Corporate managers are required to work for the consistent growth of the corporate firm for the longer period of time through the acquisition of profitable investments. Now we know that these investments are acquired through funds derived from both internal and external sources and the usage of funds from these sources is not free as they have to incur a certain cost and borne it by the corporate entity. That cost is generally known as the cost of capital. Now it is primary job of a corporate manager to earn revenue more than this cost of capital as this is the only way to ensure value creation for the corporate owners. By cost of capital we mean the rate of return by capital providers as the compensation for their financial contribution or money contribution to the firm's overall pool of the funds. This cost of capital can also be seen as an opportunity cost of funds for the capital providers. Now it is necessary that this required rate of return demanded by an investor should correspond for the average risk investment in the company which is using these funds. There are as we have seen that there are two sources from where capital can be generated internal and external. Now in other way we can say that there are three forms of components of funds or capital that is equity which is contributed by the owners of a firm or debt that is contributed by persons or institutions external to the firm and third we have another instrument that bears the same features from both equity and the debt. I mean these are the hybrid instruments. By a hybrid we can say that an example of hybrid instrument is the preferred share or profit stock. Now an investment opportunity is always valued at its marginal cost of capital and by marginal cost of capital we means the additional funds required for a potential instrument or for potential investment this means that for any additional investment of a rupee there is an incremental cost for acquiring that additional investment and that incremental cost is termed as the marginal cost. Now the most common way to determine a component cost is the marginal cost then that marginal cost is in fact converted into the weighted average cost of capital of the firm or the WEG. WEG is generally the overall cost of capital of the firm. To determine WEG we have we need to have certain variables like weight of the components of the capital cost of the component of the capital by weights we means the proportion of various sources of capital a company may use to fund its investment. Now while determining weighted average capital of a firm there are certain factors that need to be considered by a firm at first we have taxes and the cost of capital in the list in fact we know that debt is a legal obligation for any business entity and borrowers are required to repay to the lender in form of both principle and the interest there on. Under tax laws in many countries around the globe interest is deductible to determine net income for the firm. Now tax admissibility of interest on debt is allowed in many countries as I have earlier said by allowing interest as an admissible item in fact government is subsidizing the interest cost of the borrower. To determine the cost of debt we use the symbol RD that is the cost of tax before a cost of debt before tax next we need to care of the weights used for determining the weighted value of the components of the sources of finances. By weights as I have said that weight means the proportion of each source of capital a company can use in its financial program to fund its investment plan. Remember that weights are subject to the capital structure of the company. Now what is capital structure or what is target capital structure in fact every company generally has a target capital structure for itself by target capital structure we mean a capital structure that affirm strives to have. Now weights can be developed and determined according to the target capital structure but if the target capital structure is known by the company then it is better to use the target capital structure in order to determine the weighted cost of capital. But if target capital structure is not known by the company are not known by the financial analyst then there are certain possibilities and any of the possibility can be used by the financial analyst. The first option is to use market value weights of capital components as the target capital structure. Then the second option is that examine trend in the company's capital structure or examine the management statement regarding the capital structure of the firm and try to infer the weights using these financial statements. The third option is that to use averages of the capital structure of the comparable companies as the capital structure for the company under consideration. Now in the example we have a given company with market value of its debt and market value of its equity then we have its three competitors with their market value of individual debt and individual equity component. The question is what are the garbage proportion of debt and equity that would be used if estimating these proportions using the company so we need to determine the proportional amount of debt and equity in the overall capital structure at one and then two is the competitor's capital structure so we can use the company's own current capital structure and competitor's capital structure. And in third says that Gavitch announces that a debt to equity ratio of 0.7 reflects its target capital structure then what weight would Anzyl use in the cost of capital computation so we have three options in answer one as we see that we have a capital amounts of the company itself in terms of their market value now using these market values we have a capital structure in the form of 0.45 as debt proportion and 0.54 as the equity portion so their capital structure is 0.45 and 0.54 in option two when we use the competitor's capital structure to determine the company's capital structure proportion so in this regard we first need to determine the average portion of the debt capital and then average portion of the equity capital and we see that here the three competitors are using on average 36% of debt and 64% of equity in their average capital structure in the market and in the third where the company is intended to use 0.7 as a debt then the debt equity ratio using this target capital structure comes to 0.41 and 0.59 how cost of capital can be used for certain business applications the first application that we can see is the capital budgeting in capital budgeting we in fact use the marginal cost of capital as the required rate of return which is used as a discounting factor to determine present value of the cash flows which is then used to determine the net present value of the project or proposal overall in we see that the function of marginal cost of capital how it works we know that with every amount of additional capital the marginal cost of capital goes on increases and as a result the return on investment opportunities goes down so the relationship between these three variables can be graphed under an investment opportunity schedule that we can see that as the investment opportunity schedule says the marginal cost of capital can be increased if the amount of new capital is increased the return on the investment opportunities will be go down now at a point where the marginal cost of capital is equal to the marginal return that point will be termed as the optimal capital budget in other words we can say that optimal capital budget can take place at a point where marginal cost of capital is equal to the marginal return of the investment opportunity a project's work should consider the riskiness of future cash flows and also the project's systematic risk may vary relative to the risk of the company on its overall current project portfolio also the company's work need to be adjusted accordingly now we know that a project risk adjusted vague or MAC that is the marginal average cost of capital if it is in line with the company's average risk then that is much significant for the capital budgeting decisions that are taken place on the basis of project's net present value choosing a company's varied average cost of capital for determining the project's NPV means that the project has same level of riskiness as the company's average riskiness it also means that the project will have a constant target capital structure throughout its economic or useful life the above assumptions may not be realistic or may not be appropriate or these assumptions may have certain drawbacks but the fact is that the company's vague determined in this way is widely accepted and used by financial analysts across the globe the second application or usage of cost of capital is the security valuation model to determine the value of any security there must be a discount factor that is used to determine the present value of the cash flows associated with that particular security now that discount factor is basically the weighted average cost of capital where many discounted cash flow valuation models that are available for a financial analyst but for a particular valuation model if these cash flows are the cash flows to the company's supplier of capital then these cash flows can be discounted at the company's overall vague point and if these cash flows are the cash flows to the owners then these cash flows can be discounted at the company's cost of equity which is the best discount rate for that particular purpose


This is a community who supports the first together we seek to be a force for good in the world. My name is Karen Rose Gredler and on behalf of the congregation, I welcome all visitors and members alike.  I am both pleased and sad to welcome you on this auspicious occasion of Michael's final sermon for First Unitarian. Say goodbye, may we join together to glimpse possibility, new vision and the good that is yet to be. I will now sound the gong leading us into a time of silence as we catch up with ourselves, slow down and breathe and come fully into this time together. Please remain standing for the opening words and the chalice lighting. Come dreamers and builders all, come to reconnect, to recommit and to rejoice. We are all dreamers of a larger dream and creators of new opportunities. Not of just bricks and mortar but of a world, a world where freedom and justice and compassion reign. Embraced by the spirit of life that is with us always, we are united by a common purpose, sustained by a common faith and aspiration. We are dreamers and builders all. So let us rejoice in this day in what we have achieved and dedicate ourselves to what remains to be done. I invite you to join with me in reading the words of affirmation that accompany the lighting of the chalice. We drink from wells we did not dig. We have warmed by fires we did not build. We light this chalice in appreciation for all those who came before, who passed their light to us. May we be equally committed to those who come after. And let us pass the peace, pass the light and pass the love. Can you say afternoon? Oh yeah. Okay. But that's my success and eventually they say I invite you back just like I used to invite Max back. This time I'd like to invite any young people who are in our midst to come forward. So our message today, our message for all ages is also a song for all ages. And the song is about of all things love. And I want to ask you a question. If you were going to think about a shape that represents love, would it be a triangle like Frank Lloyd Wright's triangles? Square? Oh there's a shape. It's like a heart shape. Like a heart shape? A circle. A circle. That's right. And actually this song is called Love is a Circle. You know when I perform wedding ceremonies for people, when people get married they often times exchange a ring, which is a circle, right? And I always say love, that the ring speaks love freely given. It has no beginning and it has no end. And so this is a song like that. It's called Love is a Circle. Love is a circle round and round. Love is up and love is down. Love is inside trying to get out. Love is whirling and twirling about. Love is a circle it knows no bounds. The more you give the more comes around. Love is ours alone to give. And it lives in us and it's beautiful. And love is a circle trying to bend. Love is pieces trying to mend. Love is darkness waiting for light. Love is power and love is white. And love is a circle that knows no bounds. The more you give the more comes around. Love is ours alone to give. It lives in us and it's beautiful. And love is a laugh. Love is a look. And love is a chance that somebody took. Love will hide, love will show. The more you give the more it grows. Because love is a circle that knows no bounds. The more you give the more comes around. Love is ours alone to give. It lives in us and it's beautiful. And love is a circle round and round. And love in the corners of squares can be found. Love is reaching and spreading its wings. Love will dance and love will sing. Love is a circle that knows no bounds. The more you give the more comes around. Love is ours alone to give. It lives in us and it's beautiful. Love is ours in us and it's beautiful. So now you know why love is a circle, right? Well, thank you for listening. I hope you enjoyed the pictures, too, that accompanied the song. And now we're going to sing the refrain one more time as our children exit for summer fun. On your way. Hope to see you at the party afterwards. Love is a circle that knows no bounds. The more you give the more comes around. Love is ours alone to give. And it lives in us and it's beautiful. So the first of two readings this morning comes from the late Catholic priest Edward Hayes. And it is based on a legend from the early Christian hermits who lived in Egypt. It seems that a young aspirant to holiness once came to visit the hermitage in which an old man was sitting in the doorway of his quarters at sunset. And the old man's dog was stretched across the threshold as the young spiritual seeker presented his problem to the holy man why he had come. And he said, why is it Abba? That some who come to the desert to seek God and are very zealous in prayer but they leave after a year or two while others just like you remain faithful to their quest for an entire lifetime. Why is that? The old man smiled and replied to answer your question. I need to tell you a story. He said one day I was just sitting here quietly in the sun with my dog and then suddenly he jumped up barking loudly and took off after this large rabbit and he chased that rabbit over hills and dale with great passion. And then soon other dogs joyed in attracted by his barking. And what a sight it was to see this pack of dogs running and barking across creeks and upstonian bankments through thickets and through thorns. But then in time one by one all the other dogs dropped out of the pursuit discouraged by the course and frustrated by the chase. Only my dog continued to pursue that rabbit. And in that story young man is the answer to your question. The young man sat there in confused silence. And finally he said Abba I don't get it. I don't understand what is the connection between this rabbit chase and the quest for holiness. You fail to understand said the old hermit because you fail to ask the obvious question. Why didn't the other dogs continue the chase? The answer to that question is that they had not seen the rabbit. Unless you see your prey the chase just becomes too difficult. You will lack the passion you will lack the determination that is necessary to perform all the hard work that is required by the discipline of your spiritual exercises. If the vision is vague people lose interest. The second reading is a poem by the British poet John Ormond entitled The Cathedral Builder. They climbed on sketchy ladders toward God and with winch and pulley they hoisted hewn rock into heaven. Inhabited the sky with hammers, defied gravity, deified stone took God's house up to meet him.  And every night they slept lay with their tired wives, quarreled and cuffed the children and lied and spat and sang and were happy or unhappy. And every day they took the ladders again impeding the right of way of another summer's swallows. Grew grayer, shakier, became less inclined to fix a neighbor's roof one fine evening. Saw a knave's spout arches, clear stories soar cursed the loud fancy glaziers in their work. Somehow escaped the plague but got rheumatism and decided it was time to give up.  Members of our combined choirs, wonderful to have that particular piece performed today. Thank you Dan, Doug Hill, the composer in the back row there in the blue shirt. Thank you so much Doug. Early in 1987, Vice President George H. W. Bush was positioned as Ronald Reagan's heir apparent. And at that time, before the infamous Willie Horton ad that submarined his Democratic opponent, Texas Chances. Before that, the elder Bush was dealing with something of an Achilles heel of his own. You see, he was told that he lacked this sense of vision. His campaign advisors warned him, you are not communicating a vision. George Bush clearly wanted to serve as president but he was having trouble conveying a clear and convincing message of what he hoped to achieve as the president. It rankles him, a commentator wrote at the time. Recently, Bush asked a friend to help him identify some cutting issues for the next year's campaign. Instead, the friend suggested that Bush go alone to Camp David for a few days to figure out where he wanted to take the country. Oh, said Bush in clear exasperation. The vision thing again. The friend's advice did not impress him. Well, George H.W. Bush was generally speaking a moderate workman-like president. He never was particularly inspiring, never comfortable with catchy slogans or grand plans. And although he did ultimately prevail in that 1988 election, his rather lackluster, don't change the team in the middle of the stream message in 1992, failed to kindle much excitement among the voters. And so the president was steamroller in his reelection bid by the Clinton campaign's rallying cry.  Well, like candidates for high office, Paris ministers are frequently referred to as vision casters, charged with giving the congregation a sense of possibility, a high purpose to work toward. In our own system of policy governance, it is a function that we ministers share with the elected lay leadership, and because this bully pulpit belongs to us, we have repeated opportunities to give powerful expression to any such vision. And it is an important function. For as that story I told earlier about the old man and his dog suggests, to continue the pursuit, you have to have a glimpse of your quarry. Otherwise, the dog might just as well be chasing its own tail. And the same is true for human communities, whether they be great nations or whether they be humble churches. Now to be quite honest, I've really never fancied myself as some sort of visionary. True, the construction of this atrium auditorium after several years of pondering and planning, that called for a major commitment from hundreds of our families. And so I did try to conjure up a vision of this expanded facility and how it could better serve our congregation and the larger Madison community in meaningful ways. And in many respects that vision has been more than fulfilled. But generally, I've always believed that providing high quality worship, religious education, pastoral care, institutional leadership, providing all these things from week to week and year to year, that that's what really mattered. And so during my time here my co-workers and I have striven to be consistently relevant and nurturing, artistic and efficient. And for the most part I think that we have performed reasonably well. Now as I deliver this, my last set of reflections as your senior minister, it may be just a tad late to be casting any further visions. I mean, I'm not going to be around to see them through. Nevertheless, I would feel remiss if I did not share what I thought were some rather important considerations for the future. After all, were it not for Moses' vision of the land of milk and honey, it's quite unlikely that those newly liberated Hebrews would have kept marching through the desert for 40 years. As the philosopher Michael Walzer reminds us, we should kind of take a cue from them. So laying aside my own reticence, I will don the visionary mantle one last time, asking only that what you hear may be taken under advisement. I would like to note first that generally speaking, these are not particularly good times for American faith communities. Almost every mainline denomination is in serious decline. United Methodist, ECLU, UCC, Presbyterian, Roman Catholic and even the evangelicals are finding downturns, difficulty attracting the younger generation. The old guard is dying off. Many younger folks, suspicious of institutional commitment to begin with are finding grist for their ethical and spiritual mills in other places. And it doesn't help that for many the church has acquired a reputation for intolerance, misogyny, hypocrisy and irrationality thanks to high-profile scandals and the anti-intellectualism of certain schools of religion. Despite a challenging cultural environment though, the First Unitarian Society of Madison and Unitarian Universalism more generally, we've been holding our own. And to the extent that our faith tradition can present itself as a progressive alternative to the general run of churches in America, we should be able to buck the current downward trend. As Parker Palmer recently observed, serious seekers want churches that will support them in a lifelong exploration of faith and action that will help them keep sifting and winnowing what they have been learning. And that's exactly what we try to do here. So in thinking about what this congregation might become, I'd like to begin with an observation that the church consultant Lyle Schaller made after he visited here in 1987 just after Max Gabler had hung up his spurs. Having taken a close look at the demographics that prevailed at that time, Schaller said, do you folks want to maintain your present appearance or become a more heterogeneous congregation? And if the latter, are you willing to pay the price? What Lyle Schaller noticed at the time was a lack of generational diversity. The modest number of families with young children that were active in the society. 31 years ago, FUS was what the literature calls an upstairs downstairs congregation in which young people and adults occupied these separate well-defined spheres. And so except for a few poorly attended or generational services each year, children seldom darkened the door where the adults practiced worship. Now we've done a good deal over the years to create a more welcoming space for parents with children as well as our elders. And in this respect, we are far more heterogeneous than we were in 1987. But our challenge moving forward is to think about what it might take to become the kind of multiracial, multicultural faith community that our inclusive values would seem to require. But as Lyle Schaller noted three and a half decades ago, are you willing to pay the price? Are you willing to pay the price? Now over the past 10 years and even more frequently after the racial equity issue became such a hot button subject here in Dane County, I have been repeatedly asked this question. Why are we so white? Why is FUS so white? The congregation's racial homogeneity is clearly a source of concern for a significant number of people. Do I wish it were otherwise? Absolutely. But even with our high profile support for the Black Lives Matter movement and even despite our ongoing engagement with local communities of color, the day facto Sunday morning segregation that Martin Luther King complained about in 1964 still prevails in this faith community. Now I can say from experience that this problem is hardly unique to us. The demographics of the vast majority of Protestant and Unitarian Universalist congregations resembles our own. And for our part, there are some very real barriers to greater inclusiveness. We are embedded in an upscale very white part of Madison. Stylistically, our ways of worship may not respond to the spiritual expectations and needs of many African-Americans and Latinos. Theologically, we don't prioritize Christianity. And moreover, in Madison and in many other places, people of color may risk alienation if they join a majority white congregation. I'm not going to argue today that these are insurmountable problems, but they are ones that we all need to face squarely and honestly. And I'll also say it's neither fair nor realistic to ask the institution itself to solve those problems. Homogeneity is a reflection of our own social circles. And those circles are more often than not comprised of folks who share our own economic and racial identities. Studies show that 70% or more of people who visit an unfamiliar church do so at the urging and oftentimes in the company of people. Diversity starts at home and until it does start in our own homes and our own social circles, we are not going to see a lot of change in our faith communities. That's not to say that the institution itself bears no responsibility for fulfilling this vision. We do need to walk our talk, expanding our outreach efforts, demonstrating that we can be a reliable and trustworthy ally in the struggle for racial justice, at times, such as these. And internally, in here, we must continue the discomforting process of self-examination, identifying the ways in which we unwittingly reinforce America's white supremacy culture. As my colleague Rob Hardies from All Souls Unitarian Church in Washington, D.C., one of our most diverse congregations recently said, communities all across the nation among them must commit, must fortify themselves to make this dream a reality, to serve as laboratories, as incubators to this dream of a human family reconciled and whole. And I believe that this is a worthwhile vision, not just on its merits because I think that it has the potential to draw millennials and generation exers to us because it's a priority of my second vision. My second vision is of a society deeply committed to advancing Unitarian Universalism's Seventh Principle, respect for the interdependent web of existence, of which we are all apart. Far, far too few Americans are giving this issue the attention it deserves, despite dire warnings of planetary disruption. Political and religious conservatives deny the indisputable evidence of the population while the mainstream media essentially says they're not newsworthy enough to feature on the morning or the evening broadcast. And so like the proverbial frog and the slowly heating cauldron we have yet to grasp the gravity of our situation. Now I'm speaking to the choir because Unitarian Universalists are generally more concerned about the state of the environment here at FUS, what did we do? We built this state of the art green addition to our land make mark meeting house and we spent a good deal of extra money to conserve resources, recharge groundwater, prevent runoff into our wonderful lakes here in Madison and soon we will be adding an array of solar panels to further cut our utility costs and reduce our carbon footprint. All this is for the good. And yet today, with the sustainability task force that's been studying the society's consumption patterns, we do not have a ministry team that is actively collaborating with entities such as 350.org, the Sierra Club, Sustained Dane, 1000 Friends of Wisconsin, Gathering Waters, the San County Foundation, the Ottoman Society or Clean Wisconsin. Now it could be argued that many members of FUS already support these environmental organizations as volunteers but as a faith community. We are in a unique position to connect people with the natural world at a much deeper level and a level that may help to sustain our commitment. Back in 1988, same year that I landed here in Madison, Thomas Berry's book, The Dream of the Earth, was released. Thomas Berry was a passionist priest and he wrote that our secular, rational, industrial society with its amazing scientific insight, with its technological skills has established the first radically anthropocentric society and has thereby broken the primary law of the universe. Broken the primary law of the universe. The law that every constituent member of the universe, especially as realized here on planet Earth should be integral to every other member of the universe. Berry was talking about our seventh principle, the interdependent web of existence and how much it should matter to us and he says then that it may take a quasi-religious transformation in contemporary culture to restore the sensibility that we have lost. A quasi-religious transformation. Another Berry, Wendell Berry, shares his namesake concerns and faults the church and its issues. Faith communities, Berry writes, routinely prioritize the building fund over the fortunes of the fowls of the air and the lilies of the field and so it's high time he says that we should be promoting some kind of creation care spreading the gospel of love and care for the planet's millions of parcels of land each in its own precious way different from all the rest and only love can do this. Only love can bring intelligence to our institutions and into the presence of the work which must now be done. So again to attract members of the younger generation I think we have to demonstrate clearly in word and indeed that we are gravely concerned about the world that they are going to inherit and that we are prepared to partner with them in keeping this world habitable not only for the human species but for myriads of other species sentient beings as well. So thus far I have cast two visions that clearly would require the expenditure of time and effort on behalf of two critically important issues but faith communities also have an obligation to address the spiritual needs and cravings of their members. So I would suggest then that we begin to emulate those who subscribe to what is called engaged Buddhism. These are Buddhists who practice active compassion in the world at large but then they return to their homes and their faith communities to undertake a stable contemplative practice and so they engage in this balance between the out-breath of service and the in-breath of self-care. Now here at FUS we encourage service to others we do it all the time and we also offer some in-breath opportunities centering prayer, service, center at opportunities centering prayer circles movement meditation monthly contemplative gatherings for healing and hope insight meditation group that meets on Sunday evenings and is open to all one or more of our chalice groups that also focus on meditative and spiritual practices but together all of these serve only a small fraction of our community and while attendance at worship services such as these includes as a contemplative discipline the frustration, the fear, the anxiety, the distractiveness the burnout that we see all around us that we feel inside of us these are all in part a symptom of as Albert Schweitzer put it too little inwardness and so our faith communities need to provide more opportunities not just for people to do all the time but just to be and to rest in the moment and just put the future on hold he says if you already have a spiritual practice treasure it like a beloved and make a warrior's commitment to stay with it for life and if you have not found your form make it your highest priority to do so so I've saved what might be my most pedestrian but not insignificant vision for last in the list of recommendations that Lyle Shaler made to our congregation in 1987 he mentioned he said you folks need more in your savings you need to start asking explicitly asking your members to include the society's foundation in their wills and at that point the society's foundation assets stood somewhere south of $300,000 by the end of the millennium Shaler said it should be six to seven times that so that the earnings from those funds can be used to offset necessary capital improvements and we're disappointed because we have not on a regular basis encouraged our members to leave bequests to our foundation and to be sure the foundation now boasts about three million dollars in assets but that has mostly to do with a rising stock market and moreover unlike in 1987 when the society was essentially debt free we are now servicing a four million dollar mortgage with interest and principal payments over the last 30 years and I don't need to remind you that every dollar we spend every dollar we spend to satisfy that debt is not available for the transformational work that we are called on to perform now over the last 30 years I have seen our members repeatedly rise to the occasion increasing your annual giving responding enthusiastically to three capital campaigns since I've been here offering from a culture of scarcity in 1987 we have moved steadily toward a culture of abundance and increased generosity and we have this marvelous atrium auditorium and a restored landmark meeting house to show for it it took many hands it took many open pocket books to bring us to this place and like that stone mason in John Osmond's poem I may have played in all of this and say to myself I bloody did that but bricks and mortar aside the world we live in is not yet the one that we imagine and that world will remain ever elusive unless we choose to invest in it and so may our passion for these visions a healed planet a reconciled human family a sound spirit a vital faith community may these visions carry us into our next great adventure and far beyond bless it be and amen one last time we gather each week as a community of memory and of hope to this time and this place we bring our whole and at times our broken selves we carry with us the joys and sorrows of the recent past seeking here a place where they might be received and celebrated and shared in 1993 he and Lois were long time members of FUS and Pete was a professor in the political science department at UW Madison our condolences to Lois and to their children a celebration of Pete's life will be held at Middleton Glen retirement community on the 7th of July and our thoughts are with Joyce and Phil Carey Phil is in the rehabilitation unit at Capital Lakes but he is expected to be entering hospice care in a few days we send to Joyce our sympathy and our best wishes and then on a more positive note Phoebe Yancey who as we mentioned last week underwent surgery for a brain tumor Phoebe's 11 years old and that tumor was successfully excised she'll probably require some follow up treatment but she's doing full bore rehab right now and day by day getting stronger getting better, getting more lively and so our thoughts are with the Yancey family and Phoebe as well so in addition to those just mentioned we would acknowledge any unspoken joys or sorrows that remain among us and as a community of concern and caring we hold those in our hearts as well let us be a community of silence for just a moment or two in the spirit of empathy and of hope so by virtue of our brief time together today may our burdens be lightened and our joys expanded and I now invite you to participate in the giving and the receiving we'll go to the maintenance of our wonderful community and the support of its programming please be generous a monetary gift to the support of this fine institution and thanks also to the people who have volunteered today to make sure that this service ran smoothly Karen Rose-Gradley was our lay worship associate lay minister is Anne Smiley and is also doubling as an usher today along with Daniel Bradley who ushered it 9 o'clock as well and Pam Susie De Beers is our other usher along with Brian Channis our greeters were Elaine Lower and Pam Winnie at the front door up here and our hospitality our coffees being served by Rich DeVita and Jeanne Hills our pulpit palms here are cared for by Nancy Webster on a regular basis so we thank you all of you and there is just one other acknowledgment and one other announcement that there was a tour for visitors after the 9 o'clock service and two days service due to the little I think there's a party afterwards so we invite all of you to linger for that I'm sure there's going to be some good food and some amusement as well and so I invite you to rise and body your spirit now for our closing hymn number 1008 also beginnings may the spirit of love dwelling in this community strengthen our hearts lighten our way carry us forward until we meet again


We continue on today with chapter 13, the two emotions. I have said you have but two emotions, love and fear. One is changeless, but continually exchanged, being offered by the Eternal to the Eternal. In this exchange it is extended, for it increases as it is given. The other has many forms for the content of individual illusions differs greatly. Yet they have one thing in common, they are all insane. They are made of sights that are not seen and sounds that are not heard. They make up a private world that cannot be shared, for they are meaningful only to their maker, and so they have no meaning at all. In this world their maker moves alone for only he perceives them. Each one peoples his world with figures from his individual past, and it is because of this that private worlds do differ. Yet the figures that he sees were never real, for they are made up only of his reactions to his brothers, and do not include their reactions to him. Therefore he does not see he made them, and that they are not whole. For these figures have no witnesses being perceived in one separate mind only. It is through these strange and shadowy figures that the insane relate to their insane world, for they see only those who remind them of these images, and it is to them that they relate. Thus do they communicate with those who are not there, and it is they who answer them. And no one hears their answer save him who called upon them, and he alone believes they answered him. Projection makes perception, and you cannot see beyond it. Again and again have you attacked your brother because you saw in him a shadow figure in your private world, and thus it is you must attack yourself first for what you attack is not in others. Its only reality is in your own mind, and by attacking others you are literally attacking what is not there. The delusional can be very destructive, for they do not recognize they have condemned themselves. They do not wish to die, yet they will not let condemnation go. And so they separate into their private worlds where everything is disordered, and where what is within appears to be without. Yet what is within they do not see, for the reality of their brothers they cannot recognize. You have but two emotions, yet in your private world you react to each of them as though it were the other. For love cannot abide in a world apart where when it comes it is not recognized. If you see your own hatred as your brother you are not seeing him. Everyone draws nigh into what he loves and recoils from what he fears, and you react with fear to love and draw away from it. Yet fear attracts you, and believing it is love you will call it to yourself. Your private world is filled with figures of fear you have invited into it, and all the love your brothers offer you you do not see. As you look with open eyes upon your world it must occur to you that you have withdrawn into insanity. You see what is not there, and you hear what makes no sound.  You communicate with no one, and you are as isolated from reality as if you were alone in all the universe.   And the vision of Christ is not in your sight, for you look upon yourself alone. Little child, would you offer this to your father? For if you offer it to yourself, you are offering it to him. And he will not return it, for it is unworthy of you, because it is unworthy of him. Yet he would release you from it and set you free. His sane answer tells you what you have offered yourself is not true, but his offering to you has never changed. You who know not what you do can learn what insanity is and look beyond it. It has given you to learn how to deny insanity and come forth from your private world in peace. You will see all that you denied in your brothers because you denied it in yourself, for you will love them, and by drawing nigh unto them you will draw them to yourself, proceeding them as witnesses to the reality you share with God. I am with them as I am with you, and we will draw them from their private worlds, for as we are united so would we unite with them. The Father welcomes all of us in gladness, and gladness is what we should offer him. For every son of God has given you to whom God gave himself, and it is God whom you must offer to them to recognize his gift to you. Vision depends on light. You cannot see in darkness, yet in darkness in the private world of sleep you see in dreams although your eyes are closed, and it is here that what you see you made. But let the darkness go, and all you made you will no longer see, for sight of it depends upon denying vision. Yet from denying vision it does not follow you cannot see, but this is what denial does, for by it you accept insanity, believing you can make a private world and rule your own perception. Yet for this light must be excluded. Dreams disappear when light has come, and you can see. Do not seek vision through your eyes, for you made your way of seeing that you might see in darkness, and in this you are deceived. Beyond this darkness, and yet still within you, is the vision of Christ, who looks on all in light.  He is the Holy Spirit's manifestation, looking always on the real world and calling forth its witnesses and drawing them to you. He loves what he sees within you, and he would extend it, and he will not return unto the Father until he has extended your perception even unto him, and their perception is no more, for he has returned you to the Father with him. You have but two emotions, and one you made, and one was given you. Each is a way of seeing, and different worlds arise from their different sights. See through the vision that is given you, for through Christ's vision he beholds himself, and seeing what he is, he knows his Father. Beyond your darkest dreams he sees God's guiltlessness son within you, shining in perfect radiance that is undimmed by your dreams, and this you will see as you look with him, for his vision is his gift of love to you, given him of the Father for you. The Holy Spirit is the light in which Christ stands revealed, and all who would behold him can see him, for they have asked for light. Nor will they see him alone, for he is no more alone than they are. Because they saw the Son, they have risen in him to the Father, and all this will they understand because they looked with him and saw beyond the darkness the Christ in them, and recognized him. In the sanity of his vision they looked upon themselves with love, seeing themselves as the Holy Spirit sees them, and with this vision of the truth in them came all the beauty of the world to shine upon them. From the workbook, Lesson 98, I will accept my part in God's plan for salvation. Today is a day of special dedication. We take a stand on but one side today. We side with truth and let illusions go. We will not vacillate between the two, but take a firm position with the one.  We will not argue it is something else. We will not seek for it where it is not. In gladness we accept it as it is, and take the part assigned to us by God. How happy to be certain all our doubts we lay aside today, and take our stand with certainty of purpose, and with thanks that doubt is gone, and surety has come. We have fulfilled a mighty purpose, and have been given everything we need with which to reach the goal. Not one mistake stands in our way, for we have been absolved from errors. All our sins are washed away by realizing they were but mistakes. The guiltless have no fear, for they are safe and recognize their safety. They do not appeal to magic, nor invent escapes from fancied threats without reality. They rest in quiet certainty that they will do what is given them to do. They do not doubt their own ability, because they know their function will be fulfilled completely in the perfect time and place. They took the stand which we will take today, that we may share their certainty, and thus increase it by accepting it ourselves. They will be with us. All who took the stand we take today will gladly offer us all that they learned, and every gain they made. Those still uncertain too will join us, and borrowing our certainty will make it stronger still, while those as yet unborn will hear the call we heard, and answer it when they have come to make their choice again. We do not choose but for ourselves today. Is it not worth five minutes of your time each hour to be able to accept the happiness that God has given you? Is it not worth five minutes hourly to recognize your special function here? Is not five minutes but a small request to make in terms of gaining a reward so great it has no measure? You have made a thousand losing bargains at the least. Here is an offer guaranteeing you your full release from pain of every kind, and joy the world does not contain. You can exchange a little of your time for peace of mind and certainty of purpose with the promise of complete success. And since time has no meaning, you are being asked for nothing in return for everything. Here is a bargain that you cannot lose. And what you gain is limitless indeed. Each hour today give him your tiny gift of but five minutes. He will give the words you use in practicing today's idea, the deep conviction in the certainty you lack. His words will join with yours and make each repetition of today's idea a total dedication made in faith as perfect and as sure as his and you. His confidence in you will bring the light to all the words you say, and you will go beyond their sound to what they really mean. Today you practice with him as you say. I will accept my part in God's plan for salvation. In each five minutes that you spend with him, he will accept your words and give them back to you all bright with faith and confidence so strong and steady they will light the world with hope and gladness. Do not lose one chance to be the glad receiver of his gifts that you may give them to the world today. Give him the words and he will do the rest. He will enable you to understand your special function. He will open up the way to happiness and peace and trust will be his gifts. His answer to your words. He will respond with all his faith and joy and certainty that what you say is true. And you will have conviction then of him who knows the function that you have on earth as well as heaven. He will be with you each practice period you share with him, exchanging every instant of the time you offer him for timelessness and peace. Throughout the hour, let your time be spent in happy preparation for the next five minutes you will spend again with him. Repeat today's idea while you wait for the glad time to come to you again. Repeat it often and do not forget each time you do so. You have let your mind be readied for the happy time to come.  Tell him once more that you accept the part that he would have you take and help you fill. And he will make sure you want this choice which he has made with you and you with him. I will accept my part in God's plan for salvation. Today we open to simplicity recognizing there are but two emotions, the changelessness of love, eternal, infinite, always and forever, and a make-believe emotion of fear, guilt, pain and shame. Today we recognize that this is our decision. Right now we decide for love, releasing the potential choice of fear, seeing that fear was never really an option. It is impossible to go against God's will for perfect happiness. Through the filter of the ego, the world has peopled with many forms, many persons, many sights, many sounds. They all have one thing in common, they are all insane. The content of individual illusions differs greatly but they are all insane. The world of images, the linear cosmos of time and space is made of sights that are not seen and sounds that are not heard. They make up a private world that cannot be shared. They are meaningful only to their maker, the ego. So they have no meaning at all. Only the ego perceives a fragmented world. Only the ego feels fear but you are not the ego and what is nothing cannot feel.   The figures that are perceived were never real. They are the past. The past is not real. These shadowy figures are made up only of past reactions but with this trick. The mind of sleep does not see, it made them. It is through these strange and shadowy figures that the insane relate to their insane world. For they see only those who remind them of these images and it is to them that they relate. Thus do they communicate with those who are not there and it is they who answer them. And no one hears their answer, save him who called upon them. And he alone believes they answered him. All this is teaching in projection. Projection makes perception. And you cannot see beyond it. When the mind of sleep believes in attack it perceives a world of attack. A world of defense. Yet by attacking others you are literally attacking what is not there. Today we see that there are about two emotions and two ways of looking upon the world. Today we would release all insanity, all attempts to meaningfully interpret the world of images. We look upon these images and say I do not know what anything is for. I do not perceive my own best interest. I see nothing as it is now. Without the vision of Christ I am seeing nothing. Only the vision will take me into the present moment. The experience of total perception and beyond to the vision of Christ. Through Christ's vision I behold myself as God created me. Today I would let my identity be revealed to me. Today I will accept my part in God's plan for salvation. We dedicate ourselves to truth today and to salvation as God planned it to be. We will not argue it is something else. We will not seek for it where it is not. In gladness we accept it as it is and take the part assigned to us by God. In certainty, in sureness, in a state of complete non-compromise, I will accept my part in God's plan for salvation. Amen.


From theCUBE Studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're in our Palo Alto Studios today for a CUBE Conversation. We're talking about data. We're always talking about data. And it's really interesting. You know, we like to go out and get you the first person insight from the people that start the companies, run the companies, the practitioners, and get the insight directly from them. We also like to go out and get original research and hear from original research. And this is a great opportunity to hear from both. So we're excited to have, and welcome back into the studio. He's Aaron Cobb. He's the co-founder of Elation, many-time CUBE alumni. Aaron, great to see you. Yeah, the things you're having with me. It's great to be here. Yeah, it's very cool. But today it's a special thing. We've never done this before with you. You guys are releasing a brand new report called the Elation State of Data Culture Report. So really interesting report. A lot of great information that we're going to dig in here for the next few minutes. But before we do, tell us kind of the history of this report. This is kind of the inaugural release. What was kind of behind it? Why did you guys do this? And give us a little background before we get into the details. Absolutely. So yes, that's exactly right. It's debuting today that we plan to kind of update this research quarterly and kind of see the trends over time. And this emerged because, part of my job I talked to chief data officers and chief analytics officers across our customer base and prospects. And I kept hearing anecdotally over and over that establishing a data culture is often the number one priority for these data leaders and for these organizations. And so we wanted to really say, can we quantify that? Can we agree upon a definition of data culture? And can we create sort of a simple yardstick to more objectively measure where organizations are on this sort of data maturity curve to get a data culture? Right. I love it. So you created this data index, right? The data culture index. And I think it's important to look at methodologies. I think people a lot of times go right to the results on reports before talking about the methodologies. And let's talk about the methodologies because we're supposed to be talking about data, right? So you talked to 300 some odd executives, correct? And I think it's really interesting and you broke it down into three kind of buckets of data literacy, if you will. Data search and discovery. Number one, data to kind of literacy in terms of their ability to work with the data. And then the third bucket is really data governance. And then in good form, ABCD, you gave them a four point score and basically are they doing it well? Are they doing it in the majority of the time? Are they doing it in about half? They got one or they got a zero and you get this four point scale and you end up with a 12 point scale which we're all familiar with from school, from an A to an A minus and B, et cetera. Just dig it a little bit on those three categories and how you chose those. So the first one again is kind of their data search and discovery, can they find it? And then their competency, if you will, and then governance and compliance. Kind of dig into each of those three buckets a little bit. For sure. So the end goal in data culture is to have an organization in which data is valued and decisions are made based on data and evidence, right? Versus a culture in which we go with the highest paid person's opinion or what we did last quarter or any of these other ways things get done. And so the idea is to make that possible. As you said, you have to be able to find the data when you need it. That's the data search and discovery. You have to be able to interpret that data correctly and draw valid conclusions from it. And that's data literacy, excuse me. And both of those are contingent upon having data governance in place so that data is well-defined and has high data quality and all these other aspects so that it's possible to find it and understand it properly. Right. And one of the things too that I think is really important that we call that and again we're going to dive into the details is your perceived execution versus the reported execution by the people that are actually providing data. And I think you've found and you've highlighted on specific slides that there's not necessarily a match there and sometimes what you perceive is happening isn't necessarily what's happening when you go down and query the people in the field. So really important to come up with a number. And I think you said this is going to be an ongoing thing over a period of time so you kind of start to see longitudinal changes in these organizations. Absolutely. And we're very excited to see those trends over time but even at the outset this very striking effect emerges which is as you said if we ask one of these 300 data leaders all around the world actually if we ask how is the data culture at your company overall in this very broad general top-down way and have them graded on the A to S scale we get results where there's a large gap between kind of that level of maturity and what emerges in a bottom up methodology excuse me in which you ask about governance and literacy and search kind of by department in a more bottom up way. And so we do see that it can be helpful even for data people to have a more granular metric and framework for quantifying their progress. Right. So let's jump into some of the results. It's fascinating. They're kind of all over the map but there's some definite trends. One of the trends you talked about is that there's a lot of questions on the quality of the data that that's a real inhibitor to people whether that suspicion is because it's not good data and I don't know this question for you is do they think it's not relevant to the decision that's being made? Is it an incomplete data set or the wrong data set? There seems to be that keeps coming up over and over about decision makers not necessarily having confidence in the data. What can you share a little bit more color around that? Yeah, it's quite interesting actually. So what we find is that 90% so nine in 10 people, 10 executives are thought to question the data sometimes often are always but the part that's maybe disappointing or concerning is the two thirds of executives are believed to ignore the data and make a decision kind of pushing the data aside which is really quite striking when you think about it why have all this data if more often than not you're sort of disregarding it to make your final answer and so you're absolutely correct that when we dug into why what are the reasons behind pushing data aside? Data quality was number one and I think it is a question of oh is the data inaccurate? Is it out of date? These are sort of concerns sort of we hear from customers and prospects but as we dig in deeper in the survey results, excuse me we see some other reasons behind that one is a lack of collaboration between the data and analytics folks and the business folks and so there's a question of I don't know exactly where this data came from or to your point kind of how it was produced what was the methodology? How was it sourced? And maybe because of that disconnect there's a lack of trust so trust really is the ultimate I think barrier to having data culture really take root Right and it's trust in this trust as you said not only in the data per se the source of the data, the quality of the data the relevance of the data but also the people who are providing you with the data and obviously you get some data sets sometimes you didn't get other data sets so that's really a little bit disconcerting the other thing I thought was kind of interesting is it seems to be consistent that the primary reason that people are using big data projects is around operations and operation efficiency a little bit about compliance but you know it's interesting we had you on at the MIT CDOIQ Chief Data Information Officer Pauli Symposium and you talked about the goodness of people moving from kind of a defensive posture to an offensive posture, you know using data in terms of product development and innovation and what comes across in this survey is that's kind of down the list behind you know kind of operational efficiency we're seeing a little bit of governance and regulation but the quest for data as a tool for innovation didn't really shine through in this report well you know it's very interesting it depends whether you look at the aggregate level or you break things down a little bit more so one thing we did after we got that 0 to 12 scale on the data culture index or DCI is it actually we were able to break it down into thirds and among the sort of bottom third that has the least well-established data culture by this yardstick we found that governance and regulatory compliance was the number one application of data but among the top third of respondents we actually found the opposite where things like providing a great customer experience doing product innovation those sort of things actually came to the fore and governance fell behind so I think there is this curve where it's table stakes to get the sort of defense side of data figured out and then you can move on to offense and using data to make your organization meet its other goals right, right and then I wonder too to get your take on kind of the democratization of data right this is a trend that's been going on and really I think you've said before you know your guys whole mission is to empower curious and rational world to give people the ability to ask the right questions have the right data and get the right answer so you know we've seen democratization in terms of the access to the data the access to the tools the ability to do something with the data and the tool and then the actual authority to execute a business decision based on that the results on that seem a little bit split here because a lot of the problems seem to be focused on leadership not necessarily taking a database decision move but on the good hand a lot of people trying to break down data silos and make data more accessible for a larger group of people so that more people in the organization are making database decisions seems kind of like this little bit of a bifurcation between the C-suite and everybody else trying to get their job done. Absolutely there's always this question of you know sort of the organizational wide initiative and then what's happening on the ground one thing we saw that was very heartening and aligns with where our customers have had success is a real emphasis being placed on having data governance and data context and data literacy factors sort of be embedded at the point of use so not expecting people to just like take a course and look things up and kind of interrupt their workflow to be able to use data quickly and accurately and interpret it in valid ways so that was really exciting to see as an initiative it sort of bridges that gap along with initiatives to have more collaboration and integration between the data people and the business people because really they exist to serve one another but in terms of the disconnect between the C-suite and other parts of the org there was a really interesting inverse correlation well or maybe it's not inverse depending on how you look at it but basically when we talk to C-level executives and ask does the C-suite ignore data do they question data, et cetera those numbers came in lower than when we talk to a senior director about the C-suite so the farther you get there's a difference there from my perspective I almost wonder whether that distance is actually a more objective viewpoint and when you're in that role it's hard to even see your cognitive biases and your tendency to ignore data when it doesn't suit you. Right, right so there's some other interesting things here so one of them is kind of predictors one of the whole reason to do studies and collect data so that we can have some predictive ability and it comes out here that the reporting structure is a strong predictor of a company's data tier structure so there's the whole rise of the chief data officer and the chief analytics officer and the chief data analytics officer and lots of conversations about those rules and what exactly are those rules and who do they report to your study finds a pretty compelling leading indicator that if that role is reporting to either the CEO or the executive board which is often one of the same person that that's actually a terrific indicator of success in moving to a more data centric culture. That's absolutely correct so we found that that top third of organizations on the data culture index were much more likely to have a chief data executive a CDO, CAO or CDAO in fact they're more likely to have folks with the analytics in their title because in some organizations data is thought to mean sort of raw data infrastructural defense and analytics is sort of where it gets infused into business processes and value but certainly that top third is much more likely to have that the chief data executive reporting into the executive board or CEO when the highest ranking data executive is under the CIO or some other part of the organization those orgs tend to score far lower on the DCI. Right, right, so it's interesting you know you're a really interesting guy you've been doing this for a while and you were at Siri before you were at Elation so you have a really good feel for kind of what data can do and can't do and natural human or natural language processing and human voice interaction with these devices are really interesting case study and they can do a really good job within a small defined dataset and instruction set but they don't do necessarily so well once you kind of get outside how they're trained and you've talked a lot about how metaphors shape the way that we think and I know you and Dave and talked about data oil and data lakes and I don't want to necessarily go down that whole path but I do think it's important and what came out of the study and the way people think about data you know there's a lot of conversation how do you value data? Is data used to just be an expense that we had to buy servers to store the stuff we weren't sure what we ever did with it so I wonder if there's any kind of top level metaphorish level kind of thought or process or framing in the companies that you studied that came out maybe not necessarily in the top line data but maybe in some of the notes that help define why some people are being successful at making this transition and putting kind of data out front of their decision processing versus data either behind as a supporting thing or maybe data I just don't have time with it or I don't trust it or God knows where you got that and it's not the data that I wanted was there any kind of tangential or anecdotal stuff that came out of the study that's more reflective of the softer parts of a data culture versus the harder parts in terms of titles and roles and job responsibilities? Yeah, it's a really interesting place to explore. I do think there's a, I don't want to make this overly simplistic or binary but at the end of the day it's like anything else within an organization you can view data as a liability to say, okay, we have for example, customers names and phone numbers and passwords and we just need to prevent an adverse event in which there's a leak or some sort of infosec problem that could cause bad press and fines and other negative consequences. And I think the issue there is if data is a liability the best case is that it's worth zero as opposed to some huge negative on your company's balance sheet. And I think intuitively if you really want to prevent data misuse and data problems, one fails safe but I think ultimately in this only risky way to do that was just not collect any data and not store it. So I think that the transition is to say, look data must be protected and taken care of that's set to zero but it's really just the beginning and data is this asset that can be used to inform the huge company level strategic decisions that are made in annual planning at the board level down to the millions of little decisions every day in the work of people in customer support and in sales and in product management and in various roles across industries. And I think once you have that shift the upside is potentially unbounded and it just changes the way you think. And suddenly instead of saying, oh data needs to be kind of hidden away it's more like, oh people need to be trained on data use and empowered with data and it's all about not if it's used and if it's misused but really how it's used and why it's used what is being used for to make a real impact. Right. It's funny, I just remember being back in business school one of the great things that helps teach you is to think in terms of data, right? And you always have the infamous center consulting interview question how many manhole covers are there in Manhattan? Right, so to start to think about that problem from a data centric point of view really gives you a leg up and even where to start and how to attack those types of problems. And I thought it was interesting talking about challenges for people to have a more data centric point of view. It's interesting. The report said basically everybody said there's all kinds of challenges around data quality and compliance and data democratization but the bottom companies, the bottom companies said that the biggest challenge was lack of buy-in from company leadership. So I guess the good news, bad news is is that there's a real opportunity to make a significant change and get your company from the bottom third to a middle third or a top third simply by taking a change in attitude about putting data in a much more central role in your decision-making process. Cause all the other stuff's kind of operational execution challenges that we all have and all the people, blah, blah, blah. But in terms of attitude of leadership and prioritization that's something that's very easy to change if you so choose and really seems to be the key to unlock this real journey as opposed to the minutiae of a lot of the little details that are a challenge for everybody. Absolutely and your changing attitudes might be the easiest thing or the hardest thing depending on who the person is, but I think you're absolutely right. The first step, which could maybe should be easy is admitting that you have a problem or maybe to put it more positively realizing you have an opportunity. I love that. And then just again, looking at the top tier companies, the other thing that I thought was pretty interesting in the study is I'm looking at it here is getting champions in each of the operational segments. So rather than, I mean, a cheap data officer is important and somebody kind of at the high level to shepherd it in this executive suite as we just discussed, but within each of the individual tasks and functions and roles, whether that's operations or customer service or product development or operational efficiency, you need some type of champion, some type of person, you know, banging the gavel, collecting the data, smoothing out the complexities, helping people get their thing together. And again, another way to really elevate your position on the score. Absolutely. And I think this idea of again, bridging between, you know, if data is centralized, you have a chance to try to really get excellent practices within the data org, but then it becomes even more essential to have those ambassadors, people who are in the business and understand all the business context who can sort of make the data relevant, identify the key areas where data can really help, maybe demystify data and pick the right metaphors and the right examples to make it real for the people in their function. Right, right. So Aaron, there's a lot of great stuff. People can go to the website at elation.com. I'm sure you'll have a link to this very prominently displayed, but, and they should, and they should check it out and really think about it and think about how it applies to their own situation in their own department company, et cetera. I just wanted to give you the last word before we sign off, you know, kind of what was the most, you know, kind of positive affirmation or not the most, one or two of the most kind of affirming outcomes of this exercise? And what were one or two of the things that were a little concerning or, you know, kind of surprises on the downside that came out of this research? Yeah, so I think one thing that was maybe surprising or concerning the biggest one is sort of where we started with that disconnect between, you know, what people would say as an off the cuff overall assessment and the disconnect between that and what emerges when we go department by department and process to be pillars of data culture from a search and discovery to data literacy to data governance. The thing that disconnect, you know, should give one pause. I think certainly it should make one think, hmm, maybe I shouldn't look from 10,000 feet, but actually be a little more systematic and considering the framework I use to assess data culture if that is the most important thing to my organization. I think though, there's this quote that you move what you measure just having this hopefully simple but not simplistic yardstick to measure data culture and the data culture index should help people be a little bit more realistic in that quantification and the track their progress, you know, quarter over quarter. So I think that's very promising. I think another thing is that, you know, sometimes we ask how long have you had this initiative? How much progress have you made? And it can sometimes seem like pushing a boulder uphill. Obviously the COVID pandemic and the economic impacts of that has been really tragic and really hard. You know, a tiny silver lining in that is the survey results showed that organizations have really observed a shift in how much they're using data because sometimes things are changing but it's like a frog in boiling water. You don't realize it. And so you just assume that the future is going to look like the recent past and you don't look at the data or you ignore the data or you miss parts of the data. And a lot of organizations said, you know, COVID was this really troubling wake-up call but it could even after this crisis is over produce an enduring change in which people are consulting data more and making decisions in a more data-driven way. Yeah, certainly an accelerant. That is for sure. Whether you wanted it, didn't want it. Thought you had it at the time, didn't have time. You know, COVID is definitely the digital transformation accelerant and data is certainly the thing that powers that. Well, again, it's the elation state of data culture report available. Go check it out elation.com. Aaron, always great to catch up. And again, thank you for doing the work and supporting this research. And I think it's really important stuff and it's going to be interesting to see how it changes over time. Cause that's really when these types of reports really start to add value. Thanks for having me, Jeff. And I really look forward to discussing some of those trends as the research is completed. All right, thanks a lot, Aaron. Take care. All right. He's Aaron, I'm Jeff. You're watching theCUBE. Follow out though. Thanks for watching. We'll see you next time.


Ross that's all right Three weapons if we're loaded never put a weapon you not tend to shoot Keep your fingers straight off trigger until you're ready to fire What about safe to your rate of fire? Safety is paramount safety always be priority number one Don't move on the range we permitted before informing our so yeah, like just matching this one round target point three shooter stand by


Thanks, Tai, but that was right to the second, you know, on the dot. That was fantastic. A question for you and for Joseph, and I'm just going to say quickly that we are not going to go onto the floor because I think we're running out of time and it would be really good to sort of get a quick round going. So the last quotation you showed there I think is really great, the one about engagement with a different kind of imaginary. I think that's a very important question. I would love to hear from you if there are any examples of those engagements from the Lagos, if not from the Lagos, at least from the Nigerian, you know, housing sector. And Joseph, I think the images you showed of some of the work you have done are actually really interesting examples of that sort of like very grounded imaginary. So I think it's that there's a very interesting overlap between what you're talking about, but I just wanted to kind of put that on the table and just try to get a, yeah. Okay, a lot of Lagos has been governed by residence associations amongst the middle income and then with the local communities associations among the low income. And so the power of cooperatives is very strong. Residence associations are the ones that are actually providing the infrastructure in many of the communities and unfortunately they are just being ignored. They're not seen as an important stakeholder in the reshaping of the city and until they are able to have a space at the table of planning, of governance and of even providing the infrastructure of the city, there will continue to be gaps. I think to build on what she said, we also, the Kenyan Federation of Slamduelas, we organize around women collectives, around cooperatives. And I think there is a realization that that is not enough. And I think, as I said earlier, issues of housing, issue of transforming cities is the responsibility of all. I think we realize Slamduelas, they have a right to housing, they have a right to services, but they also have a responsibility and responsibility is not to sit and wait for houses to fall from heaven, they have a responsibility. And that's why we have been acting with this project we are doing in Mokuru. We have mobilized 42 organizations which are giving the city a service. It's in scales. So when the city declared this part of it, we were addressing a land issue. Somebody said the entire Nairobi is at the risk of most Slamduelas are at a risk of being evicted or the 100% almost all the land in informal settlements is inhabited by Slamduelas. And the other thing is also the plan we are developing for Mokuru. How does it fit in the mass plan?  Somebody said a president earlier.  And the question was how can you not plan? Somebody was saying 30% of residents of Nairobi is a city of 4 million, over 4 million people. It's not 30%. Almost 60% of the residents of Slamduelas of Nairobi live in informal settlements. We usually say for every person in Nairobi, you have a relative in the informal settlement whether you like it or not. So for us, how does this plan fit in the bigger master plan for Nairobi? The master plan at the moment at the city level is bring down old houses, put up new, more expensive, shinier houses. We think that we, as she said in Lagos, that is not a solution. The solution is to improve, is to upgrade the informal settlements. I think one of the interesting points at this stage of a conversation like this is that you could conclude that any form of planning is useless, depressing and bad. But I think we should also remind ourselves that you can do it well and we have heard one and have experienced other examples. And I was wondering, Jose, might you comment on that in the sense that could one take from this conversation anything that is positive? Well, I showed the Kennedy visiting two housing states in the 1960s as a moment of optimism because in my mind it combines two issues. One is let's call it that at the end of the day, urban planning and the production of housing is a political act. And if we try to turn it into strictly a technocratic act of just supply and demand, we will just be replicating mistakes. So the question for me is whether we could connect the housing delivery system to a planning protocol that combines the best about what's political, who do we cater, who pays for it, who finances it, who benefits and who are the losers, with a more informed research-based grammar of success, but also grammar of failures. It's actually surprising that in a way the eight presentations today have talked about forms of research. The real transformation today at InfoNabit is that there's now a research unit well funded doing relevant work bringing not only the architects to rethink the problems of social housing, but actually connecting knowledge to action. And that's a way in which the technical can become political. Will you end on this point of feedback, Lutz? I wanted to add from what I'm hearing around the table is that there are communities who could help themselves. You know, they have resources to mobilize and this calls to mind. Something that I read about the housing development in Lima, in Peru, where for the informal settlements, what they did was they gave land titles to the informal settlers. And upon receiving the land titles because that is security of Taneo. And that actually accelerated housing investment by the community themselves, where they would then use their savings to retrofit, to upgrade their own house to as much as 60% of expenditure. So I think there seems to be pockets of different models, different housing models, different strokes for different situations because like in Thailand they have CODI, Community Organization Development Initiative, which has worked with the local communities because what the communities lack sometimes is the know-how, how to do, how to engage in conversation with the policymakers, how to mobilize resources that is within themselves. So I think there is opportunity for better understanding what is possible within the communities. And this brings up the importance of research, R&D, the importance of understanding, finding out what is really needed by the communities, by the people who are going to live in these houses. If we take what Belinda is saying, Gautam, Taibat, in your context, is there enough trust to actually take this language and apply it where you are, or not? Because I don't hear that. I mean, I'll be honest, I don't think there are any communities that are saying that they don't want engagement with the state of it planning. It is about the terms of engagement that they want with planning. And I think that if we have an 18 million housing shortage, we also have nine million vacant houses. Now, you put those two together. For me, what the state needs to be doing when it speaks of housing is to think about its role also as a regulator of real estate and land markets. There are many things communities cannot do and should not do at scale. And to me, there's two parts that are the focus. Large-scale trunk infrastructure should not be building underground drains in an auto-constructive matter. And two, the second is the opportunity to hold on to some forms of land in rapidly expanding cities. The state, unfortunately currently in the Indian context, is focusing on micro-planning and building affordable housing for people who can build their own. But it is not doing the work communities needed to, which is protecting them the time for them to get there. And actually talking about the most patient capital, I know, which is speculative real estate, which will sit on peri-urban edges of cities for 25 years in buildings they will complete at 90% but not close, because it's not about that apartment. No one is ever meant to live in $700,000. They're holding on to the land. They're not actually building housing. So the question for planning for me is, let the state begin to regulate land in real estate. Not only think about housing when it has to find beneficiaries instead of partners. Yes, I'm going further from there. The challenge we have in Lagos is that the planning framework doesn't recognize the informal communities. And if 95% of transactions occur outside of the state sanctioned one, then the whole city is informal. The situation now is, well, land is very valuable because there's not a lot of it in Lagos, but we need to renegotiate how the city has been shaped for the stakeholders. And planning needs to step beyond technical. And planning also needs to learn from how people are producing the houses. In fact, planning, especially in the context of Lagos, needs to step away from the British, you know, the colonial framework, which is what we have inherited. And which we have not grown beyond. So I think we'd thank you very much for that comment. I think we should begin to conclude. I just want to reflect on two concepts, two, and a number of phrases that were brought up in the scene setting discussions this morning. Alcindor has been sitting here quietly. But it's quite interesting how we have not mentioned the word young people for about four hours, just as a reflection. You raise that point. And perhaps there's an inadequacy in terms of what the frameworks and the models of thinking to who's going to be living in these places is exactly those generations. Where does the public realm come into that? And I was touched by that, and I think we need to reflect on it. Similarly, I guess Edgar's challenge to Parkstau and to others about how we're organizing, how we're setting up systems where we can make cities which are more complex and more diverse. Perhaps that conversation could be richer. And in terms of what we've been saying in the last hour and a half, I think there's a lot that needs to go back in there. And imagination is part of that process, not to mention funding subsidy and taxation. All those are issues that we're going to at least touch upon tomorrow. This is where I just want to wind up and this session. But before I give you some remarks for how we're going to do things tomorrow, can you please join me in thanking this great panel? Thank you very much. We haven't gone back to that, but maybe the broken heart can be fixed. It's sort of a metaphor which I'm going away with. The plan for tomorrow, there are just a few announcements I want to make, is that we're starting at 9.30, but with a slight change of program in relation to what you have on your yellow document. We are starting at 9.30 on the dot, Vera Songway, the executive secretary of the ECA, the Economic Commission for Africa, who will be giving a keynote speech, broadly on issues of the challenges of financing urbanization in Africa. She will be introduced by Susanna Moorhead, who is the British ambassador. And as I mentioned before, we will be bracketing that with the German ambassador with closing remarks with Anna Herrhausen. A couple of very, very simple things to bear in mind. Please bring your lanyards for tomorrow. Otherwise, you have to re-register. So if you just have this, you can come straight in. There are two parallel events organized on Saturday. One is organized by the Goethe Institute and another by the Urban Center. More information is available for both of these events outside in terms of leaflets on the tables. So if you want to engage in that, please take up the information and talk to the relevant people who will make themselves known to you. Thank you very much for all of you. It's amazing to see the density and intensity of this room, which only reflects the density and intensity of the issue of developing urban futures. We very much look forward to seeing you tomorrow morning for coffee at 9 so we can start functionally at 9.30. Thank you all very much. Thank you.


Hello people of the internet, my name is Johnny and welcome to Bendy and the Ink Machine. With Bendy in the Dark Revival just around the corner, I thought now would be the best time to go back and revisit the first Bendy game in preparation for the next game coming out on November 15th. It has been a long, long time since I've last checked out any sort of Bendy media in regards to the first game. In fact, I just recently, like, before recording, went back, re-did the first chapter. It was a lot longer than I thought it was, but that's what we're going to be doing in today's video. And over the next couple of days, we'll make our way through chapters 2 through 5 and relive all the memories and preparation for the next game, which I'm very, very excited for. So without further ado, let us hop into Chapter 1, Bendy and the Ink Machine. Dear Henry, it seems like a lifetime since we worked on cartoons together. Thirty years really slips away, doesn't it? If you're back in town, come visit the old workshop. There's something I need to show you. Your best pal, Joey Drew. I'm on my way, Joey. I'm coming back, man. Chapter 1, Moving Pictures. Alright, Joey. Let's see if we can find what you wanted me to see. Let us find what you wanted me to see. Bendy and Sheep Songs. Boris! I miss you, buddy. Back at it again at Joey Drew Studio. So like I said, I did replay Chapter 1 before recording just to get the feel of Bendy, which I do regret, because now I know exactly what I have to do. And also, you know, my reactions won't be genuine, at least for the first chapter. But it's still really cool to come back. It's been so long. I guess, yeah, honestly, I know there are some people split on Bendy making a comeback because of the creators, which I honestly, you know, completely understand that point of view. But personally, god dang, I'm so so hyped for Dark Revival. It's been so long since that game was teased and knowing it's actually coming out in like a week by the time I'm recording this, it's really really cool and I'm extremely hyped for it. This can't go in there. I do believe we need to make our way to the Ink Machine, which is down here. Ink Output Schedule. Uh, wow. 423 on Saturday? Oh no, that's not, wait, they're missing us a day. Monday, Tuesday, Wednesday, Thursday, Friday, Saturday. Huh? Anyways, Joey, I'm not gonna question how you run your business down here, but here's the Ink Machine. Um, yes, it definitely could. And I think they're just out this way. Here we go. Battery number one. And number two is right here. This is, uh, we will be playing like the revamped versions of each chapter. Oh, I need to pull the switch.  So this is very different from the debut of chapter one.  God dang, it's massive. The Ink Machine. Now all we're missing is Bendy.  Turn on the Ink Machine, locate the power station. Okay. And I think I remember where that is. Leave it's down this way. The store opened up. Hello? I don't think I went down here, actually. Um, soup. Wonderful, wonderful. Uh, what's this? Is this a stay? Yes, a save station. What do you say? Get overtime for this? Work hard, work happy. I'm good, Bendy. Okay, I can't go down this way. Let's go back up. More soup. I feel like there's gotta be like an achievement or something for eating all the soup cans. Where the heck did that fall from? All right. Boris! No! I forgot about Boris. No. Boris, buddy. Isn't there a way I can give you a bone? Wait, no, hold on. I'm looking this up. Okay, apparently that's not to later chapters, but don't worry, Boris. I will give you that bone, buddy. I'll do it just for you, man. All right, let's head out this way. And this is the power station, all right? Yes. And thus begins the ever-loving fetch quest. Awesome. A staple of the Bendy series. Which apparently, according to Meatly... I don't know, but apparently, according to the Meatly on Twitter, there will not be any fetch quests in Dark Revival, which I'm happy about because I think we can all agree, lover to hate Bendy, the first game was just a massive fetch quest, which now we are embarking on. Ooh, there's a tape here. Can't go in. All right, let's play a tape. WALL-E! Can I walk away? Don't blame him. There it is. Okay. Fair. I'm outta here. The iconic WALL-E Frank's catchphrase. Gotta love that. Locked. Open. Just more soup. Awesome.  I feel like there's gonna be a lot of soup. Ink pressure. I don't know what I'm looking for. Is there any? Anything in the bin? No. Oh, right. It's on the chair. And I'm stuck on a chair. Here we go. Squeak. Punching in. Punching in. Is this a book? Yezzer. Yezzer. The Illusion of Living by Joey Drew. All right then. Nice. Thank you. Thank you, Music Room. I think the item is right here. Yep. The Death Ink. Who wouldn't want to have that? What else am I missing? I got the ink. I got the music disc. I got the book. The plushie. Shoot, what else? There's a gear. And I think... Oh, there's one other thing. No, I definitely heard a door open. All right. Sure. All right. What do I have? Plushie. Music. Ink. No gear. Wrench. And book. I got the wrench. So where's the gear? Shoot. I forget where that gear is. Aha. That makes sense. Back at the ink machine. All right. Sweet. So we got all of them. We can go turn it on. And I think there's some other power we have to turn on. Here we go. Got it. I just need to get the ink flowing somehow.  Then I can start up the main power. Okay. The switch I think is down near the projection room. Either that or it's the switch in the ink. No, I'm going the wrong way. Like drawing place. One of them is a fake one and I can't remember what... Oh, hey. Hey, man. How are you doing? How's it going, man? All right. Ah! That's not good. Oh, no. I've got an ink all over the place. Aw, shucks. Well, not my problem. I'm not the janitor. I'm an illustrator. Turn on the ink machine. Here we go. Yeah, there's definitely a lot of noises. Definitely a lot of noises that shouldn't be making noise. Definitely a lot of noises. Anyways. Back at the ink machine power. Let's flip it. There we go. Yeah, don't sound too good. Anyways, let's go back to the ink machine. I believe this should be the big ending chase sequence. Oh. Yeah, here it is. All right. Hey, Bendy. Jesus. Hey. All right, let's go. Let's go. Let's go. Jesus. Does he actually chase you? Oh, that's a lot of ink. That's actually a lot of ink and steam in my face and falling boards from the ceiling. Okay. Yeah, no. This whole place is falling apart. Does he actually chase you? Oh, I can't go back. Oh, well, that's lame. Immersion broken, but all right. Here we go. Not the most sturdy of buildings. Drain the ink. Here we go. Just pulled this valve. Is this another cassette? You betcha. So that is Thomas Connor. And I'm actually going to find a way to turn up their dialogue. Oh, well, never mind. And he is the repair handyman. And I believe he actually is the one that made the ink machine for Joey. If I'm remembering my bendy lore, right? What did that say? Oh, danger keep out. Oh, wonderful. Yeah, no. I'll just hop right down then. No, I'll just hop right down. After draining this ink. Watch your step. It is just stairs though, so it shouldn't be that worrying of steps to take. What's this? What does that say? The lighter side of hell. Okay. Sounds like an upbeat song. Drain this ink. I wonder if there was like bendy speedruns. I want to do some bendy speedruns. I don't know. This seems like a fun game to be able to go quick in. Oh, yeah. Oh, I'm coming at you now. Oh, yeah. You don't stand a chance, bendy. Anything in there? Another bone. Huh. I do wish I could give it to Boris, but he's... He's dead, unfortunately, and I can't give him a bone until the next chapter, I think. Anyways, breaking down the boards. Wonderful. Jesus, okay. It wasn't even supposed to be a jump scare. It still got me harder than the bendy jump scare. And I think that's where chapter one ends it. I honestly forgot they kept in the hallucinations. I thought that was one of the things they got rid of in the new builds of the chapters. I guess not. Anyways, here's a preview for chapter two and next video. What happened? Krikes, jinkies.  Get up, Henry. I was like, yeah? What is that thing? And that is exactly what we will be doing in the next episode where we explore the entirety of bendy chapter two. Thank you so much for watching this video. Hope you're going to enjoy the series. We mostly do FNAF around here, but bendy is another series that I'm honestly a big fan of. So, if you're not a big fan of bendy, please stick around, you know, give it a chance. Either way, thank you so much for checking out a non-FNAF video, and I'll see you all on the flip side. Goodbye.


What's up everybody welcome back to the channel I'm evil rabbit here on a set of Corsa on the Xbox one Side hop back on the set open itching to get some a set of slides going so we're a we're in a pretty full lobby right now get a Make sure everything is working Gotta you bring we got our view set Cut somebody off I'm gonna rip it in here and see if you can just get some slides going right away Been a while since I've been on a set of it. So we are at E30 One of my favorite cars in a setup right now Go Don't think there's gonna be much you're getting used to running for good Run this you can't run this wall line Jesus In the grass that was bad tries again See if we can't get behind this E30 or not So I mean to get back into a set over here on the Xbox one I've been in contact with the supplier of mine, you know, he uh talk to me get some a set of slides And uh, I've been wanting to get back into a set. Oh, so we're here on a set over a pretty full lobby See we can't get back into the Swing of things here on a set of them We go a little bit better Definitely a way different field than up was seven This guy going He wasn't gonna make that But I did We feel run this interline with me get him to follow us Definitely get the feel of this again. You break all wired in we're good See if we can't get this man to follow us now getting that getting those little slides in yet See if we can try and do some tangos with some random right now Too much I think I dove in a little bit too much and get a little framerate like there Man's getting it though. See if we can't get a better lap this time with him slides here Rotate oh my gosh That give me a rotate buddy behind us by the Supra I get it. We're going to run this one loves for this anywhere as rough the gear ratio 30 you know extend second gear some Blasted saw that in the mirror Supra is just Kind of getting in the way lost it Couldn't handle the slide nicer than a lot of the other Wider it's a little for the bag dude TV goes back Dripping fast me Super hit me. He's 30. He's scared with that super behind me. Oh, it was why Oh Jesus, it's not a course so online Just like for some more sports online And it's a crash mask somebody who doesn't know how to drift just decides to try and drift with you and They said to mess you up. I thought I was gonna get hit. There's a lot of people