of regulatory change. One of their principles is on the right here. We must be able to disengage from any vendor or partner within two to three years. So any relationship we have with a vendor or partner, we must be able to disengage in two to three years. Now for us, that's not right for everyone, but they've decided it's right for them. And it satisfies our three criteria. It's connected to how they'll win as a business, regulatory agility. It's specific to them. It's not something that every organisation would agree with. And it's detailed enough it will really change behaviours and decisions. So it's a very powerful principle. Maybe if I can just pick one more. The DFID one I mentioned, need to support extremely remote sites for stakeholder intimacy. Their principle, all systems to be used overseas must be delivered in a way that they can be accessed over a high latency satellite link. Now we have much more detail about this, examples of which areas you would create principles in. But again, I wanted to introduce to you this concept of powerful IT principles. And in my six years working at Gartner, I would say this is the area I've seen the most impact. Some organisations find demand side strategy a bit hard to get their heads around. But if you can create a set of IT principles that really mean something, I have seen them actually make a difference in value delivery. The second area is governance. And I'll just mention this. I think the word governance is like the word strategy in that nobody is quite sure what it means and it means different things to different people. But what we're meaning here by governance is how do you make your decisions? How do decisions related to IT get made? Not just regulatory decisions, all decisions. And for the purpose of this presentation, I'd like to give you one simple message. If your governance is anarchic, it's not defined, it's based on who has the most powerful voice, that's very dangerous. But equally, if you just have one governance mechanism for everything, one IT steering committee or one CIO IT leadership team, that is also dangerous. Our research suggests, together with MIT, suggests you have to design governance for each type of decision. I've put eight up here. Strategy, investment prioritisation, architecture risk, benefits realisation, infrastructure etc. That may be the set for you or it may be slightly different. But our research shows governance has to be designed by type of decision. We call it decision domain. That's what makes a difference. And it has to be designed thoughtfully to align with business success. If your business is in a phase that you want to encourage 10,000 flowers to bloom around the world, autonomous growth, you don't want very draconian centralised governance. You have to align your decision making by type of business goal. So I'll leave you with that thought. Again, obviously we have a lot of materials, a lot of tools and templates. But that's our basic message. You have to design governance thoughtfully and you have to design it by type of decision. If I may, I'll just flip very quickly to the supply side of strategy. I won't spend long here because I actually think most people are pretty rich in the supply side of strategy.  All I wanted to say is this strategy, as I mentioned at the beginning, is not the plan. So this isn't about a very detailed plan or a shopping list of things you want to buy or a laundry list of projects. Simply, where are we now and where do we need to be? This is an example from the Irish government, Department for Agriculture, Food and Fisheries. Their message is this is where we are now on the people side of strategy. The yellow represents consultants, the green represents employees in different areas. And this is where we need to be. They've got problems with intellectual property leakage. They've got problems with not being able to get skilled staff on time, et cetera, et cetera. They've got a lot of talent issues. So this is a great example of a succinct people strategy, conveys a very clear message. And frankly, it's about the level of detail that you could get a senior executive interested in, in our opinion. So just on the supply side, on this supply side, our messages keep it very simple, very straight. There'll be loads of documents underneath this in terms of what you do, but you need a high level picture here. If I could finish, it's fine having a great IT strategy, but how do you get your IT team engaged in it? How do you get your IT team to care about it to optimise on the right variable? How do you get your IT team not thinking about technical elegance or their particular role, but business success? I'll tell you something I worked on with an oil and gas CIO in Europe that was quite powerful, very simple. But he introduced something called strategy moments. At the start of every meeting with his IT team, whatever it was about, he would start with two questions. How do we succeed as a business and how will IT help? It sounds very simplistic, but over time it changed the nature of the meetings. The first couple of meetings, nobody felt comfortable answering the question, so the behaviour he did was very interesting. He disbanded the meeting and sent everyone back to their desks. But after a while, people started taking this seriously, thinking about this, and it set a fantastic tone so that people weren't getting lost in the weeds of their projects, of their challenges, of their conversation. So I would suggest something like strategy moments as one of your talent management tools for getting everyone thinking in terms of the big picture. Obviously there's many other tools, job rotations, brown bag lunches, mentoring, reverse mentoring. But I think this is a very powerful, very simple technique for getting everyone to think about the big picture. And finally, how do you get everyone in the business aware of IT strategy? How do you get everyone thinking about how IT will help the business win? If I can, I'd like to tell a very short story. This is from Whitbread, a company that owns mainly hotel chains and restaurant chains. The CIO there, Ben Wishart, was very passionate about IT being able to transform their business, but he felt that the board were not really engaged on it. He created what he felt were very good IT strategies, he presented them, but people were more interested in IT costs and not very interested in IT's transformative potential. So he did something amazing. Over a weekend he wrote down a story, he wrote a story about how the IT strategy, the different phases of IT strategy, would feel and how they would change the lives of customers, of employees and of other stakeholders. After that weekend he paid an advertising agency £15,000 and in one month they turned his story into an animated cartoon. And this is a large footsie company, this is not a start-up, it is a large very conventional company. He turned his IT strategy into a cartoon. He presented that at their autumn planning meeting. Where everyone else was presenting white papers, former white papers. And to cut a long story short, it completely transformed how they use IT in their company. How they use IT in the company now, they have online check-in for their hotels, so busy people don't have to wait in the reception area. They have revenue and yield management that they've copied from the airline industry, which has added a few points of profit. They have all sorts of exciting new IT capabilities. But the trigger wasn't a 2,000 page detailed project plan, it was a cartoon. And certainly Gartner's advice is not that everyone should use cartoons to communicate. Our advice is you should invest in communication much more, human communication, not TCPIP. Human communication throughout the strategy process, making artefacts that really mean something to your stakeholders, that go the extra mile to talk about how it will change what they care about, whether that's money or productivity or comfort, whatever it is. Going that extra mile and thinking of communication as a big part of the strategy process, as opposed to the icing on the cake, is the other best practice I wanted to leave you with.


Everybody forced here ripping a box of 2023 tops chrome baseball hobby for Christian L. Thanks, Christian for the order. Good luck Blake would never have known there was a hurricane if you didn't come into chat today. I know who never have known Doesn't want to check on him. Nope got a relic here. It's green. It's a jersey of Bryce Harper Nice card there 23 of 99. Yeah, that's the only good. That's the only good thing about it other mid move Oh, geez refractor no, no, no, no, no Better hurry they better go now Prism or keep a day for the ace like rager rager at NSB when uh, you get back Fractor Sean Murphy Ali Ruchman Technicolor was judge Titans of Harper Fractor Randy Rosarana photo negative Cody Bellinger I mean this is where I signed up the central Florida, but I get what you're saying rick here factor Christopher Morell Hedically essential. It's just on the coast So it's not like your Orlando area Prism JP Crawford Mariners I think a lot of people consider like Tampa Central Florida. Yeah, this is not South Florida Tampa's trash That's how I see it that whole area is Tampa Braden's in Brandon all that all that rookie gold auto Luis Libertato 25 out of 50 something's wrong with a mic Maybe you're fresh playing. Maybe it's you. I don't know. Anyone else have an audio issues at all factor Altuve Prism trade Turner for the Philly sometimes if I'm on the phone app on YouTube It'll start doing that on live streams for some reason Rick your factor Francisco Alvarez Corbin Carroll base Radiating rookie is Grayson Rodriguez Very nice card there Christian Pretty good box here gold rookie auto and a radiating rookies my short prints and Mon Marquez refractor Pena future stars Magenta Joe Musgrove to 399 Yoshida base rookie there Fractor Jeter Downs rookie and a prism of Jazz Chisholm All right, I'll do it Christian. Thanks again for the order pretty solid box there get the card right out to you


Bang it again the whole time. That is the top three song you got to be top three song in Dallas history I want to ask you cuz I'm before we get in we gonna keep going but the thing I had on my mind was the Wack 100 thing because when you left it was funny to me because I called you I was like damn We just talked about that and it just started happening right in and I'm like I got this footage already Yeah, I think it came out too fast though because I was right on top of it You know I'm saying I'm like it would have did better if I'd have been a little bit lagged in there I could have held on to it because it was right in line with what you had said on here already about it You know we had talked about outside and all that but Oh Explain to me what happened on that clubhouse because you people really think that you had been here after that because of the way We were so on top But what the hell cuz we had already talked about it now I'm sitting at the billboard or you know My phone get the blown up like like crazy Them messages pee pee pee pee pee on clubhouse then a lady from Recalator 300 came to tap me and said a check your phone Like It was one of whack people I Ain't no time nobody did it one of whack people. It was one of whack people college Get on the clubhouse right Whack want to talk to you Damn, I'm walking around in the lobby at the MGM hotel. What's up?  No, I've been one time you should turn sit I was doing this and that and I was man But I think I won this situation. I went head over way.  No, he's not platinum. He just he just went go about a month ago Yeah, he's they can't I thought I thought it was platinum. No, it's gold. Look at Bobby pay. Let's go this one go So you still you still in that position man, we don't know where to double platinum That's on cold. They're not passionate song.  Let's do it Both reversing their funerals.    That is the top three song. You got to be top three song in Dallas history And I asked him who had the best version and guess what he said Yeah, I'm getting free verses around the world Wow, you know saying yeah, cuz people respect it Bro, yeah, they love what he's doing for what he was talking about Bobby fucked it So I hate talking about this every time we go back to that man I was I was I was playing a game yesterday like man, it's near here. Don Do you think y'all ever sit down and talk or anything now because I because you know Y'all could do another song together. You got a part now You would never mess with him no more.  Yeah, but you did you buy what if he put money a pocket No, it ain't about the month. I don't do nothing for the money. I do everything I do everything for the love of the music and the money come


This has been definitely the most amount of toxic waste that's gotten out of my body for sure in any period of time with any colon cleanse. Hey, what's up guys, it's Josh here. Today I wanna do a little review on this Dr. Tobias colon cleanse. Now, colon cleanse products have been something that I've taken for years, maybe about 10 years. And for me, I like to take them as needed. I almost never do like a full cleanse, but like if I need a little bit of help, I'll take one capsule. If I need a lot of help, I'll take two. My favorite colon cleanse right now is ino cleanse. It's extremely expensive. I totally understand you, but I have these ongoing stomach issues. Ino cleanse has been the best thing for me for getting the most out of me with the least amount of pain. I've just been blown away by it. I've even said it on my channel, like I'm used to getting about three times my normal bowel movements when I was taking ino cleanse. So a lot of times with these colon cleanses, there's just a lot of pain. It'll turn your stomach into liquid, which I'm not a big fan of. So I did try it like a year or two ago, and I don't remember anything special with it. I used it like a normal colon cleanse, and I remember it was okay, but it was just a little expensive. But seeing as how my colon cleanse reviews are doing very well on YouTube, I was like, it makes sense to try out another brand and make another review. And I think this is the highest reviewed or most reviewed colon cleanse on Amazon. One thing that I do like is that it has a high dose of Senna and a high dose of Cascara Sagrada Bark, which I'm pretty sure is just buckthorn. I'll put that on screen to make sure. So buckthorn is an interesting compound because I think it's really effective. I think it works really good with Senna, but like a while ago, maybe 10 years ago, like the FDA came out and said, it doesn't do anything for constipation and you can't label it for constipation. It just does nothing. But for me, I always noticed that buckthorn worked. So I always want it in my blend. So I'm happy to see a very high competing dose with Senna. I think that they're very good. Used synergistically, so you don't have any side effects taking too much of either one. This stuff is actually pretty painful.  Thankfully, the pain is usually signaling a large bathroom trip. So if you're getting a lot of pain, for me, what I'd recommend is start chugging water, possibly some electrolytes. Electrolytes, for me, relax me and get things going a little bit smoother. But again, after you have that evacuation, you don't just have lingering pain. There was one time where I took like half a bar of like Senna laxatives and it was like, I don't know, 12 servings on the bar. And my stomach hurt for like six hours. Nothing more was going on in the toilet, but I just was in pain. That was one of the worst experiences ever. So we didn't have any of that with this product, which I really appreciated. But I also have to let you guys know where I was at personally when I first started taking this. So like a week or two ago, I started breaking out with these cysts on my body. And I have a really big suspicion that I had parasites in my stomach and the parasites when they overgrow, when they kind of just grow too much and take over your body, it messes with your immune system and they're able to just put these cysts all over your body. It was terrible. I probably got like seven or eight really good size cysts. And, you know, immediately my go-to is something called Grape Seed Extract. I've made a video on it, but that Grape Seed Extract really lowers the size of a big cyst for me, if not eliminates it 100%. So I went really hard on the Grape Seed Extract. But I also have another theory that the Grape Seed Extract is antimicrobial. So I think the Grape Seed Extract is partly killing some of the parasites in my stomach. And because the parasites are getting killed, it's like destroying the cysts and stuff on my body. So I took this one night, I woke up, you know, pretty decent bowel movement, a decent amount of pain. And then one night I ended up really bloated. Like I don't know what it was. Like I couldn't really eat all day. I ended up eating a huge, gigantic Mexican meal and it was super, super spicy. I got this urge to just throw up just because I was so bloated, but I couldn't because of the Mexican food. So I was just like, oh man, this is terrible. So I decided to take two of these and then one of my other colon clans, which is super, super generic. And I was just trying to get things going. I was unfamiliar with how this product worked. But the day after I had the most bowel movements that I've ever had that I can possibly remember, like I'm talking about seven to eight full size bowel movements in one day, which again, for me is just unheard of. My bowel kind of gets a little bit scared. I don't know why when it gets later in the day and just doesn't wanna go. Like if I do go, it'll be like once, maybe twice in a row, but they're really close and that's it. And I gotta say, it felt so, so good getting all this out of my body. Later on in the day, I started to investigate what was coming out of me and it was just absolutely disgusting. I don't know if it was like parasites or if it was like some sort of mucus. I have no idea, but it did not look like liquid and it did not look like what it should normally look like. It looked like a mix. So I just couldn't believe how much I had in my body. And again, like I only looked maybe half the time. So the times I did, I'm like, oh my gosh, that was in my body. You guys wouldn't believe how much good stuff I take, how much different colon cleanses I take. You know, sometimes I go hard on the colon cleanse. Sometimes I relax, but of all the times this has been definitely the most amount of toxic waste that's gotten out of my body for sure in any period of time with any colon cleanse. So I don't really know how much it has to do with this product.  I don't know. Maybe it was all ready to go. Like I did take a straight up parasite cleanse like a month or two ago. So maybe they were all in there. I have no idea. But what's weird is a lot of people were saying very similar things that it smelled really awkward, really bad and it looked very just mucusy and different. So this has been the strongest colon cleanse that I've ever tried. Just be very wary.  You know what I mean? This thing hit me once at 10 at night. The day that I had seven or eight bowel movements it hit me all the way to like six or seven at night and it started like five, six in the morning. You know what I mean? So anyways guys, let me know what you think of this product. My favorite overall product is Inno Cleanse but it is very expensive. This product is a more typical cleanse where you'd wanna probably take a very noticeable amount, you know, get the cleanse portion out once the cleansing is done to kind of move on to something else versus something like Inno Cleanse is something that I could kind of keep around and take as needed. Anyways guys, let me know what you think of Dr. Tobias colon cleanse. Let me know what your favorite colon cleanse products are. One, the road to 50,000 subscribers and I couldn't do it without any of you guys to help you guys are the best. Having a great day out here. Hopefully having a great day at home. See you all in the next video. Peace.


Hello, welcome to toffy TV is the sars 11 show. This is a huge huge game not a good forest away if we lose They'll go seven points, you know clear of us This is one of the teams I look at and go probably more likely than the other teams around us or around forest to you know Drop into that relegation zone or relegation battle with us They've got a game in hand on us. Not that they'll probably win it, you know, it's probably unlikely, but You know, I'm not sure it's against If they did win it and they beat us then there'll be 10 points clear But if we beat them on the weekend and they lose that game, then they're the one point above us so Probably every game is a must win Sean Dyke said that in his in his press conference the approach every game like it's a must win and So yeah, this like I say, this is a must win game. So I want to pick my team Jordan pick fitting goal He didn't really do anything against Arsenal, I don't know if he could have done anything about those goals But yeah, it just just just be good I'm not gonna drop Pickford for Begavitch, you know, I'm icing number one. So that's the less said the better right back I've gone for Godfrey. I think I put Godfrey me sat 11 last week again. God Coleman commons Coleman's a good fullback, but he's not our first place right back as a Patterson It's not quite there yet. So he won't be playing Cummins had quite a you know a lot of games now forever to Back to back. So for me, I'd be I think only actually played an hour against Arsenal So whether they done that to rest in for Forrest or it just knackered then I don't know But first I put Godfrey in there, you know, pace power aggression I Just like to see Godfrey in that starting lineup and whether that's centre back or right back or left back I don't really mind, but I would like to see Godfrey giving a go Then left back Miklanko he's probably just I'm getting bit of a bit bored watching now to be honest, but he's the best left back of the club He's defensively shocking against Arsenal. I'd like to play I'd like to see Godfrey there But I just don't think Sean Dyche is gonna play a right-footed centre back at left back I Think he just looks will lose our best left back Miklanko. So he plays left back Miklanko actually got forward a couple times against Arsenal But he didn't do it enough and the couple times he did it or done it, you know, we created decent chances, you know, he was beating him I think it was Ben White at right back. He beat him a couple times. So Keep keep doing it have another go Right back every meaner, I don't really know why Keane got a start against Arsenal I think deserved one possibly just because you're on Dyche Adam at Burnley But you know if you look at the facts or stats or even people just watch the game You'll tell you it means probably our best offender Cody's come out the side now So I they put Cody back in because Keane Keane wasn't great. Was he if you start in a backfall because he's four goals, you know You're not gonna Can't exactly say you had a great game, but I'd personally play every meaner if he's fit then I think you should start him Simply because he's probably our best offender next to him Tchaikovsky Again, it wasn't great against Arsenal getting a bit erratic at times I think it's just aggression or frustration picking up some some yellow cards I think you're doing it against Liverpool and against Arsenal away from home. We've been shocking, you know six goals conceded no goals We have to be better defensively Not in the forest because like I said, we don't win this game. You know, we're in trouble plus I think You know, I think I said this every week actually will not score any goals So if you're gonna win the game, you might only you might have to get a 1-0 win because you might only score one I think there's only two games this season. We've scored more than one goal. So if you're gonna score a goal Keep your clean sheet and just to get three points We've got to stop conceding silly goals because we're not outscoring team So as long as you keep conceding silly goals, we'll just lose every game midfield address a garner gay so a lot of people have been shouting for him to come out the side and I think naturally I would have taken address a garner get up myself But who else realistically comes in if James Garner's 100% fit which you played 60 70 minutes You know for the 21s last night If James Garner is wrecked is fit and maybe on Anna I'd put him in the six and put James Garner in off just something else in midfield or maybe put He won't be back in midfield But it's that if you start to if you check in address a garner get out Then if you all becomes inside then who goes on the right or have you not own Anna drops of the six Or would you put James Garner in the six? There's no one really else And I think if you take a dress a garner get out the side You probably notice the difference in terms of what he does on the ball. I Know we lose of the ball quite east made a few hours leads to goals this season, which is not good enough That needs to be but that needs to improve massively because like I said, you can see it's stupid silly goals You're gonna lose the game because we don't score goals But it's just that thing of who replaces him and maybe You know a whole gate going in there absolutely not Tom Davies in there Tom Davies hasn't done anything to start He's been coming off the bench and he's been hopeful in my opinion So it just a kind of gay keeps his place And unfortunately due to the fact that there's no one else and that's not really why players should be in the team because there's no One else there should be after the you know earn the you know earn to keep the place in the side But I'm gonna go the rest again, okay, then the corey known on in front of him Been okay at home away from home not so great Just to be too sloppy have to do better have to defend better as well on the wings It will be a McNeil again No one else really there to be honest Grey's not doing anything to earn himself a You know starting place and in my team especially so I don't think he's They've started on the dice yet. So as I say, he's not earned a place to start You will be It's been poor for me. You gotta do better and Mick Neal's working hard again Add a decent decent shot at the keeper And a couple decent crosses against us and I'd like I'd like to see some of these players start scoring goals now because You know our strikers aren't scoring any goals More pay has had one don't look out looms had one and he's only gonna be playing to be honest I don't think he is anyway. The manager said we'll see So yeah, we want to see some midfields pop up some goals because like Dyke said in his in his post match off the forest It's a team game You can't rely on you know your whole team to defend the keeper clean sheet But only one person score goal the whole team I've got to create and score goals So from the whole midfield actually I want to see some more goals and then up front. I've gone with Ellis Sims I just think it's time you start, you know mole pays had plenty plenty of chances And he's not scoring he scored at West Ham which was an October and he's had plenty chances since then he's been rubbish Doesn't get in the right areas He didn't affect the game when he does get a shot it He blasts it over the bar like it did against Arsenal in the second half. He's just Do you just having very little effect on the game? But yeah, Sims might not be you know up there in terms of You know Dominic how it ruined either some people some people might say Sims isn't good enough, but you know, well who is we know we know the situation with him So for me, I just give some to start at Over so many games you might see an improvement and he might pop up with a goal or two. You never know But what we're doing always mole pay is getting all the chances and getting better So I'd rather play the unknown rather than know what we're getting. So for me it be Ellis Sims I'd like to sit here and say we've just got a hold on till Dominic how it live and gets back Well, we can't rely on that can be and there's no saying that it's gonna come back and be amazing anyway so like I say We should assign someone to January, but that's saying that every week, but yeah, that's my team Let me know if you agree. This is a huge game away from home If we lose then it's gonna be even even tougher to escape relegate escape relegation But if we win we're dragging right back into it only one point above us So like I say huge game. Let me know what you think on my team. Would you make any changes yourself? Do you just agree with my team if you do fair enough? Hopefully Dyches does and hopefully picks it and hopefully it wins Because not only Dyches will get around of applause I might get a little round of applause and to be honest so far Since I've been picking the teams or since anyone's been picking the teams all season We've not got many points So yeah, make sure you do like this video and subscribe to the channel And if you want more videos including live daily exclusive videos then join us on toffy TV premier There'll be a QR code on the screen in about two seconds So give that a little little scan or click the link in the description. I'll take you to toffy TV premiere Like thanks for watching and I will see you later


Sir, what do you think fusion research is? I think that fusion research must mean an investigation and study of what is required to fuse. Fusion research will be... I'll study how it happens and what the phenomena is. It's when the nucleuses of atoms fuse together under great heat and pressure. As far as I know, I don't understand the whole process real well. Well, there's nuclear fusion and there's probably lots... we haven't gotten to it yet. Sort of a busting apart or something like that, I guess. Probably the production of cells. Would it have anything to do with our changing climates? Well, I'm not really quite sure, but I think it's some kind of gas. Wouldn't have nothing to do with the eyes, would it? Probably confusion. I've really got no idea. I normally consult my mother in cases like this because I really don't know what fusion research is all about. We should learn something about fusion research. It's important. Let's ask someone who really knows. Excuse me, sir. Yes, what is it? Would you help us understand the fusion process and tell us about some of the research being done? That's a pretty tall order. Yes, we realize that. Let me see. Where to begin? About eight minutes ago, the sunlight now entering through our ceiling escaped from the surface of the sun. Primitive man believed the sun to be a huge ball of fire, much like a great chunk of coal that would eventually burn itself out like a cold cinder in a few thousand years. But in the 1920s, astronomers changed all this. They told us that it was nuclear energy that fired the sun and stars. Our sun is really a star, not just an ordinary furnace sending out light and heat, but a huge nuclear furnace that will burn and produce great amounts of radiant energy for millions and millions of years. The sun generates 90% of its energy in its core. Every second, 564 million tons of hydrogen are converted to 560 million tons of helium. The remaining 4 million tons radiates away each second as heat and light, like the sunlight we saw streaming through our ceiling a moment ago. The sun will continue to burn itself at this rate for billions of years to come, changing hydrogen to helium. It does this by thermonuclear burning, fusion if you will, a process that literally is the ultimate source of energy in the universe. In the sun's core, subatomic particles are racing about at incredible speeds, creating a sort of atomic pudding. As they rush about, they bump into one another. Sometimes they bump hard enough so they can't pull apart again. They fuse, and some of their mass is changed to energy. Here on Earth, fusion researchers have been trying for 20 years to imitate the sun. The high temperatures in the sun would burn any metal to a hot scalding gas. Everything we know of will melt by about 6000 degrees Fahrenheit. So we couldn't possibly put such hot, fast moving particles into a pot and cook them up. And that's the crux of the fusion problem here on Earth. How to keep a group of hot particles in one place without a pot. The fuel for fusion is in common water. The heavy hydrogen that exists in all the world's oceans. Man, figuratively, lives on an ocean of energy. Here are two gallons of water. There's a little less than a hundredth of an ounce of heavy hydrogen in here, costing only a few cents to extract it from the water. Fusion reactions occurring in that quantity of fuel would produce the same heat energy as the combustion of two tons of coal or the burning of 300 gallons of gasoline. One pound of fusion fuel would produce 40 million kilowatt hours of electricity. Enough electricity for 20,000 people for a year. Fusion researchers are trying to liberate some of the energy that holds the nucleus together. Remember, we're working with charged particles, a group of extremely high temperature particles called a plasma, the fourth state of matter. Let's look at one of the more practical fusion reactions, one that occurs more easily than any other. This white ball represents a deuterium nucleus, a form of hydrogen, the most common element in the universe. This red ball over here represents a nucleus of tritium, another form of hydrogen. When these particles are accelerated to high speeds and collide, they fuse, forming a single, heavier, unstable nucleus, which quickly breaks apart at enormous speed, forming a single neutron particle and a helium nucleus. There is less mass at the end of this reaction than at the beginning. This mass has not been lost. It has been converted into kinetic energy. When a nucleus of deuterium hits a nucleus of tritium, they will fuse to form a single, heavier, unstable nucleus, quickly springing apart with increased energy to form a single neutron and a nucleus of helium. That's one possible fusion reaction. Einstein's formula E equals mc squared tells us that mass and energy are equivalent. There's another point to remember here. A small part of the mass of any nucleus is present in the form of energy that binds the parts of the nucleus together. It takes less energy to bind the nucleus formed after a fusion reaction than it did to bind the individual nuclei that collided to create that fusion reaction. Remember, if an atom were the size of this room, its nucleus would be no larger than this grain of sand. Normal atoms can get no closer than about a hundred millionth of an inch. This is because their outer electrons would touch. That may not seem like much space, but it does keep the nuclei apart. So we must ionize the atoms. That's another way of saying stripping off their outer electrons. Now the nuclei can approach each other much more closely. There's no protective screen of electrons keeping them apart. The sun uses its enormous gravitational pressures to squeeze the particles extremely close together. But here on Earth, we cannot command such massive forces. We must therefore turn to intense magnetic fields or to high-powered lasers. To overcome the mutual repulsion of subatomic particles, we must accelerate them to enormous speeds. This means heat. We must heat the particles hotter and hotter. Get them to move faster and faster. If we can get them close enough together, the nuclear force within the particles will take over and they will fuse. Making a plasma is easy. Every time we turn on a fluorescent light, we make a plasma. But as far as fusion researchers are concerned, these plasmas are too cold. Our laboratory plasmas must approach 100 million degrees centigrade. Fusion is heating and confinement, preventing these hot particles from coming in contact with anything solid. Once a hot plasma touches anything, it cools off. It ceases to be a plasma. The problem is not one of preserving the container, but rather one of preserving the plasma.  They are more or less moving at random with no particular direction to their motion. When we apply a magnetic field to these charged particles, their electrical charge forces them to spin or spiral along the lines of magnetic force. The magnetic field has given the particles invisible backbones. The negatively charged particles spiral in one direction. The positively charged particles in the opposite direction. As they travel on their helical paths, the particles will occasionally collide with other particles. When this occurs, the particles scatter or jump from one field line to another, eventually drifting out of the center of the magnetic field to diffuse to the walls of the container. Researchers have used a number of different shapes to confine plasma particles. One of these shapes has been a magnetic mirror. Here's a hollow piece of straight plastic tube. It's wrapped with electrical windings that create the magnetic field. We pump most all of the air out. Then we inject our fuel into the tube, apply an electrical potential, and a magnetic field. This field forces the charged particles toward the center of the tube, creating a small diameter plasma about the size of a garden hose. To prevent the particles from escaping out the ends of the container, we place strong magnetic fields here at each end. These strong magnetic fields act as mirrors. As the particles approach the ends, they face a more powerful magnetic field than the one in the middle. This turns them around, and they bounce back toward the other end in a kind of ping-pong fashion. We call these devices mirror machines. Despite all these considerations, some particles do get lost out the ends. Now, we can design a device that has no ends. We can turn the ends of this tube upon themselves to form a circle or donut. We call this shape a torus, and many research bottles are of such shape, including Tokamax. Theoretically, now the particles should race around and around until they hit some other particles and fuse. Well, it's just not that simple. As fusion researchers have painfully discovered, when we turn this straight tube into a torus, you run into yet another problem. We've compressed the magnetic lines of force much closer together on the inside of the torus, making the field much stronger here on the inside wall than on the outside wall here. Since particles always seek the path of least resistance, they will drift across the magnetic fields toward the outside wall and be lost. Man is trying to satisfy an age-old golden rule which Dr. James Tuck of Los Alamos once told us about. Now, the golden rule, if you want to make fusion power, is this. You have yourself a bottle. It's got some density of particles, N per cc. It's also got some temperature, and it stays in the bottle for some time top. Now, it turns out that you spent some work in getting it up to this high temperature to cook up the contents of the bottle. You spent something. Now then, something comes out in the way of thermonuclear burning. What you have to do is to ensure that there's more comes out than you've put in, and there are certain factors you have to put in. In producing fusion conditions, we do have some flexibility. We can hold the plasma at low densities for, say, one second. Or we can choose to hold the plasma at higher densities, say a hundred times greater, for only a hundredth of a second. We must also heat the plasma to 100 to 150 million degrees. Now, how can we achieve these incredible temperatures? Well, we can use resistance heating to heat the plasma to about 20 million degrees centigrade. This is the same principle that makes the wire in your toaster hot. Then we can compress the plasma into a smaller and smaller volume, heating it to perhaps 50 million degrees centigrade. At these temperatures, the plasma begins to self-heat to 100 to 150 million degrees centigrade. Heating does appear to be a major obstacle, but not insurmountable. 24 years of effort have produced plasmas that have buckled, many that have kinked, others that have fluted, whipping around like a wild snake to eventually hit the walls and quench out. Still, there's no fundamental reason why nuclear fusion is not achievable. Dr. Harold Firth of Princeton University. When I came into this project almost 20 years ago, there was a tremendous amount of enthusiasm. Everyone was confident of success. And the reason that mood then faltered for about a decade is that this enthusiasm was a kind of ignorant enthusiasm. If you don't know the subject, then being a good, healthy, cheerful, red-blooded scientist, you're naturally enthusiastic. So, after this initial enthusiasm, then came a decade of caution and skepticism. And now, after 20 years, we are back to enthusiasm. The important difference is that the present enthusiasm is based on information. Among the things that we know for certain are the following. Fusion fuel is an essentially infinite supply and is available to all countries at negligible costs. Fusion will produce no noxious chemical combustion products, and there will be absolutely no chance of a runaway reaction. And fusion will not involve materials that could be stolen or used for clandestine purposes. Fusion will involve some radioactivity, but in relatively small amounts. And fusion power plants will be able to be sited essentially where we want, possibly even inside of the cities where their energy can best be used. Finally, our studies show that fusion power costs should be comparable with those that we have today. Fusion research and development problems are very complex. We feel that we have a very good understanding of what those problems are, and we are mounting a vigorous and expanding program to solve them. Later this decade, we expect to achieve a major program milestone, the creation of reactor-like conditions in a hydrogen plasma. At this laboratory, fusion research started some 20 years ago, and it seems that one's professional life can be equated to the many machines that he has worked on. At the present time, we are rather preoccupied with our latest device, the Princeton Large Taurus. The Princeton machine is a donut-shaped Taurus called a Tokamak. It's a significant step up in size, confining a plasma that's about three feet across. To demonstrate fusion, the plasma must reach 100 million degrees. These Princeton researchers hope to raise their plasma temperatures into the 20 to 50 million degree range. Push their confinement times up to a tenth of a second or so. Their biggest job? Keeping the plasma from shifting up or down, from bulging or expanding, not allowing the plasma to hit the walls of the container. The performance of the Princeton machine promises to be a goldmine of information on the Tokamak principle. Its success will tell fusion researchers just how big a step they must take toward the design of a large deuterium tritium burning machine. Our initial motivation for building ORMAC, the Oak Ridge Tokamak, was to find out how the donut-shaped plasma cross-section behaves as it's made fatter and fatter. ORMAC has a cross-section of about 18 inches. We began experiments in 1972 which confirmed our expectation that plasma confinement is indeed better in a larger device. The second phase of our experiments began in 1973 when we started using neutral beams to heat the plasma to higher temperatures. Right now we have heated the plasma ions to a temperature of about 6 million degrees C and have confined the plasma for about a hundredth of a second. We hope to increase these numbers. Much of our work at Oak Ridge and other fusion laboratories is aimed at determining scaling laws, so that when we design and build fusion test reactors, we'll have a better idea of plasma behavior in these large systems. I've been at this game here in Livermore since 1953. That's over 20 years. I've worked on several experiments including Toy Top, 2X1, 2X2, and now we're on the air with a new machine, 2X2B. The Livermore machine is the largest, most advanced mirror device in the world. A new heating system has been added, pushing the temperature of the plasma to 40 million degrees. The theory behind the mirror approach is to bounce the plasma particles back and forth many times before they are lost out the ends of the machine. The plasma is now being held for about a thousandth of a second, still too short a time. The plasmas created are also still too thin and too cold. But as larger and larger devices are built, these Livermore researchers believe the energies and confinement times will improve. Okay, great. Doesn't have much of an integral, but that's right. Here at Los Alamos, our main approach is pulsed high density systems. Compared to the Tokamax and mirror machine, our plasma densities are a thousand times larger and our confinement times correspondingly one thousand times smaller. At Los Alamos, the problems are not ones of temperature and density, but ones of confinement. The philosophy is to quickly shock heat the plasma to fusion temperatures and densities before it becomes lost. Early experiments in straight devices solved many technical problems, but all suffered from the plasma leaking out the ends of the tube. In 1974, researchers turned the device into a torus, eliminating the end losses. Currently, the plasma has been successfully placed on a circle. Efforts are now concerned with stabilizing the plasma, preventing it from jumping off the circle by use of feedback circuits. We at General Atomic are a little bit different than most people working in Tokamax. Both Tokamax and Dubrets are toroidal or donut-shaped magnetic bottles. Dr. Okawa and his colleagues at San Diego are working with a unique non-circular plasma. This kidney-shaped device achieves the same confinement times as other machines, but uses ten times less magnetic pressure. This is an important cost savings in the design of a fusion power plant. The non-circular concept was proven with earlier experiments in smaller devices. Plans are now underway to construct a still larger machine, the Dublet III. It will operate at temperatures of 50 million degrees. Since magnets are the major expense of a fusion reactor, the Dublet design promises to be the least expensive approach. Man's only successful method of producing fusion did not involve magnetic fields at all. That was the hydrogen bomb. That same principle could be used in a controlled manner, using high-powered lasers. Here's how it works. An ultra-high-powered laser would fire its light beam at a very small pellet dropped into a target chamber. The pellet would be hit from all sides at the same time, its outer layers vaporizing away, the inner core compressed. The core of the pellet would be compressed and heated to fusion densities and temperatures before it could overcome its inertia and expand. Pellet after pellet would be dropped, perhaps 10 a second, each releasing as much energy as about 10 pounds of dynamite. This energy could be used to heat the surrounding fluid hot enough to make steam. The laser fusion reactor would be working like an internal combustion engine, putt-putt-putting along. The mini pellet would be quite small, probably a hollow sphere about the width of a single human hair. Here are a million such pellets. The challenge is to build a laser powerful enough and to manufacture a cheap, suitable fuel pellet. Computer studies here at Livermore really gave impetus to laser fusion in 1961. We were able to show theoretically that you might be able to compress and heat a tiny pellet of deuterium tritium with a powerful laser beam and create a fusion event. Right now, we're in the process of building a 10 kilojoule solid state laser. It'll be about 100 yards long and will consist of an array of 20 laser beams. These beams will all be focused on a pellet in a target chamber, delivering more than 25 trillion watts of power in less than a billionth of a second. Lots of people ask us how we can design a laser fusion reactor that would ignite about 10 of these small pellets every second, time after time. Well, it involves a lot of moderately sophisticated technology. The theory is already fairly advanced. Meanwhile, in the laboratory, we have recently compressed and heated a pellet with a laser and released fusion energy. To have a commercial laser fusion reactor, we need to build a laser a thousand times more powerful than any laser presently available. It's a difficult challenge. The fusion reactor's job, whether laser or magnetic, would be to draw the heat of the plasma off into a fluid circulating around the plasma chamber. And then through primary and secondary heat exchanging systems, the fusion heat would boil water creating steam to turn a conventional turbine and run a generator. The outlook of the American fusion program is best characterized by Erdos Dr. Robert Hirsch. In the early 1980s, we expect to create many thermal megawatts of fusion energy for the first time. And in the late 1980s, we are aimed at producing the first electrical power from fusion. After we operate a fusion demonstration plant in the mid to late 1990s, fusion should then become a commercial reality, ready to begin to relieve our dependence on other energy sources as we start into the 21st century.


I wanted to watch this clip because this came across my radar the other day and it is So milk toast and banal and the fact that Tucker Carlson decided to talk about this is just He it must have been a slow news day.  This is gaslighting right here Unless you're taking into account all of the circumcisions that take place or the ways in which you know doctors make decisions about the genitalia of intersex infants Then that's a serious thing that we should consider But in terms of like whether or not kids are getting their dicks chopped off then yes You are imagining that you are stupid and you need to actually find real problems to be concerned about It's actually real who should weren't who sure we're imagining it hospitals brag about these surgeries And we know this really do they though do they Tucker and by the way, this is not Chaya Rychik This is AOC who is next to the libs of tiktok logo This is the founder of a Twitter handle called libs of tiktok higher a chick. She's reported on it extensively Of course, this is infuriated people who are dedicated to lying like Sandy Cortez.  She said And she called high-rate check that directly so Raychik decided to go pay Sandy Cortez a visit. Here's how it went Few weeks ago Lied about me on the house floor miss Navarroli are you familiar with the account libs of tiktok that account? Posted false information about Boston Children's Hospital claiming that they were providing hysterectomies To children so I am right outside the cannon building. Yeah, that that is false. That is not happening so What's the problem here? What's the problem and She should have remained anonymous Honestly because she has no charisma like I get how she's trying to transition her grift into a stage where maybe she gets like I Don't know some sort of media gig from Fox News or a news nation or not news nation But maybe like I don't know oan But she just She sucks like she's she's so banal And she is wearing a shirt that says ban tiktok. So Why do you support censorship? I thought that your side was Against censorship.  That's so cringe-worthy She's gonna say that AOC is a coward because AOC didn't talk to her Chaya she wasn't there Shut up, but she wasn't there. So why is she a coward if she didn't know you were coming to her office We're gonna get to talk to her We don't I don't know if she's in or not, but I think that that door slam was really telling so I don't think they want to talk to us dear AOC Please don't lie about American citizens love Chaya What's so funny is that Sandy Cortez would not exist as a public figure were it not for social media She literally filmed herself applying makeup. Why does he keep calling her Sandy Cortez? There's something very Creepy about that gives me very weird vibes Sandy Cortez. Like should we call him tucky?  Like you sent it's like one of those creepy old men hitting on younger women They're like hey Sandy like that's that's the vibes that I get from this.  Don't do it Tuckie staff seem shocked that maybe this is on video Hierarchic is the founder of libs of tiktok and the woman just saw it in that video. She joins us now. Hi. Thank you so much For coming on. I mean, well, I'm glad to be here. Dick tuck. I gotta bust out the Tecker Carlson graphic. I have it. We'll do that after this Do you think that she would own up to the provable lie she told about you? I mean she claimed the provable lie Motherfucker you are so brazen you inspired bomb threats against Boston Children's Hospital And it was based on claims that you made you made it seem as if children were being mutilated And now you're mad that one lawmaker called you out for it like get over yourself It happened that you proved on video did happen. Did you think she would admit that? AOC claimed that I lied about Boston Children's Hospital She claimed that I used bomb threat and you did Had no expectations for her to own up to it I went to her office and I was ready to sit down with her and get to the bottom of this and explain it And she I don't know if she was in the office or not, but I don't I she cowered away I don't think she would ever fade. I don't know if she was in the office or not, but she carried away Now ask yourself this question Dick tuck and kaya If she wasn't there How would it be possible that she cowered away? She didn't know you were going to show up Okay, she looks so much more gigantic compared to him like the side by side here like this is This is just jarring to me But like maybe if you actually wanted to talk to her you could have I don't know try to make an appointment with her Now it's AOC.   He just always looks confused Or ever have a discussion about it, but I as an american citizen, I don't Like are you triggered like these people are so stupid. They're so cringe worthy. I swear to god Be defamed in front of millions of people.  Okay.   How would you find lgbtq plus people to accuse of being pedophiles if tiktok was banned? She cowered She cowered I mean And thank you for adding detail said that I should have added in the intro She accused you of inspiring violence.  You're gonna talk about censorship. You literally are trying to get an entire fucking app with millions of users in the united states completely banned I mean for any censorship that aoc may or may not have endorsed Um, which I don't agree with that claim by the way, but for any censorship that you say aoc supported What you're supporting is orders of magnitude where she want an entire app banned completely extinguishing millions of voices in the united states I mean The audacity of these people like they say things that are so hypocritical like This is why I believe that god is not real because if god was real he'd strike these motherfuckers down with lightning like that They're just so disingenuous, right? Like It's they're so insufferable. I can't take it Hearing and that is really scary It's really scary. That's so scary trying to Face her directly, which is a nice thing to do in a social media age.   Um, thank you, tuckie I really I appreciate the kindness here. Thank you for giving me a platform. Now.  So thank you. Thank you for having me I hope that tucker crawls in and uh chai arachik both stub their toes I hope they stub their toes real hard. I'm just going to put that out there. They both deserve it


Me me me me me me.  What's up people? Oh, I'll leave all the action for you today. We got a new Netflix series. We do Called guns and gulab. Oh, yeah, which has our dust is in our dusty of dust is Raj Kumar But it's also directed by our Raj and DK who obviously did family man Yes, and that didn't they direct or were they just producers on the cinema bondy Tulu goofing Why do I feel like they were just producers? I can't I don't remember what they were but we did it But also I actually it's a two-dose. I apologize Hey, Darsh, that's uh from a white tiger You are correct. That's him. Yep. So two doses for the price of one two dosedees for the price of one Just like you have guns and gulab, but this is a teaser for that film. All right or series series, sir I don't know when it comes out, but I can't wait for it if it has those actors and Those debt directors What a great teaser oh hell yeah, that was a great teaser Coming soon. I'm hoping it's up yours Netflix. I'm hoping it's this year Do we get finally get Raj Kumar in like a villain villain role? It looks like it I feel I feel that would be amazing almost or maybe like an anti here at least yeah, kind of like Noise in sacred games. Yeah, he's the villain, but you're also he's the lead Well, I guess he wasn't lead right or just like anybody who's the guy that just can't take it anymore and flips a switch But I think our dark Right a darsh. I died right right a darsh. Yes a darsh Also, look it looks like they're just gonna be a gang So it also was given very show lay vibes in terms of the style of like at least the lettering the Old-school Western. Oh, yeah, but a getty Western ish Indian cinema. You'd have to think show lay. Yeah I thought it was great. I did too. I'm looking forward to that. That's I was a really good teaser I'm hopefully we'll get a bunch of And it looks like they're kind of like setting a niche for themselves in terms of being the big action Series people like in terms of like making a good series that has some good action Yeah, I bet if it's anything like family man gonna have some good one shot. Yeah Which is what I have some some comedy with the dark But with those two actors you're gonna just be able to do because obviously family man was great But you had Manoj right and he was driving. He was the driving force of that I mean, I've had some good supporting cast you but Raj Kumar we love which we have so many good ghosts man. Yeah, we're blessed that way God we the amount of like our favorite actors and actresses that are now our best friends Insane it's just and it's it's so gratifying because that's When we see them there's the next best thing to acting with somebody because that's the first thought is when you See a great actor and you're an actor you're like I want to work with them so badly Then at the very least what you want to do after that is I want to talk with you about craft I want to talk with you about the approach to acting. I want to see where we're similar I want to see where we're completely different I want to see what your approach is like and we've been so so blessed to talk to so many great artists Really really thank we have many more. We still want to talk to yes We do the charm of the 90s and the misfits That land themselves in a world of crime still keeping their love and innocence intact Where will their past leaves them if that was a real stunt by the way Kudos to the motorcycle stunt person the guy did the flit over the handlebars.  Yep. There's great not pulling the now. Now. This is gonna be Who was it Raj Kumar that right there? That's not. Yeah, that is a looks like a real flying looks like he's on wires though Yeah, he is but still he's gonna hit the ground. Oh That's a great stunt. Oh That's a great great stunt. Love the lighting. Oh Yeah, love the style. Look at that shot It looks very different from every other series that's out as well absolutely India and Netflix and Amazon continue to do really good work with Series and kind of indie films this yeah I mean that alone like I'm trying to think about all the shows I watched that are from here And there's nothing that looks like that Western Well, even even just the action sequence in the I can't think of a show That that teaser is advertising. There's nothing in American television that looks anything really close to that so Raj and DK not only have this one. They're doing the family man. They're doing Shaheid hit series Amazon series Wow Well, that's what you can do if you're producing Also, once again love that we're getting series with big name actors in it that that you know That people aren't just like I want to just do movies. Yeah, people just there's no there's no difference now Honestly, I would love to probably work on a series more than I'd love to be in a movie Like if I agree if it's a good series, I agree like not like CSI or anything like that. I don't know. I'd be fine, you know working on those no issues. Please pay me I Am an actor but To be in like a series and you get to live in the character for a long long time. It's not better There's there's nothing better. It's the consistency of the work It's the consistent consistency of the family atmosphere with the collaboration with everybody you're working with Yeah, and then when you're on hiatus, you can take a break or you can go and do some new things where you're doing films on hiatus Yep, it's You get the best of both worlds King and I take it slow then you rock out the show. Anyways, that was great Let us know what you thought about it and if you're excited for it. Let us know down below


No What is your take on the president's tour to South Africa? First of all, the president is at Liberty to move anywhere in the world. He is at Liberty. He is the president of the country. He is at Liberty to move. Now the problem comes him when the president finds himself in the situation where he lies to the people of Zambia. Okay? That's a problem. He lies? That minister who's at foreign affairs, I hope the president could sleep nicely today in Zambia and fire that minister or transfer that minister from foreign affairs to any other portfolio even in the province. One, we received a statement, press statement from foreign affairs that the president is going for two days' working visit in South Africa. A two days' working visit that is an official visit. The entire security wing in Zambia, it was at the airport, dead carpet. The president was giving a statement to the generalist. A very good statement. Immediately the president landed in South Africa. No red carpet. Nothing. Okay? Nothing. We just came out like Boman Losambo going to Kawishi Constituency in a GX. Okay? And we should not reduce the office of the presidency to that level. We should not reduce the office of the presidency to that level. That Kakuwo guy, he should know that ministry of foreign affairs is not Kapirim Poshi. Minister of foreign affairs is not Kapirim Poshi. Those senior technocrats at minister of foreign affairs, they would have been advising that minister. Let him advise the minister and the minister should advise the president. That is our work as ministers. The president is supposed to get the advice from us. That sounds too personal. It is not personal. It is imbalancing what happened in South Africa. Where we saw the president posing with opposition political party leaders from other countries. How do we explain to Uganda? How do we explain to Zimbabwe? How are we going to explain it? How are we going to explain it? There are things that a president, a republican president should do and not do. When you are in that office, there are a lot of things that you should know that I can do this. I can't do this. It is very unfortunate that the president of the republic of Zambia, he was seen having pictures with opposition political party leader from Uganda. Are you sure that my uncle president Musaibeni is happy that he has seen president Akainde Itilema with Bobby White? Are you sure he is happy? Are you sure that my elder brother in Zimbabwe is happy? My friend. He is just a human being. That's why we've got South Africa, for example, with the president Itilema, who sits in the parliament. So what's wrong with that, for example? We have maintained a traditional way of friendship in our continent. We have maintained that traditional way of friendship in our continent. And those guys lemba at the PS at the foreign affairs. She is a seasoned technocrat. Supposed to know all this. Supposed to advise the minister. And the minister is supposed to advise the president, No, we can't do this. And that function for the president to move from Zambia to go to South Africa just for a book launch. Ibu ku 30 in FAA book. Jeritandimulenga. Ibu ku. Because he is a republican president. In fact, he would have extended an invitation to the person who was launching that book. We have nice hotels in Zambia as the president of the country. He would have hosted those people. You mentioned that there's nothing strange about what launching a book was. Everything is strange. No. Everything is strange. That's part of his tradition. Something that the president can do as a opposition leader. Now he is a republican president. That office, that is an institutional office. It is an institution. When he was going to South Africa, he carried all the entire 18 million Zambians in that challenger plane. He is no longer a opposition leader. He is a president. The republican president for God's sake. There are things that he can do. And things that he can't do. Even me as a minister. There are things that I can do. And things that I can't do. What more the president? So for me, I would emphasize on president, to move that Kakuwa guy from ministry of foreign affairs. It's a big ministry. That ministry is big. It's not a small ministry. We don't even know if Kakuwa is married. We don't know. That's personal. Yes, because the leadership starts from home. From home, in the constituency, in the ministry. The issues of marriage. It's very important. That's why I'm saying. We don't even know if Kakuwa is married. What does the marriage has to do with the leadership? The ministerial position? When you are a married person, you will see life in a different way. Okay? Very different way. So the president, this president of ours, president Taka in the history of my elder brother from Wengwa, he should know that that office of the foreign affairs let him find a suitable person to operate in that office. It's not a small office. That office is not a small office. It is not a small office. If the president is very serious with his ministers, is very serious with governance of this country, if you see Kakuwa two months, one month in that ministry, then you just say, okwa man, we are just waiting for 2026 for these guys to pack and go. What happened in South Africa? Yeah. What happened in South Africa? What happened in South Africa? What happened in South Africa? We have been following international news. We have been following the Twitter for president Ramaposa. We went to that page. We browsed on that page. We browsed on that page. The president was blackout. Only a small statement which one of the officials issued. And in that statement it was president Akaende Ichidema wupe kete sko. Ok, a kete sko. A kete sko my friend is when I'm coming from Chambavadi I'm going to parliament motel. Then I remember that oh there's innocent people here. Then I pass through here. Hi my friend in the center.  That is a kete sko. That's why those our colleagues in South Africa have been mocking us that your president just came here for vacation. Maybe you may not understand his visits because maybe we might be used as a country to the old way of doing things. No there's no new way not chief marketing officer not chief marketing officer in parliament told us that is a chief sales rep. That's what is told us in parliament. President Akaende Ichidema he says how the chief sales person for Zambia. That's what he said. And it's on record. Ok, it is on record. So in terms of protocols, in terms of what there is Takwa Bati Fiyakare if you are new. Same standards. Last question. I have been in government for 5 years. As a minister for Kopa Bel province minister for Lusaka province there are instances when we received presidents at Lusaka Kenneth Kaonda International Airport and when we are going with Dr. Simwinga Dr. Ambassador Lombe, I would ask what type of visit is this? I remember when president Kavira came here they told me this is an official visit that was half god of honor at Kenneth Kaonda International Airport. When president Musi came from Boswana he was just here for official visit. He had talks with the president Lungu. We saw the soldiers were there but not the entire squad. When president of India came he came for state visit. You saw what happened at the airport, 21 guns to what? So we know all those things. So the president the problem of Pangava president is the most intelligent man in Zambia and is the only person who knows everything it is wrong. We know everything that is wrong. Let him consult let him just consult that's why we are saying can you change your minister of foreign affairs because the minister of foreign affairs he has embarrassed the president and we don't know what has embarrassed the president if it is those permanent secretaries administrator of foreign affairs who have failed to advise the minister or is the minister born is failing to get advice from technocrats because I know those people at minister of foreign affairs very intelligent people seasoned technocrats and some of them I moved with them 21 days in China those who are giving us protocols no you can't do this minister no equation minister because we are in a foreign country so answer it and one of them is the permanent secretary she is a very sharp lady and I can't believe it that we have found ourselves as a country in this imbalance let me now take you to the


This paper proposes a new method for predicting algal blooms using a Bayesian scale mixture of skew normal, Bayesian SMSN, model. The model uses readily available water quality parameters such as dissolved oxygen, pH, temperature, and turbidity to predict the distribution of algae biomass. The model was tested on two different datasets, one from a river and one from a lake, and it was found to be highly accurate at predicting the distribution of algae biomass. Additionally, the model was able to produce a probabilistic assessment of algal blooms, which is more accurate than traditional methods. This article was authored by Mu Enlu, Jing Hu, Yu Zhou Huang, and others.