It's easy to look back through history and trace a straight line of technological progress to this point Like a freight train of awesome just barreling toward tomorrow land in reality Sometimes change brings struggle, but we keep advancing keep adapting Keep searching for that next thing because exciting discovery feeds the soul To advance at once as one on target on top and on to the next one The next page the next stage to boldly go together as a community Creating the tech of tomorrow with the wisdom of yesteryear Red Hat Summit 2014 What's next? Wow, this is amazing It's incredible to see so many people here. Wow. It's our first time in San Francisco This is our 10-year anniversary of the Red Hat Summit. And so thank you for celebrating it with us This is my seventh summit since I've been at Red Hat and to watch the growth that we've had The interest in Red Hat and as importantly the growth in open source and the interest in open innovations truly extraordinary Raise your hands if this is your first summit Wow That's amazing. Well, welcome. I hope you'll find that that a Red Hat Summit is different than in the other vendor show that you might go to I'm going to talk a little more in a few minutes about our mission statement But our mission statement starts off to be the catalysts and communities of Contributors customers and partners So you are all part of our mission statement I hope that shows through and what we try to accomplish During our summits and so it's phenomenal to have you all here Technology is advancing. It's such an extraordinary rate and I know people say that But in preparing for the summit this year I went back and looked at my keynote from last year and I looked at where things were whether that was with OpenStack or Even with Lennox or so many of the other cloud technologies and I look and think that must be from five years ago The pace of innovation really is exploding and we're seeing it Across technology again, whether that's cloud whether that's big data mobile social, etc It's extraordinary to see the pace of technology and what's happening So the theme this year is advance We want to talk about how we as an industry continue to move forward and I'll talk in detail in a few minutes But when I say we as an industry, it's not what red hats doing It's not what anyone vendors doing and it's not what anyone Users doing it's how together we're going to advance in this industry You know normally on Thursday of the keynotes or Thursday of the summit we get together We talk about the innovation award winners But when we look at how fast technology is changing and the importance of innovation that we're all looking to drive This year we decided to integrate the innovation awards into my keynote and So as you know every year we have a set of categories Where we give innovation awards and those are an infrastructure? emerging technologies Ecosystem and knowledge exchange What we call accelerate integrate and automate and application development And I'd like to highlight some of those winners and what they're doing through the course of my keynote So you'll hear more about those now what we do is those are winners in categories I'm getting ready to show you the names of those winners and congratulate them But over the course of the week you'll have a chance to vote on which of these case studies which of these Users or innovators will be innovator of the year and so you'll have opportunities to vote through the course of the week The winners in those categories are Chris, which is the Center for Railway Information Systems in India then Yang technical University Hennepin home health care OSTL Benario and set us all And again through my keynote you'll hear some videos and some audio of what some of these customers are doing and how they're using Open-source technologies to define their own future infrastructure So again, you'll hear this you'll have an opportunity to hear more about the case studies And I strongly encourage you to cast your votes and we'll see who the winner is Technology today it is truly moving at an extraordinary pace. It's amazing to watch If you just look at the pace of the underlying technologies, you know Moore's law continues to march forward at its Normal pace if you look at Criter's law or butters law that govern basically similar laws for Storage and network they continue to march forward at extraordinary pace I want to argue even more profound is The move we are seeing to all call the industrialization of IT Right as IT moves from being Custom Applications that start maybe all the way down to the chip level, but certainly at the hardware level up through the application As we move from that to common Commodities modular standard infrastructure and applications that are then built to run on that infrastructure we're seeing truly an explosion in The speed and the functionality that we're seeing in applications around us something we've never seen before It's the reason we see things like big data emerge Right no longer is it about building a true custom stack from the bottom up it's about a common infrastructure on which applications can be built and that's leading to just a massive explosion in the speed and pace of innovation and For traditional enterprises, it's now about how do you keep the lights on?  Traditional apps and at the same time tap into the pace of this innovation, right? And when I say innovation, I'm not just talking about technology as you all know and one of things I hope we'll have an opportunity to have a dialogue on through the sessions over the next few days It's not it's about technology, but it's also about systems. It's about processes It's about culture because changing the way we develop and run applications is much more than just the underlying technologies I Ended my keynote last year by making the statement a Technology choice today is a choice of the innovation model That you're choosing to build your next-generation infrastructure on and what I was specifically talking about is do you want to build your technology on a Traditional proprietary stack or do you believe in the power of the open innovation model? Do you believe that any single vendor Can do the same as as a broad industry coalition of vendors and users could do together, right? Do you believe that the power of cloud can be harnessed by one company can one company hire an engineering team? CTO and an organization that can guess where all the future of technology is going Or given the rate of change do you want to bet on a vibrant community of people working together of vendors of Users practitioners and visionaries working together and I articulated well that obviously the open innovation model was superior and I want to come back and talk a little bit more through my talk today about How red hat works to help you consume that technology and that's going to be the theme I would like to talk about today, but before I do that I just want to give you one example of what I mean that the power of open innovation I want to so our Our mission statement is to be the catalysts and communities of customers contributors and partners building technology the open-source way I'm going to start off talking about the beginning of that catalysts and communities of customers contributors and partners One of the key things we work to try to do is ensure that the technologies we bring our Technologies that have the richest ecosystem of innovation happening and Just to pick one example that most of you I'm sure have heard of today, but I bet 95 percent of people had of you had not heard of this last year Docker and the power of containers as a new way to build distribute and manage applications I'll be honest When I did my keynote last year, I went back and I went through all kind of detailed notes about what we saw and what we thought We're gonna happen in the future Didn't even know what Docker was at the time and the idea that Container and can take containerization of applications could get the kind of traction that's gotten never crossed my mind Now maybe somewhere within red hat it had crossed someone's mind But it certainly hadn't risen to anything that I'd heard about Over the last less than 12 months that community has gone from zero to over 350 contributors driving a whole new way to develop and deploy applications But the important part here is while red hat didn't predict it What red hat did do is ensure that we've been involved in the appropriate Communities of innovation that are happening and so if you've made a bet on red hat in our technologies You've made a bet not that we can guess where technology is going But that we've chosen the communities of innovation that are occurring and so those things are happening in our ecosystem You'll hear a lot more about some of the things we're doing with Docker and more broadly on containers over the next several days But importantly, it's not red hat running to catch up It's that innovation happening in the open ecosystem and by choosing an open versus proprietary ecosystem You inherit the benefits of innovation that's happening not at red hat, but broadly in open communities around the world Now similar types of innovation are happening Not just in containers, but across most of the major growth areas and information technology So cloud big data You know mobile have a whole new range of of cloud applications And this is not just about the technology. It's also about the methodologies with which these applications are Written and deployed so trends like DevOps or continuous delivery Again, I'm not up here trying to say listen to red hat because we have it figured out That's not the point. The point is be involved in an ecosystem an open ecosystem where Thought leaders where the large site to users and vendors are working together in the same ecosystem to figure that out and You inherit that benefit and that's what we're really working to do now In terms of talking about what red hat brings to the table I'll come back and talk a little bit more about choosing the right Ecosystems of innovation to be involved in But it's also about how do you actually take that innovation and drive it through into your traditional? IT stacks. I have the pleasure of Traveling around the world and meeting with CIOs around the world On you know in talking to them about their key strategic issues And one of the biggest single issues I have is I love all this cool new technology out there but I have a massive infrastructure that I got to run today and These are stateful apps, right? These are traditional scale-up type applications and how do I think about? managing that in the Context of all this change that we're seeing happening out there And you'll hear a lot of analogies in the same ones you hear around the world These are pretty universal, you know, you got to change the tire while the bus is moving or you got to change the engine on the plane while it's in flight and those are good Visual analogies of what's going on. Unfortunately. I've never heard of somebody changing a tire while a bus is Driving or changing an engine certainly while planes in flight But for those of you who didn't raise your hand before you know I'm a little bit of a student of history and I really do try to look back at historical analogs To provide context and lessons learned for today So I couldn't go back and look for historical analogs for Changing a tire or an engine on an airplane But when I thought about what would be a good analog to go back and look at lessons learned for how to take an existing Infrastructure and augment with new Start thinking about transportation systems in cities right a traditional city You have a whole set of logistics associated with running it, but cities are growing and changing and you need to augment and add to it And these are saying well, let me look at what cities have done around transportation and how they've changed over time So the first example I want to talk about I'm gonna take you back a little bit before the industrial revolution here I'm gonna take you back to September 2nd 1666 It's a random date. Well on September 2nd 1666 at a bakery Charles trainers back bakery if you want to I always hate to put name because that's always a signing blame But he's well long since dead. So Charles trainers at his bakery did not put out the fire appropriately This is on putting lane in London The bakery caught fire and over the next just few hours All of London went up in flames known as the Great Fire of London. In fact, it got so hot I thought this was a cool factoid. I love cool fact oids. I'm a geek that way It got so hot that the lead roof of St. Paul's Cathedral literally melted Now why do I bring this up as? Horrific as that was by the way very few people died luckily most people got out But as horrific as that was One could look as an analogy. It's kind of a cool thing to look at How many CIOs have I talked to you say if I just didn't have all this installed base think of the cool things that I could do All right now you have a city with no installed base And at the time there were phenomenal designs that were developed around how London could rebuild with broad-wide vistas With plazas piazzas to rival Paris or some of the great cities of the rest of Europe And for those of you who know something about history the short answer for what happened was King Charles the second said can't afford it We're just gonna rebuild on the existing infrastructure That's actually not quite right. What actually happened is as the plans were being drawn up For how to remodel London in a much more modern open way, which would make it a fundamentally different city than it is today Myriad constituencies arose. How do you handle property rights of people different people thought well if I do this I'm gonna profit a little more doing that and it was expensive. I tell you added it up. It got to be such a hassle that in the end London rebuilt on its existing infrastructure and The congestion taxes and the issues that London faces today are a result now. I love London It's one of my favorite cities But if any of you have been stuck in taxis for hours in London, no, wow, it would have been great if they had done something different What I find interesting about that is how many CIOs do I talk to you say got a brilliant idea? I may be willing to fund it But I have so many different constituencies with a narrow view of the world and in this case the people have property rights or the people who have You know a specific way they thought they were gonna profit on London and the whole thing fell apart and to some CIOs have that same issue right even when given an opportunity to do something in Greenfield the number of constraints and the number of Consistency's to manage is really really hard So now I had my team look and say okay Well, there's a good example most people know about the Great Fire of London But let's talk about a city who's done it really really well because there's got to be some great lessons to learn from a city Who's really done it well Unfortunately have some sobering news for you It was really really really hard to find a city that had done a really good job of managing their existing Infrastructure, but also writing and planning for the future. It's hard And so I'm not up here to say that it's easy. It's difficult It's gonna be difficult for any IT department in the same way to say how do I take running what I'm doing today? But also access the innovation of the future. I did have a city and I have to do have to put it up here because the winner is This is Copenhagen. Is there anybody from Copenhagen here? All right, I see one one person waving their hand So hopefully you'll agree with this if you actually look Copenhagen has done a pretty phenomenal job of Managing growth and building infrastructure. That's pedestrian walkways. That's public transportation That's roadways to really really manage its growth and and its infrastructure So you say well, what did Copenhagen do? Well that other cities have it and I have three hypotheses The first is you may or may not know this Denmark is a constitutional monarchy And I got to tell you I've had a lot of CIOs say to me if I were king I would do blah blah blah and I'd make it work and Maybe that's true, but let's be honest CIOs are rarely kings So the second hypothesis here, this was actually an idea that came from Deepak Avandi from IBM who's speaking next It's gonna be a phenomenal keynote So definitely stick around for that and his logic was well if you think about Copenhagen One of its most prominent features one of its most famous features is Tivoli Gardens And he says well maybe anything that's that anything in infrastructure that that's close to Tivoli Must run well So I'll let you draw your own conclusions on that now in all seriousness only thinking came come up with was Decades of hard work hard work eye on the prize people working together Collaborating trying to drive the new solution There is no simple answer for how you continue to manage the old and move to the new and if any single vendors telling you Here it is and here's the roadmap Be careful And it's not just that it's hard to do in any one case It's that there's no one-size-fits-all in the same way that every city is different Every IT infrastructure is different There is no one proscribed answer for how a company needs to innovate or a way that it can change its own infrastructure on That note let's hear from a couple of our innovation award winners on how they've thought about the problem It's interesting interesting to see a common theme Across these which basically How do you take advantage of that innovation in a world? That's hard to see and at the same time do it in a way where you put it in production That you get the reliability the consistency and the stability that you need this same challenge that I talked about with cities of managing and driving innovation while also continuing to manage and live and Both cost and performance of the existing is something that every enterprise faces All right, how do you predict and deliver against the Changing needs of your user base. How do you determine what? Innovations are going to stick in which ones are going to fade away, right? How do you continue to deliver? existing services while upgrading for the future, right? Basically in short, how do you keep the traffic moving today while you're building the the future? infrastructure you need for tomorrow and It's actually even more difficult today than it was because the innovation. We're seeing is no longer spoon-fed by one vendor Right last year when I talked about the power of open innovation I talked about the power of hundreds or thousands of people working together about how Users massive IT users the Google's and Amazon's Facebook's LinkedIn and Twitter's of the world are driving their own destiny and open source But what I also talked about is those companies aren't writing this code. They're not driving this innovation For enterprise uses they're driving it for their own needs So when you start thinking about How do you drive? How do you think about this level of innovation? How do you build it into your own IT futures when there is no one vendor to go point at and say what's my upgrade path? How do I do this? This is when you truly need a partner who can help you make sense of that innovation and Help you then ultimately drive it into your infrastructure Red Hat strives to do both first help you access or be the innovation be involved in the innovation Catalyze those communities and I want to spend a minute talking about this because I talked a lot about this last year About the power of open innovation, but what I feedback frankly I got back was okay. That's great But what exactly role is red hat playing at it? So we start off with the first point that I started off talking about Our mission statement only focus on the first half to be the catalyst in communities of customers contributors and partners Now what does that really mean what it means is we strive to be involved in the communities Where we find the richest most powerful innovation happening again less of a value judgment about what's the best? Technology and much more of a value judgment from us around what are the best architectures of participation? Now let me talk let me just show you a few examples of that I talked a little bit about Docker which happened in our ecosystem But another obviously great example is OpenStack So OpenStack is a project we got involved with a couple years ago that we really do see as the future of infrastructure as a service and Again, we've become involved. We're by far the largest contributor now to OpenStack But importantly we chose that we became involved in the community and we're working to drive it Less because where we thought OpenStack was two years ago and much more because of the power of the community Users involved vendors involved and in this case, we're looking to bring this to you as an enterprise project Let me take a different one Software to find networking obviously a long-term Area for innovation that holds massive massive potential So in this case, this isn't a product But Red Hat gets involved early in the communities we see with the most Potential so Open Daylight is a SDN consortium that was founded Less than two years ago and already it one interrupts best of SDN Categories and the grand award the best of all categories just a few weeks ago This isn't a product yet But these are areas that Red Hat works to get involved in and starts catalyzing communities Well before we're ever actually gonna deliver a product and as that community develops and as that technology materializes We hope to be good contributors to that project bringing the needs that you have into those technologies and over time If and when it becomes ready and we think becomes robust enough the communities reach to the point then again We can move it to the next level Now let me show you a completely different community one that we don't directly Work with as a product Hadoop Obviously Hadoop is a core core product project in big data and the potential for big data and what can be done with Hadoop is massive So from a Red Hat perspective, we are involved in this community We're involved in the community to make sure we can give you a storage layer that can go beyond Hadoop so you can use your operational store to run Hadoop We're working hard to make sure Hadoop works well with a whole set of middleware tools so you can pull Data in a way that you're this consistent that you're used to from other data sources and importantly We're working broadly with the community to make sure it runs on open stack So when you look at a new project like Hadoop, we want to make sure that you can run it on your next generation infrastructure So again, this isn't a product that we are looking to commercialize It's how we can get involved in communities to serve you in this case It's not to serve you to deliver you a product But it's to serve you to make sure that the other projects and products that you are interested in will work long-term in our infrastructure so That's the first half of what we do ensure that we're involved in the appropriate Communities where innovation is happening so you can confidently know that with a partner at Red Hat We're continually making sure we're involved in the communities that you care about and where the best innovation is happening But there's a second key part of what we do And it's around helping you consume these technologies Don't confuse the innovation model with the consumption model And what I mean by that is when we look at the best innovation communities They're frankly the most chaotic there where you have hundreds or thousands of people Contributing where you have tons of different ideas pulling it ripping it in multiple directions and bluntly some of our competitors Will observe that and use that to sell against open source. They'll say Open stack. There are 20 different distributions of open stack and there are hundreds of people. It's chaotic Yes, and that's why innovation is happening and innovation is happening so quickly We strive to help you Consume those products in a consumable Stable supportable way look at Linux Linux is the single most chaotic open source project out there Thousands of contributors strong opinions pulling at multiple directions hundreds of distributions But frankly Some of the most mission critical Systems in the world run on Red Hat Enterprise Linux stock exchanges trading platforms nuclear submarines Things that are way too mission critical to even virtualize are running on Red Hat Enterprise Linux on top of an Innovation model that's the most chaotic in the world Which is our second part of our mission statement creating better technology the open source way We strive to bring you that level of stability so we can take that the mass chaos and make it consumable for our enterprise customers Let's hear a little bit again from our Innovation award winners their thoughts on how they're consuming red hats technologies If we chose to not innovate We would get swallowed up by the competition Manera in Novos proyectos reliability and security and agility put the end in all uppercase letters and make the font a little bit bigger and bold It underlined it my talisa you got to have all free Open source technology was innovation Faster solution and this process the red hat solutions have provided a cost-efficient scalable and innovative way to allow a unified management of a hybrid environment With red hat and their knowledge and what they bring to the table here I feel we are more than capable and set for the future So what we hear over and over again from our innovation award winners, but more broadly from enterprise IT customers is that Change continues to accelerate and the ability to confidently address that change to continue to innovate But do it in a way and still meet The reliability skin scalability requirements that traditional enterprise customers have is a challenge We are in a once in a decade Paradigm shift and IT architectures and from an infrastructure point of view when we think about those architectures None of us want to be London hate to insult London. I really do love London It's one of favorite cities in the world, but from an infrastructure perspective We don't want to rebuild a new architecture on the same lines That our prior architecture was built You need to manage what you have But you do need to build an architecture that it doesn't able you to change and allows for continuous Improvement that leverages open user-driven innovation like the power mass collaboration and ensures you have access To the latest innovations We don't have all the answers at red hat I'm not up here to say trust red hat will hold your hands will get you through it all But what we are saying is collectively the people in this room and more broadly the industry Has those answers? No one vendor has those answers, right? It's a combination of the visionaries and the practitioners, right? The users the vendors the partners the service providers all working together to bring their components together Which will ultimately figure out this morass of the world we live in in the world We're looking to go to and so we use the term all hands on cloud And it really is going to take the entire industry working together to drive this new change again, there's no one vendor who's Defined cloud computing. It's the very fact that it isn't one vendor that its users and vendors in and Service providers and others working together to bring this this about that means we all need to work together To make this change possible The next few days is exactly about that. It's about participation. It's about having a dialogue and it's about working together Sure, we have a lot of sessions and we have a lot of partners who are doing sessions and hopefully those serve as the catalyst For dialogues that you have, but if there's one thing I can encourage you to do It's meet new people. It's share an idea. Let's get the dialogue started Let's it really truly advance together So with that said I'd like to introduce our next keynote speaker Deepak Avandi I have to say Deepak lives about a mile from where I live in Raleigh, North Carolina But I only see him on a coast normally the west coast so He is a phenomenal partner. He's been a great friend of mine From IBM. This is I think the I don't know the 10th year in a row that they've been our leads Sponsor so please give a warm welcome to Deepak Avandi. Thank you Thank you Jim and you know by the way he mentioned Tivoli so I became the general manager of the Tivoli division And one of the things that teams educated me on is Tivoli There's another bit of trivia here Tivoli spelled backwards is what I love it They told me it's I love it and I love that because what I really believe is life is all about passion Whatever you work on you better be passionate about it and for me another thing that I love is Being here with all of you today at the 10th anniversary of this event because I remember back in now It was 1999. I was actually the first director of Linux strategy at IBM and I still remember all the conversations we were having in our monk as to wait a minute. This thing is free It's developed by open source We don't control what's going on with the OS and people are gonna put this in the enterprise Yep, and the fact that we're here 10 years later I mean 15 14 years later It is just a thrill for me to be here and to be at this event with red hat What I would like to do over the next 30 minutes or so is share with you IBM's point of view as to where we see things going why this partnership with red hat is so important to us and On cloud in particular, how do we see things evolving? So first of all we do studies right every year we talk to CFOs. We talk to CMOs. We talk to CEOs Which factors are influencing your company and your industry the most? And for many many years like you know in the 2006 2007 2008 what we kept hearing is the number one factor Market factors GDP inflation demand How am I going to deal with all these factors right but now last couple years in a row? The CEOs are saying the number one factor is technology It's technology technology is driving a lot of change It's creating opportunities to build a competitive advantage Maybe the only thing that can enable companies to build a competitive advantage And when you think about it Look, I've been in the industry a couple decades. I don't remember a time When there was this much disruption happening all at once Whether it's mobile social, you know all about big data analytics cloud It's all around us and it is creating enormous opportunities for companies to seize a competitive advantage IBM's point of view Three things we are putting a lot of focus on Three things data and analytics is one cloud, which I'll talk about a little bit more and then engagement So first big data and analytics look There is so much data getting generated all I don't have to quote any numbers You've seen all this stuff. There's tons of data Structured unstructured data in motion data at rest You've got data within your enterprise that you could actually analyze to get some insights But there's tons outside your enterprise that particularly when you connect it with the data you have within your enterprise can give you tremendous insights Opportunities are enormous. I would argue in any industry any decision Can be made better through the use of data and analytics and we are seeing proof points happening all over the place so analytics whether it's Descriptive predictive prescriptive or cognitive. I'm telling you the next frontier It's cognitive computing and to me it's because you see use cases every day People can serve customers better. They reduce churn. They do better customer retention.  Think about it All these physicians there's so much information out there They don't have time to even digest all that stuff let alone make better treatment based on all the latest research We are talking about very very accurate Agenosis and we're talking about personalized treatment treatment based on genetics We are gonna see a lot of new innovation because of analytics then when you talk about engagement think about how all of us buy things today We don't listen to advertising as much as mention to someone we trust Who reads documentation today if something doesn't work you go online figure it out the way we buy the way we get support and The way we respond when things don't go the way we want them to go Everything is changing but again. It's creating a lot of opportunity for vendors and for companies Five minutes is the response time that people expect We are living in an instant gratification world and this again is creating tons and tons of opportunity And this is where we're putting a lot of investments now. Let's talk a bit about cloud I really wanted to focus a little bit more on cloud for this talk So cloud first of all is open up tremendous. It's opening up tremendous possibilities for business leaders Business leaders are the ones who are at the front lines and also the back office But they need to move with greater speed or you get left behind It could be talking numbers coming out with new offerings You know we keep talking about dev ops, but even in line of business. They got to get something out there It may not be perfect. I don't care. I want to embed analytics I want to learn as I go and I want to adjust I want to adapt I want to constantly tune they got to move with speed They got to move with speed cloud enables them to do a lot of things that before they couldn't do Because now you're in this world of speed and agility and one of the other things we hear Because over the last four or five years. We've built a lot of solutions for line of business marketing We've got because you know again a lot of it through acquisitions and then we added organic capabilities Unica core metrics tea leave demand tech for price optimization adding analytics into everything we do for marketing For for risk officers. We've got solutions. So every line of business HR What we are seeing more and more is line of business would say it you're not moving fast enough for me So I'm gonna go procure some services that I need directly and what we're starting to see is the pendulum shifting So now line of business is telling IT. I still need that speed. I still need that agility, but be the bro Because I don't want to have to deal with governance. I don't want to deal with security I don't want to deal with all these vendor negotiations. So now line of business is saying I got a move at speed But a partner with IT now IT. What's going on with IT? If you look at every IT organization, I'm telling you for the last decade or more They are not seeing their budgets go up through the roof. They're being asked to do more with less 70% of IT budgets are there just to keep the lights on and then they're being asked by line of business move faster move faster. Let's go cloud is opening new possibilities for IT managers. Why? Because of virtualization by the way not just for compute. We're talking storage. We're talking networking like Jim was talking about Software-defined environments software-defined data center enabling you to get greater Efficiencies out of what you have through consolidation and through optimization of your workloads It's freeing up the resources that are enabling you to invest in innovation on The innovation front cloud is enabling you to move with greater speed We'll talk a bit about how you can start composing applications instead of writing from scratch Which brings us to the third key constituent developers Boy, I'll tell you if I had to make a bet over the next several years It's going to be this kingmaker thing coming through developers are going to be more and more of the most important constituent Within an enterprise. They are the ones who are going to decide which technologies get deployed They're the ones who are going to decide which APIs to actually publish and use and consume World is going to move more and more towards developers and again when you think of cloud What they're enabling developers to do is compose applications using API's and what they'll be able to do with DevOps is get something out They don't have the time to wait for 12 months to get a new release out the door You're talking about days and weeks. So now you also need to give a lot of flexibility the whole To some they want to have direct access to the infrastructure whether it's using open stack API's that I'll talk a little bit about Or I just want to compose my application using point-and-click platform as a service all the capabilities and again What we'll talk a bit about is the importance of standards and openness as we move to this world So again our point of view The future is composable business When line of business developers and it work together To move with greater speed just like when we think of composing applications using API's These API's are enabling companies to build new business models to come up with new offerings Really deconstruct their business processes into atomic units that they can then reconstruct for a new business model Every business process is getting instrumented with analytics. So you make better decisions again A lot of this is being dictated by the need to move with greater speed So future composable business now in order to get to compose composable business our point of view dynamic cloud Of course, it's hybrid public private But it all starts with workloads first of all But a dynamic cloud is one that adapts to the changing business needs The ability to move workloads to the environment that is best suited at that given time adaptive responsive hybrid cloud we believe is Critical to a composable business and in order for this to become real Open standards become absolutely fundamental. I Would argue without open standards some of these other things are just not possible and It doesn't matter which layer you're talking about infrastructure as a service platform as a service software as a service All these standards become really important. That's why you see us here at the red hat summit That's why you see us talking about open stack so much, but it's not just that we're talking about for patterns using Oasis and Tosca or Chef not everything has to be, you know Well, the fact or does your standard standards is where communities come together and vendors agree to do things in a standardized way Open stack. We'll talk more about In even things like link data and OSLC when you start talking about DevOps a key part of DevOps is automation But the ability to link a lot of tools together through link data is absolutely critical So we believe that standards will become increasingly important in this space and Then again, what do standards give you clearly to our clients, right? They give you a choice look I've been in the industry for a while, right? I remember I started all my Programming days with Unix. I'm a vi guy. I'm old school. Of course I started back in college with assembler a little bit, but I'm a C and vi guy I Still remember when you know from Unix back in the 90s and tea came along and People said oh, that's it for Unix and tea will rule some of you are probably too young to remember that But then after that came Linux and what I've seen in the industry is when something new comes along the old doesn't always go away The world is heterogeneous and we believe the world in the foreseeable future will continue to be heterogeneous Giving clients choice is really important interoperability is really important and again speed of innovation becomes really important one of the reasons why Linux has done so well is because the rate and speed with which communities innovate are Always going to win compared to a model that is more proprietary Look, no matter how great a vendor is you can only get so many smart people within that enterprise Compared to having people coming together because they want to work on something why I tell you they're gonna win hands down We've seen it happen and we're gonna continue to see it happen going forward. That's why we're such big believers in it in fact Another example of our support for open standards is something that you may not expect open power So this is sort of a chip system software ecosystem Think also when you think of people who are building servers today, who do you think up? You're probably thinking I got you know HP maybe IBM Dell Cisco How about Google? How about Facebook? More and more companies are building custom servers because the workloads that they're running are very different than what we had ten years ago big data analytics So basically open power is a consortium That IBM has formed now we have 25 members Google Samsung and It basically enables you to if you're running if you want to have a custom server Running in a Linux data center open power The ability to custom develop custom servers with the whole ecosystem around it as I said We've got 21 partners already and we've got dozens more that we are in conversations with an example of how open Standards go all the way down to the chip level Now the other area that Jim pointed to is open stack. We think open stack is incredibly important Because it provides you the cloud operating system almost it creates a level of abstraction Between hardware with your compute network storage and the applications that you're gonna run on pop and that Abstraction is really really valuable as you start moving to a software defined world So whether you're running open stack on an on-premise infrastructure or running it out in the cloud It provides you that portability that interoperability that we think is absolutely key And this is another thing that red hat and IBM are very aligned on if you look at the number of Contributions that red hat and IBM are making we're in the top three 85% of open stack implementations on Linux KVM having a big big success in this world and will continue to partner with the communities and with red hat here and you know one thing about Working with open source communities that You know I sort of personally experienced and we saw with Linux over a decade ago That open source to us is all about coming to the communities with humility to say look We want to be a valued member and we want to contribute, right? We want to add value where we think we've got some unique capabilities to Accelerate the innovation So what you see with open stack of course, you know We go in alphabetical orders going from e to f to g now to ice house The number of people working on open stack inside of IBM has gone up sevenfold We're making contributions in the area of security quality and what have you but again our approach With participation in communities is we're like anybody else We have certain assets and some ideas that we want to bring and what I love the most About participating with open communities is the meritocracy the best ideas win and that's why innovation is so much faster In the open world and then we also partner together, right? So when we look at red hat and IBM we go to market There's a lot of clients that buy Solutions that have components from IBM and red hat and there's hundreds of clients out there thousands of clients But an example that I wanted to share with you which I thought was almost interesting You know, it's a German consulting firm a small company That was writing applications for cloud first on a mobile device right Nova tech and They want to you know the application had embedded analytics for fleet of cars and trucks basically for Gas Utilization and for route optimization. It was basically built-in analytics They came to us on a Friday afternoon. They said look I really want to understand the workload create a pattern for it and basically orchestrate this on a cloud So based on a Linux operating environment We've got a product called smart cloud orchestrator, which is built on open stack And it basically does orchestration supporting standards like chef and Tosca and we said knock yourself out 48 hours later They had the pattern defined in Tosca. They had it running on soft layer, which is IBM's infrastructure as a service 48 hours and then a few weeks ago when we had a big conference in Vegas We also announced servicing age, which is IBM's service management offerings as a service running on soft layer And they within a day even had that integrated with their workloads Examples of people moving in speed in this case speed to automate the patterns of how their workload ought to be provisioned and run Another area where we're partnering and putting a lot of focus is power KVM We just announced this there's ability to have KVM take full advantage of power All the multi-threading all the IO all the large memory access Because we think it's really important for people to create these hyper visors on whichever systems you're running on in our case power And we're announcing that is again something that we're collaborating on and pretty excited about that so look at the end of the day The reason red hat and IBM are such good partners is because the belief in the importance of open standards and Open source as the way to accelerate innovation And that's why I'm really here and and I'm really proud for 10 years This event that we're having and for IBM to be the premier sponsor and Again, we're gonna have a great party on Wednesday that I hope you guys Show up and join but again, it's a great event And we are all sort of thrilled to be here with you and at the end of the day If there are a few things that I'll just leave behind with you as far as IBM's point of view We really believe that all the different Disruptions that are taking place right now are creating once-in-a-generation opportunity for innovation and value creation We believe composable businesses where things are headed Dynamic cloud is essential to a composable business and open standards make dynamic clouds a possibility Thank you very much for your time. All right. Deepak. Thank you Alright everyone well As I said earlier on this is our 10th anniversary And we want to do something kind of fun to kick off the 10th anniversary But at the same time We also have things that we know work well and so how do you combine those two Who was here or not here, but at the summit last year in Boston Do you remember the entertainment we had on Thursday night? Was that a fun event I have to say That was a logistical and amazing thing So we were gonna have an outdoor party on Thursday night at the summit and it was pouring down rain Like pouring down rain at the last minute we got a phenomenal venue and we had I have to say probably one of the most fun evenings I've ever had at Red Hat and so To celebrate our first ten years and to think about our future We thought we would start this year by throwing a little party So this is a little bit about the current ten years, but hey here's to the next ten years at Red Hat


Be it the regulatory landscape or the sheer size of the economy, or just a general change in political dynamics, China clearly runs on a different playbook. If you factor it all in, China is one of the world's most dynamic and complex places to do business. As we head through post-recovery of COVID, I wanted to gather insights from our consultants in our China offices to uncover the current dynamics and leaderships needed to steer foreign companies towards success in China. How long? I'd like to ask you, what kind of major hurdles are you seeing on the ground for foreign companies in terms of doing business in China today? Many multinational companies have an added caution because of the global political environment reality. So when it comes to major investment decisions, that process seems to start taking longer. So that is certainly one observation. But on the other hand, we cannot ignore the sheer size of the Chinese economy, then it will become further a powerhouse for the world economy. And this market size is huge. So that's two factors putting together, you know, will still be very attractive to any multinational companies. And Grace, coming out of post-COVID and how quickly China's recovered, what are the challenges for foreign companies that want to access China's consumer market? Yeah, I think there's complicity and ambiguity based upon the observation that we have on the ground. So it seems that all the multinational companies of the consumer-faced industries, they are reviewing and evaluating the role of the China market to play in their overall global strategy. And during such kind of exercise of re-evaluation, some are deciding whether it makes more sense for them to further invest in China in a way that be more aggressive. Some they are considering whether it would be making more sense for them to divest of their China arm to give the China more space and autonomy to grow in the market. So we are observing those kind of different range of activities and it's definitely interesting for us to keep on watching. Ed, in the technology space, we've seen a lot of noise in the macroeconomic environment. Yeah, China and technology are growing both at a rapid pace. What do you see the main challenges for overseas listed companies that want us to be active in the technology space in China? The major challenge is there is a heightened sensitivity and awareness for the Chinese entities to exert control over both technology and the data assets, which has never been there before. So you will start to hear the word stranglehold much more than before. So today, I would say companies on both sides are much more conscious about taking control and taking protection of the proprietary technology as well as data assets. So this is something affecting every decision on the business front. I think technology was one of the areas in previous years where we saw a lot of talent flow between China and overseas markets. A lot of early stage Chinese went overseas to learn technology and then came back and then a lot of US companies and foreign companies tried new technology in China. How do you see the changes affect that flow of talent? The flow of talent has slowed down. There is much more restriction both from the immigration, from political and from psychological aspects. Aside from the practical restrictions issued by government, the talents on both sides are much more conscious about the impact on their own career and sometimes even from a national security perspective. So this has slowed down the talent flow both sides tremendously. So both sides will probably need to look internally more to spend more on developing talent rather than just trying to attract talent externally? Definitely that is a general trend and in the meantime there will be areas where China is still looking to US or EU for talents. So they just need to come up with much more creative solutions. For example, setting up overseas labs or entities instead of bringing people back. Heilong, in the industrial space China is very clear in terms of setting up its industrial goals every five years, ten years. When you look at what they've been saying about the next round of plans around their industrial foundations and supply chains and building of those supply chains, what are the implications for foreign companies in those sectors? There will be increased competition. Local Chinese companies including the SOEs over the years have become much more competitive and more technologically advanced. That is number one. Number two, there is a positive side of that compared with other smaller economies. China would offer a more complete supply chain which is vital for any industrial economies. On the one hand there will be growing competition but on the other hand do not underestimate the attractiveness of the Chinese market. By that I mean the better complete supply chain that is available locally which is a huge competitive advantage. When we talk about competitive advantage in the consumer market race, China has a huge competitive advantage especially even during Covid, just the size and scope of population, large cities, the average spend. What have you seen in terms of how that has affected how foreign companies who want to still sell in China in terms of their talent and the people they hire to help them access and develop those markets better? I probably would like to take one step back before I answer this question in the view of the consumer-fated companies because what we have observed particularly in a post-Covid 19 there is what we call co-occurrence of those the consumption upgrading and also people might start shifting from like expensive means good quality to like value for money. That actually creates a lot of implications to how those international companies need to conquer both the market share and the mind share in a way that look at for example the sophistication of the consumers in this market and also in terms of that shifting to experience-oriented and service-oriented consumption. So that is number one. Number two is regarding to the technology and also those kind of effort to capture in the China market allowing those lower entry barrier of those consumer-fated startups to build the business model that was the high quality offering but with low price. That has a huge competitive advantage and then if you look up to those getting more matured platform native digital players they actually allow those kind of consolidated bargaining power among consumers and to penetrate further into those geographic areas in the past is so challenging for those multinational companies to penetrate into and so in that regard I think it's for multinational companies to play and win further the market it's very important to reconsider saying where they're invested to be played and also how they are able to position themselves strong in those kind of new categories and new opportunities of growth and that make them to bring those talent leadership that is required for such kind of challenges and opportunities as well. I think in the consumer market we've seen a lot of the foreign multinational have come to China and initially at least very much relied on brand power and sort of the brand sells itself to a certain extent but we're seeing China's developing its own tastes its own styles its own levels of sophistication so presumably the outcome of that then is that for multinational to continue to be more successful is to understand how to adapt to the local market which then leads to the question of local talent I think in technology we see that a lot Ed already technology used to be led by the overseas markets now it's being led very much by China how is that shift playing out in terms of talent in technology? So in terms of talents the sequence of interest in the past always started to from the sales and marketing fronts so China is first and foremost a market for most of the technology company from the west and gradually the emphasis is focusing on more manufacturing logistics and later on to more core technology R&D so that trend will continue we are seeing companies and moving in waves for example the first to come are the largest the Fortune 500 of the world's later on the Russell 2000 of the world's and even start to see startups coming to China they are all following this flow so this pattern will still continue because of the implication from COVID especially the political and geopolitical angle you start to see some interesting nuances in the diversification of talents especially in the area of compliance and the risk and control we are actually started to experience a lot of demanded requests actually from both sides of hiring talents either you can take a different shape and form but it all deals with the domestic or the indigenous legal environment for example the Chinese tech companies are trying to hire talents who are familiar with the legal environment to the risk management aspect in the US and vice versa and how long when we look in the industrial space where companies are involved in long-term projects heavy capital expenditure often still working in a joint venture type model how do you see finding talent and who is still willing to go in these so much longer more traditional forms of industry compared with the consumer industry and especially the tech technical industry I think the industrial world is much more dependent on capital investment and then the manufacturing and the sales process after that so in comparison the rhythm tends to be somewhat smaller slower and you know the decision process takes a little longer is not as dynamic as the IT industry but it is indeed stable when it comes to people given the current political and geopolitical reality business leaders need to make decisions still in such an environment now coming to China you need these talents you need these local senior executives who can not only see the challenge here in China for their own company but also can find solutions it's not enough just to see the the challenges because back in the headquarters the people see exactly the same they see a lot of challenges and and ambiguities they need you to propose solutions but then when you have a solution in mind the next challenge is that you need to be able to persuade the the executives in the headquarters to accept your solution and so effective communication has become very very critical at last number one number two you know the understanding of the local markets the local culture the local economy as well as a deep insight in how the western multinational companies work and the internal headquarters decision-making process and that is also a very critical factor so we see that the the 60s 70s generation there's two generations of people call them the highways typically and they have worked in multinational companies overseas and then they were sent back to China so they also gathered plenty of insight in the Chinese economy and the market so you can see the trend is that they started taking increasingly a more important role in multinational company operations here I think we we talk about it a lot as a firm you know the balance when we're assessing individuals and organizations between the need for a technical skill set and an actual cultural fit and it's always a balance between the two certain jobs you actually have to absolutely have a technical competency to do and it doesn't matter how nice a person you are and how well you fit in if you can't do the job the job doesn't get done versus those roles where the technical competency might not be as important because there are those who can do it but what's important is being able to get the message across about why a particular action or a particular step needs to be taken and and I feel that in China there's a lot of tension between those two sort of balances in the work we do these days and and Ed in the in the tech space I know this is really really prevalent and as you said now people needing to understand the compliance risks the legal risks as much as the technology you know it's not just enough that you know how to write a program or how you collect the data but then it's how you want to use the data you need to understand how to explain to someone maybe in a different country 10 000 miles away that has totally different data privacy laws definitely so the critical successful factor for a senior leader for any MNC in China it used to be more drive for results David in your word getting stunned and also in communication but today on top of this the ability to really think on your feet at taking what I coined as an outsider in approach in terms of setting strategy I become even more important compared with before previously you can be a top-notch country head if you can do a great job in terms of implementing the corporate strategies and getting the results but these days this is no longer possible because as the grace mentioned the the outside environment has changed so much I mean what happened during and after COVID-19 is nothing less than tectonic plate changes yeah indeed conversation I'm having with the senior executives and they are actually saying more and more that in the past when track records experience plays the most important role now it's actually urging them as a leader to pick you know to enhance improved learning agility because new things new modern new concepts ideas definitely occur more frequently and urging them to be able to pick and take those kind of new concepts and new models and put that into their business operation and be able to scale those kind of innovation so such kind of competency is really critical to them I spend a lot of my time in the industrial sector talking to companies about people and it's interesting people to a certain extent are less worried about what people did in the past and more focused on what they can do in the future indeed but you know and how long in industrial you and I work closely on many things when no one knows what the future looks like then no one's done it right so how do we how do we help companies especially overseas companies in China bridge that gap we talk about the big data digitization the cloud computing AI and all this technology has enabled all these changes and it potentially has a huge impact on the future of traditional industries so be it with or without COVID I think this is the new reality and certain industries like consumer retail logistics you know they have adapted to this environment very well the technologies have already brought a huge fundamental changes and making the whole thing much more effective but when it comes to some of the traditional industries typically the oil and gas the chemicals the mining industry and many others as well actually I think people are still sort of exploring we see this coming we see it both as a threat and as an opportunity and if we don't do anything someone else may get there and unseat us so there is a great deal amount of anxiety and willingness to invest but I think overall the reality is many industries companies are still sort of exploring this and some may end up paying the study fees rather than having the the fundamental results that they giving them a quantum leap for the future that's just the reality you know coming to China is the same thing and I would tend to think that the local Chinese companies are very often more flexible and willing to take that approach let's try and see now it for multinational companies especially if you're listed on the stock market never forget that you have a lot of pressure from the investment arena as well so any decisions you make may have a consequence so I think that what indeed extends the decision making process for many multinational companies I'm glad you brought up the listed company investors pressure scenario it was one of the things that we've seen a lot of in the last 18 months globally and also within Asia Pacific and I'd love to get your views on is the impact of both ESG initiatives and also DNI and how do we see DNI playing out or ESG in the tech space in China well they definitely play a role I mean ESG interestingly is not only something the western companies are championing but it was also being propelled and put up by the Chinese government's initiatives so this is very much in everyday conversation but that said when we are coming into the actual situation of leadership succession or leadership replacement we are still seeing in terms of top of agenda in terms of strategy setting finding sustainable growth opportunities dealing with changes on a broader plan rather than specifically for DNI or ESG at the moment but I do want to circle back David and just edit a few more comments regarding the earlier conversation passing comment regarding the learning agility or in other words growth mindset while Hilo is absolutely right there are many companies still taking a look and see attitude toward people with learning agility but less of kind of track record I'm also seeing some of the largest international companies who is willing to actually take a plunge into this in some of our recent assignments with company with a multi-billion dollar business in China I mean these country head positions used to go to people with 25 or 30 years of experience but they actually are willing to take a leap of faith to give those positions to people with less than 20 years of experience but who demonstrate much higher what our client called a growth mindset in the learning agility I think we definitely would see that more in the tech space I think in the industrial space where the nature of the business is especially in some of the areas working in energy utilities those areas the reality is however much they want to transform themselves they also need experience of running those businesses because they're so critical Grace I know DNI in the consumer spaces front and center for a lot of multinationals but how do you see DNI in China in particular and how large multinationals might look at those issues so our observation is that even talking about DNI is more correlated with strategy for example we look at all those latest placement of those net executive director or this advisors to those global consumer companies you know the surface you look at is there are more kind of female drawing that board but if you dig deeper into the ratio behind it's actually closely correlated to their strategy they want to capture the opportunities that occur with those younger generation director-consumer I think that's really interesting because one of the things that people forget about diversity or get lost is actually age and it's one of the challenges in Asia we see that from an age perspective if your average board director is in their 60s well then you're looking at someone who's been working for 40 years there will just be fewer female candidates but if you're willing to as Ed said in the tech space for example look at people who've got less experience then at that group of people who've only got maybe 15 or 20 years of experience then it's much more balanced from a gender perspective so one of the things we talk a lot about with clients is about think of the box from an age perspective and you'll get much more diversity but how long I know in industrial it's a little bit more slow moving but the ESG side is very rapidly advancing in industrial indeed indeed David I think in the searches that we conduct we do have an increasing number of such assignments traditional manufacturing industrial businesses increasingly look for talents in this space I would say apart from governance you know when they look for talents especially in the Chinese market especially in the technical area that Ed is in I think you know unquestionable integrity and compliance has becoming increasingly important and it has been a challenge for multinational companies here in China anyway over the last 20 years or so one final question to each of you so Ed what's the one thing that you really learned over the last 18 months that you think would be really important for clients to understand so my one lesson or one advice to the multinational company who are contemplating to do business better in China is being very upfront and transparent about the complicity that the company is facing and also demonstrate this openness to taking an outsiding approach to really send a feeling out understanding the situation underground in China in terms of formulating strategies and driving plans so this transparency this upfrontness will be the single largest sector that attracting talents Grace in the consumer sector what would be the one takeaway lesson you've learned that you've seen from your clients that you would share with with other clients yeah I think so remain alternatives and stay focused in the meantime bold enough to make trade-off option decision how long in the industrial space or what's the one key thing that you would like to pass on to clients the advice is before you come to China before you expand further in China seeing all the challenges ask yourself what do you bring to the China it's a product it's the capital you know the technology or what and then on that basis how do you want to play joint ventures by yourself you know these are all the options and then you really need somebody who's an expert playing that bridging role between the west and the east they know the local nuances very very well they have all the insights and the necessary knowledge for how the decisions are made here but then on the other hand they can be very very effective back in the headquarters so finding that somebody is a total order and that's what we are here to do to help thank you everyone thank you very much for your insights and look forward to seeing you all soon


The study used design thinking to develop an integrated care pathway, ICP, for community-dwelling frail older adults with moderate severe acute respiratory infections. Three patient journeys were developed, including a hospital at home track, a tailored visit to regional emergency departments, and a referral to recovery beds under the supervision of an elderly care medicine specialist. The ICP will be implemented and evaluated in the near future. This article was offered by Rian M. C. Pepping, Martino Van Aken, Rym Casivos, and others.


Today we're going to be talking about if you hate your job, why it's a complete waste of your life and why you should quit it. So this is going to be based off of my number one video that I've ever put out on the internet, my most viral video I've ever put out. It's called Why You Should Quit Your Job and it's at about 95, 96 million views right now I put it out almost two years ago and I've gotten a lot of love for the video and I've gotten a lot of hate for the video. I've gotten a lot of love for people that I think understand the video. I've got a lot of hate from people I don't think understand it. So I want to dive deeper into the subject and instead of putting out a three and a half minute video, I want to dive deeper into it and actually talk about why I think you should quit your job if you hate it. So we spend the majority of our lives, our waking hours at a job. That's a fact. The majority of the time that we spend awake, we do nothing else more than work. So that's the first thing that I want to set. We spend more time working than doing anything else that we do. And here's the sad fact, 85% of people in the United States don't enjoy what they do. There's a recent Gallup poll, 85% of people do not enjoy what they do in America. And in China and Japan, that number is 94%. So between 85 to 94% of people don't love what they do, but they spend the majority of their life doing it.  Now let's dive in a little bit deeper. Most people do that even though they hate doing it and they think to themselves, all right, well, you know what? I'm just going to work until I get to 65 and then I can finally retire. That's what people think. I'm going to just put my head down. I'm going to work.  I'm going to do it so that I can eventually get to my retirement age and then I can live the life I've always wanted to live. But let's be real. Once you get to 65, you don't have as much energy. You don't have as much time. You don't have as much vibrancy for life. In most cases, as you would if you were in your 20s, 30s, 40s, going out and traveling and living the job that you want and doing everything that you want to in your life. That's just a fact. But here's the crazy thing. The majority of people get to 65 and they're not able to retire because they were working a job that they hated. They didn't save enough money and now they can't retire. So now they got to work till 70, 72 years old. And let's just say, for instance, if you look at the average person gets their first real job around the age of 20 to 22 years old and then they have, you know, until let's just say they do get to retire at 65. Well then that means if they're lucky, they'll get to 80 years old. Only about 80% of people, actually 65% of people live to 80 years old. So that means 15 years. So they spend from 20 to 65. That's 45 years working a job that they probably don't enjoy so that they can have 65 to 80 years old, which is a smaller, only 15 years or 65 to 80, I guess you could say is actually fit. Yeah, 15 years. They spend that time living it up, enjoying life. That's what they think, right? But then they don't have the money that they want to. If they do have the money they want to, they don't have as much energy as they want to. And so that's why I think that you should quit your job if you dread Mondays. Now let me preface this a little bit. Don't quit and put yourself in crazy, terrible financial strain. I don't want you to do that, but what I do want you to do is start to actually think about what it is that you want to do. I understand that you might not be able to leave your job today, but if you know that you hate your job and you're now listening to this podcast, now you have to realize you don't have to know exactly what you want to do right now, but if you're not in constant search and make that the mission to do what you want to do, then it's an issue. You start to think about what is it that I want to do? What is it that makes me feel alive? What is it that I absolutely love? And some of you, I get it. You have children. You have a mortgage. You have a family. You have bills to pay. I understand. I hear you, but you have to realize this.  They're watching everything that you do. They're going to become a lot like you. I don't know if you're like me, but I look at some of the things I do and I'm like, damn, that was basically my mom. Like I am literally a lot of, in a lot of aspects, I do a lot of things exactly the same. So in the same case, if you're working a job that you hate just to provide for your family, your children are going to grow up and do what? The same thing that you've done. And if they're doing the same thing that you've done, they're going to probably get a job that they hate just so they can pay the bills because if they see mom or dad working a job that they hate, so they can pay the bills, they automatically think that's the way that the world works. Oh, job is just something that you hate. You just have to pay the bills. And so what happens? They grow up and do the exact same thing that you did. Then what happens? They raise their children, your grandchildren to the exact same thing. And as, as Alan Watts likes to say, it's all retching, no vomit. Like there's no change. There's no, I'm going to step out and do something completely different.  So I saw she was a self-employed. I saw her be self-employed. So for me, it was an easy route to be like, screw it. I'm not going to do it. I'm not going to, I dropped out of school. I was like, I don't want to go to college and get a job that I hate. By the time I was in college, I was making more money than I would have if I had just gone the college route because I was in a sales position. And my mom was actually the one that said, Hey, you know, why do you go to school in the first place? I was like, to make money. She goes, what are you already doing? I was like, making money. She goes, so why do you need to be there? She was like the little, I kind of needed her permission to leave school as a way I felt it. And she was kind of that permission. She's like, well, if you don't love it, you don't want to be there and then just go. But so many people, they're raising their children to the exact same thing. Now, once again, I don't want you to put yourself in financial strain, but I want you to think, if I hate my job right now and it doesn't fulfill me, can I eventually leave to do something that I love? I'm not saying don't have a job and just live on the streets. I'm saying, can you change jobs into doing something that you love? Even if you make less money, isn't that still more fulfilling? Isn't it better to wake up and be excited about what you do versus hate what you do? Think about that for a second. I would be okay making less money, but loving what I do, as long as I wasn't doing something that I hated in wasting my life away at it. Here's what's really interesting though. This is the kind of like the paradox that people don't realize.  And when you work harder at it, you become better and you become better and you become better and you can eventually become world-class at something and charge a premium for whatever your services are.  In year one of doing what you truly love, you might make $40,000. Then you move up to $42,000. You move up to $48,000. You start getting better and better and better because you love what you do. You're willing to work hard at it because it doesn't feel like work and you actually truly want to do it. And then what happens, you get better and you're better and better.  Then you're making $70,000, you're making $80,000. And in the long run, you make more money doing what you love because you love to do it and you're passionate about it and you don't see it as work. You just see it as something that's a part of you versus working this job that you stayed at for security. Now there's one thing that we do know if you see what's going on in the world right now. What people thought were secure jobs, they went the secure route, the safe route. A lot of things came in, completely stripped them of it and now they're looking for a job even though they were working a job that they hated. Now they're looking, oh, that was secure. It's not secure as I thought it was. The most secure job that you can have in the world is being really, really good at what you do so that you're unfireable. Or number two is to do something where you're your own boss. The most secure job in the world is working for yourself because nobody can fire you. That's the really interesting thing about it. We always think secure is like going the secure route, the traditional route.  No, a company can just get rid of you as soon as they want to. And the way that I realize this and the person I think says it the best is Jim Carrey. He was talking about a commencement speech and he mentions his dad. And the thing that he says about his dad is that his dad was an incredible saxophone player. He was the funniest guy that he ever met. And he wanted to be a saxophone player and a comedian but he had a family. And he had this family and he ended up becoming an accountant instead.  And then his dad, like 15, 20 years later, got fired from that position that he hated. And then they became homeless because he didn't have a backup plan. He became homeless and they lived in their car for a little while. And Jim Carrey says this quote, I learned a lot of things from my dad but not the least of which is that I can, you can fail at something that you hate. So you might as well take a chance at doing something that you love. Let me say that again. He watched his dad get fired from a job that he hated. So we saw that as a failure at doing something that you hated. And so he thought to himself, if you can fail at what you hate doing, I might as well take a chance at something that I love doing.  Because would you rather have your children be happy or successful, right? So, you know, and here's the thing, they might not even be successful, they just go to a job and just make 60, $65,000 a year. But for me, for my children, I'd rather have them, even if they make less money, I'd rather have them be fulfilled and love the life that they have. And so you gotta think, what am I teaching my children? Even if I'm not teaching it to them directly, what are they seeing me do? Because they're going to follow in my footsteps. Once again, I'm not saying quit your job. I'm just saying that if you don't love your job, you need to get out of it at some point in time. It's okay for right now to be working a job that you don't love because you're now waking up to the fact that maybe you don't love it. But it's not okay to be in constant pursuit of that which is something that you love. It's fine to work a job for a little while. It's not fine to work there forever. If you hate it. You know, maybe you don't have to get a bigger house or a newer car all of the time or feel like you have to keep up with the Joneses or have that really special job title so that you think people respect you. No, what it is about is not getting stuck in the rat race. Not feeling like you have to keep up with the Joneses and buy things that you, it's like the quote we buy things. We work jobs that we hate to buy things that we don't want to impress people that we don't like. Right? It's like, why don't we just do what we wanna do? Instead of having to buy that new car, you know, maybe what we do is we just say screw it, I'll save that money. And what I'll do is I'll work a job that I love, something that makes me feel fulfilled inside. Because the best that we know guys, we only get one life. Maybe there's reincarnation, maybe there's not, I'm not smart enough to know I've never died to be on the other side. Not that I know of. And so you have to realize to the best of our knowledge, we get one of these things.  And I don't know about you, but my biggest fear is getting to the end of my life and wishing that I could have done something more. Wishing that I could have done something that I love. Wishing that I could have brought more to the world, more joy to the people around me, to my community, to my family, to children, everyone else that's around me. You have to realize we're caught up in a society where you are taught you need to go to safe route, right? We wake up at what, three, four, five years old and we're like, all right, we got to go to school. We go to school, we're stuck inside of a box. We stay inside of that box for the longest time. What happens? They say, oh, you're in kindergarten, make sure you do really good so you can get to first grade. And make sure you do really good so you can get to second grade and third and fourth and so on. And you get to high school. They say, make sure you do really good in high school so that you can get into a good college. And then when you're in college, they say, make sure you do really good in college so that you can get a good job. And then when you get into a good job, they say, make sure you do really good so you can get promoted, so you can make more money, so you can get promoted, so you can make more money, so you can get promoted, so you can make more money.   Whose life am I living? Is this what I wanted to do? And then what happens? It's a crisis because they feel stuck. They don't know how to get out of it because the box that they were raised in is now the box that they feel stuck in into now try to reprogram yourself to leave a job, to think completely different, to get out of your comfort zone.  I used to have a client that would call him the golden pellets. Every two weeks, he'd get those golden rat pellets. Those golden rat pellets are his paycheck. Those are what keep him. They're golden, but they're rat pellets. They're poison as well. And it's what keeps you inside of that loop. It's a reason why they call it the rat race.  Some people, maybe you, this might be a spark that gets you going that goes, you know what? Maybe I can't leave right now, but I'm leaving this.   It might take me six months. It might take me a year. It might take me two years, but I'm going to leave. I will not stay at a place that I don't love.   Take that one in for a second. You were not born to pay the bills and die. You were born to thrive. You were born to live this life with as much joy and passion and love as you possibly can.   And guess what? They're not gonna get all of you.  So not only is it your actual self that's being affected by the job that you have, it's everyone around you. It's something to consider. And it's with great love and respect that I wanna tell you this. We're all going to die. We're all going to end up as dust. But you are in charge of what you do with your waking hours. If you don't love what you do, find some way to leave and do something that you love and be able to get paid doing that thing that you love. Even if you make less money, even though here's the secret, like I said, in the long run, you will eventually make more money. Don't worry about keeping up with the Joneses. Don't worry about the bigger house. Don't worry about being judged. Worry about living the life that you want, doing something that you love with the people that you love so that you can deliver and be the best human, the best father, the best brother, sister, mother, father, cousin, everything that you can be for the people around you. Hey, thanks so much for watching this video. If you wanna learn even more about Master Your Mind, click right here and watch this video as well. And I was making $0 on the podcast, $0. And now they're like, oh, you were right.