CHAPTER XIX The Hour of Victory To the women and children, shut up in the different churches and in the houses throughout the city, during those terrible hours, whilst their husbands, brothers, sons were making their last desperate stand, it was indeed hell let loose, for while the men were doing, they could only wait and pray. It was impossible for them, even to wander out, to try and help the wounded or to seek amongst the dead, for the one dear face, the mirror of all joy and happiness. They all sat, or knelt, huddled up together, their children closely held in their arms, murmuring those vague words of comfort, of surmise, of hope, and of fear, which come mechanically to the lips when every sense is lulled into a kind of torpor with the terrible immanence of the danger and the overwhelming power of grief. The danger in the houses was greater than in the churches, for everywhere the horrible concussion of artillery and the crash of falling masonry broke the windows and shook the floors. Yet many women have that same instinct which causes the beasts of the forest to hide within their lair, they feel that they would rather see their home fall in about their heads than watch its destruction from a safer distance. Mons Van Rijk refused to leave her house when first Lawrence received Lenora's warning of the impending catastrophe. She refused to leave it now, when her sons were face to face with death, and any moment a stray cannonball might bring the walls down with a crash. She sat in the high back chair in the small withdrawing room where less than a week ago the first card was played in that desperate game for human lives which was finding its climax at this hour. She sat quite still, staring into the empty hearth with that stolidity particular to these women of the north and which is only another calmer form of courage. The high bailiff, sullen and silent, sat close to the table with his head buried in his hands since his return from his humiliating errand. This afternoon he had not spoken a word to anyone. He believed that the orangest cause was doomed and both his sons certain of death. What happened to him after that he really did not care. Pierre and Jeannie sat in the hall together quietly telling their beads. The din outside was deafening and the evening hour was slowly creeping on. Day yielded to twilight, a brilliant sunset lit up for a while, the desolation of an entire city then sank into a blood-hued horizon adding its own lurid light to the crimson glow of burning buildings. And as the veils of night fell more heavily over the city, gradually the dismal sounds of cannon and musketry were stilled. Pierre came in after a while carrying a lamp. Firing has ceased. He said, men are running down the streets shouting that the Castile is in our hands and that the Duke of Alva has surrendered to Leatherface. He put the lamp down and prepared to go for Clamance and the High Bailiff have made no comment on the joyful news. Perhaps it has failed to reach their dull senses. Perhaps they do not believe it. At any rate, what is victory to them if two brave sons have fallen for its sake? But already the cries through the streets become more insistent and more sure. Men and women run hither and thither up and down the new strut and as Pierre stands by the open door, peering curiously out into the gloom, people shout to him as they rush by. Van Reich has seized the Castile. The Duke of Alva is a prisoner in our hands. Clamance hears the cries. She can no longer doubt her ears. Mark, Lawrence, she calls out. Where are they? The High Bailiff rouses himself from his apathy. I will go to the townhouse, he says, and we'll be back with news. News of Mark and of Lawrence cries the mother. The High Bailiff goes and she remains alone in the narrow room with just the feeble light of the lamp upon her pale face and trembling hands. Now and then, still, right through the night, a terrific crash shakes the house to its foundations. Or a sudden lured light flares upwards to the sky. Roofs are still falling in. Crumbling ruins still burst into flames, but firing and clash of steel have ceased, and from the various churches the peals of bells send their triumphant call through the night. The hours go by. It is nigh on ten o'clock now. The High Bailiff has not yet returned, but Lawrence has just come back wounded and exhausted, but full of the glorious victory. Where is Mark? queries the mother.  The men have made a stretcher for him. He would not be tended at the Castile. He begged to be brought home. Oh, Mother dear, how we must love him after this. Clements hastily gives orders that Monsieur Mark's room be made ready for him at once. Jeannie, buxom and capable, is rendered supremely happy by this task. Mother dear, whispers Lawrence, next to Mark himself, we all owe our salvation to Lenora. He has no time to say more, even though Clements's face has hardened at mention of that name which she abhors, for Pierre has just come running in breathless and trembling with excitement. Mevru, he stammers, it is the noble lady, the Spanish lady, it is. Before Lawrence could further question him, he has uttered a cry of surprise which is echoed by one of horror from Clements. Lenora was standing under the lintel of the door. Clements rose from her chair, as if moved by a spring, and stood up, rigid and with arm raised, pointing straight to the door. Go! she commanded sternly, but Lenora advanced slowly into the room. She was wider than the rough at her throat. Her black mantle hung round her in heavy folds, but the hood had fallen back from her head, and her golden hair, with the yellow light of the lamp falling full upon it, looked like a gleaming ariel, which made her eyes appear wonderfully dark, by contrast, and her beauty more ethereal than it had been before. Lawrence gazed on her in speechless wonder, but Clements, full of hatred for the woman whom she believed to be the author of all the misery of the past few days, still pointed to the door, and sternly, relentlessly, in a voice which quivered with the passion of intense hatred, she reiterated her command. Go! they are bringing Mark home, said Lenora quietly. He is wounded, perhaps to death. I could not get to hear, but when he opens his eyes he will ask for me. I cannot go unless he sends me away. They are bringing Mark home, as scented the mother, and his eye, who will tend him. Never shall thy treacherous hand touch my son. Mother broke in Lawrence firmly. She is Mark's wife, and she has saved us all.  Lawrence tried in vain to comfort her, but Lenora waited quietly, until the worst of Clements' paroxysm of tears had passed away. Then she said with the same patience and gentleness, I know, Mevru, that from the first I was an intruder in your house, I too have oft in the last few miserable days longed in vain that Mark and I had never met. But do you not think, Mevru, that our destinies are beyond our ken, that God ordains our fate and merely chooses his tools where he desires, and Satan too chooses his tools, murmured Clements through her tears. Oh, go, go, I beg of you to go, she added, with sudden passionate appeal, cannot you see that the sight of you must be tortured to us all. Will you let me stay until I have seen Mark, said Lenora calmly, and then I will go. I will not let you see him, protested Clements, with the obstinacy of the weak. I would not allow a spy like you to come near him. I, a spy, an assassin, may have, how do I know that you are not an emissary of our tyrants, how do I know that beneath your cloak you do not hold a dagger. Lawrence was trying his best to pacify his mother and throwing pathetic looks of appeal to Lenora the while, whilst the girl herself was bravely trying to hold herself in check.  In a moment she was across the room, down on her knees, beside the old woman, and holding Clements's trembling hands, imprisoned in her own. Hush! Hush! she implored wildly. You must not say that. You must not. Heavens above, have you not realized that when I acted as I did, I did so because I believed God himself had shown me the way? You call me base and vile. I swear to you, by all that I hold most sacred, that I would gladly die a thousand deaths to undo the work of the past few days. You speak of an assassin's dagger. I believed that my cousin Ramon was murdered, fouly, and in the dark, by the man who was known as Leatherface. My father made me swear that I would avenge Ramon's death. What could I do? What could I do? I believed that God was guiding me. I spied upon you, I know, I found out your secrets, and gave them to my father, but he had commanded me, and I had no one else in the world, no one, only my father, and I believed in him, as I believe in God. Her voice broke in a sob, her head fell forward upon her hands, and those of the older woman, and a pitiable moan of pain came from her overburdened heart.  But Clemont said nothing. She did not repulse the girl, nor did she draw her to her heart. Whether she still mistrusted her or not, it were impossible to say. Certain it is that she listened, and that words of hatred no longer rose to her lips. You will not let me see Mark, continued Lenora, trying to speak more calmly. You are afraid that I would go to him as an enemy, a spy, an assassin. Ah, you have chosen the weapon well wherewith to punish me, an enemy ye gods. I, who would give the last drop of blood in my veins to help him at this hour, I, who love him with every fiber of my heart, with every aspiration of my soul, don't you understand, cannot you understand, that he has forced his way right into my very being, that I have left my people, my father, to come to him, to warn him, to help him, to be with him in the hour of danger. Let me stay, let me be with him. Cannot you see, that love for him is all that I live for now. She had ceased speaking, and over the high oak-paneled room there fell a silence which soon became oppressive. A few moments ago, while Lenora was pouring out her heart in wild words of passionate longing, Clemence and Lawrence had suddenly uttered a cry half of horror and half of joy, a cry which was quickly suppressed and which the girl did not hear. Now the tension on her nerves was suddenly relaxed, and she broke down utterly, physically and mentally, she felt like one who has received a blow with a poleax and is only just alive, no longer sentient, hardly suffering.  She felt indeed as if this earth could hold no greater suffering than what she endured now, to have dreamed for one brief while that she had helped the man she loved in the hour of his greatest danger, and then to be made to feel that she was still an enemy in the sight of all his people. She lost count of time, it might have been but a few seconds that she knelt there broken-hearted, it might have been a cycle of years. The din from the streets outside, the bustle inside the house, only reached her ears, like sounds that come in a dream. A kind of torpor had fallen over the broken-hearted girl's senses and mercifully saved her from further pain. She closed her eyes, and semi-consciousness wrapped her in a kindly embrace, semi-consciousness, or a happy dream. She could not tell. All that she knew was that suddenly all misery and all suffering fell away from her, that an invisible presence was in the room which was like that of the angel of peace, and that strong kind arms held her closely, so that she no longer felt that an awful chasm yawned before her, and that she was falling into a hideous abyss where there was neither hope nor pardon. Of course it must have been a dream. Such dreams as come to the dying who have suffered much and see the end of all their woe in a prescient glimpse of heaven, for it seemed to her that the kind grey eyes which she loved were looking on her now, that they smiled on her with infinite tenderness and infinite understanding, and that the lips which she had longed to kiss whispered gentle and daring words in her ear. It is your love, Madonna, which led me to victory. Did I not say that with it as my shield I could conquer the universe? Mark, she murmured, you are hurt? Not much, dear heart, he replied with that quaint laugh of his which suddenly turned this delicious dream into exquisite reality. Kind hands have tended me and gave me some clean clothing. I would have had you in my arms ere now, but was too dirty an object to appear before you. Then the laughter died out from his eyes. They became intent, searching, desperately anxious. Madonna, he whispered, and he who for three days had faced every kind of danger, trembled now with apprehension. What you said to my mother a moment ago, did you mean it? Your love, Mark, she murmured in reply, is all that I live for now. Then he folded her in his arms once more. Mother, dear, he said, you must love her too. My whole happiness hangs upon her kiss. CHAPTER XIX Epilogue of Leatherface, a Tale of Old Flanders This is a LibriVox recording. A LibriVox recordings are in the public domain. For more information or to volunteer, please visit LibriVox.org, recording by Dion Giants, Salt Lake City, Utah. Epilogue of Leatherface, a Tale of Old Flanders By Baroness Orksey Many there are who hold to the belief that the death of Alva would have saved the unfortunate Netherlanders many more months of woe and oppression at his hands, and that may have, it would have deterred the royal despot over in Madrid from further acts of perfidious tyranny. Therefore, Mark van Rijk, the responsible leader of the successful insurrection of Ghent, has often been blamed for his leniency to a man who, if he had been victorious, would not have spared a single woman or child in the city. With the right and wrongs of that contention, this chronicle hath no concern. Mark van Rijk led the men of Ghent to victory, and having done that he fell sick from wounds and exhaustion, and after being hastily tended by his friends, he was taken home, where for many days he hovered between life and death. It was the civic dignitaries, the High Bailiff, the aldermen and sheriffs of the cure, who assumed the responsibility of dealing with the tyrant, and they remained true, apparently, to their principles of conciliation and of loyalty. For within two days of their heroic and desperate stand for liberty, and while the ruins of their beautiful city were still smoldering, the men of Ghent had the mortification of seeing the Duke of Alva ride humiliated but unscathed out of the town. Just as fifty years ago the town of Bruges held the Archduke Maximilian, king of the Romans, a prisoner, till he ordered the withdrawal of all foreign troops from their gates, so did the men of Ghent now exact the same undertaking from the Duke of Alva. For the moment Ghent was freed from the immediate danger of annihilation, and the departure of Alva from Belgium less than a year later saved her perhaps altogether from the fate of many of her sister cities. It is certain it is that the High Bailiff and the Older Burgers extracted from their prisoners, among whom was Signora de Vargas and several members of the Blood Council, concessions and privileges for which they had clamored in vain for half a century. But beyond that the tyrant was allowed to go free, and against this decision of their magistrates and their great men in the heroes of the insurrection did not raise a protest. Perhaps they had suffered too much to thirst for active revenge. End of Epilogue End of Leatherface A Tale of Old Flanders By Baroness Orksey


Russia prepares for mass mobilization of full-time students. A new wave of mobilization in Russia may affect full-time students in higher education institutions. Ukraine's Defence Intelligence announced it. The Russian Federation is taking measures to ensure the next wave of mobilization. Currently, they are actively building up capabilities to ensure the mass mobilization of students from higher education institutions. According to Defence Intelligence, so-called notification stations are being set up to assist military enlistment offices in delivering enlistment notices to full-time students. Defence Intelligence found out that, in particular, the leadership of Novo-Sibirsk State, pedagogical, Tomsk Polytechnic and Tomsk State Pedagogical Universities issued documents obliging the departments of the institutions to allocate a certain number of students and employees to work at notification stations. It is planned to involve citizens who are not officially subject to mobilization. At the same time, at Tomsk Polytechnic University, inclusion in the stations takes place without the consent or even prior information of designated students and staff. Representatives of the top management of educational institutions are appointed to manage these stations. The Defence Intelligence of Ukraine recalls that no additional legal grounds are needed for the next wave of mobilization in Russia as the partial mobilization announced in September 2022 has not been officially completed. The intelligence states that the mobilization in Russia will probably be carried out before the 1st of April. The start of the spring conscription, if necessary the start of the draft, may be postponed. On the 18th of January, the Defence Intelligence reported that Russia was preparing for a new wave of mobilization during which Moscow residents would be targeted in particular.


Warning from the Foundation Records and Information Security Administration. You are viewing an archived provision of the main file for SCP-3733. This revision was created during a containment breach of SCP. No Cognito Hazard effects have been detected in the document below. However, personnel must acquire a verified Cognito Hazard resistance score of 2.0 before proceeding. Item number SCP-3733 Object Class Euclid Special Containment Procedures SCP-3733-1 is to be contained in a two-room complex at Site 82, consisting of a living area and a bathroom. SCP-3733-1 is to be provided all necessities, including food, drink, and cleaning supplies through automated systems in order to prevent the transfer of SCP-3733. Interaction with SCP-3733-1 is to be kept to a minimum. Any other subjects found to be infected with SCP-3733 are to be contained in a similar manner. Description SCP-3733 is an info hazard capable of spreading through an unknown vector. The infection caused by SCP-3733 activates several typically inactive areas of the brain, resulting in the ability to act and reason outside of one's experiences and personality. The transfer process of SCP-3733 has yet to be observed. At one point, SCP-3733 had infected several million members of Foundation personnel and civilians. However, following the containment of SCP-3733 by the Foundation, the only person infected with SCP-3733 is former Foundation employee Dr. Monty Chapman, designated SCP-3733-1. Interview Log Interviewed SCP-3733-1 Interviewer Researcher Calvin Good morning, Dr. Chapman. Good morning, Calvin. You're under quarantine. We can't let you out for a while. Come on, Calvin. You know me. Dr. Chapman from the memetics department. We had some good times. Could you please elaborate on good times? Don't you remember the whole 100th anniversary party? We snuck those ghost peppers into the chili. Damn, those were good times. I could have sworn I saw class ice pop out. You're under quarantine. We can't let you out for a while. Are you still there, Calvin? Do you even remember? Could you please elaborate on remember?  You sound like a broken record. All of you sound like a broken record. Could you please elaborate on all of you? Oh my God. This is hell, isn't it? Can you even hear yourself talk? That's what's wrong with all of you.  Actually, robots can think, can't they? Do you even think at all? Please remain civil during this interview. No! Why should I remain civil? So you can keep bombarding me with your questions and storing them in your useless memory only to be lost a second later? This isn't even the first time I've been interviewed. All of you just walking around in cruise control, containing anomalies and just, just living. Could you please elaborate on living?  Tell me, researcher, when was the last time that you thought about anything other than money or sleep or sex? Please remain civil during this interview.  You're stuck in this rut. You all are. Please remain civil during this interview. You're going out like this, aren't you? We all are now. Not with a bang, but with a whimper. Could you please elaborate on whimper? Really? After all that's happened, you're just going to die out like this.  You're under quarantine. We can't let you out for a while. Please, God, Kelvin, this room isn't soundproofed, you know. I can hear you talking. You just repeat yourself over and over and over until there's nothing left to say and then some. It's like a circus with parrots, except the parrots actually have something to say. Please, just say something. Could you please elaborate on parrots? Something else, please. Anything else. You're under quarantine. We can't let you out for a while. I'm the last sane man in the world. Everybody else is gone. Could you please elaborate on everybody else? Everybody else is gone. Please, Kelvin, just go away. Just go away. That's all I'm asking. And log. Closing statement. All further interviews have been met with non-compliance on SCP-3733-1's part. Site 42 is able to continue broadcasting and move up to making live-action SCP adaptations thanks to support from our viewers, subscribers, and especially our patrons. Special shout out to our level 5 researcher level patron, Andre Beichert.


Well, hello everybody. Wow, that's loud. It's like the voice of a demigod. Anyways, hi, I'm Michael Cotay. This is a session when is the DevOps unicorn gonna sprout wings and fly? And as you can see, perhaps you can't, but I'm from Austin and we've got an interesting little DevOps thing going on there and we've been studying and looking at DevOps for quite some time now. And what I wanted to do in this talk is go over the question. So if you're not like Netflix or CERN or all these other people who are sort of like special unicorns in their own right and you're sort of in the mainstream world and you're interested in applying DevOps in your normal run of the mill pay the bills job, how's that working out? Like how's mainstream DevOps going? And so that's what I'm gonna go over here. And I think it's especially applicable for the OpenStack Summit crowd and conference because my theory which is more or less anecdotally proven out is that many of the reasons that you build a cloud is to run custom written applications on top of it, which as we'll get into sort of begs the question of doing more DevOps if you will. So it's sort of one of the practices one might be deploying up in the stratosphere of the clouds you guys are building to mix metaphors painfully.  I'm an analyst with 451 Research. So we're about a 300 or so person analyst company. You can kind of see our stats there. We do all sorts of things. We cover vendors behind the paywall that we have with reports, go over practices, what people are doing, talk with the investment community and end users as well. Just advising them as an analyst will do about what they should be doing with their IT, whether they wanna sell it by it or invest in it. And I started working there in September and as my quick little bio, that's me up there. As it goes over, I actually have been an analyst several times. I used to work in another firm called Red Monk and in between Red Monk and 451, I worked at a little firm in Round Rock called Dell. Not so little I guess. And I worked there in corporate strategy starting up the software group and doing M&A specifically on software and cloud, which gave me an interesting viewpoint sort of in the trenches about what's going on there. And at 451, I head up the infrastructure software practice where we stutter, I guess you could call it on-premise software that's infrastructure-based, as the name would imply. So systems management, cloud software, application development, things like DevOps if you will. And back when I did real work, I did a lot of software development at fun places like BMC and an online banking company and lots of absurdly failed startups. So getting into the meat of it, now that I've established my credibility, here's a report that we did, the first rev of the DevOps study. So like I was saying, the first thing in September when I came into 451, I wanted to get a handle on what was happening in the DevOps world because it's something I didn't really find again for a mainstream vantage point too much of in the analyst community and there's plenty of blogs and talks about it, but I wanted to do a nice study of it. So we got some people who were interested in finding out more about what the early mainstream DevOps market is and we did a study of 200 people if you will. We filtered down from 500 to 200 and asked them a series of questions. Essentially getting at what's happening, what's the baseline there and the buying behavior that you have. What does it look like if you're not one of these Uber unicorn DevOps people if you will? And so the first thing, other than showing you a fancy screenshot of a PDF here, what I wanted to point out is, whenever you do a survey, you make some compromises and you can't have too much nuance, otherwise you'll never sort of launch. So if you can read that fine print up there and by fine I mean small, not fantastic, you'll see that we've kind of like settled on what might be a slightly controversial definition of DevOps and that is, I pretty much reduced it down to you're interested in releasing software into production as frequently as possible, right? And so this goes back to the original pre-DevOps velocity thing with I think it was Spock and Scotty who were presenting and they were going over how Flickr releases 10 times a day and how they enable that essentially. And so again, it's sort of like, how do you achieve that goal? And you know, a lot of, and the way technically it seems like people achieve it is they use cloud technologies and lots of practices from the cloud world. Not only cloud as a platform, but lots of the new interesting tools that are being used in those contexts. So we filtered down those 500 people to about 200 people who seemed to be sort of in the mainstream. So there was no one from the technology world. They were all from many other industries, if you will. And who either kind of self-identified as doing DevOps, you know, they knew how to correctly camel case it or they sounded like someone who like was DevOps minded. Like they were deploying to cloud first. They were doing applications on a rapid cycle. So we very much so selected people who seemed to fit this idea of what DevOps was. So before I get into the sort of details with a distracting tour through macro things of why you should care about all this, I always like to start presentations with the conclusions, if you will, or the next steps so you can be actionable. And I'll go over these again at the end so you don't need to memorize them or take a picture of them. I guess you can. You can take another picture. I think I changed the title on the last slide. But just to summarize so you can leave or if you need to use a restroom or you want to polish off some more fruit juice or whatever you got going on. I'll go over what, you know, I think the takeaway should be.  So the first one is if you want to do DevOps, right? And you want to move as an organization into releasing your code into production more frequently. You want to be a DevOps person, if you will. There's sort of three buckets of things to think about. And I'll go over these in more detail at the end so I'll be very, very quicker. But first as with any IT thing it's good to focus on planning. That is you want to think about I've got all these hundreds of applications because I'm not like a one application person like a Netflix or a Facebook or all these other people who actually have a very small amount of application to support versus like a bank. So segment out what the workloads are and pick ones that you'll be successful with early on to move, right? Like don't just move everything. And definitely, you know, you don't want to move your SharePoint cluster into a DevOps situation. Like I don't think that makes sense. And you know, the last point is a key one for I find a lot of cloud things but cloud DevOps oriented things in particular is find a green field application, something new. Don't find a brown field application something old because it'll be a lot easier to build from the ground up if you will. And then of course, once you've kind of done your baby steps it's nice to move into more advanced things and so forth and so on.  And in a business context, I think this first point is key and that's what part of why as we get into the donut pie charts we're doing this base lining is benchmark yourself, right? Like you want to know how good you are currently so that when you go through all this hassle and change you can figure out if you've improved or declined. And if you don't like know how to currently rate yourself then you should focus on that because you could be wasting all sorts of time on new shiny things. And as is often the case, especially in this community, right? Like I think you'll see the timing is that it's actually not, you're not like late to doing DevOps but now's a good time to start doing POCs and labs and screwing around with it to learn about it to bootstrap yourself into it. And then as we'll get into, I focus a lot on the DevOps tool chain. And there was a great presentation earlier today from Lee Thompson about the DevOps tool chain if you want to kind of dig into what the specifics there. But I spend a lot of time talking about technology but the DevOps community as a whole is very obsessed with culture and process and like all these things like people. And I talk a little bit about that but because there's so much saturation of that I didn't go over it. But in fact, it warrants a third column here.  So unless you're a solo person you're gonna have to deal with other people and how to work with them. And the study that we did kind of pans out that like as with all technology changes much of your time is gonna be spent on process and people and things like that.   I always enjoy when some sort of professional expert tries to, you know, open the kimono as it were or the shirt and sort of give you some secrets of their trade. So the first thing is as an analyst you're always trying to come up with some sort of cheesy framing something that you're known for, some word. I'll give you like a really embarrassing story from me of trying to do that unintentionally.  And there were these four startups who were trying to disrupt systems management. And I came up as someone down here knows the little four. Now what was terrible about it is one of them was really not applicable.  But you know, it was a cool name, little four. And some people like remember that and it was a good framing for like Xenos Groundwork Hyperic and OpenQRM. I'll let you figure out which one the one was a Bozo one to put in there. And you know, it was nice because now you had a good opposition between the two of them.  We've got a great phrase of our own best execution venue. That's all about where you place your workloads. Kind of a rethinking and rephrasing of capacity management and planning for a cloud world.  So when I look at over the next 10 years, I think probably what's gonna happen is there's a lot of software rewriting ahead of us, right? We've got mobile apps, we've got this cloud stuff, like, and I don't know about you, but like I said, I worked at that little round rock company and man, enterprise software is awful, right? Like people need to come in and rewrite the HR apps, like all that stuff, there's so much. Like, you know, a good example that all of you guys will understand is like, not to get ahead of ourselves, we gotta rewrite the software in this too. But like, we don't even have version control in office. Like, that's how far behind we are, right? Like the idea that like, you should be using a file name as a white collar worker to encode your, what version you're working on is like pervasive in the enterprise software stack, right? So not only are there new form factors, like mobile and delivering on cloud, but just the software just desperately needs to be updated. You know, there's lots of flex apps out there still from the last time we tried to do this and those are gonna need to migrate as well. So we've got this poll, right? We're gonna be rewriting a lot of software. Things are gonna be great because it's gonna be new software. And anytime you rewrite new software, as Y2K people know and going from like, you know, mini computer to client server and internet, like that requires a lot of new tools and practices and methodologies and all sorts of exciting stuff's gonna happen. So the big disruptor there, and that happens nowadays and here we are to, you know, the open stack summit is sort of cloud, right? So in thinking about, strategically thinking about what we're gonna be doing during this great rewrite, you know, the question becomes, so if I'm in the IT industry, I'm a vendor, I consume IT or I just sort of like, whatever it is I do, I kind of flit around the edges and take pot shots and comment on stuff. Like I've got to kind of know the raw material I'm gonna be dealing with in this new environment. So I'm not really an application person. I don't care about applications so much. I like, I used to like writing applications, but so, you know, applications, that's the thing. But nevermind that. Let's take that as software as a service, right? Let's just assume that all the applications that you use are the majority of them are gonna move to being delivered through a URL. So then you start to think, all right, so if there's not really any on-premise package software, what's the whole ecosystem of stuff that that like drags away from it, right? System integrators doing hardware, networking, like you don't really have all that stuff to mess with. So, you know, the way that I think of this question is like, if you take IT as you know it and you subtract out SAS, what does that leave over? And that means that if you're not gonna be a SAS vendor, someone who cares about SAS, whatever that what is, is what you've got is your raw materials to deal with. So, you can imagine for me, this is kind of an important interesting question as my friend Israel retweeted here. And I think one person, I think it might have been John Willis there, he said, you know, IT minus IT equals IT or something like that. Is it, you know, that's fair, computers, right? But anyways, I always like to break the rule and put a lot of text on slides. So here's a bunch of text on a slide, and that's supposed to do, so I've unlocked that achievement yet again. I'm gonna get sort of like the third round of it in my presentation square app. But thinking through the whole thing of IT minus SAS equals what? And one of the reports I wrote about seemingly unrelated at Lassian down here, you know, this paragraph kind of nets it out. And that is, so if you subtract out SAS, it sort of leaves like a couple of workloads, if you will, a couple of things that IT does. Well, you gotta keep the network up, which is thrilling, right? So I'm not really interested in that. You gotta manage desktops equally thrilling, right?  You know, we haven't gotten to the point yet where like you're expected to buy your own car to drive for work metaphorically. Like you're not quite expected to provide all your own IT, which is another discussion that's confusing. And then there's things like we could bucket it as analysis and data. You've got like HPC, business intelligence, big data, right? So all of that is kind of like customized stuff that you might buy. You might run it in the cloud or on-premise or off-premise, but it's sort of like special sauce that you're putting into. And then it seems like the bulk of what's left over in the IT minus SAS equals what equation is basically custom software development, writing your own applications, right? So if you're not babysitting, what's the pet of your ERP install and your sort of collaboration package software, like all that stuff consumes a lot of time, like you're like, oh, I just go to a URL now. I don't need to do all that. And then so you've got all this excess time.  Or you might start thinking about, here's the way I can use those IT resources to do something different, which I think is largely, I hope, is largely going to be driven by doing custom software development. So that's sort of the theory. And then looking at sort of the forward macro trends, if you will, I like to say macro trends. It makes me sound really smart and fancy. You know, if you look across lots of verticals, I don't, as I disclaim down here, I don't have the white color tool chain, as I like to call it spoken to, but you look at all the industries and they're sort of like this ongoing injection of IT and custom written software to make things better, right?  But nowadays, you can like rent out the floor to have some ballerinas or like Captain America come. It's like a total marketing thing, right? Like, like business doesn't actually happen there because they're computers, right?  It's like progress. And, you know, in the retail space, we used to have these things called knuckle-draggers. Like, every now and then you get in a taxi cab and the guy's like system's not working and he's got to use a pin to like do this carbon copy thing still. But for the most part, you have things like Square and like highly automated, automated is the wrong word, but highly computerized ways of doing retail, which is even better than the POS systems that were out there.  Like, I'll go into shops often and they'll have like that square sticker on the door, but they're not using square anymore. So they've already been through using it and been onto something better, which is kind of interesting.  Like, it's all like software developers writing code instead of worrying about managing other stuff. And you see this pervasive through retail, right? Like you hear all the stories about like target knows when you're pregnant or when you ate a bad oyster the night before.  And then the medical area, right? Like, I mean, I don't know about, I used to have to buy my own health insurance, so I have like really mixed feelings about the healthcare system.  Like, and they ask you for your phone number five times and you know, you would like there to be some computers involved where like, I don't know, you could give them a USB stick to give you a copy of your records. Like, simple stuff, like version control and word. Like, it's not rocket science. And also, because at least in the US, I don't know how it is in the rest of the world, but there's mandates to have more data-driven ways of billing and paying for things. So essentially there's, again, this injection of the need for a lot of IT and custom development in the healthcare. So you can have like, instead of this sort of like person quarantining you and like wearing gloves, look at that nice handsome doctor with an iPad. He's like, you know, using computers to make your experience so, she looks so happy, right? Whoever's in this room, probably not happy, not happy at all, but down here, because computers, they're great. And then in the consumer space, it's hard to come up with an example of consumer things. So it's so pervasive, but again, it's worth thinking about how, what is the frequent, there are more companies that are not technology companies doing custom software development. And you see that, of course, it occurs to me that I used Google as an example here, but this is a guy that I do a podcast with, and he's, he gets written up all the time as like the most quantified man in the world, right? So he's got all these sensors that he wears and he tracks everything. And kind of the end result is in the consumer space, he used to be, you know, well-fed, right? Like a good looking guy there. And he started tracking himself and got some hair gel and like he wears like Google glasses and look, look how handsome he is now, right? And again, it's like computers, like all of these sensors and things, it's not only the hardware, but some developers got together and they're like, how can we get Chris Dancy to look that good, right? Let's write some code. And like he's got all these devices with code scurrying around.  So think about all the industries that are out there if they just had a team of developers that could like write some software that would like make our lives better, right? And again, you see that across verticals that there's the potential for that.  It's increasingly in this environment where you wanna have as a business, people writing software that kind of mediates your relationship more with your customer through software rather than people, because who wants to deal with people? You know, it's much better to deal with an app than a person. Like, you're probably gonna use a cloud as a way to deliver it, right? So cloud is kind of like the environment that all of this is existing in, right?  Like, that's not gonna make my friend Chris healthier, right? Like, thank God UNIX saved me, right? It's all gonna be delivered on top of cloud things. So what's important is, and obviously you guys are involved in that operating in that, this is another analyst thing, like, it's one thing to be excited about a technology and shiny object stuff, like from my developer days. But basically, unless there's high growth and a lot of money, the rest of the world doesn't care, right? Like, there's got no interest in it. So what you wanna know is what you see in this chart. In the cloud world with a cloud environment, how much money is there? And is that money fast-growing, right? And you can read these figures. I've got two charts to show you as far as market sizing. And the one of them is the public cloud forecast that we do at 4.5.1. The next one will be the, let's call it the private cloud software, cloud-enabling technologies. Not running cloud, but spend about software to do cloud, whether it's private or public. And so why am I showing this to like, you know, a tech conference where people care about Python and not pesos and all of that, right? Like, I don't know who cares about pesos, dollars.  And you're like, hey, I wanna use software to make my life better. Like, I've heard all these people like are doing the software stuff. The first thing that you're gonna have to prove is that there's a lot of money in it, right? Like, whether you're an end user, whether you're a vendor, someone who wants to, you know, use cloud technologies, you wanna prove, hey, it's not going away, it's a serious thing, and it's a major part of the industry. And so these numbers like give you that coverage if you need.  It's not fantasy. So to that end, you know, the way we do our market sizing is basically it's a bottom's up approach. We call around and under NDA and, you know, we anonymize the data, we get revenue or we estimate revenues of companies that we think are in public cloud and we throw that up there.  So we'll go to the next slide. And that's in billions, right? So there's billions and billions of dollars there. So this one is like what I find especially interesting because if we go to the previous one, right, like this is all public cloud. So we're tracking infrastructure as a service, platform as a service and infrastructure SaaS. We don't track SaaS like Salesforce or other things like that. It's all infrastructure stuff. And this is sort of things like service now and other SaaS infrastructure applications that are used to support infrastructure. And so I find this a lot more interesting than an aggregate cloud thing because an aggregate cloud thing has SaaS in it. But this is all the stuff you guys work on, right? Like infrastructure, not like applications. And again, even more so when you look at our cloud enabling technologies sizing, and these is actually very fresh from April. So not very many people have seen these numbers. So you guys are lucky. Essentially, what we have is automation and management which also includes platforms to some extent like the raw cloud platforms and then virtualization which includes, we're cleaning up our methodology here, but trust me, I know the companies we track in here and it's pretty good at representing private cloud software that you might buy to do private cloud things, whether it's the actual cloud platform itself, something like Chef or Puppet or an orchestration piece of software just up and down all the stuff that you would use for cloud. And again, really all you need to know is it's going up and it's in billions, right? So there's a whole lot of activity starting back in 2012 and like around 25 billion is not too much to sniff at. That's a good rate. So the point is that in this environment, right? Like if you want to start deploying things on cloud that's clearly the direction things are going and where there's lots of spend. And the other important thing is I don't have the number up here, but it's the growth, right? The rate at which this is growing. Like normal IT growth every year is it kind of tracks GDP to some extent. It's like, I don't know, two to 3%. It's pretty boring, right? It doesn't go up that much but these growths are always double digits, right? So there's lots of activity and people doing things here.  So if you're bored to death, now's your escape hatch time. There's another survey that we do from Changewave. The previous stuff was from our Infopro surveying and we asked people in a corporate context, what is your plan for public and private cloud usage? You know, you can see we've been doing it for many, many quarters. And here we include SAS. So it's a bit like overblown on that. But you can see a steady rise and a slight flattening if you will of people who are planning on using public and private cloud, which is great. I mean, this is a huge part of the market, right? So all of your peers are jumping off of the bridge, right? Like lots of people are doing it. Cloud's a real thing if you will. Now what I find especially interesting is like the private cloud tracking that we do, right? Because I actually make a joke about this and I've encountered this a few times since but like I don't think private SAS is real. So I assume this doesn't include SAS. I think by definition there is no private SAS. So that means this is pure infrastructure, right? In the private cloud area. And again, like there's a huge amount of people who are looking at private infrastructure, cloud infrastructure in companies out and using it. And I believe this is all North American as well because that's what you do. Anyways, and this also matches with lots of the other surveys that we do that increasingly there's more and more demand for cloud. So in that environment, right? So what are people doing with cloud? What workloads are they putting there? And this is something that all my friends and Twitter followers and people know I obsess over is like I'm not really interested in the raw cloud. Like what application are you running on top of it? What are you doing with it? And so it's nice to have this sort of data at our disposal. So here's another chart that we have that goes over what are you doing private cloud on premise manage in public and hybrid cloud with in broad buckets of workloads. And you can see that public cloud usage is still relatively small compared to the other numbers that you might add up. But it's interesting to see that people are doing lots of batch computing collaborative applications. You know, they're sort of business to business applications things here. And these are kind of the two confirming like anecdotes you always hear here that like our core applications, we would never move that to the cloud or like some cloud thing. So they're very much so want these things to be hybrid, if not private, if you will, they kind of, these core apps take up a lot of the cloud usage. And then there's sort of a minority bar down here of test dev, which happens quite frequently. But again, it's interesting to know like what people are actually using cloud for because that discussion I feel doesn't come up very much. And then just very briefly, you know, I mentioned mobile as like something that affects usage of DevOps and demand for cloud quite a bit. So as one more thing to hopefully arm you with the ability to go back and like work on fun stuff instead of whatever boring stuff you were beset with before this, you know, you can be like, we really need a mobile app, right? And so we also have the Yankee group here in 451. And one of the questions they had in a recent survey was like, so was it useful to do a mobile app? Was it valuable to your business after you did it? And sure enough it was, right? So if you add up the, basically, you know, rate on a scale of 10, one to 10, where 10 is the highest, the value of having done a mobile app. And if you add up, you see here, the seven and the six and the 10, nine and eight, the high and the medium to high, like everyone was like, yeah, it was really valuable. It's a good idea to do a mobile app. So, you know, that's a nice area to go explore. Like it's clear that there is return on doing mobile applications. And then to dig down into that a little bit, it's interesting to ask in the same survey. I mean, it's a relatively small sample set. So, you know, we got that going for us. But essentially, you know, what are your customers finding valuable that you do with a mobile app, right? Is it just like customer service support, actually transacting things? And you can see these slides on slide shares. You can dissect these bar graphs as much as you like. But again, this gives you an interesting roadmap that if you wanna start doing a mobile app, here are things that other companies say that customers are finding valuable, right? Starting off with just like getting information from the company, like letting them talk with you, so forth and so on. So, it's always interesting to know what your peers are doing so that you can plan out the work on your own. Because, you know, ultimately, if we go all the way back to the top, right? Like the idea is we're gonna have some teams of developers working on code that are gonna start making business more interesting and driving more, not only retention but growth in their business use. They don't have to focus on the package software on premise stuff anymore and they've got all this free time to write custom apps, essentially. So, you know, obviously you're gonna need DevOps for that, right? Like that's sort of the assumption that I have is you wanna build these custom apps, run them on a cloud. And we used to call it Agile and all sorts of stuff like that, but you're probably not gonna use CMM, right? Or some Prince or Corbett or some other word that's in all caps. Cobit, not Corbett, but we should come up with that one. So, you know, that kind of gets to the point of like, so, if there's all this potential, what does the mainstream DevOps market look like? Again, we know that all the typical examples are awesome and they're doing great stuff, but out in the normal world, right? Like out in the fat part of the country, the middle part, not physically, just large. Like, what are people doing? And so, this is some of the questions from the study that we had just to get a baseline and a sense of how things are going. So, the first question we ask is when you deploy your application, right? Like, where do you end up deploying it? And it's somewhat counterintuitive to what you would expect, but when you're in the trenches of these surveys, it matches up exactly with what you continually see, is that people don't really do a lot of public cloud, as much, pure public cloud, if you will. Instead, they do a bunch of hybrid cloud and private cloud, essentially, if you add all this up when they deploy their applications, which is interesting, right? So, that means that at least amongst your peer group, if you consider yourself normal instead of extraordinary, if you will, or unicorny, that you're probably gonna be doing some private cloud deploys, if you will. And if you're a vendor, it means that you definitely want to service the private cloud market and not just the public cloud market exclusively. And it's also an interesting commentary on how far we are in sort of like cloud taking over, right? There's still lots of private cloud amongst this mainstream DevOps world. So, the next question we asked, again, the premise of DevOps here was that you are deploying to production frequently, right? So, the baseline question is, so, how frequently are you deploying to production? This is one of the nicer findings, is that, as you can see, adding this up, like, there is actually a lot of people who at least can deploy every 30 days. Now, we didn't ask them, are you deploying a bug fix or something wrong? We just asked, how often you update production? We'll get some more refinement on that when we do it again, but I would say this is extremely encouraging, right? Like, there's people delivering every 30 days. Now, we had this kind of, not nicely phrased category on demand, which we should just eliminate, because I don't know if that means every five minutes or every 18 months. So, I would kind of dismiss this, but the one way I would sort this away is like, if a third of the people think they can do on demand, that probably means they like doing on demand, so there's high aspirations to be able to deliver that way. So, there's this pull, this demand, so to speak, to deliver more frequently. There's a need for what DevOps delivers, right? It's not just sort of an obligatory thing, if you will. So, the next thing that we wanted to test out is what tools are in usage? What technologies are people using and how far along are they? So, again, we have these broad buckets of tools, right? And most of it's like not that interesting, if you will, right? Like, it's more or less penetrated with people thinking about it, right? It's not a done market, but you can see plenty of people have testing, lots of performance management, release management's doing pretty well, like all these things you would need with DevOps. And what's interesting and sort of confirming is this is sort of like the orchestration end-to-end service management category. And it sort of confirms, like when you go off into the DevOps or Radi land, like everyone's like, oh, we need orchestration. That's what we're lacking. We're gonna work on that next. And indeed, that's sort of what's missing that people aren't using very much. And if you peel back the covers here, what's also interesting about this is you ask the actual tools that people are using. So they may be satisfying the needs here, but you ask about the tools as we'll see. And they're actually using, let's call them pre-DevOps tools, right? So you see a lot of incumbent tools out there, not necessarily the utopic DevOps tool chain that you would expect. And to that end, one of the ideas of doing DevOps is that as this kind of oddly worded thing says, you achieve these efficiencies where you can deploy to production more frequently by using the same tools in each stage and development, QA, staging, and production. You try to use as many of the same tools as possible so you don't have this throwing over the wall and reformulating, right? So in the utopic DevOps world, you're essentially in development modeling how things are gonna look in production and using the same tools. So again, it's a bit hyperbolic and utopic, but we wanted to see are people actually doing that? And it turns out, they're sort of not, right? So I consolidated this down to automation tools, but it used to say automation tools like puppet, chef, salt, ansible, et cetera, right? So how much in this early DevOps, mainstream DevOps market are you using, are you doing this core practice of DevOps, of modeling your stuff in development with the same tools you used to do in production? And not that many of them are using these ideal tools. Now, they are doing like custom build scripts and golden images and all this stuff. And like, you know, this is always troubling. Like, you know, no one likes build people, right? The build team's always like annoying and like, they're not great. Like they don't believe in the moon landing and all sorts of things like that. So like, and the way that they maintain their control is with this, this custom written build stuff and it's just infuriating, right? And so like, you gotta get rid of that. That's just not responsible. And you know, I think it'll be interesting like golden image was sort of reviled by this little crew up here for a long time. And then all of a sudden Docker comes along and I realize it's not virtualization. I'm not supposed to say that, but it's sort of like the same thing. So we'll see how that pans out. So, you know, what's an interesting takeaway from here is that there's a lot of immaturity. Either the assumption is wrong about this being a core practice of DevOps or there's a lot of immaturity in the mainstream DevOps market about using this which means it's early in the market and there's lots of room for improvement which is a positive way of looking at essentially saying like DevOps isn't that pervasive in this one practice way in the mainstream market. So also in the technology area, you know, another thing that you know, you always hear in a DevOps context is you should be doing continuous builds and continuous integration and continuous X if you will. So we wanted to know like what CI tools are you using, if any, and things are slightly better here, right? Like, so this is like CI products like Jenkins and Hudson and Bamboo and so forth and so on, right? And, but what is kind of shocking is not only like, you know, there's a bit of a pass for doing your own continuous integration. I mean, again, it's really like, why are you spending your time doing that when you could not and just get it off the shelf or off the web thing to do it? So there's a large chunk that isn't using a standard way of doing CI, but then there's these guys, like what are they doing? Like, let's account for margin of error and say like 30 to 35% of the people have no continuous anything, like they're just doing continuous fail essentially up here. Like, so like that's kind of shocking. And again, it gets to the immaturity of the mainstream DevOps market and all the potential to like start doing something, right? So it's almost as if like, it's not even the glass is half full, the glass is like almost empty when it comes to the full potential of this. So then wrapping up here, as I said, hell is other people, right? Like this is my new core thesis and outlook on life in general. But you guys are lovely, I enjoy talking with you. So we also ask in this survey, like what's holding you back from like filling that glass, if you will, right? Like, why are you not achieving your potential, you sad sacks of people? And these are canned responses we had so we kind of limited them, but it's interesting to file these, to categorize them and file them away in your head, right? So most of them, I would say the majority of them, I forget what the number is, I think I put it in my notes here to be handily referred to, but around 70% of it is basically people-based problems, right? So most of the things that are holding people back are caused by people. And in fact, when we look at our other surveys that ask about why are you not advancing in cloud more frequent, like faster, it's also non-IT issues, right? It's resistance to change, budgeting, like people don't wanna do new stuff, it's people, right? So here, you've got the old, this is like what DevOps is supposed to solve, right? The old wall of confusion, an inefficient process of handing off between development and test and security and all these guys. So that's still like a huge problem out there. And again, in this very selective selection of people who are supposed to be DevOps folks, if you will, in the mainstream. So it's still a problem for them.  But it is interesting that like skills are a real problem in this area, right?   Like it's a good like, you know, the gods of IT sort of like do that free will trick on you where they're like, well, you can commit infrastructure debt, good luck with that, right? Like I'm not gonna prevent you from doing it. And definitely like, there's all this complexity that you inherit by making shortcuts and changes and things. So that's definitely something holding people back. And then of course, there's the freaking product managers, right? Who are always like giving you new requirements midstream, right? Another thing that Agile and DevOps is supposed to address. But again, the summary is that when my sort of like fellow DevOps fans come up to me and like, hey, you gotta stop talking about tools. It's all about people. It's culture. Essentially, they're right, right? Like much of what you need to address are people and culture and process and change. And then you can bring in the tools, if you will. So to review our next steps, as I said. So essentially, what you wanna do in this environment, like as we were saying, you've got infrastructure complexity and things that may not work out. So if you wanna do DevOps and use computers to make the world a better place or make more money, you can choose which way. Essentially, you wanna segment out what you have. Like look at all the stuff you have, the projects, the existing things and segment it out and be like, this cluster of things, it's kind of a new application. It's not an old application. I could start applying cloud and DevOps to that. I'll be relatively secure with it. It's something that's doable and I'm not gonna get, it's not a quagmire, I'm gonna get stuck in. And then business-wise, it's very important to think about, don't just sort of like, spend your efforts on DevOps and new things on stuff that's not really differentiating to your business. And by differentiating, I mean, something that allows you to get more money from your customers or prevent them from leaving. Something that makes you different than other options that they have. We go to all like Michael Porter on what differentiation means, but who has the time for that? So you wanna pick something that's strategically valuable that's gonna help your business. And then also, based on the study and the stuff we were going over, like the, as the middle bullet points, the point of this, as the middle bullet point says, is that the usage of DevOps and also cloud is very early, right? Like it's not a done game and you shouldn't really feel too bad if you're not doing it yet, right? But it really is a good time to start POC-ing and trying things out.  Like you don't wanna be sitting here like two years from now and like, hmm, cloud, I haven't tried that out yet, right?  So, and to that end, like as with any engineering-led thing, it's nice to start with small things that you'll be successful at rather than picking a big thing that you're gonna fail at. Like that's not cool. So you definitely wanna try something that's like small instead of doing big problems and build up to larger problems, if you will. And like I said earlier, you need to know how good or bad you are so that when you start applying these things you can figure out if you've improved or not. Because it would be kind of absurd with that a year after doing DevOps, like if you didn't know if it was better or worse than when you didn't do DevOps.  Like it's clear that like the, you know, DevOps in my mind is sort of a continuation of agile and agility and getting the operations people more involved in this idea of everyone coming together and working better together. That's a lot of what agile addresses. And as you expand DevOps and cloud and agility and the rest of the company, the thing to keep in mind is the reason you're doing it is one, to reduce costs and also to increase speed, increase the release speed that you're having. And if you do just one of those, like if all you do is reduce costs and you're just virtualization, right? Which is great, but it kind of like runs its course. And then you're like, now everything's virtualized, now what do I do? But if you can target both of those, if you can both increase release speed, which means you get more features out to your customers and target more growth and it's cheaper, like that's a great combination of something to do. So when you're dealing with other people who are resistant to these things, tell them that like those are the points. Like tell them that, you know, it's worth their time to consider this because it's gonna be both cheaper and also better for the business. And to that end, one of the main things that I try to plot on about is, I don't think that the business, I'm sure that's a phrase you guys all use, like really expects much from us. Like they probably think IT is a waste of time and they're frustrating and like they're just the one that pop up windows and make it so that I can't like watch YouTube at work. Like IT is not a source of happiness for the business, right? And so as you get better and you can do great things with IT, you need to go back and engage with the business and be like, hey, you should ask more from me, right? Like I can do something, right? Like don't just outsource it or fire me and then do some shadow IT stuff. Like I could help you. Like I've improved, I don't drink as much anymore, right? And like essentially you have to reengage with them and train them to like ask for interesting things for you instead of just like managing your desktop unless that's what you like.  And as a bonus, I, you know, we had DevOps days Austin a little while ago and Andrew Schaefer gave like a great cultural talk, if you will. There's all sorts of talks about Samurais or Samurais and wooden swords and metal swords and all sorts of stuff like that. And then like you kind of look at it and it's like, well, what's going on here? But it's a good talk and overview of the cultural side of DevOps. So with that, you know, to leave you with something that's hopefully is slightly inspiring, right? Like I think it's pretty clear like looking to the stuff that there's strong business demand for software development and custom coding, if you will. And there's lots of opportunity to satisfy it, but we're very early in like taking advantage of the opportunity and tools. There's a lot of maturing that we have ahead of us, but you know, there's great opportunity out there if you want to be in IT. So good luck out there. And with that, thank you.


Memorister-based neural networks hold promise for neuromorphic computing, yet large-scale experimental execution remains difficult. Create a multi-layer Memorister Neural Network with Institute Machine Learning and achieve competitive image classification accuracy on a standard dataset. This article was authored by Ken Lee, Daniel Belkin, Yining Lee, and others.