Volodymyr Havilov, Ukraine's Deputy Minister of Defense, believes that Russia will be in panic when Ukraine launches its counter-offensive. He said it in an interview with the Independent. We will launch our counter-offensive when and where it doesn't matter now and when that happens, Russia will be in panic. You will see a lot of panic. They still don't understand that their propaganda is demonstrating a false picture of what is actually happening on the ground. This war will be won on the ground, not on the TV screens, not on the internet. I would not be surprised if on Sunday, maybe this month or next month, we will see something which contributes to the immediate collapse of a Russian strategy or its military, its economy. Havilov said that holding the eastern city of Bakhmut was a key element of Ukraine's preparations for the counter-offensive. Bakhmut demonstrated that not only to us in Ukraine but also to the enemy that there is no military solution for Russia in this war, he said.


Welcome to the FACE-CTS Learning Series, Chapter 2, Environment Setup and Installation on CentOS 7 and Windows 10, Video 4, Environment Setup and CTS GUI, Graphical User Interface, Launch, on CentOS 7. In past videos, we have downloaded the CTS and installed prerequisites to support the execution of the CTS on CentOS 7. To extract the CTS, execute tar-xvf and then the filename of the CTS. Extract it to a directory where we have read, write, and executable access. Before execution, we must ensure the terminal's environment variables are set correctly. It is recommended to set permanent environment variables via the terminal startup script at tilde slash dot bash rc. Variables must be defined and exported to the path. Although you may alter bash rc via any file editor, we will be using nano. To add variables, open bash rc and add the following environment variables that are shown on the screen. Then save, exit the current terminal and start a different terminal. The new terminal will have java8nqt as a dependency. To determine if the environment variables were set correctly, execute echo dollar sign and then the variable you would like to evaluate. Finally, the current version of java in the path must be set to java8 before running the CTS. Ensure the step is correct by executing java-version. If the java version that is listed is openJDK1.8, you must change this to JDK1.8 as openJDK does not contain javafx, which the CTS GUI uses for its front end. To do this, execute sudo alternatives-config java. When prompted, execute the number corresponding to JDK1.8 and not open JDK1.8. Perform the same check for javaC by executing sudo alternatives-config javaC. When prompted, enter the number corresponding to JDK1.8 To launch the CTS, navigate to the top level directory of the now unzipped CTS and execute python run underscore cts underscore GUI.py. The CTS GUI should launch successfully. Alternatively, you may launch the CTS with a verbose output in the execution terminal by launching the CTS with the dash v flag. This concludes the environment setup and successful launch of the face conformance test suite version 3.1.0. This also concludes setup and installation for the conformance test suite on Linux, concluding chapter 2. Chapter 3 will discuss the contents of the user interface for the face conformance test suite in detail, as well as how to configure a toolchain configuration file and a project configuration file for a face unit of conformance.


Let's go ahead start poking in here and see what we can find out. Let's check her contactor. Let's check her Faster looks like the coils clean. He said the filters brand new So we're getting all the obvious things Suction is nice and cold which for the year of this thing, which is the 2011 and it's a three-ton unit. Let's let's check. It could be some bugs in the contactor, too It's just starting narrowing things down This little electrical as always my normal disclaimer. You're not playing here This is shock the crap out of you and may kill you so don't do it looking at it Everything seems pretty tight so Here the something tank over there we're doing this thing kind of got a wine noise to it make sure these things did Let's check this capacitor out. See where we're at. It's very hot. It's kind of warm All right, let's see what we've got here 43 micro farad it's rated for 45 jumping over to the fan 3.9 It's rated for five. So it's definitely out on that one So 45 and we're at 40 43 so do the math on either way it's getting weak. I want it replaced Contactor See what we got. It's kind of pitted What I do on case like this. I just replace both things. They're cheap items. We don't rate people for them. So Both items need should be replaced my feeling I like to have a contactor that has a Bug shield on it. We're out here in the country. So as you can see, I mean you got fields everywhere. So Bugs tend to be out here a little more than probably what's in town We we guams or whatever you call them. They tend to get in there. You see the spider's been in here and stuff. So Let's go ahead and get them a capacitor on there And the in the contactor and then we'll check refrigerant level Coil looks like it's clean. Sometimes that can be deceiving. I'm gonna talk to him Everything's running right now. So I did see a couple things that are a little bit concerning the contactor, which is the thing that switches on and off and makes it run It's a little pitted, which usually means it could eventually have problems making contact I like to use one that has a bug shield in it, which kind of protects you from that possibility Sometimes a bug will get in there.  So I'd like to change those neither one of them are that expensive So I'd like to change both of those and then I still need to check the refrigerant yet So That's where I was at when it was acting up was the outside unit running Yeah, it was running It was putting out like halfway Seems slow It was putting out it was a little cool But it wasn't on the inside or outside Inside here So you could feel a little sump. All right. So we've got total line, which is exact o.m. Even though it's my phone died So we're going to have to uh record with the gopro We're able to get in here pretty easy now. Thanks to the uh gopro sticking right here on the disconnect box Unfortunately this capacitor like I said is a little bit bigger About he myth Probably just use the strap That isn't place Let's all get there Guess we could probably check it beforehand. Why not? Let's let's be good citizens here and Check and see what we got you ever know the Place that was billed at may have been cracking out 45.2 and 5.0 So we know that it's good Like I said powers off completely and it's been verified I do not like Straighted wire underneath these contactors. The reason why we use the one we use Is because it actually has lugs One leg is constantly hot Which See my new clients Got the strippers built into them pretty slick Down in my tool description down below. I will If you click on that link down there everything you see in my videos Is listed down there And then if it's not then you got a link to Anything in the amazon signs that kind of stuff Help support the channel without having to spend any money because I know how everybody out there loves to spend money There we go kind of snags it a little bit. I don't know if I like that part though They're not quite as I don't know. I don't know if I like them as well as regular strippers But what we're gonna do Since that's a one pole we're going to put the Yellow wire for the compressor on the bottom with the power wire coming in and that way It's the same as a single pole what they do is to try to keep that compressor warm supposedly Whatever Agree disagree whatever Let's uh Restrip that There we go. Yeah, it's I think with these here It kind of seems like you got to uh crimp down or Strip down and then pull let up a little bit. It seems like it Does less damage to the wire that way for whatever reason These wire ties are pretty slick. They got a hole already drilled in them And it's bigger width wise than what most of them are. So we should be able to use that same screw So that's not going anywhere. I mean Yeah, it's not as strong as the metal a lot better than these idiots that leave it in a box Basically we're taking care of present preventative maintenance type items those we're taking care of Get all of our wires out of the way of everything. Everything's pretty tight Let's check and see what our compressor startup amps is in rush So we got you here Boom 81 Pulling 8.4 That was just the compressor and then check our fan Fan's right at 1.3, which it's rated four 1.4 So fan motors in the ballpark range Okay, well, let's watch it for a bit here and see if we can find out what's causing its issue Blankin so they should be showing up. I don't know what the deal is here. It's kind of ticking me off Let's go into the deal piece. I don't know what's going on either All right, so we're starting to jump note nine here It is not finding them. I wonder what the hell's going on with my phone I might have to go grab the old gauges. This is the reason why I like gauges Gee whiz turn them all off. What a joke 50 degree evaporator 97 degree outdoor I think it's probably at least 85 degrees out here If not 87 Okay, well, it's 90 out here So for me, it looks like we're going to be low We've got a 10 degree super heat and a 1.5 sub pooling So now we need to find out what's our metering device. So we have txv or we a orifice Now what's kind of crazy is We're only running five degrees over ambient on our discharge, which seems a little low Can I come in? I want to check the furnace real quick All right, so it's obviously a little bit low And that's probably one of the end coils So it's probably leaking go ahead and get it recharged and then we can always Give me the option to look for a leak Which no one likes the solution once you find the leak gotta find a leak gotta find a leak Okay, you need to replace the coil. Oh, no, I don't want to do that lucky lucky Had to label it because it's Inside the machine mission is because it won't be long. It's going to be gone Have a little bit to it and see if we can get this at there was 16 on this big turf Txv was doing its job as best it could it was holding the Superheat there So we're at 90 now we have about 101 We're just going to climb up old 410a loves to take forever to build up its pressure I don't know how many times I've been On calls where the guys rushed it in and overcharged it It's one of the weirdest refrigerants because it it always seems to It stays low then all of a sudden come Boom it just expands and just goes nuts Compared to the other refrigerants. I don't have that problem with really anything else before 10a It's just very temperamental We're at 9 degrees subcooling no super heat at all, which is real wonderful Which meant surprise me if I got a txv it's right going bad. We'll have to give it a little time to Get satisfied There the txv is trying to recover look out there. He's cutting back. It's going to drive it subcooling out Definitely the refrigerant charge was uh off but And today was kind of a warm day so that could have been a majority of the issue Super heat's still coming up That's good I had a bunch of them out there that super heat was always low on them Makes you wonder if they cooled the bulb And they were brazing it in or if they just roasted it So now we're running 15 degrees over ambient. We finally got our 15.6 for just almost 16 degrees subcooling Super heat's diddle dinking down there in three degree land. We're going to give it a while to situate But we're looking a little more in line with where things should be at back graders running 50 105 on the condensing so So far so good All's that super heat decides to come back up where it needs to come to I went ahead and wrote the uh subcooling the pounds of refrigerant Product numbers should all number all that inside there so they'll have it for later Our super heats fluctuating four and a half to five areas subcooling's around 17 and a half So i'm a degree or two over Not a humongous deal And watch it for a little bit coil looks really really clean Um, usually I like to worse it out, but unfortunately There's no freaking water spickets anywhere around here to be found So it ain't the measure quick cap must be my probes are acting stupid because it's working with my Manifold here. So we're right at 16 with a five degree super heat It's slowly stabilizing out everything's happy go lucky there. Let's go inside see what our temperature drop is Um, definitely it was about pound and a half low. So Don't know if that's enough to really kill it, but definitely wasn't right So it got jealous and now the freaking thing is working. I'm not sure why It's now working So 77 coming in we're already at 58 and dropping so we're looking pretty good We've got a 20 degree drop Go ahead and close that back up So that's going to wrap that one up there basically we've got a system as low on refrigerant most likely leaking formic carry corrosion It's not in warranty the cost of the refrigerants nowhere near that So it's just obviously smarter just to add a little bit of refrigerant to it. It's not been leaking out very quickly I don't think he's had to have service very often Coils were clean contact. There's never a bad idea to replace because You know the bug shield on there and just the pitting and stuff like that You can have coils failing when a system's running like that all you can do is ask the questions Which is what I I did there and that's the reason why I showed it in the video You know, when did it do it which part was running and you got to be specific because you know, They'll say, yeah, I was running but they don't they don't they may not be talking about the outside unit They're just talking about the inside unit. So you got to make sure you ask them Which area was running? Was it just the inside? Was the outside? Did it feel like it was hot? Did it feel like it was cold? Did you see any sweating on the lines? You know You can ask a lot of questions and maybe they'll know maybe they won't what are you out if they don't You know, if you didn't ask you're you might be going on the wrong Rambo trail for nothing a system that's running Uh when you get there is definitely a pain in the butt sometimes But you know, obviously we found it low on refrigerant. So we know that didn't help it a whole lot Especially that we're you know, we're at 90 degrees today. So it's a little warmer. That's a mobile home So it gets hot fast in those things. So it doesn't take long and it don't take much to put it under Three tons of cooling is what that was and usually that's a bare bone minimum Outdoor coil is clean everything looked good on that You know the pastor was weak What was it ready to fail on the next day or two? No, but he's paying you to be out there And he's wanted thick so why not take care of it while you're there If you guys enjoyed the video and you know what to do hit the thumbs up button check us out on instagram facebook Until next time later


Hey there, sorry for the informal dressing as usual. I want to tell you that it would get better But I probably won't because you know, I like hot places And you know, I'll spend a couple of months in Thailand soon and that would be even worse Because it's also it's not only hot there, but it's also like moist, you know, you sweat a lot more See, I you know at best. I'll wear like a short button shirts But we'll see anyway as you've seen by the title of the video I Want to have a Moment kind of like a Real moment with you guys You know you the the viewer and The topic is How I realized that that I kind of fucked up a bit and the last few Maybe two three months Since I've kind of been more back in action I forgot about something big something that was a milestone or even an essential part of me and that thing was uncompromising goal-setting basically Setting goals not based on what's Comfortable what would be realistic what would be nice but like living your life from a place of Striving towards amazing things for yourself not just like this not like just things that sound nice And the reason for that is I've been striving for nice for the last few months With what I've been doing recently, you know the whole passive income thing and it's actually been going really well Because in the month and the bit that I started doing it. I've already made a couple hundred dollars, which is you know For someone who's never done it before I guess that's pretty damn good Especially since it keeps going up But but but still I wasn't like more satisfied. I wasn't like more happy more Fulfilled I was like, okay, that's nice. Okay, cool But I didn't feel it, you know in the loins. They didn't feel the Satisfaction yet, you know, you know you feel good making sales. That's awesome, but I didn't feel like Whoa, like I'm every day. I'm working and towards my dream Like I would feel good when good stuff happened like I would get good results, but I would not feel good Unless good things happened. So I did not I was not like so, you know enthusiastic so full filled with what I was doing that I Enjoyed every moment of it that I was growing Spiritually and you know internally it was like, okay, cool. Let's go through the motions. Let's make it happen You know, I deserve this because I'm a successful person. So I deserve You know making this happen. I've done much better things in this much harder things So yeah, they deserve it.  He's like, yeah, sure. You know, I'm I'm super fit But I already earned it. I can do yoga.  I know But that's the way it is, you know, it is what it is. So With me I had that realization today while listening again to my favorite book of all time The 10x rule by Grant Cardone the book that changed my life the most out of any book Another book that changed my life almost as much was The Slight Edge It helped me go from like, you know, I was into self-development, but I was really really Suffering because I didn't know how to actually become consistent and start improving my life daily And this book The Slight Edge really taught me all the philosophy. I know today of building success gradually and have and habits and good lifestyles but the 10x rule is what it takes to go from like Really nice, you know from like a Cool level to like a really really high level So that's where like the major transformation was for me and I think there are kids following me by the way so So What uh, what uh, oh, sorry, it's so confusing So where it gets really cool right now with what I'm going through is How I basically Had the realization today where I realized like hey, I'm not really Up to par with my goals and not really where I want to be right now I'm kind of like I'm building around, you know, I'm moving I am taking action and I am seeing results But what will make you happy in life is not the results It's kind of like the path that you go to actually get there And if you go through a path where you don't really challenge yourself like for example imagine someone's like a super good at something and then he he You know, you let him improve at something that he's already kind of good at It won't feel good to him if he's not really putting in the effort because he's already done in the past So it kind of feels the same and that's what it was for me Like I knew I could like deep down I could be like a 10 times higher level and I just wasn't doing it. So it felt it felt really bad about it and basically the the change is that I wrote down my goals again like I I basically decided to Change my my entire viewpoint again and this you know go back to being really based on Setting 10x goals, you know, like really really high goals that just by writing them down to get motivated And again, I kind of forgot that because like, you know, I just want to get my result I just want to get the you know, the the the five ten thousand dollars a month passively to be happy about that and And nothing else, you know, and and the thing is it didn't motivate me like when things went up and down Like it stopped motivating me completely And that's where I realized like something's wrong Something you're not right because the whole point of having a big goal is that the goal Whether it's good or bad of the goal kind of pushes you forward always So, you know, it can always go back.  Like how would they look naked how would be to be next to them to hug them to you know what with them? But let's say it's your goals, you know, and you don't even want to Sit down for like a minute or two and write them Fantasize about them. Well, it means they're not that good. It means they're not that interesting for you So you really should consider changing either entirely the goal Or just making them a lot bigger so that they're more rewarding like maybe for you right now jumping from making like two thousand a month as an employee to making like three thousand a month as a businessman a Businessperson entrepreneur. That's not really a cool goal But maybe jumping from two thousand as an employee to like thirty thousand as a business person That's like incredible for you. Or maybe you know just like Having a bit more money isn't really warding but traveling the world and having a lot of the money That's rewarding. So so find what makes you tick find what makes you like really really happy about it And use it to kind of fuel yourself forward and again if your goals when you think about them You don't get excited They're the wrong goals. Just sit down think and it's okay. Just sit down think again until you find something It don't try some something realistic. This is a goal. It's it's a fantasy. You know, it's not about realistic land It's about what makes you tick or makes you feel good inside And it can use that to push you forward So it doesn't even matter if you reach the goal or not You just you'll have the energy to move forward, which is what really matters That's pretty much the the lesson I've had today as I've said, it's a pretty big lesson If you haven't downloaded my e-book yet Now is a really good time to do it because it's really really really good Just because it's free doesn't mean it's not priceless You can get it from my website if you haven't subscribed yet, please do and you know If you've got this far then comment and let me know what you think so talk soon and Glad to share my experiences with you


have the pitch CMO summit getting into the very special panel discussion. And I can't wait to introduce a panelist followed by the moderator who will take charge and bring to you all those thoughts which might be in a form of question in your mind, but a moderator will bring all that to the table and make sure that answers are here without you thinking of any question. So let's get ready and call first our panelists. Well, our subject today of talking and discussion is going to be creating a purpose driven and resilient brand. Now, there's so much around this entire topic. And let's get straight and welcome first our panelists. Please welcome managing director, NEPA, India Private Limited, Isha Nagar, joining her is going to be co-founder, chief product and operating officer of our very, very amazing partner as well as Zozo De Manoj Agarwal. Joining the two is going to be director, consumer products division, Laurel India, Pankaj Sharma. Also joining three is country marketing director, Dell Technologies India, Ritu Gupta, and head of marketing India under Ahmad Siddharth Paan. All of them are joining us right now. And all this has been shared by our moderator. Please welcome the very, very happy soul, always smiling, CEO of StarCom India, Rati Gangapa with the Begur Arnaud Laskis. Thanks so much, Mithin. Even though if I was not really happy smiling, I'm now happy smiling. So thank you for that. Good afternoon, everybody. Really, really excited to be here to host this and moderate this panel discussion. As mentioned earlier on in the session, today marks one year since India went into lockdown and what a year it has been. For us who are in the business of brands, it has been a year where we had to re-look at how, as marketers, we communicate with our consumers. Also it is time to go back to the basics to what a brand stands for, what is the brand's core, its purpose, mission, and vision. Consumers today are increasingly looking at investing in brands that reflect their values. And it is here that defining and staying true to the brand purpose can help a brand tide a crisis. That's because a company that leads with a purpose and is relevant to consumers' need can achieve loyalty thereby translating into increased brand sales and growth. Joining me today to discuss this is an eclectic set of panelists who will share with us their insights on some of the excellent work that they have done in creating purpose-driven and resilient brands. So a warm welcome to all of you panelists here. Amitabh Pandey, Marketing Head, Ikea India, Isha Nagar, Managing Director, NEPA. Manoj Agarwal, Co-Founder, Chief Product and Operating Officer, Zozo De. Pankaj Sharma, Director, Consumer Products Division, L'Oreal. Ritu Gupta, Country Marketing Director, Dell Technologies, India. And of course, Siddharth Paal, Head of Marketing, Underama, India. Extending a warm welcome once again to all of you and thanking you for joining us here today. So without much further ado, I thought I'll set up this session and hand over the floor to Isha who can give us a lot of insights based on the research that she has done through NEPA. The question to you, Isha, is how are consumers living and thinking and buying differently today? What are the unexpected routine shifts, newer challenges that brands are facing today, and how are these brands adapting to consumers who are now increasingly becoming socially conscious? Thanks, Rappi, for setting the context. Just doing a quick audio check on what I'm going to do. So just going ahead and taking that question up, I think the whole context setting of this topic would have been so different if we were discussing this March, 2020. So we really just cannot ignore how the last year has been and how everything has really changed from a consumer perspective. And wildly, 1.4 billion of the India that we see has been starting their adjustment journey, so to say, how they have been living, buying and thinking very differently. So at the end of the day, we have seen both the shift in the consumer narrative and thus also in the brand narrative. We've seen some magazines really changing to the consumer by the virtue of what has been important to them and how the deep prioritization of something which was as basic in 2019 and earlier years has been completely taken up by things which we could have not really think about if we were to take out over it from the context altogether. So some of the trends that we have been observing on the consumer side has been that there had been a massive message shift on content making people condemn, so to say. That was sort of becoming basic necessity in terms of the consumer's life in the last one year or so. We also saw, I personally had been really passionate about this piece which was the rise of a superme which was the rise of an individual who was balancing, who was reimagining offices, who was reimagining the homes and upskilling on the way, right? We had been seeing a lot of people doing five to six tasks or activities in a day to keep them busy. So it was a rise of superme which made things very interesting. And the last but definitely not the least was we saw a lot of breaking the norms in India which is things which just completely were foreign in terms of both our culture, in terms of both, I mean there was a lot of things that people were doing for the first time, cooking first time, exercising first time and thus the whole construct of what formed the priority in terms of being critical changed and we were breaking norms on the way. However for the brands because you said that it's about how socially conscious consumers have become and another sort of belief has been very challenging because it has been overly complicated and there was communication landscape and the challenges have been to understand the new purchase pattern, the new purchase cycle and sort of to break in the new consumer sentiment in terms of how they're thinking all together because it's no more about just the brand funnel or just the parameters on serials but also about the conversions and the impact on turning out creative communication versus what is really leading to the purchase. So already I think it wasn't complex, now we're dealing with completely different socio-cultural and economic landscape changing this whole way. So that's that, both the market is changing but I'll get open up with the brands because it's just directly leading to the question of the funnel and the sales sentiments. Yeah, thank you so much Isha, I think that sets up a good context for getting the brand folks on board. So I think it's also a nice segue to asking Amitabh the next question since Isha spoke so much about the changes that are happening in the home front, right? So Amitabh, doing good business is so ingrained in everything that IKEA does, right? It is representative of the way you use your resources to help address economic, social and environmental changes. So can you speak a little bit more about how you're anchoring this in every part of everyday life for India with the launches that you've done in the last couple of years? Sure, are you happy to do that? Are you able to hear me all right? Yeah, we can. Super good, I think apologies to the pitch team that I didn't do the background that everybody else has. I think one of it was, I think it just kind of slipped the radar is the honesty but I think if I were to put the brand angle as a brand, you're all about life at home. So I have to show my life at home if I'm being true to my brand. Jyotsapad, I think to answer the question, Rathi, I think for IKEA, I think we are quite blessed. I think I'm quite blessed to kind of be heading marketing for a brand like IKEA, which kind of has purpose at the heart of the brand right from the word go. So I know there's a conversation around brand purpose has kind of become really top of mind for a lot of brands in the last year post COVID but for us, for the last 75 years around the world that we've existed that's always been business as usual. It comes, I think the origins as many of you know, if you're a Swedish origin company and kind of bring those Swedish values to most of the countries and purpose is one of those things. So how we kind of do it, in fact, the whole point of entering a country like India comes from realizing our vision or purpose as we call it the line that we have that we use very actively like almost on a daily conversation basis is to create a better everyday life for the many people. And which country has the many, many people in this world, right? And India becomes the obvious answer. So actually entering India a couple of years ago is part of kind of satisfying this global mission that we have. If I were to take that forward, I mean, if you just kind of break down the many people everything, that's how we kind of, you know live our purpose on a day-to-day basis. One is I think going, if you look at the many people from a customer's point of view, they're really, our purpose is built into the very commercial idea. So purpose is commercial for us. So when we say better everyday life for the many people it's about life at home. What their needs are in giving high quality great design products at really affordable prices so that this great design and functionality is not for the few, it's for everybody. So that's kind of almost at the heart of our customer proposition. If you take it from a coworker perspective and employees, things like equality, we are 50-50 men and women equal across all functions, across all levels. That's by design. Even in functions like logistics where it's, which are male-dominated areas, we go out of our way to make sure that we are kind of, we have a 50-50 balance in gender. Representing the demographic of the city that we operated, ethnic-wise, income-wise is kind of inclusivity and diversity and inclusion is a big part of it. So you talk about co-workers. We take it at the back end from a supplier's point of view. I think the same kind of logic applies there where we partner with them on a long-term basis to kind of build sustainable, environmental-friendly and values that we share with our suppliers. And then finally, I think coming to sustainability, it's almost business as usual. It's right from the design of our products to the sourcing of how it sourced at the back end, again, through these partnerships, including the products and to the products, encouraging people to live sustainable lives at home. So water-saving taps, LED lights, curtains that cool down and protect heat in a natural way, making products out of the rice straws from Punjab that are getting things like that. So that's almost built into what we do. So I think if you look at that, it's almost a way of being for us at IKEA and I'm really blessed to be here so that it's not something that is, it's like, is there any other way to do marketing which is not purpose marketing? It's almost, I think, we're at that space and quite blessed to be in that position. Yeah, so I like that term that you use or the phrase that you use, right? Commerciality is anchored in our purpose, right? Everything that we do is centered around that purpose. You just, every corner of wherever IKEA touches, that's where it's ingrained and it's rooted in that particular purpose. Thank you so much for that, Amitabh. Welcome back, but we've been talking about COVID, post-COVID, pre-COVID and stuff of that, but there are two brands over here, Dell and L'Oreal, which have been doing and embracing or working on a brand purpose for a very, very long time. So the next question that I like to post to is Ritu, if you can talk a little bit more about how at Dell, you've been changing people's attitudes and behaviors and more importantly, even sales growth, I mean, let's even touch upon that, right? How have you been doing that at Dell with purpose or with embracing brand purpose? Hey, thanks, Rathi. Audible? Yes, you're welcome. Okay, perfect. Hey, thanks for, that's a great question. So Dell Technologies, as we know, it's a relatively younger brand. We're all of under 40, we not yet hit 40. We're a 37-year-old brand born out of Michael Dell's university dorm room in the University of Texas. And it was really back then, it was the whole thing was founded on the belief and passion that everyone everywhere should have access, easy access to technology, you know, and that is really what forms the basis and purpose of how we define our purpose. It's about creating technology that drives human progress, right? So even when we look at our culture code, everything it's about the way we do things, it's about who we are and not just about the way we do things. So the way the vision of the company is also defined is in terms of delivering a better tomorrow because we believe that we are driven by the world we want to live in, right? So everything that we do right from the word go, whether it's about, and we also believe that technology actually has the ability to actually address a lot of other societal, complex societal and issues, whether it is education, whether it is healthcare, whether it is, you know, sustainability or even digital economy. So in the last one year, I think that importance and how technology can seep into the minutest areas and influence the minutest areas of our lives has become very, very, very, very evident from that overall perspective. So when, and I'm fortunate, you know, I completely understand what Ramitabh's coming from because when you work for a brand where everything that you do and everything who you are and what defines you is so seeped into the purpose that the brand delivers and derives and you live it as part of your DNA, it's a very different experience. And that's the, as a market here, as the brand custodian, that's the filter. And that's the cap that you wear at every point of time when you're looking and evaluating your marketing action as to how does this go back and tie back to my brand's purpose, to my brand's vision. You know, whether it is in the area of sustainability, whether it's in the area of inclusion, whether it's in the area of driving more skill-based employability because we believe that when you look at a country like India, you know, which has demographics as its core dividend, you know, we are a very, very young nation and education is a key driver for drive, you know, key driver for economic growth in any country. How can technology play a very strong role in that place because that forms the basis of the skilled workforce that you are creating for the future, you know, in a world and an economy which is moving towards being more and more digitized. So we cannot just keep, you know, keep your eyes closed from that. And hence a whole lot of activities that we do, be it marketing or be it outside of marketing. And I'm not gonna use the word CSR because they're probably not necessarily in the CSR space. Right, those are the activities because they do have a commercial, they do have a commercial aspect. Now, it's not something as blatantly commercial as, you know, I'm giving my pieces away at a 50% discount because you're not eroding into brand value. But what you're actually doing is you're demonstrating the value that the product and particularly in the space of technologies that it can bring, whether it's about making sure that, you know, there's a mobile school which is running in Africa or you make sure that they are, you know, technology education which is imparted to even the teachers in our schools. And I wanna bring an example here of a program that we've been running almost, I would say in very different, in different different of tires for the last almost 10 years now, but I would like, let's say, I talk about the last four years. So when we're really looking at, like I said, education is core to any country's progress, right? And we know that, you know, particularly in a country like India where you have the demographic dividend and you have education, but how do you make sure that this population which is gonna be the future workforce for a country where you don't want it, you don't necessarily want it to be a country of consumers, you want it to be a country of creators because that is what propels overall growth in the economy. How do you make sure that you're doing that? And we said, okay, so, you know, how do you really demonstrate the use and benefit of technology, particularly in the space of education? That's where that really, really started from and it's evolved over the course of the last four and a half, five years. And when we looked back at that scenario, we realized that the core to this education process for our child in their developmental years is the teacher. But hey, guess what? Neither the teacher nor the mother is as comfortable with technology as we would want them to be because they themselves have not experienced technology, have not worked on technology for them to be able to experience what technology can do, whether it's in listen planning, whether it's in making sure that the, you know, the entire learning becomes more intuitive and more interactive as against rote mechanism that probably we've all been brought up on. And that was the genesis and also, you know, if I may, this was a, basically the inspiration behind this was a very young boy, a 10 year old boy called Shubham, who lives in a village and the outside of Nasik in Maharashtra. And it was really when we were doing a program that he really inspired us, his story as to how that child, you know, despite his circumstances, he was the son of a farmer family and despite his circumstances, that boy is so bright, absolutely so bright that his parents invested into buying a PC for him. And the guy actually was able to, you know, he was explaining to us how a windmill works. When I was 10 years old, I probably did not even know what a windmill was, right? But here was this little kid in a school, in, you know, somewhere in, in back of beyond Maharashtra in a village outside of Nasik city, where he's talking about it. And his parents are so happy. They're not educated, but they're super proud of what he's doing because he's like, we kind of show that he'll be able to make something of himself, right? So whether it's interaction with doctors or whatever, they're sitting there and, and this little boy converses with the doctors in English and you have this pride that you can see in his parents' eyes because he's very, you know, they're very happy that he's actually able to move in step with the times. So that little experience for us created this program called ARAM, which is Hindi for as we all know is Hindi for the beginning. And ARAM was a program whereby which we started training teachers in schools about the use of technology in lesson planning and in education and how classes and learning can be made more fun. So, and I think over the course of the last four and a half years, we've actually trained over a hundred thousand teachers, over 130,000 mothers across 80 towns and we've touched about 4,000 schools, all in all to make sure that, you know, as they grow, now these are people who may not buy a PC tomorrow or they may not buy a Dell tomorrow, you know, equally importantly for me, but it's about bringing that mindset shift that yes, it is about, you know, you cannot be ignoring technology as you go along. And last year when, you know, like you said today is probably the anniversary for the lockdown that we had in the country. And when that lockdown happened, this entire four and a half, five year old program came to a standstill because it was a school contact program. We pivoted the whole thing to become online and digital. But the kind of response that we got from parents and from teachers from far and wide across the country because this was a need gap. This was a gap that they were all looking forward to. How do I make my classes interesting? How do I even plan for imparting education online? As a parent, how do I prepare my child to study online? What kind of shifts or changes I need to do in my home, in my attitude, what do I do? How do I provide the right set of, you know, security features and everything? So that's just one example that I'm saying. And there are lots more that I can talk about. But yes, to be able to make sure, because we believe in combining technology with human spirit and that is where the whole combination comes through is probably one of the most positive forces in the world. And that's what we would want to go into. Thank you, Rathu. So would you say that, you know, COVID to a certain extent helped, you know, change things around, or gave you the impetus in terms of sales growth? Was there a C difference from what it was before to now? Or is it the same momentum that you see that keeps going? I think COVID definitely, to answer your question, has COVID definitely given this whole category and an impetus for sure cannot take that fact away. That said, even before COVID, when we did an impact assessment study amongst those 4,000 schools and the teachers that we had trained, we could measure a pre and post attitudinal shift. And the fact that they had begun to use technology, even if it was piecemeal, the fact that whenever they brought technology into the classroom, the students were far more attentive. They were far more focused. The classes were a lot more interactive as against struggling to keep a child's attention in place. So the teachers and the principals, they could start using the technology and we could sense that shift. I think the behavioral shift got pushed by COVID because of all the learn from home and the work from home things that came in the place. But I think when we started this journey, almost four and a half, five years back, it was really about demonstrating and building in that technology into our education system to make sure that we're preparing a workforce which is ready for the digital economy of the future. Thank you. I think it's a great advantage with the launch of Green Beauty.  But I've seen a sea change from what it was earlier to what it is now in terms of what you're talking out there to the consumers or the work that you're doing in the brand purpose space. And more recently with the launch of Green Beauty, Gania has taken on the challenge of becoming the most sustainable, natural, the beauty brand in the mass market. And of course, L'Oreal earlier on in the last couple of years I've seen a couple of communication pieces on where it's standing up to sexual harassment on streets. So when we talk about purpose, I mean, which is closer to the brand, how do you select what is the right fit? How do you make that choice? And more importantly, how do you believe that these initiatives that you take help build the brand equity? Whether it's Gania Beauty, Green Beauty or even the L'Oreal stance on sexual harassment or whatever else that you are doing right now in the space. Yeah. So, thank you. Thank you and very happy to be here. Before I talk about the Green Beauty Initiative and the L'Oreal Paris Initiative, just to again go back to the point you were making, that today we feel at L'Oreal that the strength of the brand will be very much based on the purpose than it was in the past. It's not that purpose was not important before, but I think the kind of crisis we all have gone through in the last one year has accentuated the need to have a very sharp purpose. And today, the world we live in, right? I think consumers are demanding much more from their brands. Before, you could have sold a brand on its performance, on its power, on its saliency, but I think in today's world, that is no longer enough, okay? Consumer, we ask, everybody loves progress, right? We want our governments to change our society. We have a lot of expectations from the government. I think similarly, consumers are having expectations from the organization, okay? What is the progress? It's not only selling the product, but what is the larger impact an organization is having? On this planet. And today, like we vote for the governments, I think consumers vote for the brands or vote for the organization by buying their products. So there is this trend and I think one is COVID, which has made this trend more prominent today. But the second thing I think is the most digital, because today it was a very top-down dialogue, but today it's a two-way street. It's a dialogue before it was a slogan from the advertising from the top-down. So once it's a two-way street, I think consumers can have a very meaningful dialogue with the brands. And that is also pushing the boundary. And today, I don't think any brand can hide, right? Every brand is in open. What do they do? What are the ramifications of their action? Everything is out there in the open. So that has changed for me. That is the biggest shift which has happened. COVID has accelerated that, but I think the shift was happening before that because of digital and the social communication we all are engaged in. Now, coming to... So once you see these brands, obviously L'Oreal has been committed as an organization and it's not about turning around a purpose in one year or two years. As I think other people spoke about it, it has to be ingrained, it has to be the part of the DNA. And 50 years back, when we said on a brand called L'Oreal Paris that you are worth it, everyone is worth it, we already insinuated that the values of inclusivity, the values of respect and values of harmony. What we have done recently, and again to the question that, how do we take on the purpose? And we know it very well for the brands. There's obviously also a big task on building brands to the right court of the consumers. So you take a purpose which fits with the... Which works well with the brand and equity, the core brand equity which brand wants to develop. An example, what you spoke about Garnier.  And the task which they have taken is the green beauty, which in the next two, three years, there are strong commitment mates on the usage of plastic, on the sourcing of the raw materials. And these commitments are made very open, right? And they're very bold commitments and obviously the work of these commitment started a long time back. And an example, we have been recently recognized by as a cruelty free, by an international leaping bunny program by the cruelty free international organization. So that's another piece on Garnier, which we have rolled out. So it's a big purpose on Garnier green beauty which has been rolled out in India. And it fits with the brand equity and that means it assures us, even a marketer or even the brand manager that okay, as long as they build the Garnier green beauty, they're also building the brand. If both things are disconnected, I think then the journey is not very long. And similarly on L'Oréal Paris, we have taken a very strong cause on street harassment and educating people by a standard, how could they prevent street harassment? What action could be taken? And again, it ties up with the goal of the brand which is again, women empowerment. So again, in the women empowerment, this is the initiative which have been rolled out. And I think important, again, important pieces on the purpose when these things are announced is how transparent it is. So we have taken extreme step, okay, while we announced this purpose for the Garnier green beauty, we have transparency is important. So we have something called a system progress report which will be available on the Garnier.com Anybody, you and I, anybody can log into Garnier.com and see the progress report, all the commitments where we stand today. Similarly, our goal on the street harassment part is not to create awareness. The idea is to change, right? And the change would happen if the focus is much more on the training part. You know, what we are calling a 5D training which anyone of us can take, which clarifies or recommends the kind of steps which we can take to prevent sexual harassment. And hence, I would say just purpose is important. It's more important than yesterday in today's time. And but it's also important to tie the purpose with the DNA of the brand and with the positioning of the brand. And at the same time, make that purpose more meaningful and make it more transparent so more and more consumers can involve and participate in it. And would you also say that embracing a particular purpose which is core to the DNA of the brand helps you in every single consumer, part of the single consumer journey? It's not just about awareness, it's about the full funnel that it plays a role in every funnel, part of the funnel when it comes to the consumer journey. No, no, it definitely, it does help. Obviously, the big goal is not to, not to make it a complete a marketing mandate. You know, I think it goes beyond the marketing mandate. It's reflects on the organizational values, it reflects on the brand values, the brand, what it wants to be famous for. And the intervention of this purpose could be installed in every, you know, every consumer journey. And an example on again on Garnier Green Beauty. You know, today we are working on a label which will declare in the, I think we'll launch it by the end of 2022, the impact label. So like you on the product, you see the price, you see the manufacturing date, you see when it is going to get expired, you'll also see impact, social impact label, where, you know, which will range from score A to E, A being for the best on the sustainability score. So it will be that transparent to the consumer, helping consumers to make more sustainable choices. So, you know, which is the last mile of the consumer journey when they're buying the product. So, and that's what we have worked backwards, covering all consumer touch points. And also, I think Amitabh spoke about it with the vendors, with the back end. Because once you say something or purpose or a mission, then it goes across the organization end to end. Thank you, Pankaj. So that this is over to you. I mean, Underama is one of the most exciting brands that I'm privileged and my team is privileged to be working on. I'm just really excited that you launched finally in India. Fairly young brand compared to all the others on this panel. So can you just spend some time, you know, talking about your journey so far? And what is, what are your plans to bring your brand purpose to life? Cool. Are you able to hear me? Yes. Am I audible? Yeah.  Versus other sports brands who are more than 50 years old. We are the brand of the 90s. So, you know, we are fairly young. And in India, we launched in 2019. So we are younger than most of the brands here. And, you know, 2019 on the 25th of March, we opened our first store.   So there is purpose defined to everything that we do now and more so, you know, after COVID.  Sports as a, you know, category, you know, when you play sports, you learn a lot of things. And for a brand, it's more exciting to be in that space, right? I mean, all the other brands who are in the competition, you know, be it our competition Nike or Adidas or even Underama, right? And Underama's core purpose as a, you know, mission is to make you better. I mean, because you can actually wear, you know, our products on the field when you're training or when you're playing sports.   And, you know, he's the all-time Olympian in terms of, you know, what he's achieved, Michael Feds. And, you know, I'll just share an example of, you know, when he was in India and what he saw and, you know, he was chatting with me. And, you know, the first thing is he asked me, you know, there is this level of passion that India has. And he interacted with kids. He interacted with, you know, trainers. He interacted with the cricket players. He, you know, he had the opportunity to interact with a lot of people, you know, from ages from six, seven to, you know, 40s and across categories, sports categories. And he was asking, you know, you guys are young, right? We are 50% of the population is blue 30. And then, you know, what is that one thing, you know, that is missing when it comes to, you know, being in Olympics. And I mean, there are a lot of things.  I mean, and he had the chance to play cricket with one of the IPL teams. And, you know, what I garnered from him is that there is this part of discipline that comes when you are a professional athlete and when you are working with a brand.  All of us in Andhraama have a purpose to help our athletes perform better. And with his, you know, his passion, he was speaking about it. He, for 18 years of his life, he hadn't had a sip of alcohol or not a Coke, not a Pepsi. Nothing of that. So for 18 years after he retired in 32, that's the first sip he took of an alcohol. And he said, you know, that's what athletes go through. And he was just passionate. He's speaking about how Andhraama was with him, you know, throughout his journey. I mean, he's suffered some losses in the way. He talked about mental depression during his time in the Olympics and he spoke freely about it, you know, onto the media. So I think it's, and that's what, you know, we speak about when we've been with that athlete, you know, who's reached at his pinnacle and, you know, served him with the best of products. I mean, that's something that, you know, we at Andhraama, and I'm particularly proud of, considering that we've been in India for three years, right now I think that what has happened in COVID, people have realized that one of the key things to survive this century is to make sure you're healthy, right?   And not, you know, maybe that's a strategy that we built into, but, you know, some of the examples that we have, we have a trainer who's in the name of Zoe Module. I mean, she's done have a massive following on Instagram, but, you know, she's, she tells me that she does this class every week where 100 women take part in it.  And he has, she has this module that runs through and it's that passion that, you know, really drives her to do that stuff. And her passion really drives us to help her in whatever way you can. And, you know, that's, I think that's where our purpose comes through. I mean, we don't want to go out in the open and announce that, you know, we rather serve the purpose with an athlete and through that athlete, you know, help others who are motivated to, you know, get into a healthy routine. So, and, you know, you will see a lot of people coming in the brand space, joining us in this movement of, you know, training and be at running, be at contact sports, be at Olympics. And soon I think, and India is moving in that kind of direction, right? I mean, there is a lot of push across brands, across industries to help India become a superpower in terms of, you know, being a, one of the biggest contenders in the Olympics. I think that's where the goal is and that's where the game is. So our idea is to just help each and every athlete and an athlete can be anybody, right? Who it can be you, Rathi, it can be Ritu, it can be Pankaj who goes to the gym for three days a week, who are passionate about their health, you know, they eat, right? They want to make sure that the kids work out and go outdoors and, you know, and that's what our audience is, you know, it's the focused performer. That's how we say, you know, who's focused in its own discipline of sports or training that he or she does and we're just ready to support them. So I think that's our purpose and I think that's my purpose, you know, and I've been in the industry for more than a decade now. So I think that's my purpose to bring out the best of sports in each city that, you know, India has and bring out the athlete in every person that I meet. So yeah, that's the purpose. But also a conscious effort to stay away from mainstream sports and, you know, I know you have an association with the Indian women hockey team. That's wonderful. But is there a conscious effort to actually stay away from mainstream sports like cricket? Because of what you've done, I think we've made sure that we stay away from cricket. I mean, the signings that we've done and the things that we're doing. I think there are other brands who are taking that responsibility of making sure that they sponsor the big cricketers and help cricket grow in India. I think it's our responsibility to make sure that we serve the underdogs. And that's one of the big example is the women's hockey team. We signed them. We did a campaign with them. We supported them in whatever journey they've been through. And, you know, there aren't many ice skating rinks in India. They are hardly any, actually.  It's difficult to practice here in India because of the conditions. So I guess we have our own purpose to serve the underdogs and there are other brands who are, you know, serving the purpose of helping cricket grow. So yeah, I'm fine with that. Yeah, I know that's a good thing. Even we are fine with that, Sid. Very good. Thanks so much, Sid. Manoj, I kind of purposely left you for the last, you know, I hope you don't mind on that, but I thought you'll have a different perspective as a startup, as an entrepreneur. How has your journey been so far? I mean, is it any different in terms of, you know, building a purpose as to what the others spoke about over here? Is it more or less the same? Can you talk a little bit about what you went through and what your purpose is with ZozoD? Yeah, thanks, Rati. I hope I'm audible. You are, Manoj. Yeah, so I guess I'm the youngest brand here. I mean, we are the youngest company in this panel. And today I'm wearing a dual hat here, so being an entrepreneur and also being part of a marketing panel. So I'll try to balance my answers, keeping in mind both those hats. See, many times you are not purpose-first companies. I mean, purpose is kind of acquired over a period of time because when you talk about early stage companies and I'm sure that each of the panel members, if they ask their founders that, okay, how was Dell, when Michael Dell started it and how was L'Oreal in the early days of L'Oreal? It's like, how can I save the world when I'm barely saving myself? So that is how entrepreneurs go through that journey, that okay, it's like the popular saying in your flight that okay, help others only after you help yourself while putting the mask and so on. So that is all about early stage startups and all these companies go through that kind of mindset. So first establish yourself and then try to kind of help others. Otherwise, whatever purpose you build for others, it won't be sustainable. I mean, you might be doing bits and pieces of this and that, but can it be long-term? Maybe no. So yes, I mean, in the initial four to five years, we were just navigating through our own journey that okay, what are we doing as a company? What is our product market for it? What is the customer liking us for and so on? And for the last two, three years, yes, we have established that what we are doing and then now we have that bandwidth and we have that clarity that okay, yes. Now, this is the purpose of the brand and this is what we can do and this is how we can make some impact in the lives of others. Now, so just like millions of other businesses in the world, we are not purpose first company. I mean, I would say Anaksha Patra is a purpose first company because Aksha Patra has started with that motive or I would say some kind of an NGO who might be doing it right from day one as a purpose first company. We are all purpose acquired companies. We try to kind of give it back to the society when we have enough of it. So I think that is how most of the brands are doing their purpose-driven kind of marketing. Now, in terms of our business, we are in the business of human motivation and through our technology products, we help companies to motivate and add some kind of smile in the lives of whether it's their employees or their channel partners or their sales guys or maybe their consumers that how can you really drive some performance, some productivity by adding some ingredients of motivation and motivation is simple but I mean, simplest things are hardest to build. So now the COVID period, especially also highlighted that there is a huge scarcity of motivation in human beings. I mean, COVID actually exposed the entire need of human motivation and it exposed the need of human gratitude that I mean, a simple thank you or a simple gratitude can change your life and can change your day and we all went through that. So as a business, that is what we do and that is how we help our clients to kind of achieve that kind of a purpose. That I mean, it doesn't take a lot to say thank you to your delivery boy, say thank you to maybe your employee, say thank you to your customer care guy who might, who has just forgotten his Huli and Diwali and is just working day in, day out and facing the wrath of the customers on the one side and facing the wrath of the employees on the other side. So how do you balance that? So I mean, we have found the purpose on our way by taking this motto of gratitude, thankfulness and the entire science of appreciation that yes, I mean, appreciation really matters in everybody's life, whether it is personal or professional. So how can you really add appreciation in the lives of whomever you are working with and then make their days better and create, I mean, add a Zouzou into the day. So it's like, just like you have a Monday, Tuesday, Wednesday, you can also add a Zouzou day, more hugs and kisses, more appreciation, more gratitude. So yeah, I mean, this is how we have figured out our purpose, I mean, we never plan to do the purpose right from day one, I'll be very frank. We acquired purpose on our journey. Yeah. So Manoj, I mean, if I were to bring in one of the comments that Byron Sharp had done, he says that purpose is what I call a distraction. Is that what you're talking about? I mean, do you think it's just the talk that the companies are doing or companies are actually walking the talk today? Yes, a lot of companies have actually walked the talk. I mean, if I talk about say purpose first or purpose acquired, there are a lot of names and even if we talk about say a person, an individual is also a brand. So I mean, I might sound theoretical, but let's say we talk about people like say Mother Teresa or maybe Oprah Winfrey and so on. I mean, these are brands by themselves and they have walked the talk. I mean, they have not just talked the talk. And I will recall that book from Simon, where I mean, most of us are generally busy in the what and how, I mean, and then why is tough? I mean, answering the why and then really committed to that why takes time. And then it requires a lot of perseverance. It requires a lot of sacrifice. So, I mean, not many brands have been purpose first brands, but yes, I mean, there have been a lot of success across the world, whether purpose and profit can coexist, yes, very much. Purpose and profit can coexist. I mean, we have a panel here where and then they've shown both of them together and I can name some Indian brands who have done fantastically. I mean, most of the brands here, we are talking about our international, but let's talk about brands like, say, Hamdard or maybe brands like Vico or maybe Borolain or maybe brands like Aksha Patra or Jindal Naturopathy, all these brands and then even the brands like, say, if you know Super 30, the IIT coaching guy in Bihar or maybe a legit popper, so all these brands started with a purpose first and then they've been doing it for like, say, decades and decades. And at the same time, there are a lot of brands who acquired it with time and they have been doing fantastic as well. So as long as it is adding value to different stakeholders, I think it is perfectly fine and people are actually doing it very well. Yeah. Thanks Manoj. I mean, actually that leads me to the next question. I mean, allow this to either, you know, or, you know, even Ritu to take this on, just taking off from where Manoj was speaking, right? What are the challenges today of articulating a brand purpose? I mean, how do you actually ensure that you maintain consistency, you know, or from an IKEA perspective as well? How do you ensure that every piece of a connect that you come across, whether it's the consumer, your stakeholders, what goes into it? I mean, when I was working towards this, you know, setting up this panel discussion, one of the questions that a lot of people came and asked me is that, what are the challenges? Can you help articulate it for me? Pankaj, do you want to take this on? Yeah. So as I said before, and the when you make a commitment or when you declare your purpose, it's not an easy journey. You know, it's required a lot of clarity the way the organization thinks, the way that, you know, the values of the organization are embedded across all functions, you know, and when we took this journey of green beauty, you know, it's so easy to say that we reduce plastic, you know, but now when you have to do, walk the talk, you know, the kind of work it needs, you know, from, we have to make sure that the raw material which we are sourcing, they are renewable, but at the same time, people who are giving us are vendors who are giving us these raw materials, they are also following the sustainable roadmap. And then how we produce them in our factories, our factories are carbon neutral, how quickly they can become carbon neutral, obviously in India we are becoming carbon neutral by the end of the year. And our supply chain in that process is there again a leakage or is again a, you know, how can we make it even more sustainable? Our packaging which we use, how it should not use virgin plastic and how can we have a recyclable plastic in every packaging? Once it gets consumed by the consumer and it comes back to the environment, whether it is again safe for the environment. So you have to look at the whole value chain and work and commit yourself that you walk the purpose which you have declared. So, and that's what it entails. And then everything you do is sustainability if the purpose of L'Oreal is beauty for all, then how it should transmit across all the brands, all functions, all organization and it should not become one part, one good part for the consumers, but actually it becomes your DNA. So, when you take a bigger purpose and ingrain and install it in your organizational values, then it's a very different take. And yes, purpose, first brand, required purpose, I think in any ways it's a good to have a purpose because it works as a lighthouse. It also makes sure that the things which you are doing is aligned with the overall purpose you want to do. So, it creates a good check mechanism across the organization for the people and it creates value. It does create value and hence it, I would believe it does. There is no compromise on the profit because when you're talking about purpose. Yeah. Amitabh, I mean, it looks like for ICAD so easy, right? I mean, do you think there are any challenges from your front when it comes to embracing brand purpose? No, I think it's, maybe I make it sound easier than it is, but I think where I think we come from is to keep it simple. I think the minute we start putting jargons like purpose or even sustainability, all of, I think that's where we kind of complicate our lives and then it becomes like this thing that we have to do separate from everyday business. It's like, if you take sustainability, right? I mean, it's a concept that comes in a post-consumption world. But if you look at the Indian culture, we've been recycling and reusing forever, right? I mean, we've been living sustainably forever. So if you go break it down into the basics, then I think it gets easier. And I think that's kind of our endeavor to kind of not get caught up in these words of, okay, purpose-driven marketing and, because then it kind of, then it's some, it's a fake concept that we're trying to chase. I mean, similarly, if you look at purpose, and fundamentally, it's that simple. We all seek purpose, right? It's something, it's very natural. As a human being, we are driven by purpose. I mean, at the end of the day, that's why we're living. The purpose could be raising our children or our families. Whatever it is, but our entire life, purpose is very natural. It's a very normal human emotion that has come to us over years of evolution. So in that sense, it doesn't, it can be as simple as that. It's just kind of being able to kind of remind us that, hey, that's all it is. Fundamentally, people want to do good. If the new school of thought is saying, people are not bad. It's people fundamentally want to do good, right? Human kind, the book from humankind and all those kind of thinking. Fundamentally, because it's just been making sure that we're kind of going back to that basic human fundament rather than kind of over complicated and say, okay, let's write a book about purpose. I know, a little bit on technology. I mean, I don't think we can, you know, not bring in technology at this day and age, right? So, I mean, you're transforming businesses and driving human progress by harnessing technology, right?  So can either both of you touch upon a little bit about this in the last few minutes that we have before the panel closes? Rithu, over to you. Sure, sure. So, you know, I'm going to pick up the thread from where I'm left because yes, it's important that we don't over complicate things, right? And also to the fact of what Manoj said, it really has to be, and what Pankaj said, it really has to be top stump. So if it is something which is seeped into your DNA, then it's easy to execute it and really live it by the day as part of what you do day to day, right from, to every single employee in the organization and to every single thing that you do, right? So whether it is sustainability, whether it is DNI, whether it is for us, whether it is education, whether it is skill development and employability, every single aspect of this, there are different manifestations of it, either as part of day to day or even as part of separate effort that you would want to do. So just to give an example, right? If I'm talking about sustainability, there is an India-based startup called Chakra. So what these guys do is they actually convert diesel suit. They have that ink, that black suit that gets collected at the, with the diesel operation. So they actually collect a lot of that and they convert that into ink powder. And Dell has actually worked very, very closely with them and we use that ink to create that ink, which then is used on the boxes that we package our box, our computers in before we ship them out. Now what this required is the complete process, at the back end had to be changed to make sure that there is a, the earlier ink is being kept aside and this new process needs to be woven into the entire manufacturing process to make sure that you are using and leveraging that as much to that possible. And then you're also saying, okay, if I'm doing this, what's the kind of impact that I'm able to create? So a rough calculation that we arrived at it, if you look at the amount of PCs that we ship out of India, you know, out of India with that ink printed on it, we're probably taking care of the air that about 110,000 people breathe in and out on an annual basis. But is that enough? No, it's not. So the idea is to see how can we increase it more. The second example is in terms of inclusion, right? I mean, I've said about 50% diversity ratio. So I think as a technology company, we're definitely not at a 50% right now, but at an overall employee base, we're probably at a 35, but as part of our 2030 moonshot goals that we've unveiled some months back, we are focused on making sure that our overall employee ratio is at a 50% gender diversity. But at the leadership level, and which is where we see a bigger challenge, because we know that a lot of women opt out as they progress in life for various personal professional balancing reasons, we've actually given ourselves a goal of having a diversity ratio of 40% at that level. So to make sure that you are encouraging women to be in that space and providing the right ecosystem in the right environment for them to build on and work in that space. So there will always be challenges and some things may seem like we said, these are moonshot goals. We need to make sure that we are working towards employability. We've taken ourselves upon ourselves a goal on one is to one. For every PC that we will sell, we will recycle another one. So it's literally is a one is to one ratio that we wanna maintain to make sure that we are giving back as much as we are taking in from the environment. So things will have to be as long as they are really top down driven and they form the ethos of everything that we do as part of the culture code as we define as to how do we do things, not just who we are, but how do we do things at a combination of this? I think it will be able to, it's gonna be not as difficult as it sounds. Okay. What about you said, I mean, you know, innovation and performance, enhancing technology, right? Has been the genesis at Anderama. So how are you leveraging new technology across your products and, you know, your new offerings?     And part of this reason is obviously what, you know, you eat, but recovery is a major component to all of this. I mean, you know, generally we don't account for recovery as much as we do training. We are more happy and, you know, excited to get those 20 burpees and 30 burpees and not play football for an hour or run five kilometers, but recovery is more important than actually in our age group, you know, when you are over 30. So people don't tend to get that, right? I mean, that's why you've seen a lot of injuries that happen at a pro or amateur level as well. One of the recent technologies that we've developed is called, you know, it's called under the recovery products, which is in partnership with, you know, Tom Brady, I mean, he's helped us. What it does is, you know, you can wear it after training. You can, you have sleep there as well.   The other thing is, you know, from a technological standpoint, variable technology is one of the biggest things in our, you know, smart watches have become big, apps have become really big during this pandemic as well.  It's just technology and you just, they just sync it with the app. So you don't really need to wear a smart watch. You just need to sync it with the shoe and they identify the shoe color, what kind of shoe you're wearing. So I mean, there are spaces of, you know, performance of technology that exists within the sports ecosystem is how brands are leveraging it in a way that, you know, helps us as well, you know, focus performers or who are amateur athletes, as well as the level of the top ladies of the world. So I guess there is a lot of progression that we're gonna see through in the next decade of technology, but this is something that, you know, we've already worked on in the past three, four years. Thanks, Sid. Mithin, I don't know, do we have any audience questions or could I end the session, the panel discussion with one, some sound bites from Isha? Do we have some time or do you have any audience questions that you would want to ask the panelists? So I have all of it. I have so many questions and more. And I would love to hear Isha talk as well. But unfortunately we have time constraint and our next speaker is already joined in at the back of the entire summit. So I think you should take charge and call it and end to this entire session. All right. Thank you so much everybody. Really enjoyed speaking to all of you and if there are any questions, please, Mithin, send it across to, you know, the individual panelists and we can see if we can answer them and over to you, Mithin. Thank you so, so much. Thank you to Doug. Thank you, Ritu. Thank you. Thank you. Thank you, Isha. And of course, Mr. Pandey, thank you so much again. My apologies, completely missed out that you were joining us as well, but yes, thank you again, Mr. Amita Pandey, for joining us. And of course, not to forget our moderator, Rathi, thank you so much for joining us again. And I wish you great luck. I personally have so many questions because it's my subject that I really talk and read about, but unfortunately, sometimes, so not now. Okay. Yes. Thank you. Thank you everybody. Thanks everyone. Thank you. Bye-bye. Bye.


Fluffy is really making this money every year. You know what I'm saying? These are the guys I talk to and aspire to be.  They're not making the money we gotta make. Yeah, we on Boss Talk 101, 101. Yeah, we gonna talk.  So NBC owns all the rights. If you come up with an idea, we're gonna produce it and we're gonna do it there. We're gonna recoup that million dollars. You know what I'm saying? So we had those. So it wasn't no, we get a check and yeah, let's go buy a gold chain. Cause that's how I'm trying to figure out because I know how much they say they make. They not making no money. So I'm, and you're saying they not making no money. So I'm trying to see- You know why? You built yourself up. There's a guy- Country Wayne is a millionaire. This is the million- This is the most humiliating- You want me to show you some money? You ever heard of a guy named Fluffy? No, Fluffy. Exactly. Where's Fluffy? Fluffy got, damn it. What's Fluffy's last name? Is he an actor? He's a comedian. A comedian, okay. He just sold, he sold out. I've seen his name. He's a fuckin' LA Dodger Stadium. I've seen that name. I've seen that name. Fluffy, I did too. I did, aren't I? LA Dodger Stadium. I've seen him. You know who else sold out the LA Dodger Stadium? Elton motherfuckin' Jordan. When one of these motherfuckers can do that, let's talk about some money. Fluffy is really making his money every year. You know what I'm saying? These are the whole the guys I talked to and inspired me to talk to no fuckin' Country Wayne's. No disrespect. They're not making the money we gotta make. We gotta live in California, Connecticut, and Tampa. You know what I'm saying? That's not, I believe that Fluffy is the bar. Dave Chappelle is the bar. Seinfeld is the bar. These motherfuckers ain't know where we want to be. This is money that come in the mail. It's a silly conversation. Y'all seen the club last night, right? Yes. Sold out. The weekend.  How much you think I give for that? Exactly. And you'll never know.  But the MPOP keeps having me back there. Every year. Not just there. I select which ones I go to. You see what I'm saying? Okay, let me ask you another. Let me turn this question a little bit. Okay, if you were in these guys' position, because this is a new found position that they're in, when they get the finances, whether it be bubbled or... What finances? Would they get, say, $100,000 a month? $100,000 ain't shit, unless you get it every month. Okay, if they get that...  It was negative $30.  Where's the other, where's the other money?  Mike, Mike made $100,000, some thousand, he send it to me. This is the silliest conversation. But I'm saying what do they do to invest now to bridge that gap? Because it's money. You know that, like if they... They gotta, that money gotta go to the lifestyle. I don't know what kind of lifestyle he leaves. They live in the South. You can buy a house on a debit card, where they from? Yeah, we on Boss Talk 101, 101. Yeah, we gon' talk...


Since 2023 was hellbent on putting every movie in a canon and shooting it out at the same time at the end of the year, I'm still playing catch-up with a lot of films, one of which is poor things. An almost two and a half hour R-rated dark comedy drama, silly, crazy, kooky, weird, wild, awesome film. And so I thought I would spend the next few minutes talking about it, so let's talk about it. I think I made it painfully obvious at the onset that I really liked this film. I wasn't sure going in what it was going to be about. These are my favorite kind of movies.  Now, it's not going to be for everyone. Oh, it's going to be very far from for everyone, but it is for me. And if you like honest reviews, I highly suggest you subscribe to the channel, Adam Does Movies. I post tons of movie reviews, rants, roasts, live streams, all on movies. I'm having a good time, I'm keeping it light, I'm keeping it fun. They're movies, they're subjective, it's entertainment, and I understand that. I don't think my opinion is better than anyone else's. And when it comes to poor things, I think what we have to deal with here is a movie that's very much catered to a specific audience that likes things that are different.  In this movie, she plays a character named Bella, an out-of-sorts woman, young woman in a way. Her mind isn't that of a grown adult, she's not fully functioning in society. In fact, her caretaker, her god, as she refers to him, William Defoe, William Defoe, I would say William, William Defoe, a mad scientist of sorts, basically a Frankenstein's monster operating on people, wants to keep Bella within his purview, he wants to keep her as an experiment to test subject inside the house. Well, as this character grows older, she's going to want to see the world. She's going to get more curious about things going on outside those front doors. This is going to lead to some amazing moments, some amazing cross-country shenanigans. She's going to come into contact with some very bizarre individuals, one of which is a man named Duncan, a very eccentric character played by Mark Ruffalo. Mark Ruffalo in this movie really surprised me. I always looked at him as a very solid, competent actor who was in a certain lane, you know, kind of your every man, stock hero, some, I haven't really seen him play a villain or anything. He always gets the job done, a good supporting actor. Here, he's playing something completely different. Think Jason Bateman in Dodgeball, like just an off-the-wall character I was not expecting from him. And I was very pleasantly surprised, making me think, much like Jason Bateman. It'd be nice to see these guys show some of that range again in the future. I had a ton of fun with this movie. It's completely different than anything else out there, which I already appreciate. I mentioned this is very much not going to be for everyone, though. Cinematography alone is going to put some people off. And it definitely took a few minutes for me to adjust to what was happening. There are these weird people, points of view, fish angle lenses going on, black and white, switching to colors, switching back to black and white. It's all over the place. And at first I thought, oh man, I don't know, this might be too artsy for me. I might not be able to get on board with what the director wants me to. It only took a few minutes, though. And then I was completely hooked. I was captivated by these characters, by the setting, by the premise. And I'm not going to go into detail on this at all. Because I went in fresh, and I think a movie like this begs to be seen with fresh eyes. That's what this movie is at the end of the day. It was a surprise. It was a treat. And it is, of course, up for a bunch of awards as it should be. Emma Stone, as always, is so dependably good. And she can play such a wide range of characters. Here is absolutely no exception. She steals every scene she's in from the odd way she walks to the funny way she talks. And yeah, I rhyme that on purpose. Why not? We can do things like that here from time to time. I really don't have any notes outside of, I am a stickler for runtime. And I do think time is important. Two hours and 20 some minutes long for this eerie comedy. It is a little long. If I have to really be a stickler about things, it's a little long. I think they could have cut it about 15 minutes short. That said, I really don't have any real complaints.  This is a movie that's going to be for movie buffs, big time movie lovers that see a lot of films every year. It's definitely not going to be for mom and dad who go to two or three movies a year. They like the notebook. And there's nothing wrong with the notebook. Don't get me wrong. But they like more traditional type movies and you might be one of those people. So yeah, I would not recommend this if you get queasy by some blood or by a lot of sexual activity or a lot of nudity or swearing. This movie is chock full of all of it. All of it. And I'm here for it. All right, let me know. I know I'm late to the party on poor things, but there's so many movies that come out nowadays. And I just don't have the time. I'm a one man operation over here. And I have to pick and choose also poor things. I feel like wasn't playing at the regal right away. And I only have access to one or two theaters in my neighborhood. And here we are seeing poor things. I loved it. I absolutely would have put it on a top 10 movie of 2023 would have pushed something out of there for it. But this is where we're at in life. And that's how it goes. Let me know if you saw poor things, leave a comment that that's what people do on YouTube. They comment, they give their opinions. You can say, Adam, you're wrong.  We're to call someone out as being wrong though. I always found that odd when someone says a movie sucks or movies amazing and they think you're wrong for liking or disliking. That seems weird to me because there is a little bit of objectivity in film, but for the most part it's subjective. So telling someone they're wrong about how they feel is a little bizarre.  All right, hopefully I see you next time. Take care.


In this video, we're going to look at how to compute the mixed Nash equilibria of a normal form game. And in particular, we're going to go through the example of Battle of the Sexes. So what you've seen so far about equilibria kind of suggests that it's really easy to come up with an equilibrium. But in fact, as games get big and general, sometimes it can be pretty tricky to find the equilibria of a game. Nash's theorem is kind of a funny theorem because it tells us that something exists, but it doesn't tell us how to find it. It just tells us that it has to be there. It's a non-constructive argument. So what I'm going to tell you today is sort of a starting point to finding an equilibrium, which is enough that it works in small games. And in fact, you can turn this into a general algorithm, but not necessarily the most efficient or insightful way of finding equilibria. So what I want to tell you today is that it's easy to compute a Nash equilibrium if you can guess what the support of the equilibrium is. So recall what a support is. A support is the set of pure strategies that receive positive probability under the mixed strategy of the players. So an equilibrium support is a set of actions that occur with positive probability. For example, that might be the support of an equilibrium. So for Battle of the Sexes, let's guess that the support of the equilibrium is all of the actions. So let's look and intuitively that if there's going to be a mixed strategy equilibrium of this game, that looks like what it should be. So let's guess that that's the support and then try to reason about what the equilibrium would have to be given that support. So let's just introduce some notation to make this work. Let's let player two play B with probability P and F with probability 1 minus P. Now if player one is going to best respond to this mixed strategy, whatever it is, and be playing a mixed strategy in response, then we can reason that player two must have set P and 1 minus P in a way that makes player one indifferent between his own actions B and F. So this is an important point in reasoning about how mixed strategies work. So I encourage you to stop the video at this point and just think about why that would be true before I tell you the answer. So the reason why player one needs to be in... I don't have the answer on the slide, I'll just tell you. The reason why player one needs to be indifferent is that he's playing himself a mixed strategy, which means some of the time he's playing B and some of the time he's playing F, right? Because these are both in the support, they both get played with non-zero probability. And if this is an equilibrium, then this is a best response that player one is playing. Well, if player one can play B some of the time and F some of the time and be playing a best response, he must be indifferent between playing B and F. If he's not indifferent, if, let's say, B is better, then he could get even more utility by reducing the amount of probability he puts on F and increasing the amount of probability he puts on B. And in fact, he could get the most utility by putting absolutely no utility on F and just all of the utility on B. So the only way that he would actually want to play a mixed strategy is if it's just the same for him to play B and F. So that means that we can reason that player two has set his probabilities P and 1 minus P in such a way that makes player one indifferent. And the reason why we've bothered to think about this is we can actually write that down in math. So we can say the utility for player one of playing B, and here I'm kind of abusing notation. You should really understand this to mean the utility for player one of playing B, given that player one plays P1 minus P, is equal to the utility of player one for playing F, again, given that player two plays P1 minus P. So then we can simply expand this out taking into account the actual payoffs of the game and learn something useful. So we can say if it's the case, given the same probabilities P and 1 minus P, that player one is indifferent between playing B and playing F, then that means, well, when he plays B, then he gets two with probability P and he gets zero with probability 1 minus P. That's what we have written down here. And when he plays F, he gets zero with probability P and one with probability 1 minus P. And that's what we have written down here. And now we just have a simple equation in one variable. So if we rearrange it, we end up concluding that the only way that player one can be indifferent between playing B and F is if P is equal to 1 third. In the same way, we can reason that if player two was randomizing, which we had just assumed that he was, then player one must make him indifferent. And why is player one willing to randomize? Because he's simultaneously being made indifferent by player two. So now let's say that player one plays B with probability Q and plays F with probability 1 minus Q. So now we can just do the same thing as before, where again you should understand this to mean Q 1 minus Q and likewise here. And we can just expand it out in the same way. So if player two plays B, then he gets one with probability Q and he gets zero with probability 1 minus Q. And if he plays F, he gets zero with probability Q and two with probability 1 minus Q, we now again have an equation in one variable and we can rearrange it and find that Q is equal to 1 third. And the important thing to notice that happened here is that player one and player two were both willing to randomize. So we ended up getting out numbers here that made sense. We ended up getting P's and Q's that were probabilities. They were between zero and one. And that means it's actually possible to set them in such a way that player one and player two actually would be indifferent. If the payoffs were different, we might have gotten something out here like 13. And if Q is 13, it means that B would have to happen 13 times more often than F for player one to be indifferent. And because that's not a probability, what that would really be telling us is there's no way of making the other player indifferent. And that would tell us there can't be an equilibrium with this support. What we got out was interpretable as a probability and that means there is an equilibrium with this support because what we've seen is if player one plays this way and player two plays this way, then they each make each other indifferent. And if they both make each other indifferent, then they're both willing to play these mixed strategies. And so in the end, this mixed strategy profile is a Nash equilibrium. And so what we've done then is to compute a Nash equilibrium after having guessed a support, which is what we set out to do. So the last thing I want to think about here is what does it mean to play a mixed strategy? It turns out there are different interpretations and now that you can really see kind of the mechanics of what's going on inside a mixed strategy, you're sort of better ready to understand some of these different interpretations. So the first and kind of most natural is kind of the one that is going on in the matching pennies example. And that is that you randomize to confuse your opponent. So in matching pennies, we each want opposite things. And the only way we can be in equilibrium with each other is if you have some kind of uncertainty about what I'm going to do. If you know for sure that I'm playing heads, you just know for sure what you're going to do and it's something that I don't like. And so there's no pure strategy in this game. So the only way that we can be in equilibrium is if we're both a bit confused about each other. But that doesn't really describe what just happened in the matching pennies, sorry, the battle of the sexes example that we just played. Here, the other player and I kind of want to coordinate the situation where we both end up in different places where one of us goes to the football game and the other one of us goes to the ballet is kind of an unhappy thing for both of us. What we both prefer is that we're both in the same place. And the only kind of strategic element of the game is the fact that we have different preferences about our most preferred activity. So in the mixed strategy equilibrium here, it's kind of an unhappy thing because of course when we play this two-thirds, one-third equilibrium that we just looked at in battle of the sexes where we have two-one, zero, zero, one, two, if we're mixing there's some possibility that we're actually going to end up in these uncoordinated outcomes that neither of us likes. That's just sort of an unhappy thing about the fact that we're playing a full-support equilibrium. And so it can't be that we're randomizing to deliberately confuse each other. Instead, we should really understand this randomization as reflecting uncertainty. So if I'm uncertain about the other person's action then I best respond given that uncertainty and I do that in a way that leaves you kind of uncertain in a particular way, we can also find ourselves in balance. That's really the way that I understand the stability of the equilibrium in battle of the sexes that if we make each other uncertain in a precise way we can find ourselves in balance even though we would really like it better if we were just to end up in one of these pure equilibria. There are two other interpretations that I'll mention here just to be complete. We can also think of mixed strategies as a concise description of what would happen if really nobody randomizes but we just play the game repeatedly. You can think of a mixed strategy as the count of the pure strategies that would occur in the limit. And you can see how that might also describe what happens in the battle of the sexes game where if we just sort of bouncing back and forth between the different strategies waiting ourselves in that two-thirds, one-third kind of way we would be in equilibrium and sometimes we would miscoordinate. The last interpretation is that mixed strategies describe a population dynamics. So if it's the case that we have whole populations of player 1s and whole populations of player 2s and we sample players from the population each of them has a deterministic strategy the mixed strategy can be an interpretation of those population proportions. So if it's the case that the one population has two-thirds B's and one-third F's the other population has one-third B's and two-thirds F's if we were sampling those populations those populations would be in equilibrium relative to each other. So that's another story we can tell that explains what equilibrium might mean what it means to be playing a pure strategy a mixed strategy and to be in equilibrium there. And that concludes our discussion of how to compute mixed strategy equilibrium.