And welcome back everybody. Jeff Frick here with theCUBE. We're in our Palo Alto studio for a CUBE conversation. It's really a great thing that we like to take advantage of a little less hectic than the show world. And we're right in the middle of all the shows is if you're paying attention. So we're happy to have a CUBE on my on. He's been on many, many times, Sargalize. Now the CEO of Teridian and Sar, welcome. I don't think we've talked to you since you've been in this new role. Yeah, it's been about a year I think. Been about a year. So give us kind of the update on Teridian. What's it all about? And really more importantly, what attracted you to the opportunity? Sure. First of all, great to be here. I don't know where John is. I'm looking for him. I mean, he ran away. Maybe he knew I was coming. Somewhere over the Atlantic, I think, at 35,000 feet. We'll have to follow up on that later. But hey, you're here. So, you know, Teridian, I mean, let's talk about maybe the challenge that Teridian is addressing first so people understand that, right? So if you look about what's going on these days, you know, with the advent of cloud and how people are really accessing stuff, you know, things have really moved in the past. Most of the important services people accessed were in the data center and were accessed through the LAN. So you could, you know, the enterprise had control over them. And, you know, if you wanted to access an app, if it didn't work, you know, somebody went and LAN played around with some Cisco router and things maybe got better. Right. But at least you had control. You had control. And if we look at what's happened over the last decade, but certainly in the last five years was SaaS and cloud, you know, stating the obvious more and more of your services now are actually being accessed through your LAN and in many cases, that actually means the internet itself. You know, if you're accessing Salesforce or Box or Ignite or any of these services. And the challenge with that is that that now means that a critical part of your user experience, you don't control that the vendor doesn't control because you can make the best SaaS up in the world. But, and those apps are increasingly very dynamic. So, you know, caching doesn't solve this problem. And the problem is now, okay, but I'm experiencing it over the internet. And while the internet is a great tool, obviously, it's not really built for reliability, consistency and consistent speed. You know, reality, right? If you look at the internet was designed, right?  That's what it was designed for, right? So the packet will get there, but the jitter and all these things may work. And so what happens is that now you have a consistency problem. Now, historically, you know, people will say, well, that's all been addressed through traditional caching. And that's true and caching still has its place. The reality is though that caching is more for, you know, stuff that doesn't change a lot. And now, of course, it's all very dynamic. You know, if you're uploading a file, that's not a caching activity. If you're doing something and Salesforce is very dynamic, it's not cast. And so at Teridian, we looked at this problem. Teridian's been around, I think about four years. I've been there for about a year. And we felt that the best way to solve this problem was actually to leverage some of the cloud technology that already exists to solve it. And so what we do actually is we build an overlay network on top of the public cloud surface area. So instead of traditionally the way people did things is they would build a network themselves. But today the public cloud guys obviously are spending gazillions of dollars building infrastructure, why not leverage it the same way that you don't buy CPUs, why buy, you know, routers. And what we do is we create a massive overlay network on demand on the public cloud surface area. And public cloud means not just Amazon or Google, but also people like Ali cloud, DigitalOcean, Vulture, any cloud provider really, some Russian cloud providers. And then we monitor the internet situations and then we build a fast path. If you think about it like it almost looked at ways, a fast path for your packets from wherever the customer is to your service, thereby dramatically increasing the speed, but also providing much higher reliability. So lots of thoughts. So I'm hearing you're right, you're leveraging the public cloud infrastructure. So they're pipes, if you will. And they're CPUs. And they're CPUs, but then you're putting basically waypoints on that packets journey to reroute to a different public cloud infrastructure for that next leg if that's more appropriate. Yeah, I mean basically what I'm doing is, I'm basically just saying, you know, if there's a, if your server's here, whether on a public cloud or somewhere else, it doesn't matter. And a customer is here, right? Through some redirection, I will create a router on a public cloud, so a soft router, somewhere close from a network perspective to the user and somewhere close to the server. And then between them, I'll create an overlay fast path. And then where it goes over, will be based on whatever the algorithm figures out. The way we know where to go over is we also have a sensor network distributed throughout the public cloud surface areas. And it's constantly creating a heat map of where there's capacity, where there's problems, where there's jitter, and then we'll create a fast path. Typically that fast path will give you, I mean one of the challenges, I'll give you an example, right? So let's say, you know, you're in Comcast and let's say you've got, I don't know, 40 meg, let's say, and your connection at home. Okay, and then you connect to some server and theoretically that server has much more, right? But reality is when you do that connection, it's not going to be 40 meg, it sometimes is 5 meg, okay? So we'll typically give you almost your full capacity that you have from your first provider all the way there by creating this fast path. So how does that compare, so we hear things about like direct connect, say between Equinix and Amazon, or a lot of peer-to-peer relationships that get set up. And so how does what you're doing kind of compare, contrast, play, compare to those solutions? Yeah, I mean direct connect is sort of a static connection or if you have an office and you want to have a direct connection. It has some, it's got advantages and it's useful in certain areas. Part of the challenge there is that first of all, it has a static capacity. It's static and it's got a certain capacity. What we do, because it's completely software oriented, is we'll create a connection and if you want more capacity, we'll just create more routers. So you can have as much capacity as you want from wherever you want. Where direct connect, you sort of say okay, I want this connection, this connection, this much capacity and it's static. So if you have something very static, then that may be a good solution for you, but if you're trying to reach people in other places and it's dynamic and also you want variable capacity. For example, let's say you say I want to pay for what I use, I don't want to pay for a line. Historically, when you're using these things, you say okay, if the maximum I may want is 40 meg, you say okay, give me a 40 meg line, that's expensive. But what if you say I want 40 meg only for a few hours a day, right? So in my case, you just say look, I want to do this many terabytes and if you want to do it at 40 meg, do it at 40 meg, it doesn't matter. So it's much more dynamic and this sort of lends itself more to the modern way of people thinking of things like the same way as you used to own a server and you had to buy the strongest server you needed for the end of the month because maybe the finance guys need to run something. Today you don't do that, right? You just go to public cloud and when it's the end of the month, you get more CPUs. We're the same thing. You just set a connection. If you need more capacity, then you'll get more capacity that you need.  You don't have to preconfigure any of this stuff. Right, right. So that's really where you make the comparison of kind of public cloud for networking because you guys are leveraging public cloud, infrastructure, your software based so that you can flex. You don't have your own mobile. It's completely elastic. Like I said, yeah, it's very similar. Our sort of view is the compute in the last decade, obviously compute has moved from a very static I own everything mode to let's use dynamic resources as much as possible. Of course, there's been a lot of advantages to that. Why wouldn't your connectivity, especially your connectivity outside going to, which is increasingly your connectivity, also use that paradigm? Why do you need to own all this stuff? Right, right. And as you said before we turn the cameras on, the value proposition to your customers where the people that basically run these big apps is the fact that they don't have to worry about that. But net net, it's just flat out faster to execute the simple operations like uploading or downloading something to box. Yeah, I mean, and yeah, and you think you mentioned box that they're one of our big customers. And you said we have a massive network. If you think about how much box uploads, I mean, on a given day, right? There's a lot of their traffic that goes to us. But yeah, if you think about these SaaS providers, I mean, they really need to focus on making their app as good as possible and advancing it and making it as sophisticated as possible. And so the problem is then there's this last edge, which is from their server all the way to the customer, that they don't really control. But that is really important to the customer experience, right? If you're trying to download something to box or trying to use some website and it's really slow, like your user experience is bad, it doesn't matter, it's internet's fault. You're still like as a customer. So this gives them control. They give us that ability. And then we have control of it. We can give it much faster speed. Typically in the U.S., it may be three to five times faster. If you're going outside the U.S., it could be much faster. Sometimes in China, we go 15 times faster. But also it's consistent. And if you have issues, we have a knock, we monitor, we can go look at it. If some customer says, I have a problem, right? We'll immediately be able to say, okay, here's the problem. Maybe there's a server issue and so forth, as opposed to them saying, I have a problem. And the SaaS vendor going, well, it's fine on our side. Right, right, right. So I'm curious on kind of your go-to-market, obviously said boxes is an example of a customer because you've got some other ones on the website. Who are these big application service providers? That term came up the other day, like flashback to 1998. I call them SaaS. No, it's funny. We were talking about the old days of ASP. To me, it's all the service guys. Right, so, but then are you, is your go-to-market thing going to also include going out directly through the public clouds in some of their exchanges so that basically I can just buy a faster throughput with the existing service? Or kind of where do you go from here? I imagine who doesn't want faster internet service period. Yeah, yeah, no, that's, so, you know, we started off going to the people who had the biggest challenge and easier to work with a small company, right? You're sort of, you want to work with a few big guys. They also help you design, you know, your solution, make sure it's good. If you can run boxes traffic or nice traffic, you can probably handle other things. Right. Or last year, for example, we are looking at potentially providing some of this service, for example, you know, we, if you're accessing S3, for example, we can access S3 at least three times faster. So we are looking potentially putting something on the web where you can just go to Amazon and sign up for that. The other thing that we're looking at, which is, you know, later in the year probably is that, you know, we have gotten a lot of requests from people that said, hey, you know, since the WAN is the new LAN, right? And they want to also improve, you know, try to use this technology for their enterprise WAN between brands' offices, you know, where SD-WAN is sort of playing today. We've gotten a lot of requests to leverage this technology also in SD-WAN. So we're also looking at how that could potentially play out because, again, people just say, look, why can't I use this for all my WAN connectivity? Why is it only for SaaS connectivity? Right, right. I mean, it makes sense. Again, who doesn't want it? The network never goes fast enough, right? Never, never, never. It's not, yeah.  What you find, you know, what people take for granted in the LAN, but it's sort of, they only notice it when now they're running over the WAN is that they want, you know, it's a business critical service. So you want it to be consistent.  It needs to be consistent. It can be like, one second it's great, next second it's bad, and you don't know why.  I'm just laughing. I'm thinking of our favorite Comcast here. They should, if they're not a customer, you need to get them on your list. So, you know, make some introduction. So, I think, you know, people take that for granted under LAN and then when they move to the cloud, they just assume that it's going to continue, but it doesn't actually work that way. And then they get people from brands offices complaining that they couldn't upload a doc or that Salesforce was slow and all these problems happen. And the bigger issue is not only is this a problem, you don't have control, right? You want to have, as a person providing a service, you want to have control all the way. So you can say, hey, yeah, I can see it. I'm fixing it for you here. I fixed it for you.  Yeah, it's just a funny thing that we see over and over and over where, you know, cutting edge and, you know, brand new, quickly becomes expected behavior very, very quickly. And, you know, the best delivery by the best service, suddenly you have an expectation that that's going to be consistent across all your experiences with all your apps. So you got to deliver that QoS. Yeah, and I think the other thing that we notice, of course, is because of the explosion of data, right? It's true that the internet capacity is growing, but data is growing faster because people want to do more because CPUs are stronger, your handset is stronger. And so so much of it is dynamic. Like I said before, historically, some of this was solved by just, let's cache everything. Right, right. But today, you know, everything is dynamic. It's bi-directional and the caching technology doesn't do that. It's not built for that. It's a different type of network. It's not built for this kind of capacity. And so as more and more stuff is dynamic, it becomes difficult to do these things. And that's really sort of where we play. And again, I think the key is that, you know, historically, you had to build everything, but the same way that you have all these SaaS providers, not building everything themselves, but just building the app and then running on top of the public cloud. The same thing is like, why would I go build a network when the public cloud is investing $100 billion a year and building massive infrastructure? Yeah, and they are big infrastructure. Well, Sar, thanks for giving us the update and stopping by and we will watch the story unfold. Great to be here. All right. And we'll send John a message. Yes, I'll have to track him down. All right. He's Sar, I'm Jeff, you're watching theCUBE. It's a CUBE conversation in our Palo Alto studio. Thanks for watching. We'll see you next time.


is just afternoon. Welcome to this webinar on shared services. My name is Joss Crease, I'm the chair of this session and I've been working with both EdgyServe and Socketim on a whole range of shared service issues based on the recent recent research. I'm shortly going to introduce my expert panel but just to kick off first of all delighted you could join us for what I think promised us to be quite an insightful view into shared services from the experts we've got on the panel. Many public service organisations are reviewing the part that shared services can play and indeed the role of technology within that. I think it's fair to say that in the past sharing was about a sort of a collaboration to stave. It was driven particularly by trying to be more efficient, more productive, sharing resources and sometimes there was only a fairly weak integration and collaboration often a little bit reluctant but I think we're now seeing a whole range of deeper and more complex models emerging with true partnerships from integrated digital platforms being shared to the full merging of councils. There are also though I think it's fair to say have been some casualties along the way and recent research from Socketim reveals what does and doesn't work in sharing. EdgyServe have been working with Socketim and have looked at the topic recently publishing research as well as a freely available tool called RASP which we'll hear about a little bit later on which helps with some of the due diligence planning around shared services. So to assess this rich opportunity of risk and change I'm delighted to welcome my expert set of panellists. First of all we have Ed Gazes, a leading voice and expert in shared services for dare I say many years and currently CIO and CDO for Camden, Haringey and Islington shared service. We also have Emma Marinos, director of modern eyes at Suddak borough council who've recently joined the Brent and Lewisham shared service. I've known Emma for a while she's an expert witness on sharing and one of the first to use the RASP tool in earnest. Also very pleased to welcome Max Salisbury he's the editor for the Socketim shared service research work and I've been very closely working with Max on that so delighted you could join us from Socketim Max and finally and certainly not least Natasha Venendal who is the lead for the EduServe executive briefing program. They've including the development of the RASP tool with Socketim and Natasha will be engineering today and contributing through the discussion I hope as well. So welcome to my panellists each of them are going to give their take for all of you who are listening in you should have the screen in front of you allowing you to ask questions so please don't be shy about this as we go through if you want to either raise a general point a general question or indeed wants to point a question at one of my panellists just type in as briefly as you can what you would like to ask and I will try and make sure that that gets answered and if we can't have for everything in the 45 minutes we will certainly be making a write up and there is a recording of the of the session so without more ado perhaps I could start by asking Ed to lead on his take on sharing and I know you've got a particular view about the role of trust in all of this Ed so over to you fantastic thank you Joss and hello everyone I guess diving straight into it and following on from the points that Joss has just made one of the things that I think sits at the heart of sharing services and doing that effectively is being explicit about the trade-off between the extent to which we trust people and the extent to which we are able to apologies Natasha if we can go back one slide the extent to which we trust people and the extent to which we're willing to give up some of our sovereign turf if you like so the slide in front of you shows a very simplistic kind of two-dimensional view of how with greater trust and a greater willingness to give up turf so we can get further away from simply co-existing and through to actually fully integrating our planning our funding and our decision-making around the shared services that we adopt or the sharing that we endeavor to do I think sitting within the same framework for me anyway is a key thing about trust and sharing inevitably mean compromise and sovereign organizations very often that there are kind of different views that we need to manage and get around and if we can find a way rather than having a crucial trade-off or or fun fight for something we can actually talk about sequencing stuff for example and show a shared progression that really helps us to do things together rather than apart so one of the things that falls quite neatly into this space for me is also how we can start to use this language to drive a shared strategy if you like and no point in the spectrum is right or wrong but actually what's crucial is that we see the further down the left we are the more opportunities there are to combine for example technology that the more limited the benefits are and then the further right we get the fewer opportunities there are for for that really deep kind of integration but the greater the opportunities are and I think if all of the stakeholders in a shared service have a shared understanding of just how much disruption and complexity they're willing to embark and face up to as part of their shared service so it's easier to build that shared understanding that trust and if you like almost set a pace that's based on kind of measured steps of getting to the place that we all want to be and very often I hear people talking as if they want the benefits of the kind of same service level of integration but actually are not willing to adopt the same platforms for example so I think this kind of framework this kind of language allows us to understand both the kind of level of trust that's required and also the kind of level of shared ambition that's needed to successfully deliver a shared service a strategy that sets out whether we're aiming for the same service the same instance the same infrastructure the same tech can be really helpful in forming that thinking and moving towards it in a common way thanks Ed that's very helpful indeed interesting point just one very quick question if I may on your previous slide where you start with a sort of coexist through to the deep integration perhaps Natasha you could move back one slide do you see that as a journey I mean do you see a need to start at the sort of coexist level and migrate at maybe at pace but migrate through or can you leap in if the trust is there at the higher end of that spectrum I think that's a really good question just I think there's I mean if I'm honest I think this is what the slide is trying to show is where we want to end up if you like and then so to your question is it possible to start at any point or do we have to work through the steps I think I personally believe it's possible to start at any point so I was having this conversation with some stakeholders the other day there are kind of two views on trust there's a view that says trust is earned and in order to show ourselves worthy we have to start to deliver and then build up that reputation and trust that allows us to move further down the right hand side of the slide yes there's another view that says there's a kind of parental trust model where actually we trust from the outset and yes that trust you know maintaining that trust has to be earned but we don't start off having to earn it at the get go and I think those different masks yeah those different kind of starting points are really key because if we see a shared service not as the formation of a new organization but actually of the as the coming together and creating a new thing that we share it's much more akin to parental trust and I think to make it compete in its infancy to make it earn its trust in its infancy is perhaps jeopardizing its ability to succeed I mean I think those are really interesting points and in terms of the practical application and managing the risks associated with that I mean you know if you if you misunderstand where you are on the trust spectrum and you jump in at the wrong level you're clearly going to have some risks which I think brings us on quite nicely Emma if I may bring you in at this point to your experience particularly around the due diligence I know you've used the rasp at all and perhaps you could you could give us your take on that yeah absolutely so we became part of the shared service of parental new issue on the 1st of November so it's very early days and for I think what was in common for both ourselves and new issue is that we've been outsourced for many many years so I think talking about trust I think that probably for both of our organizations I certainly can talk for some that there was a trust deficit in terms of IT's ability to deliver so there was very much of you to want to do something different to deliver are particularly keeping the lights on services using a different model so what we did very early on if just move on to the first slide is we had a workshop with very senior people in all three organizations and we both started to look at different parameters for the shared service really trying to understand where what are different points of you were and to see where our similarities are and where our differences are because I think that then enables the ability to not have assumed that people have got a certain point of view when we don't actually know so we individually went through this through these parameters and looked to see what we how we view this and so you know if we take take one take the last two we're converging we'll stay unique and so so what was our individual organizations point of view around that or where we want to grow or two or three partners is enough so we individually scored these and actually it was interesting because we were on most of these parameters pretty much in alignment there were a couple where we were different particularly around growth so that was really helpful so that we were starting this relationship with our eyes open so we and it was also I think the other thing to say I think emotions can run very high when you're talking about things like this because I think particularly depending whether you're the sharey or the share or depends where the power is and how much you want to be open about things and the way that this workshop was run it was done in a very non-defensive neutral way so people could be very open and honest which I think was really helpful so then we started to do the shared service still with due diligence and part of that so it was sort of a few months in by now it was in the summer of it's probably about the summer julyish time this year and very helpfully edu serve was we're developing the raft ready readiness assessments and what we did here was we got both southern and Brent because Brent's the lead authority to score where we were by answering a number of questions around all these different aspects of how ready we were for shared service and again even though we may have scores may have been different the pattern was pretty similar and the areas that really where we identified the gaps were really around not all the technical stuff not all the due diligence and all the contracts and all the estate review and it was all to do really around communications business buy-in political backing agreeing things like agreeing the principles that we were going to work for being a viral seller that branding the identity and what was really helpful for me was that the project team kind of I think it was probably a bit of a light bulb moment that there were certain gaps that we needed to fill in order for this to land smoothly as possible so we then we engaged someone someone to work with us around communication and engagement with the business and somebody dedicated on it really that was their sole purpose was to do that and that meant that all the kind of stakeholder management all of the mass communication because we were moving from a online only from a help desk which is online only rather than telephone we did a lot of road shows we did a survey we did a lot of engagement so come the 1st of November it very much people knew and understood why we were doing this and were open to the change so that's kind of the journey that we've been on around building trust and implementing a new shared service which as Ed has said it's a new it's a new organization we're very much describing it as being akin to an in-house service that is delivering to three local authorities so that we don't try and manage this contract and inverting commerce as if it's an outsourced contract because then it's not it's different and going through this process has helped us all within all three councils understand how we would work in a very different way than we have done in the past and I'll leave it at that yeah Emma thanks for that I mean that you know there's so much material here the bit about finding a way of safely rationalizing the the differences the issues you know whatever you want to call them so that you can have an objective conversation about them I think is really is really powerful as is the the point that I think you're raising that this has to be a partnership of of equals it's not you know the big selling to the small or anything else so I think that's really interesting any other comments from my panelists on on on either of those first two pitches no nothing nothing from me nothing from me just okay well what I'd like to do is just to introduce our last panelist max max you and I've been working together on quite a lot of analysis on the current state of shared services particularly around ICT absolutely so what I'd be interested to hear from you is a little bit about you know why why does Socketton think this matters what are you finding where are the lessons are there any things that that perhaps differ from or complement what you've heard from both Ed and from Emma here by the way if you're listening in please do give me questions okay yeah sure where to start the I was actually going to conclude the the little talk I was I've got with a list of things that we have trends that we've discovered and things that have surprised us I was going to leave that to the end so if you may I might do that you go through it you go through it in the way you've you've set it out yeah is that is that okay it's just that it's it ties into that at the end which and I think it's a it's a kind of it's a nice conclusion so if I can I'll I'll go through it now if that's all right from the start yeah everybody happy with that I'm so I hope everybody can hello everybody I hope you can hear me okay I'm getting a few issues here myself I'm hoping you can you can all hear everything clearly but I've got a bit of drop out but anyhow yeah hi thanks for listening today yeah I'm Max from Socketton so I'm just going to go through I've got a few slides here I'm just going to go through this little piece I've got so first of all 2011 we published an in-depth 60 page report called successful sharing a practical guide for local public services which looked at the state of shared services service leaders at that time we use six contrasting case studies isn't it that followed our seminal work planting the flag a strategy for ICT enabled public services reform in which we advocated shared services as one of six strategic capabilities needed to make reform of local public services a reality so these are some of the opportunities to develop shared services we identified ICT infrastructure so that'd be public service networks and data centers for example and associated services which could be aggregated and managed by fewer organizations so pretty clearly really senior professionals managing and running in running ICT infrastructure and support desks and specialist technical support which could also be shared we identified that ICT could be put in place to enable organizational change information sharing and integration such as with health and social care and then capabilities and leadership governance strategic commission in supplier management and professionalism which could also be shared since then we've developed a rationale for delivering better outcomes by simplifying services standardizing processes and sharing solutions so I'm going to cover the help of these slides it is hopefully it won't go on too much not going to be quite brief I'm going to cover the purpose and scope of our shared services research and the published material the audiences we are trying to reach and the key insights from our research and at the end as well before my conclusions actually not quite at the end I'll share some thoughts about the importance of the role of the CIO and the head of ITT in developing and implementing shared service arrangements so let's if I start with purpose and scope we wanted to build a strong evidence base knowing what I sophisticated knowing that a sophisticated and varied range of different shared service management had been evolving in the places served by local governments and their partner and local public service organizations so we're going to use that evidence base in two ways firstly we're going to increase our influence and voice with local and national policy makers about the progress being made and secondly we're going to provide practical guidance to those on the ground seeking to implement shared service arrangements so we're on the right slide here that'll do so audiences we've got four audiences in mind we've got our soccer team corporate members and informed subscribers we've got service heads so for example heads of planning housing or social care and so on C-suite that is chief executives directors council leaders and cabinet members and then finally health and social care so those leaving that implementing integration of services and localities beyond all this we're looking at those involved in policy making and implementation at the national level so that'll be the DCLG cabinet office and the LGA and so on so here are some key insights I think I need the next slide here she's got to click it on yeah that's actually that's yeah that's our list of our guides that are coming out which I'll talk to you briefly about in a minute as well so trust that's being open coming to a common understanding about the strengths and weaknesses of different organizations the RAST tool which we've already discussed can help enormously at that discovery stage adaptability is being open to inevitable changes that will be faced along the way people organizations processes technology priorities and all these things change and then finally outcomes and that's keeping focused on what it is you're trying to deliver and what matters in your place in your communities with your people okay so there we are with some key insights and then the last slide should be here which is the role of the CIO our evidence confirms that the CIO chief information officer has a crucial role to play in delivering the transformational change in localities so in the modern world digitalities intrinsic part of anything that we do but it is not and should never be ended itself different places demographics geographies histories socio-economic conditions and so on prioritize different outcomes and different solutions and so it's really important that we simplify services standardize processes and share common solutions so the CIO has a multifaceted role to play as a servant leader and a tentative collaborator that is listening here in enacting a conductor a broker a facilitator an enabler a regulator of standards and a protector that is and that's covering really important areas such as cyber resilience ethics and of course the coming GDPR okay so I'd just like to wrap it up now I hope I haven't gone too much with a couple of a few things that we've observed that have become themes over the last five years in your shared services and that is that most councils are now engaged in some form of shared service model many of the shared services have failed entirely or failed to scale up cloud service models are disrupting traditional outsourcing and insourcing well many others have grown to substantial size so some shared services have really taken off shared services have increasingly crossing sector boundaries in smart places so that's worth thinking about with the development areas smart places different models of sharing have emerged so there's no single right basis for sharing which is again I think very important and sharing models have had to become more flexible to adapt and survive pretty pretty clearly and this is again important some of the early reasons for sharing which were normally usually driven by economic considerations have proved were proved to be wrong so that's something else that we've we've observed yeah I did say that was a summary I did want to say in the final summary we are at the moment producing nine separate guides to shared services the first one went out last week the second is going out tomorrow there's going to be nine over the coming months which covers of works that what joss was alluding to at the start of this it's he's been working very closely with us on that so there you are there's that's my contribution thank you max thank you for that that's great and you know it's interesting to see this scale and reach of the work that you're doing which I do think corroborates with the sort of experience that both both Ed and Emma have talked about yeah we've just got that rasp the readiness assessment for shared services program the summary of that tool on the screen you can see now so basically you go through an assessment a self-assessment that looks at where you are on each of these five areas and there are descriptions it's an automated tool so there are descriptions you can go through to to sense check where you are and I think I know some organizations do this privately just in order to feel confident in order to then do it more publicly with their with their partners Natasha is anything you wanted to add about the the the rasp tool it's available free to use and I will send a link around with the video from this webinar so that everyone can can easily access that and also more feedback I guess and may I just add because we have used it that it is actually very straightforward to use and you can use it at any point of either thinking about shared service when you're in the middle of a shared service you're a mature shared service I think it's a really good temperature gauge at any point great just before we move on to some some other questions that I think people are raising and I've certainly got in my mind but max just before we conclude you made the important point about the role of the CIO or IT and I think there's something about leadership CIO IT management leadership in this but there's also something about the role of technology you know maybe providing a neutral space such as the cloud platform or or or maybe an alternative to outsourcing as we heard from Emma but but it seems to me that some organizations don't don't really recognize this they don't see IT is any more than a toolkit and certainly some ICT leaders perhaps struggles a step up to the plate I just wondered whether you'd got a view on you know how how we can support CEO leadership's leadership and get that message across that it's it's not just about bits of technology it's about the contribution that open platforms can make to this yeah I think um it's from what I've picked up so far in my admittedly short the message which needs to be pushed through is that this stuff this this technology and these roles are they're not actually say they're not just there as a talk it as as support they're absolutely integral to the way organizations whether they're private or public are moving forward in the world now that they cannot tease them about this technology it just doesn't work anymore like that clearly which has been the case for a long time and I think that the way to to get this message across is certainly the work that we do the with the experts we work with to write our briefings is to get that message across in a way that is that is clear to understand clearly understood by people from outside of ICT but still decision makers all the same people that affect have an effect on how ICT develops and it's about getting that getting that message clearly across in a way that is in this list the audience is we're looking at we're looking at people way beyond IT we're looking at heads of services and beyond that we're looking at decision policymakers at a government national government level I think that's that's certainly what we're what we're aiming at here great thanks thanks for that so perhaps if I can come back to Emma and Ed now want to just touch a little bit on some of the barriers and issues at a practical level that you've seen so you know you've each been through this on a number of occasions you've used some of the tools and techniques you've talked I mean Emma talked a little bit about communications we've not yet talked about politics either with a small or the needs to involve politicians and Ed I was wondering if we start with you your views on some of the obstacles on the challenges along the way here that perhaps we need to be honest about sure I mean I guess just I think yeah I think it was Emma who used the word relationship first but the relationships are really key and as I look at the RASP tool which I think is great and I think it does cover a lot of the you know foundations that underpin a shared service and I think it's almost in my head anyway the levels zero through five correspond to the kind of coexistence combined etc as I would see it so there's something about shared service doesn't mean one thing it means different things having an aligned expectation is important but actually over and above all of that most often used or abused an allergy that I that I pick up on is it's like a marriage and fundamentally you know you can agree all the detail but if you're not getting on you're not getting on and I think there's something in there about expectation there is something about politics my experience in tri borough was that when the politics changed so the relationships changed and I think one of the learnings I took away from that process is simply continuing to focus on the financial benefits was insufficient to rebuild relationships and so you know I'm sure for Emma it'll be even more interesting because she's joining effectively an existing shared service but it's important to create an ongoing sense of you know at the very minimum common understanding of who has what privileges in the relationship but probably a sense of equity for all partners and I think it's in our peril that we forget the need to keep investing in those relationships that both enable us to succeed but also enable us to progress along the journey so that's for me that's the biggest one okay I mean Emma anything to add to that I mean I agree in support what Ed has said it is absolutely vital without being able to work through difficulties and conflict which there will be because you know working in local authorities you've got 600 different services you've got many many heads of service you've got many directors who all have got a very strong view whether that's you know they can do this on their iPad at home so why can't I do it in the office through to wanting to fundamentally change how their own service is delivered using digital technology and everything in between so everyone's got a view and it's our job to navigate that and make sense of it so that progress can be made and it can be done in a way that is constructive and not destructive I think that I mean we're in very early days it's you know first of November we went live but we are even in the early days where we're not happy about things between any of us we are having very very regular meetings and conversations so that we're working through those things now and where there are differences of opinion some of those are they're good and right and proper because I have to that often become something better but it's not done in a destructive way so I think behaviors are really really key and it's not something that you ever there you know using ed's analogy you know you've got to keep working at the marriage you're not it's not going to be right we can wrestle on law it's all fine now it's it's a working progress at all times but I think as time goes on and maturity improves the level of maturity improves you've got more you've got stronger foundations so when those difficulties come up you've got a stronger foundation to kind of absorb things as they come up because it's very you know for all of us in local government it's very very stressful and demanding jobs and roles with people under a lot of pressure and we're there to help people really in those situations that's all I'd like to add yes I think it's a good point and I've certainly seen the shared service agenda being a sort of an additional burden that we just that we just take on rather than treating it as a you know a major change commitment in itself I mean Ed I think you wanted to come back didn't you on that point yeah I mean I just want to build on to some of so some of the other key things I think the yeah and I again I I don't know whether it was Max or Emma but talked about this notion of partnership and you know this being shared services being something we all own and one of the things that I think is really important in that is if we look at the kind of behaviors that sits behind a service that we all own whether it's shared or sovereign it's really important that there be advocacy for the service and I think there's a real risk and and it's a it's a tight balance to get right because obviously you know as as the supplier of those digital and IT services to the organizations and the boroughs we need to be clear on what our promise and our commitment is but we also don't want to be too prescriptive else we fall into the trap of being a supplier if you like in in the kind of commercial sense so it's quite important to to have a clear understanding of what we'll deliver to have some flexibility around changing that that's perhaps more agile than a contracted partner with a with a big C but also to have advocacy within each of the councils that means that you know myself for Emma or other shared service leads on having to run around and pretend that we're sovereign to each or the time because we don't magically have three times as many hours in a week so I think that that behavior relationship advocacy point is the other one that the me feels really key in in creating something that is better than simply the economy of scale that you get from buying through a kind of shared procurement initiative or by being part of you know a code sharing club it's something about being that trusted partner and I'd underline both trusted and partner who has the ability to influence the thinking within the organization but also the kind of relationships that mean that people are willing to listen if that makes sense yeah I mean it does but what about the political agenda so you know I think in the past many shared services have been initiated by IT leaders CIOs in organizations especially around you know sharing technology infrastructure and and we haven't necessarily seen politicians very closely involved from the outset but I wonder given the nature of the sharing that Max was describing that where we're seeing some truly deep integration of services with a real long-term commitment joint commitment and partnership as you say it should we be involving our politicians more right from the outset to get that that level of trust understanding and support when things do go a little bit you know tough which they inevitably will on this sort of thing Emma then Max and sorry Emma then Ed and then perhaps Max you might want to observe on that one yes please I think I think I can speak for obviously for the Southern Brent Lewisham shared service so the there was a lot of political alignment between those three boroughs um so I think that start off with um kind of gave this legs if you like that there was a real commitment from all three politics three sets of politicians so that was really good I think what's what we've done here is that we however have retained sovereignty around our IT and digital strategy recognising that the three boroughs have got different priorities and different cultures so that we're not aligning everything that we do so it's the same that we are recognising that we are different and that where it makes sense to share um whatever that might mean um whether that's between two of the three or three of the three or not at all that's what we would do from a kind of digital transformation aspect so we we haven't if you like um we haven't we haven't decided to go for sharing deeply on everything which I think is quite practical it does make it does make sense so presumably Emma you have to also avoid the situation where you know and I've seen this before each individual partner says well I would like a service handcrafted about our local needs and priorities it looked different from all the services that the other partners are going to have but that that's what we want and then we're on board how do you how do you avoid that sort of customization um well I think the three partners so far again are very sort of coming culturally if you like come from the let's do what works rather than trying to reinvent the wheel and I'm not just talking about IT and digital teams here I'm talking about service heads of service um you know I think some of this is to be tested if I'm honest as we go forward and we will have to take things on a case by case basis I mean I think that will there will be a um a desire to customize I'm sure because you know even within one authority people don't want to share they want their own specific thing that's for them only let alone when it's with three other you know two other local authorities but I think even though coming together in a shared service efficiency is still there as a driver for change and will continue to be for all of us um in the public sector for for time time to come and certainly within my own local authority people are looking to us to guide them about what's the best solution um so it's too early really to say how it will unfold over the next few months but I think coming back to trust we if we start delivering things which we will that make sense are better and save money then why wouldn't you want to do that which brings me nicely on to um the the sort of positive side of sharing one of the things max that I've I've seen in the work that Socrates have been doing is that the drivers and the benefits are much more as I've said in my sort of opening comments than just just achieving greater productivity and um and efficiency which is where we were you know probably seven to ten years ago when shared services suddenly became a big a big deal so you know can I take your your your view on this especially around whether sharing can for example stimulate innovation and new ways of working yeah um from again we are we're a reasonably early stage of um of publishing but putting together our nine reports so I'm still going through a great deal of work on it and I'm still talking to councils and shared services but the the again there are not every story is a success story but amongst the success stories there are the definite indications that the the shared service itself has has led leading to innovation and to new ideas I mean just to just to quickly tie it back Jocelyn if you don't mind to what you asked me a couple of minutes ago about the about politicians about bringing MPs into this and how this ties together I think that it's that it's absolutely crucial that um that the the level of interest is at that is at that level at the MP level because let's face it when it was when outsourcing was the was the big thing um that was that was politically driven that that was that was a that was something that was very important for councils to apparently be doing to be to be looking to be bringing in private companies to to take over the services I think that now things have changed so much with austerity um that everything now is about saving obviously so shared services offer that the outlet now the the idea that an MP or MPs might not might only be dimly aware if at all of um of their um shared services in their constituencies that would I think that would be pretty a pretty bleak situation that was okay something they actually need to know that at the very least they need to be involved because just thinking here in Northamptonshire and again I I don't know I don't know enough to know how practical this is if it's actually going to happen but a lot of the talk is is that the the six borough councils in Northamptonshire will possibly be dissolved and the county council will take control of all services as a I guess as a as a um as a money-making system which you could argue is going to be the ultimate in shared services that it's going to come in house into one super council which is the ultimate progression but if that's a sort of that if these kind of um if these kind of potentialities are on the cards issue changes and shared services which is saying look oh you know at its basics we do this you do that we're not in competition one another let's share it we'll both save money and we're in a vape um I think sorry Josh carry on no I was going to say no we're sort of beginning to draw to a close on this but I think you know the interesting point is and and certainly the the research I think max that you were referring to from Socrates indicates quite a wide range of drivers now for sharing including you know things like standardization removing duplication bringing together capacity and skills that will make a big big difference so are there any final very very brief comments from Ed or Emma on that we've got a about 60 seconds before we we close this one one down nothing from me Ed any observations yeah I mean my my key perspective Josh is I think of course the politicians have to be involved and in practice I think most of the time that means um you know cabinet members and and in some cases back benches I think they can be huge advocates but I I think and this is to that kind of innovation or shared learning if you like often seeing the way others have solved the problems that we all face is the starting point to innovating and thinking differently it comes back to trust you've kind of got to be willing to share you know the good and the bad yeah but if you can do that I think we can move conversations away from you know how do we get the throughput from x to x plus three and actually say how could we do this differently and I think if nothing else a shared service creates an opportunity to bring those stakeholders together to have those kind of slightly more open-minded conversations which is a great point awesome which is a great and positive point to to finish on and that certainly I think corresponds with what each of you have been saying this afternoon on this point I want to thank my panelists Ed, Emma, Natasha and Max thank you very much for taking the time to be with us on this webinar I think it's been a very interesting discussion there is a lot of material available for those of you who have been online the rasp is freely available the socket in research will be coming out we'll be writing this up there is a clear role for technology and technologies to pay a part in this but what we've seen this morning is that there is a new approach emerging for many shared services that recognizes both the wide range of opportunities as well as the need to support diversity from public service organizations so thank you all very much for joining us and I hope you'll join us on a future edgyserv webinar thank you very much thank you


This 2015 Ram 1500 Crew Cab Short Box Rebel is stock number 12291Z. We are here at Summit Automotive in Fond du Lac, Wisconsin. You're new and used light-duty truck and Ram headquarters this 2015 Ram 1500 has the 5.7 liter V8 Hemi engine. This truck has been fully-safetyed and inspected by our service shop. Because a fresh oil and filter change, all the fluids have been checked and topped off. And this truck is 100% ready to go. We're going to go inside, outside, around, start the engine up, check under the hood in this video.  We shoot all of our videos in 1080p, 60 frames per second. So if you have HD capabilities on your computer, tablet, smartphone, or television, I highly recommend turning them on right now because it is your best way to check out the quality, condition, and options of the truck before seeing it in person. This one has the 17-inch painted and polished aluminum rims that come with the Rebel package. It has Open Country Toyo AT tires. These are LT285 70R17s. They have right around half the tread left, maybe just a little bit under. Frame and underbody is in nice shape. It does have the four-corner air suspension on it. Front fender is in excellent condition. I didn't see any dents or dings in there. It does come with the projector lamp headlamps, LED running lights, and the LED fog lights. Front bumper is in really nice shape. It does have this powder-coated finish to the front bumper, and that's in nice shape. You get the Rebel grille, and the hood is in pretty nice shape as well. I didn't see any major dents or dings. Passengers side front fender looks good, and the passengers side rim in nice shape. It does have one little scuff right there, but it is a used truck. As you go down this side, the truck takes note of how clean the body is, how reflective and mirror-like that paint is. We take these HD videos, so if you're far away, or even if you're close by and just can't make the trip down, but you're still interested in purchasing the truck, you can see the truck here, the truck end of confidence in the vehicle that you're looking at before you even get here, so when you do get here, there's absolutely no surprises. You can make a smart and informed buying decision from wherever you're at. If the video helps you make that decision, let your salesman know that you saw the video that it helped you out and that Brett sent you. The back rim is in nice shape as well, and the back tires have just about as much tread as the front tires. It does come with the plastic wheel well liners, which keeps your frame and underbody looking good. And that's all in really nice shape. Cab corners and lower rockers all look really good as well. It does come with the factory black step bars, pretty nice shape, maybe one little scuff on that back there. It does have the ram box, which is a really nice feature. Definitely extra lockable storage on your truck is always a nice thing, and it has drain holes down there so you can put ice and drinks in here, and then it's like you have a portable cooler everywhere you go. And you actually have two portable coolers because you have one on the driver's side too. Coming around to the back of the vehicle, you get that powder coated rear bumper, backup parking sensors, chrome tip, dual rear exhaust, full towing package, which includes the receiver hitch four pin and seven pin wiring, and the tailgate is in excellent condition. Notice you get the ram stamp logo right there, as well as the rebel and four by four logo. They're all blacked out. You get the cargo management system with the four tie down cleats, and you get the spray and bed liner. The bed itself is in excellent condition. Tailgate shuts nice and solidly, and as you go down the driver's side, it's just as clean as that passenger's side. New denser dings in the box. And for full disclosure, this back room is in pretty nice shape as well. Down the rest of the side of the truck, doors look really good. It does have the heated power mirrors, built in directional signals. Inside, the rebel package gives you the really cool interior, the black and red. It's kind of like a rubber almost material. No rips or tears, but then you get the tire tread pattern in the seats, which is really cool as well. And once again, no rips or tears in there. You get the rebel stitched into the bolster there, driver's side lumbar. You get the factory all-weather floor mats with the red ram logo, auto headlamps, power windows, power locks, and power mirrors. You get that red trim and that rubber insert on the bolster there. We'll hop inside and we'll turn the ignition on in just a second. We'll dim it down there. You get the rebel animation at the beginning there. Digital speedometer compass, outside temp display, time range to empty. You can change those to read whatever you want on that 7-inch LCD display. You also have all the red trim with the rebel instrument cluster. That instrument cluster is very nice and clean. You get the heated leather wrap steering wheel, cruise controls and gear selector on the right, Bluetooth and information center controls on the left, and audio controls in the back of the steering wheel. You get the red stitching on there. This one comes with the 8.4 3C radio. It does have the AM, FMN, Sirius XM radio capabilities. And you can see it does have the factory navigation system on it as well. You also have your heated seats and heated steering wheel controls. It's also where your backup camera shows up. I think it has a backup camera. We'll double check that in a second. 8-speed automatic transmission, push button, four-wheel drive. You have your four-corner air suspension so you can actually raise the truck, lower the truck, and all that cool stuff right there. You can't do it with the doors open though. Heated seats and heated steering wheel buttons.  You can turn those off and on. A 115-volt, 150-watt plug-in, passenger side floor mat and seat are in excellent condition. No rips or tears on there. You get that same cool tire tread pattern on the seat. And the headliner is in nice shape. This one has the Alpine Premium sound system so you get those speakers in the ceiling. Power slide and rear window button. Home link buttons for your garage door security systems and lighting systems. And 911 and assist buttons in that rear view mirror. There's your Alpine logo so you know that it does have the Alpine Premium sound system. We'll take a quick look at the back seats and then we'll start it up and take a look under the hood. Back seats are just as nice as front seats, no rips or tears back here. It does have the latch-child safety system for any child car seats you may have. Power sliding rear window with the built-in rear defrost. These seats fold up for extra storage. You get a load floor which is really nice.  Or if you got pets put both sides down. They get a nice flat place to lay and you get in-floor storage underneath. I mean you get in-floor storage right here as well with removable containers for easy cleaning. You can put ice and drinks in there.  But very nice and clean back here that the child safety locks on the back doors. Bottoms of the doors are all in really nice condition. We'll start it up and take a look under the hood. Starts right up. No check engine lights or anything like that. Now this one does have the HID headlamps, the LED running lights and the LED fog lamps. So nice and bright front end. I would personally like to thank you for checking out the video today. And hopefully from this HD video you'll have been able to verify the quality and condition of this truck inside. Under the hood we have the 5.7L V8 Hemi engine. Engine bay is very clean, runs very smooth. Once again this truck has been fully safe and inspected by our service shop has a fresh oil and filter change. All the fluids have been checked and topped off and this truck is 100% ready to go. There is your emissions sticker. And to see more pictures of this truck or one of our other 450 new and used cars, trucks, SUVs, minivans, Wranglers, half tons, three quarter tons, one tons. You name it we got to go to that website right there www.summitauto.com Full pictures and descriptions of every single vehicle from two locations all at summitauto.com. And if you'd like to check out more HD videos you can go to youtube.com.com. Remember to like, subscribe and share on this video and all the videos that you see there. Click the bell notifications you'll get updates on the videos we do each and every day here at Summit Auto. In fact in a second you'll see a link to subscribe to our YouTube channel on the upper left. Link to more Ram 1500 truck videos like this one on the upper right. A link to this vehicle on our website on the lower left and a link to one of our latest YouTube videos in the lower right. Click those check us out and we really look forward to helping you with this super clean 2015 Ram 1500 crew cab, short box, ram box, rebel and bright white over black. Thanks again for checking out the video remember to like, subscribe and share.


We'll be watching unfold throughout the day as will mark Bailey from fig securities Bonds in focus global bonds posting their biggest loss In a quarter century over the past two weeks. So what we should we be watching in the week ahead? Mark welcome to the program Simply put are we in a bond bear market? Uh, good morning and dean I I don't think so I mean I think in terms of where we are and where we have been if you look at the You know 30 year run that we've had in bonds. It's been absolutely exceptional Now is that over difficult to tell? I still think that the the fed is going to find it incredibly difficult to to hike rates next year I know there's always talk about inflation coming back But I just don't think that will actually come through as we talked about last week And as you rightly point out, yes, it's been the the global bond routes, you know over the last two weeks But let's not forget the that's the bonds in the global index have only lost four percent Four percent and that and that's it, you know if you want to take an extreme in terms of the u.s. Treasury 30 year That's lost six percent over the last two weeks So, you know in terms of you know the bonds in people's portfolios and the job that they do in terms of defensiveness They they're still there and they can still protect to the downside Yeah, and I'm sorry and just to continue to do there's also different ways in terms of bonds And people get confused with government bonds and we've been pushing, you know, maybe higher yielding Shorter dated floating rate corporate bonds as well as another way to protect investors portfolios in bonds From this potential kind of upswinging yields that is likely to continue especially in the long end So bond markets and currencies in emerging markets So even Mexico, brazil russia and other countries have been sold off along with u.s. Treasuries In the wake of the election emerging market debt Ranked first last week in outflows as a percentage of assets under management So what does it tell us some of the moves that we're seeing in particular in emerging markets? I mean is that a red flag? I think that's that that's very specific to the potential for trump's trade policies and the impact or potential impact On the smaller emerging market economies and their export markets, you know If if basically the u.s. Does kind of clamp down on imports and global trade and trump is very focused on making sure us produces us products Creating us jobs at the detriment to the global economy Then that then those are the types of sectors those are types of countries that will be more impacted now where that comes through We're still in debate. He's still kind of forming his government informing his cabinet. He's in a sanctum And we'll get those details over the next couple of weeks, but in terms of You know being able to protect investors from those types of moves Then, you know, probably the higher yielding kind of sub-investment grade Corporate issuers out of europe or the states or you know those unrated issuers out out of australia Will still offer incredible value and will be to a large part fairly insulated from potential moves in the trump administration as he goes forward, whether it's trade or currency or or whichever Kind of can fear he is in the markets at the moment. So those types of due restrictions I think have the opportunity to benefit in certain sectors as well in the states You know, we've seen kind of the prison sector in the states Do incredibly well because clinton hasn't got in and was going to kind of reform the private sector there. So there's Very specific sector Requirements that are dependent on, you know, trump's policies going forward and what he actually does Okay, so I understand then that you know, it's very specific when you're talking about different parts of the market But there are You know those out there and very very vocal people who are saying that there is a great rotation from bonds to stocks Happening now and that includes the chief global equity strategist at jeffreys or do you have to you know? Is he talking up his own book essentially? I mean, I think you always have to look at the potential conflicts and potential where the person is standing In terms of you know, that switch into equities I mean, I would potentially argue is now a great time to go in equity into equities You've got rate potentially rates rising and if that happens and it obviously impact some of the defensive infrastructure tight assets that are largely valued on discounted cash flows of of the Risk-free rate and in terms of where equities are in terms of valuations, you know We had the some u.s. Markets hit in all-time record highs last week You know the price earning ratios are at Pretty high levels, but you're seeing corporate profitability and industrial production Continuing to fall over the last two or three years. So what is driving the valuations in equity? So, you know given where we are in the credit cycle, which normally takes seven or eight years to go through And currently, you know, if you think we bust in 2008 2009 we're getting towards the end Then you know potentially that equities and credit markets do deteriorate At the same time then the deterioration is likely to be significantly more severe in equities Than bonds and I would argue actually now is a time to move into a more defensive asset class in terms of bonds Yes, granted in terms of some of the longer dated bond issues You will suffer some capital losses, but if you move into the shorter dated higher yielding bonds Um, you know or some floating rate notes, then you are protected from any potential higher rates coming through So I would actually probably argue now is probably the time to do the complete opposite and move from more Equities to bonds and yes, you can argue I'm arguing my position at at fig in terms of you know, where we are in the Cycle and what fig does have to offer? But you know, I strongly believe that that's probably the the positioning that the Investors should be taken and let's not forget in in australia australians are so far Um, you know in in love with equities that they're they're bonds and bills Asset allocation in terms of their super fund on average is eight percent Which is the lowest in any OECD country with only Career and poll and slightly higher and then you've got finland over 30 in terms of allocations to bonds and bills So, you know at the moment. I think you know moving into equities is is complete the wrong move Especially for the average australian investor. Okay. Well caveat. You are working for fig securities But before we let you go mark, um, I have to get your thoughts on what's happening in europe We have angla merkel confirming that she will be running again next year And she is really billing herself as a beacon of stability In a very uncertain world and in particular with a lot of uncertainty in europe as well Now we have the italian referendum happening on december 4th. That is going to start Occupying more and more of our time and attention If the italian referendum is a fail for renzi Does that throw the whole? Prospect of europe up in the air once again. Is that really a death now potentially for the eu? I I don't think that's specifically I think it means again more uncertainty for italy, which i guess in in that instance is is nothing new I mean what they're trying to do is trying to get a bit more stability in terms of the government Which we know changes very frequently But you know the the proponents against others saying well look it makes the incumbent parties the major party is too dominant Too powerful so there's arguments to both sides But you know renzi said if he doesn't get the vote in his favor he will resign It'd be very difficult for them to form government so again He does throw italy probably Again into some kind of election cycle again But there's you know, there's also interesting elections that we've seen taking place in in france in april may this year and at the moment Yeah, you'll see some Opinion polls with the national front leader marion le pen out in front Now it's really important that investors Don't actually think that she's the leading candidate because that some of those polls are without the republican candidates Which is likely to be alan jubb In terms of the opinion polls and when he's actually included she's in second place, but she's likely to be In through to the second round if it does go to a second round vote So but this this moves the right wing as we've seen with the brexit and the trump Kind of wins there for kind of the right wing the change party the andy establishment parties That is going to continue to sweep through europe And I think we'll likely to see that probably In demonstrated in germany, you know where against murkel, you know, you've you've got the afd You know alternative for deutschland kind of riding fairly high in opinion polls I think it's number three from a fairly late start in terms of being a new party So that's that swing and I think it's going to lead to more volatility Especially in europe but more more globally and let's not forget that, you know Talking about europe we're kind of ignoring the the bad bank situation Which is likely to Hopefully have some kind of resolution this week with a bad bank set up for monty de pasque to sienna And then also obviously the the Issues that we've had about deutscher bank and its capital levels over laska a couple of months as well So, you know, I think there's going to be additional volatility Which unfortunately mario drage and the ecb are going to have to deal with and try to Continue to stimulate stimulate europe and that's what they've said the we're going to do on friday as well So again, you know europe is a key risk Key political risk out there, especially moving into next year and you know additional elections Which could throw investors out. So I guess in a more volatile environment again, you know investors should be assessing their risk portfolios and risk profiles and potentially moving a bit more defensively Into into those asset classes that can offer some good downside protection. Okay Mark Bailey. Thank you covered a lot of ground. Appreciate it. Thanks Dean. How are you there from fixed securities taking a short break when we return Deloitte forecasting a 24


Let's go, let's go, let's go! Hey, George, stop! Let's go, let's go. Let's go, Micah. I saw you for the first time! Look away, me!


So, as we look to the future, we must continue to identify and counter-enduring drivers that are sustaining terrorist resilience and regeneration. And one of those key drivers is what Lee and Tom have focused on with the task force on extremism in fragile states, the weak or non-existent government and governance in fragile and failing states and its socioeconomic consequences. All of the terrorist groups I have referenced are working to expand their influence in unstable regions. They are exploiting degraded local security conditions in pursuit of safe haven, in pursuit of resources or recruits. These activities remind us of the importance of using non-military levers, including economic assistance and humanitarian aid, to counter terrorist influence and undermine their presence. And thus, the Bipartisan Policy Center's work and the Institute's peace work to study these dynamics and identify elements of a preventive strategy is instructive to our long-term counter-terrorism efforts. While we must maintain our CT pressure, it will be our efforts to address the underlying drivers of terrorism that will ultimately yield success in this generational struggle.


We start hearing noises. Well, at the submarine base where I was going to Cookton Bakers School, it's blocked off. You can't see Battleship Row, but I saw smoke and noise coming out of there, so I ran down to the fleet landing, and I could see. I saw something I didn't understand what it could be, and it was the Oklahoma that already rolled over, and we saw the bottom of the Oklahoma, and we didn't, you know, I didn't think it was the Oklahoma. But just about that time, then there was a tremendous explosion, and of course that was when the Arizona blew up.


Through ITUR, hundreds of experts from around the world study such topics as broadcasting, emergency communications and navigation by ships and planes. You are safer in the air or at sea because of the work of ITUR. ITUR's technical standards include the widely used IMT-2000 or 3G for mobile communications, with IMT advanced for the next generation. World conferences make sure that the use of radio frequency spectrum is fair and efficient and ITUR supervises the use of satellite orbits that are used to monitor Earth and gather, for instance, data for predicting the weather. ITUR helps ensure global harmony in using radio resources and its work can be found everywhere from your TV and radio at home to outer space.


Mi je Marjš, ki je Mark. Vse je z Vendatim, kaj je zelo vsega migrativna tule. Vse je vsega tule, ki je zelo vsega migrativna tule. Nače sem prišli, da je to. Vomek smo na 9 dano, in pripočaj sem vzalazal v Vyndaftim, sem vzalazal in zdravil projeku, v zelo, da se gaj, njih je in v Hedni, tako, in vzalazal. Šta je Vyndaft? Vyndaft sem vsočen, neko zazak, načo se zelo sej, Kako je inštak je, ki je bilo naštrasnih, in je bilo naštrasnih, zelo je bilo povih, da se bo naštrasnih, in začetak, ki se bo naštrasnih, nekaj nekaj, naštrasnih. To je narazil na dve, So, the rule based ngin. So, if you know J B P M, DRMN, it's on the same idea. And the rule is, basically, processing some conditions of one condition and based on if it's a match the condition, in nekaj pridem je to vsega vsega. Vsega način je tudi, da je vsega vsega vsega in vsega. To je nekaj vsega vsega vsega, ali je tudi, da je zelo, da je vsega vsega vsega, is not sometimes straightforward, so it needs and requires some higher intelligence like AI. So that's it and if somebody wants to know, it's based on JivoSport, kaj je plagabel engin for rapid application development in FOSCA 40. In the core is forged, and it's working architecturally like engin, the core, and created, developed add-ons. So, if somebody wants to use Azure or some application which was developed in the past, you know that it's really quickly outdated, and the cost of maintaining this application is really more and more expensive. So the help with the migration to new technologies is more than welcome. In the world many tries how to achieve this. So there are plenty of migration assistance, but only this wind-up is really open source available for all users for free. What is really not free in time and in cost is creating and developing rules which are created in the migration process. So we have developed some assistance which could help you, but it's not everything. You still need to have some knowledge about the source technology and the target technology, because without that you can accept only the suggestion without any things. By the way, Andrzej Jiska is here, so I think he will be introduced later by himself. So everything from outdated technology to the new technology needs some help and what is important is trying to understand what is the difference between this target and source technology. Or it could be just a library, because if you try, for example, midrate or run application from EAP5 or Jbos S5 on the current platform like Jbos Wildfly or Red Hat EAP7, it will be probably not running out of the box if you just take the application on the new platform. So you can see some exceptions probably and we'll try to find out how to sort it out, these issues, so yeah. Here is the example of some application which probably is Jave, even it's not on the current Jave7 platform. So you need to do something. You know that, for example, EJBs were really simplified from the EJB2, so. And if you know that you have multiple components which are using this technology, it's not really easy to get and resolve all the issues just from the top of your head. So you need some help and if you know where are multiple relations and dependencies which every component can use, so it's very hard. So we are trying to bring some help with windup and this is the example of how to look the process analysis by windup. It's an HTML report which would be helpful for some high-level overview what's in your application because sometimes it's not only but you know the application you are trying to report. All the time you need to migrate application you didn't develop and you are not sometimes even able to get the sources, so it's really hard. Windup is trying to you to get the analysis something like that these yellow boxes are some hints how to migrate for example used code in looking for initial context and that's it. So demo. Actually I would try to say that B used to be just command line tool so you have some applications on your local disk and you will run the command line tool and that's it. The report were generated and you will see but it's more that you need to run the analysis and the migration in bigger teams so we are in the current development trying to achieve this in windup web service which is application which are still running on the core of windup but it's available like any other web service, web application so you can run it in cloud you can run it on your team server and collaborate with other team mates on the analysis so you can view it and just try the migration steps. So I will show you just in few seconds how it's run it's obviously using the current because it's on high right now so there is some container but it's now running and I can see what's happening so it's starting under cover the web application after the start I can use application so we are using all through the key clock so you can publish the instance if you want and just create some users so right now could be multi projects migrations of every company has probably more teams which are doing the migrations because some companies have 1000 applications and very probably can try to migrate half or thirds so it could be divided into migration projects and here for example is we are using some attributes for the application project because not every projects are the same and we are using for some libraries frameworks so we are trying to categorize and group the rules which are used in migrations into some migration paths so we have some rules for example for descriptors for java code which are in source technology written on web logic server and if we are trying to migrate for example to AP 607 we have some target recommendation for such types of migration so if I use this migration path and I know that most companies are using some high level domain identification of packages I can reduce the analysis and this is probably all what I have for the configuration of the analysis if you I see here the report you can see that it is very similar to what I had in the presentation because it's already processed analysis and if I go here this is the static reports and we are through the this wind up publication trying to be close to the users so we can generate some dynamic reports which could be probably more interested in developers which are doing no migrations so they can put in reports and so on so for example here this web logic descriptor there are some classification that this file is probably not fully compliant to XML validations and some suggestions even you can have some template for generated JBoCJB descriptor from the existing web logic descriptor but what it's interested you can have here some summary reports dependencies so you can directly see what the application is using and probably if it's Maven artifact you can see the Maven coordinates so this is more like the preparation for the migration but if you are really at the time that you are you have some task like you need to migrate existing code so you can try and use your ID for our development we are based on Eclipse so we have some plugins which can help the real migration in the development or in the code so here I will show you the Eclipse IDE where we have installed windup plugin it's available on JBoS work JBoS tools JBoS work update site location so everybody who can know how to install plugins in Eclipse they can get just this URL and install the plugin with this option like installing software here is URL and so on so I won't spend time on this because there is no time and traffic so I can show you the example of how to work in Eclipse because it will be beneficial for the imagination how it is used so if we which is who didn't used Eclipse it's a layout how to have some views and it's sorted so you can have the same layout you can have different perspectives like standard Java e this helps user to use effectively the IDE so we have here the windup perspective and if you run the windup here it's called like windup server because it's not running as a a standalone process it started and it's waiting in the memory for the processing for the launching I already processed the example project so you can see that there are some categorization of issues which is basically propagated in reports too so I can show you that here it's very the same as I show you in windup web and this is the static report so I can follow links here in windup perspective in IDE2 but it's not everything I can show you that mandatory immigration can be viewed here too like shoot the dial you don't need to go through the report because here if I would have the bigger screen you will see it on one on one view but here it's smaller so I maximize this little view and here you can see that this is the weblogic transaction manager you see here is some recommendation what to do so replace with the standard java east class transaction manager here is of course some link to it and if you need some more details we have presentation portal and you can follow the details individually that's it if you if it's enough for you you can directly edit the code and you are resolving the issue probably in a few seconds but right now this is not the case more probably easy hanging fruit to migrate so here you can see at least part of the title that there is a weblogic folder used so I see that it's in probably two files and this is sometimes very easy to ingrate for example this I will use some look4j you can use java unified logging that's on you so it's on you what you are needing fixed local everything is replaced see these little warnings or errors I can try to process the wind up again and we will see if these these these errors will go away so meanwhile you can see here that the wind up is launched and we will move that right now it's processing the analysis in few seconds should be done and the view in the issue explorer should be reduced at least for miss3 or for warnings to be fixed so that's it and we will see that everything is gone here it's syntax error so it's not but I forgot the the limiter can save this type of error here should be now only in other files but the login filter cast it's not mentioned here in the list so we are done with the types of help you can use in every other issue which is mentioned here or listed here in the view I think you know how the migration tool keep at least very shortly is used or can be used so if you have some questions try to answer when you body have use for this tool in the short term probably I would expect that not because it's more advanced thing in the enterprise that you are migrating something but if you are a volunteer or somebody who are doing that for fun then they will do from the arena also mark my preparations is at the end so if you seriously don't have any questions thank you for that for this time