Thank you, Angelic and Armand Forces, musical opening of the meeting. Your Royal Highnesses, Excellencies, Distinguished Heads of State and Government, Excellencies, dear partners and friends of the World Economic Forum, a very cordial welcome to the 2023 annual meeting. We are coming together under the motto, Cooperation in a Fragmented World. At the beginning of this year, we are confronted with unprecedented and multiple challenges. First, our global economy is undergoing deep transformation. The energy transmission, the consequences of COVID, the reshaping of supply chains are all serving as Catholic forces for the economic transformation. And the hotspots of this geoeconomic remodeling are high inflation, increasing interest rates and growing national debt. This is particularly hurting low and middle income groups. It is exorbitant societal fragmentation. Second, the geopolitical system is also undergoing deep systemic transformation. Internationally, we are moving towards what some people would call a messy patchwork of powers. There are superpowers, emerging powers, middle powers, regional powers, rogue states, and also large corporate and social media powers, all competing increasingly for power and influence. As a result, the trend is again moving towards increased fragmentation and confrontation. Thirdly, our generation has reached a turning point, confronted by truly existential problems, climate change, exploitation of nature, nuclear possible incidents, or even walls. Extreme poverty and viruses. They all can lead to an extinction of large parts of our global population. And we have seen how much dealing with those risks, such as COVID or global warming, have again fragmented populations. And finally, the forced-industry revolution offers us tremendous opportunities. But at the same time, technologies as computing, quantum computing, blockchain, genetics, and so on, they also could create deep societal fragmentation. We have the ability to collaboratively build a more peaceful, resilient, inclusive and sustainable world. But to do so, we need to overcome the most critical fragmentation. And the most critical fragmentation is between those who take a constructive attitude and those who are just bystanders, observers, and even go into the negative, critical, and confrontational attitude. But the spirit of Davos is positive, is constructive. It means investing into a greener and therefore more sustainable economy, investing into a more cohesive society by providing everyone with the appropriate skills and opportunities, investing into the hard and soft infrastructure that modern societies require. And here in Davos, it means despite all those challenges, it means particularly investing in the spirit and the practice of solving problems through mutual respect and cooperation. We believe that we can do it. That through collective responsibility, innovation, human goodwill, and ingenuity, we have the capacity to turn the challenges into opportunities. Ladies and gentlemen, I have now the great pleasure and honor to introduce Alain Berce, President of the Swiss Confederation, and Federal Counselor for the Federal Department of Internal Affairs. The World Economic Forum has been based in Switzerland for 53 years, and it is always this period, the cooperation between the Swiss Federal Government, the canton of Graubenden, and the municipality of Davos has been, the partnership has been truly exceptional. I would like to express, Mr. President, and all our Swiss hosts, our sincere gratitude for the hospitality and support all over those years. Ladies and gentlemen, please give a warm welcome to the President of the Swiss Confederation, Alain Berce. Ladies and gentlemen, dear Professor Schwab, the post-war order is currently experiencing its greatest crisis. Russia's war of aggression on Ukraine constitutes a brutal attack on a peaceful country. But it is also a brutal attack on international law and multilateralism. The war is causing great suffering, and it is playing a decisive role on the global development of democracy. That is why the great solidarity shown by democratic countries with Ukraine is crucial. Not only with the people in the country, but also with those who have fled. And this aggression has come of all countries from a member of the UN Security Council, which, and I quote from the UN Charter, bears primary responsibility for the maintenance of international peace and security. And in spite of this, or not precisely because of this, Switzerland will make every effort to again strengthen international law and multilateralism. In the UN Security Council, for the first time this year, and through international Geneva, the seat of one of the most important multilateral platforms. Ladies and gentlemen, Excellencies, the world needs strong multilateral platforms because the greatest present-day challenges are transnational, climate change, pandemic, war, migration, proliferation. And this annual meeting is also an important platform for global dialogue. It is a place of optimism, of can-do spirits, and this is especially so in times of crisis. When I first attended the annual meeting back in 2012, the motto was the great transformation shaping new models. And it was a call to look to the future with optimism and to have confidence in the strength of our shared values and vision. But even at that time, even at the time, we have founder Klaus Schwab warned that inclusion is critical at the time when the number one risk to the world is rising in equality. And this warning has proven to be as accurate as it was for our sites. For since then, inequality worldwide has continued to grow. The World Inequality Report 2022, which measures global wealth, income, gender, and ecological inequality, comes to the conclusion that inequality today is as great as it was 20 years ago. And all the fears expressed at the 2012 annual meeting have come true. Inequality brings with it huge political and social collateral damage. And what we call populism is essentially a reaction to growing inequality. We all know that extreme inequality undermines social cohesion. It creates resentment, causing us to seek scapegoats. And it is politically toxic, eating away at our faith in democracy. The number of democracies worldwide has diminished very much. According to Freedom House, around 50 percent of the world population lived in democracies 10 years ago. And today, that figure is just 20 percent. And we find ourselves at the tipping point. Democratic institutions are being weakened. In certain places, the rule of law is under threat, even in some democratically constituted states. And the rule of law is also at risk of eroding in the international system. Business as usual is no longer an option. We must take steps to defend, steadfastly, the foundations that are a condition for civilized coexistence. Excellencies, ladies and gentlemen, we have given much forth, also here at the annual meeting, to efficiency and prosperity. The too little to social fairness. What applies in the domestic politics of most countries also applies in relations between states. And here, too, inequality is growing at an alarming rate. And already, fragile states are further weakened, first by climate change and the pandemic and then by the war in Ukraine. Around 350 million people in 82 countries are currently at actual risk of hunger, according to the UN World Food Program. That's 200 million more than before the pandemic and the war in Ukraine. In large parts of Africa, the consequences are dramatic. Before the war, 90% of grain supplied to Eritrea and Somalia came from Russia and Ukraine. And the sharp rises in the price of fertilizer and oil have a huge impact on the continent's poorest countries, weakening them further still. The COVID pandemic also hit already fragile states hardest. And the quality increased significantly. And what is particularly difficult to accept is that prior to 2020, African countries were among the fastest growing in the world. Yes, excellencies, ladies and gentlemen, many countries in Africa, just as many parts of the world, have been weakened by this terrible war and seen their ambition reduced. But that does not diminish the importance of these countries. It does, however, require a rethink. It needs an active global partnership, a partnership that recognizes enormous potential of countries in Africa and strengthens human rights and democracy, a partnership that addresses humanitarian needs as well as supports economic opportunities and innovation. Inequalities are not eliminated by charity. They're the example of COVID-19 vaccines. Promises were made to help fragile countries, Switzerland too, lent its financial and political support to the COVAX initiative of the World Health Organization, which wanted to achieve equitable access to vaccines worldwide. But when it came to distributing vaccines, there was little evidence of that kind of partnership. In light of the pandemic and the war in Ukraine, we have seen that the risk of fragility is no longer a one-way street. The problems experienced by fragile states do not remain within their own borders. They are always exported to neighboring countries, but also to far-flung regions in the form of migration, corruption, terrorism. We must do all we can to support fragile states, otherwise their risk becoming failed states. That is why Switzerland will work systematically on behalf of the most vulnerable, in particular to protect the civilian population and improve food security.  That is true domestically, but it is also true internationally. Self-interests and supporting those weaker than ourselves. We have long considered these to be two different things, but now we know they are one and they are the same. Thank you very much.


It's been a great fit for both he and the Yankees solidifying first base became really close friends with Aaron judge And it's funny. I've had people ask me this well If they're so close is he waiting to see what judge does and then he might pivot away from the Yankees join judge etc But don't you also find that players when they find the deal that they want they go in that direction that that doesn't necessarily mean They just go with another teammate. You know those things are so hard to read I mean, I like you but if you want somewhere else, am I leaving the yes network?  Are you? No, I don't think so. So I just think that sometimes we overblow that I remember back in in the NFL when Peyton Manning was released by the Colts and everybody started surmising Well, he's gonna sound with the Dolphins. He has a home in Miami. They're just trying to connect dots that might not be there I think they're close, but I mean they're not in fifth grade. They don't have to end up together I've heard the rumors that they'll both end up in San Francisco if that's where Aaron decides to go Well, San Francisco happens to need a first baseman. So maybe it works out


So here we have a tiny board here, the Infineon booth. So hello, so who are you? I'm Matthias Ackermann from Infineon. So what do you do? I'm presenting your the XMC1100 starter kit. It's called XMC2Go. It's an entry level product. And there's a debugger on it. So this is a tiny board? Yes, and it has full blown XMC1100 microcontroller which enables a wide peripheral set. So this is an ARM Cortex M0 microcontroller? And how do you sell this? Well, we sell it to industrial customers because we have a peripheral which is running up to 64 MHz. We have outstanding peripherals in terms of timer, ADCs. And we have also a series. This is the basic series. It's the 1100. We have the 1200 which is dedicated for lighting. It is a peripheral which is called Brightness Color Control Unit. And we have the 1300 series which has a Cortex mask co-processor which enables high performance, mathematic algorithm like division or closeness calculations. Cool, so you have a special box for this the way you sell it? Yes, it comes along with this small box. Yeah, and you open the box and it's inside? It's inside and you just pull it out. You have the debugger on it. You just need a USB cable. And this you connect to your PC? Yeah, connected to the PC. And then you get a free IDE which is called DAVE. It's a digital application virtual engineer. So what is DAVE? I will show you there. DAVE is a better launch of a new production IDE. It's a co-development platform. So we have DAVE, it's to reduce time to market? Yes, it's an efficient tool. So we provide a tool which you have an XMC Lib. XMC Lib is a static code library which you can use either with DAVE or with certain party tools like ARM, MBK, like IEA systems, Atolic, Rowley, Compilers. And what it does, it gives you a basic peripheral set of library. This basic peripheral library can be configured and used like I said. On top of this basic library set, XMC Lib called, you have the DAVE apps. The DAVE apps is a new methodology which you introduced a few years ago in DAVE version 3. Now this is the better version of DAVE version 4, which has some extents in terms of experience and enhancement in terms of performance. So right here, you have some boards connected and what are you showing? This is just the information board which you can come back with purchase, so it's just application-specific. So it's just not fully a kind of flexible application-specific one. So this one is different connectors here. So it's actuator. On the backside here you see HMI extension, so you can use the board as it is, or you plug in an additional card, which gives you an extension to a certain application. So this is an interesting design for a board. People do what with this? Well, the people are simply, they can plug and build a more or less application with it. And together if you look at this one, here you see, for example, a gateway. So it's a graphical representation of a use case, in this case it's a PWM, and you could do a graphical programming, and then you get a C code, which you could either use or save like I mentioned. It's a third-party tool, you could download it in programming on this machine board, and then you get more or less enhanced time to market, because you don't need to take care of the hardware and the preference. So this is the all-new 2015 DAVE. So how can people get it? People can just go to our homepage, which is infinite.com. It's free. It's fully for free, and it will be fully productive in July 2015. And based on that, did you start getting the board too? The boards, they can purchase it either on our homepage or at any e-commercial trader like Fanel, Digikey, Mauser and so on. Nice. How many boards do you have? Well, we have about 20 different kind of boards. So the idea is really like this one here. It's an Arduino-based board. What you see here is an RGB LED lighting shield. This is an intelligent shield, which you could either use standalone or you use it together with an XNG1100 boot kit, which is another emulation product from our company. It's both written by the same technology in terms of microcontroller. It's the 1000 series. It has a base board. It has a 1100 microcontroller. And on the top board, on the shield, it has a 1200 microcontroller with a firmware on it, which you get for free from us. And this firmware enables you to communicate via ISC between both boards. You can now select an LED engine and you could communicate by using different commands. So you could program the color. You could program the brightness. And on top, the technology which we enable is this 1200 family. It's called PCCU. It's a kind of scope processor, which do autarkic color control. So it's flicker-free at low dimming frequency. And it's very cost-effective because what you have here is a fully integrated version. You don't need external components, except for FAT to do the whole lighting control. What is this? This is a router, which together with an XNG4 is also a device. So it's a 24 gigahertz router. But it could do it with different motions as well as speed. So if people do something in-proven, something happens? In this case, if you change distance, then it simply signals it to the Arduino shields. This one is controlling the RGB LED inside. And what it does, if you go closer, it gets red. If you go away, it gets green. And if you stay stable, then it gets blue. So you have lots of other things around here? Yes, but this is automotive driven, so we have a lot of things around here. All kinds of automotive stuff. This is an audit space. So it's another focus in our area, in microcontrollers. But it's an automotive space, so we should go for example for this one. This is a power drill, if it's a sign. It's an optimized board where we have the PCB layout. It's available for our customers. It's using our analog technology. We are very strong together with XMC microcontrollers. What we have here is the XMC 1300. It's another series in the 1000 series. And it has a mask-co-processor. It's a quartic and a mask-co-processor. It runs up to 64 MHz on a 32 MHz microcontroller. And it enables CNOS, division, cosynos calculations and all these kind of things. So you could do with this small micro high-performance motor control FOC. Nice. What is he holding there? This is our 600 watt LLC reference design. So what you see here is powered by an XMC 4000 microcontroller. It's an A-Blood solution PWM. So it's an 18 MHz device. But it has the ability to drive high resolution PWM up to 150 packet seconds. And with this we can enable very efficient digital power conversion. We call it analog and digital meets high efficient power conversion. So this is a reference design the customer can get. What's the end result? What's it going to be? The end result is we could achieve titanium class efficiency which is about 79.8% of efficiency, which is outstanding. So it's the best class you can achieve with this kind of system. And it's very flexible, so it gives the customer ability to make platforms. So they could scale because the microcontroller does the digital job. So it's really programmable. So they could scale and make different kinds and different flavors of this kind of system. With one microcontroller. And this digital power conversion over there. Yeah, a step here and there. So it's going to be here. This is also an A-Blood solution for us. So here you have the ability to... The customer can enable our digital power conversion. Features. In this case it's a small base board. And we have two cards. As it's a 1000 enabled, it's a 10000 enabled board. Or it's a 4000 enabled board. And the customer can easily enable the technology with this. It's a purchase on board which you can purchase our normal standard list channels. And... So as I said, in industrial microcontroller we are focusing on five areas. Which is home automation or building automation. Factory automation, transportation, CAV and moment professional things. And what we see here is just an extract of some example applications where we are very successful in the market. So you are in many places around the world? We are in many applications around the world. And we have, you know, our technology is really focusing on high performance peripherals. Combined with a standard core, with a standard core for man. Let's go around over there. So there we have some quadcopter. This is an Aurex base. So it's automatic technology based. So it can fly around our target. So the motor control is by Aurex as well as the camera control. And it does some secure camera, picture processing. Nice. And here is also our automotive stuff. This is, well, it's a mix here. So you see two Arduino shields, both are available. This one is using normal technology for DC pressure control. This is an automatic qualified and rated product. But it's also intended to be used in industrial. So in high quality products like medicine products could be hospitality or something. We are going to use this. What are you going to use? The RGB LED one. Just an edge. Cool. Let's go over here. What is this stuff? Here I want to introduce Tim O'Grassman. He can explain the demo which is about smart home. So what are you showing here? We're showing how you can securely connect a mobile phone to a camera inside your smart home. Securely. Securely. Do you want to make sure? Not anybody can see what you're doing. Not anybody can access the camera inside your house. So, for example, that a burglar cannot access the camera inside your house and check whether you're at home or not. How does it work? Based on asymmetric photography, on hardware-based security. Is this the one, the Optica? That's the Optica trust. Can you show the chip? Is it in there also? Right here, a little chip, 2x3mm package. Can be integrated easily. And we securely connect a mobile phone to the camera. And you show right here also, what are you showing on this? Here we have a Raspberry Pi board with a TPM extension. And we're showing how you build a secure channel and how you can securely transmit data between an embedded system and a PC. So it's a secure chip right here. That's the TPM, T-R-T-P-M, right here. All right. So it's pretty important to have security with the Internet of Things. You can't just have people hack into your home and stuff, right? Exactly. And it's not only about security, but it's also about hardware-based security. So if you want to implement security, I think you should do it right from the beginning. And that's why, for one thing, you need hardware-based security. And if you choose hardware-based security, you need to choose the right hardware-based security so that your systems cannot be attacked. Cool. All right. So security is also another topic for microcontrollers. So I can show you a brief demo where we have a secure field update. So it means the know-how of our customers is secured. So we have some cooperation with companies like company Vivo. Yeah. And this is enabling the customer can do field updates so they can send source code to the microcontroller which is in a field application already inside embedded and can update it, the firmware update, and no one can steal it, no one can hack it because it's a secure update. And then there's another point of IoT. So all our products have communication interfaces for IoT. And here we go and enable on top secure field updates. Because you want to have all these M2M machines out there, all these industrial stuff. You want to update them securely. And you're able to do that. Yeah. With this technology. Is that new? It's quite new. It's today. We held a press release yesterday and we showed this the first time on this exhibition today. Does that mean that before to update stuff in the Internet of Things, before today it wasn't secure? Well, it wasn't so easy. It wasn't so easy and now it's provided. So it's even the logistic behind. So it's connected to your SAP system. So it's really able for manufacturer with millions of devices out in the field. You can now do the logistic and everything you see behind covered by a third party of us. But all the stuff that's already out there will need a future stuff with a new chip? Well, it's for the new chip. So for the new hardware security. You don't need additional hardware. You just need a microcontroller from Infine which connects to this software behind it. To the logistic behind it. And like you said before, it's very important for us because we are focusing on industrial. Here you see a PLC application. A PLC application is using on one side codices software which is very famous in industrial. And also what we have here is the capability to use a mid-range microcontroller who is driving two motors at the same time thanks to the technology we have in terms of interconnect matrix, fast ADCs and fast PWM signals with a timer. Thank you very much.


Hello and welcome to the session my name is Mansi and I'm going to help you with the following question. The question says 5 square flower beds each of sites 1.2 meter are dug on a piece of land 4.8 meter long and 4.2 meter wide. What is the area of the remaining part of land? Now let us see what is given to us in the question. We are given a piece of land which is 4.8 meter long and 4.2 meter wide. Now on that piece of land 5 square flower beds each of site 1.2 meter are dug. Now we have to find what is the area of remaining part of the land. So let us start with a solution to this question. First of all we find the area of the land. So area of land will be equal to length into breadth. We see that length is 4.8 meter so 4.8 meter into 4.2 meter that is equal to 20.16 square meter. So we see that area of rectangular piece of land is equal to 20.16 square meter. Now we see that area of square flower bed is equal to site into site and the site is 1.2 meters. So we will have 1.2 meter into 1.2 meter and that is equal to 1.44 square meter. Now we see that area of 1 square flower bed equal to 1.44 square meter. Therefore area of 5 square flower beds will be equal to 5 into 1.44 square meter and that is equal to 7.2 square meter. Now we have to find the area of remaining part of the land. So area of remaining part of land is equal to area of rectangular land minus area of 5 square flower beds. Now we have already calculated the area of rectangular land and area of 5 square flower beds. So that will be equal to 20.16 square meter minus 7.2 square meter that is equal to 12.96 square meter. Therefore our answer to this question is 12.96 square meter. So I hope that you understood the question and enjoyed the session. Have a good day.


go to cast if the coming's coming down to the kitchen. Yeah, all right. Let's go. All right, go. Why did you, why did you? Because I thought it was, I felt a certain need at work, so I thought it was. You see a race. Mark? Race, I see you. Race, I see a T. A T? Mr. T? No, just hold it there for five seconds. This is like, well, that's where it's going to be. Ah! Ah! Ah! Ah! Ah! Ah! I want to do the design. I want to try to have a design. I want to try. No, try but like, oh, like, what's going on. What's up, guys? What's I putting this one on? No, later on. Don't destroy it because we're going to have a whale just off later on. Okay, guys, almost a minute. Watch it fall now. I mean, they wanted to fall like, at 59.  Yeah, we're good. Good. One, two, three, go. That a girl, that a girl. That's it, that's it. Okay, keep your, there you go. No, keep.


What's up, everyone? It's your girl, Kenzie here from Layton Sports Guards and I'm ripping 2223 Panini Prison basketball hobby four box break number 19. Pick your team got Anthony C. Magic, Anthony P. Sixers, Chang-Yau T. Spurs, Chris G with the Celtics, Chen Wei W. Warriors, Dennis P. Heat, Edward P. Lakers, Eric W. Thunder, ZKLM with the Suns, Raptors, Nets, James R. Bucks, Jeff M. Rockets and Grizzlies and Kings, Jeffrey H. Pelicans, Carol K. with the Bowls, Marlon B. Mavs, Max K. Clippers, Mike K. Knicks, Nan J. Hornets, Paul B. Jazz, Robert P. Blazerson, Victor with the Cavs, Stephen F. Nuggets, Wayming, H. Wizards, Wen Chun S., T-Wolves, Young S., sorry, Hawks, Yumu H. with the Pacers and Zach B. Pistons. Alright, good luck, everyone. Thanks again for the fill. We've got six left on the next one. Down to six. Good luck. Come on. Ready for some heat, says Sin. Let's do it. Let's do it. Let's do it. Good luck. We've got Red, Kelly Hoobre Jr. for the Hornets, 290 of 299, AI Fearless, we've got Derek White on the Hyper, Koloko Rookie, Braun and Tracy McGrady, Silver Prismatic Barnes, Fearless Dirk, Silver Rookie of Peyton Watson for the Nuggets, Jabari Walker, Wade and Isaiah Mobley Rookie Base, Prismatic Harden, Benedict Matherin, nice one there on the Hyper for the Pacers, Johnson, Dyson Daniels, Olajuwon, Ruby Wade is going to be Russell Westbrook for the Lakers, Buck, Julius Randall Silver, A.J. Griffin, Jackson and Blake Wesley. Two is going to be a triple J for the Grizzlies, 141 of 199 and we've got SuperSonic, Sensational Signatures is a Fred Brown, SuperSonic's go to the Thunder. Okay, see hit there. Bones, Highland, Hyper, Liddell Jones and a Bajie Rookie. Daniels got Orange Wave here. He's going to be a Derek White for the Celtics. There you go, Chris, 22 out of 60 on the Orange Wave, Bead Fireworks, Kuzma Silver, Kendall Brown, Garnett and Jalen Durenne. Red Wave, Jamal Murray, Prismatic Bradley Beale, we've got Pulsar of Tyrese and Martin for the Hawks on the Rookie, Jenobley, Matheran Rookie Base and Tyus Jones, Silver Fireworks, Lamello Ball, Willard White Screen, Silver Rookie is going to be Kennedy Chandler, Grizzlies, Houston Stockton and Shaden Sharp Rookie Base. Purple Ice is going to be Jason Kidd for the Nets, that's 127 of 149. Nets, a nice one here, signatures. Rookie off for the Spurs, Jeremy Sohan, nice one there, Spurs, Jalen Williams on the Hyper Rookie Thunder, Ingram, a Chet Rookie Base and Dang Rookie. Luck of the Lottery, Durenne Silver, are you banks? AI, Minnott, Mullen, got a Ruby Wave, Magic Johnson, Luca, Hyper, Jonathan Isaac, Lofton, Johnson and a Walker Kessler Rookie Base. Last pack, box one. Chris, did you hop in that Pokemon First Edition break that Caleb's got going? Got Purple Kyrie for the Nets, that one's going to be 67 of 99, Silver Cameron Payne, Rodman, Van Karel Rookie Base and Vacelle. That's going to be a crazy break. Box two. Down to four on the next one, y'all nice. Four teams remaining, Nets Clippers, Sixers and Sons is the link for laughs in the next break. Appreciate y'all getting stuff filled up so far today. We got Rudy Gay on the blue for the Jazz to 199, Curry Prismatic, Angles, Lake Wesley, McGowan, Prismatic, Mobley, Silver, Jordan Clarkson, Braun, McGrady and Jabari Walker Rookie Base. Got Ruby Wave, KG for the T-Wolves, Fearless Shack, we've got Jason Tatum on the Pulsar. Another nice hit there for you, Chris. Yeah, Chris, that's awesome. Isam, Mobley, Rookie Base, Magic Johnson, all these fun, even if you guys are just there to watch for sure. We've got Orange Wave, it's going to be a Malik Beasley for the Jazz that is 56 out of 60. Kauai Fireworks, Silver Beverly, Daniels Olajuwon, E.J. Griffin, Silver Fireworks, Zach Lavigne, Zion, we got Silver Adbaji. There you go, Jess. Huge Luca. Oh, that would be sick. Yovitch Duncan. Let's see, Sam pulled one yesterday, a gold redemption, Luca Otto. A shade and sharp look of the lottery. We've got Hyper the Yellow, Graham Ewing and Pippin Jr. Oh yeah, good to know. Thank you for letting us know. Got Ruby Wave of Connington, Mitchell, Fearless, Jonathan Isaac, Johnny Davis-Rookie, Chris Weber. Ruby Wave is Okangwu, Prismatic AD, Silver Derrick White, Jalen Williams, Ion. Our next auto coming up here, we've got, for the Hornets, Red is going to be a Cody Martin, the 299. And we've got Hawks on the signatures, Jalen Johnson, J.J. Action there, ATO, Dang on the Hyper Rookie. Ok, see, Sohan Rookie, Moore and Ray Allen. Purple coming up here. It's going to be an MPJ for the Nuggets. Porter Jr. 99 and 99 bookend there. The last team's taken. The last team's taken, I think, Silver, Luca, Chandler, Watson and Bane. Packs left here. Silver, Prismatic, Yanis, Fearless, James Harden, Silver Rookie of Jalen Durand. Nice on their pistons. Jalen Williams, Rookie, Diabato. Last pack here, Box. Last auto coming up. We've got Sadiq Bay, that is 30 of 149 pistons. And Hornets, we've got Silver, Rookie, Otto, Mark Williams. Charlotte there. Pulsar, Kyle Lowry, Warren, Ben Wallace, Barkley. Color Cavs as in. Let's see. Alright, Box 3. Let's see where we are here. Just Suns Left. Awesome. 29 bucks. Type. Geez Louise. Oh my gosh. There we go. Just Suns Left at 29 bucks. Yeah, we pulled a gold mash out of the last case. So some nice vet stuff can come out of that for sure. Ruby Wave, Justin Holiday, Hawks. Mitchell, Silver, Connington, Warren, Ben Wallace, Barkley. Appreciate y'all scooping up some teams so we can move on to the next break. Nice. How about a red? Keegan Murray for the Kings. 165 of 2.99. There you go. Sack Town. Who's got him? Kings is gonna be Jeff M. Congrats on that one, Jeff. Get this in a mag for you. Nice Murray. And we've got both sensational signatures of Eddie Curry. Third Eddie Curry auto of the day. And how about a Pulsar, Rookie Keegan Murray. What a pack here for the Kings. Wow. Nice one there too. Geez. Sorry, Easton Rookie Base. I feel like he's a harder pull for sure. Got two nice ones in one pack there. Got orange coming up. Rookie is gonna be a jail endurance. 21 of... Wow, heating up here. Detroit Zach B. Back to back packs with some big rucks. Got one in a mag for you too. Let's go. Silver, Paul George, Brandon Rookie Base, Stottemire, and Keegan Murray Base. My gosh. Keegan box here. Got Blue, Deandre, Aten for the Sons out of $1.99. Chris Paul, we got Pulsar or Chris Middleton. Chandler Watson Bain. Fearless Anthony Edwards. Fireworks Hardin. Silver Rookie Mark Williams for the Hornets. Carter Davis, Chris Weber. Come on, heating up y'all. Fresh Case and Pullin Some Fire. KD Fearless. Hyper RJ Barrett. Jaylen Williams Rookie. Clark and Diabatte. Luck of the Lottery. Jabari Smith Jr. Silver. Bruce Brown. Ewing and Pippin Jr. Ruby Wave. Dylan Brooks. Prismatic Levine. Hyper Wiggins. Ion Jalen Williams. Brooks. We got Red Power. What a box here. My gosh. A Bosley Luck of the Lottery. Silver Jalen Green. Sohan Rookie. Moore Jr. and Ray Allen. We're leaving that. Let's put a marinate to the end of the box. Put a marinate there. We got Ruby Wave. Tatum. Chris with some nice Celtics coming out here. Prismatic Garland. Hyper of a Bajie for the Jazz. There you go. Danny Green, Roddy and Valen Kunis. Yeah, I'm going to be that breaker, son. I'm going to be that breaker. Silver Prismatic. Jaw. Jenobley Fearless. Silver Trey Murphy III. Baldwin Parker and Mark Williams. Purple Ice is a Jalen Williams for the Thunder. Ion Jalen. 44-149. And Otto Warriors. We've got gold. Sensational signatures. Antoine Jamison. Called that one. Yeah. We got seven of ten. There you go. Dubbs. Golden State. That's going to be Chunway W. You go on the gold auto. Finney Smith. Hyper. Murphy Pierce and Rollins. All right. Come on. Let's see a big rookie here. Big rookie. Sons. One of the last teams taken. Called that one. There you go. Steve Nash for Phoenix. Heck yeah. Nice one there. Going to Zeke M. That's nasty. 72 of 75. Nice. All right. Last box here y'all. What a way to start this case. There we go. For real. Gold out of the last break and now the red power. Man I love that red power. Sure are. Sure are, Sen. Prismatic. Lamello. Silver Duarte. Jaden Ivy Rookie. Zion Robinson. Ruby Wave. Rookie. Jabari Smith Jr. There you go. Rockets. Nice color match there. Fearless Lugo. We've got Kairi on the pole star. Jabari Smith Jr. Rookie base. Chamberlain and Ty Ty. Two ice is going to be a Pete Marevich for the Jazz. 59 of 125. And the fireworks. Silver Cam Johnson. Jones McDermott and a Bochamp Rookie base. Had nice color match here. Heed. Nikola Jovic on the red. 13 of 2.99. Go heat. Prismatic Beal. Hyper. Porzingis. Jane Hardy Rookie base. Peyton and Terry. Silver Fireworks Luka. Dirt. Fearless. Silver Valenkunas. Chet Rookie base. Dang and Iverson. Got red. Montress Harrell. Four out of 2.99. We've got Grizzlies on the Rookie Signatures Auto. David Roddy. Memphis. Bertons on the pole star. Minot, Mullen and Lofton. Let's see. Still just the sun's left in the next break y'all. 29 bucks. Get your phoenix. 29 bucks. Cole Anthony on the red wave. Magic. Prismatic Luka. Silver Austin Rivers. Igbaji Rookie base. Kendall Brown. Got blue. Malcolm Brogdon. Celtics. That one is 198 of 199. And we've got Nik's old school signature is Bernard King. New York. And how about a Palo Hyper? There you go Orlando. Nice Palo there. KG, Jalen Nuren and Genobi. Great break here. Some very nice rookies coming out. Got Orange Wave. It's going to be a Jordan pool for the Warriors. That one is 20 out of 60. Cool. Beale, Kenny and Martin Jr. Matherin. Jones and Houston Rookie. Ruby Wave by Donovan. Spearless AI. We've got LeBron on the hyper. There you go Lakers. Stocked in Shaden Sharp Rookie and Ingram. Silver Luck of the Lottery of Ochai Igbaji. Widescreen Lillard. Silver Rookie. David Roddy. Grizzlies. Shack Williams Rookie and Richardson. Last pack here. Luck of the Lottery. Jalen Nuren. Hyper Tyrese Halliburton. Christie. We've got Andrew Numbard and EJ Liddell. All right. Very solid break there. Let me one second. We will do a recap. A couple of mad cards. Let's go around. All right. Signatures. We've got Bernard King, Nix, Eddie Curry, Bowls, Fred Brown, Super Sonics. Again, go to the Thunder. Jalen Johnson Hawks. David Roddy Grizzlies. Mark Williams, Silver Hornets. Sohan. Signatures for the Spurs. Gold, Antoine, Jameson for the Warriors to 10. Then our Max cards. We had the Orange Rookie of Jalen Nuren for the Pistons. That one was 21 of 49. Big hit there, Pistons. And then a Red Keegan Murray for the Kings. That one was 165 of 299. That'll do it for number 19. We've got 20 coming up. Thanks, everybody.


Welcome back to theCUBE's coverage of Red Hat Summit 21 virtual. I'm John Furrier, host of theCUBE. We've got two great guests here, returning back. Cube alumni is here to give us their perspective. Dave Lundquist, GM, VP of Engineering, Hybrid Cloud Management at Red Hat, Joe Fitzgerald, General Manager, VP of the Management Business Unit at Red Hat. Guys, welcome back to theCUBE. Congratulations, Red Hat Summit's ongoing virtual. Great to see you. Thank you, John. Thanks, John. So I'd love to get the low down. A lot going on, the productivity this year, looking back from last year, a lot's been done. And we've been in the pandemic now, now circling back a full year. A lot's happened, a lot of productivity, a lot of clear visibility on what's working, what's not. You guys got some great news. Let's just jump right into it. What's the big announcement? So one of the things that we announced here at Summit, John, is an expansion of our Red Hat Insights brand. Basically, we announced Red Hat Insights for our REL platform back in 2015. Over the years, we've increased the amount of data and visibility into those systems. Here at Summit, we've now announced Red Hat Insights for both OpenShift and for the Red Hat Ansible platforms. So it's a pretty significant increase in the visibility that we have to the platforms. Buss, can you repeat that one more time? So the expansion is through which platform style specifically? So Red Hat Insights is a way that we connect up to different platforms that Red Hat provides. Historically, it was for Red Hat Enterprise Linux or REL. We've now expanded it to the Red Hat OpenShift family, the platforms. As well as the Red Hat Ansible automation platform as well. So a nice broad expansion. People want that data. What was the motivation behind it? Was it customer demand? Was it more access to the data? Just was it on the roadmap? What's the motivation? Where is this going? What's the purpose of all this? Well, I don't think customers say, hey, please take more data. I think it's customers say, can you keep me more secure? Can you keep my systems more optimized? Can you help me set more things to automatic? And that requires that you get data from these systems so that you can auto-tune, auto-secure, auto-optimize. Right, so it's really all those benefits that we get by connecting to these systems, bringing in the telemetry, the data, the config, different kinds of information and using that on the customer behalf to optimize, secure, and tune those systems. You know, one of the biggest trends I think now for multiple years has been observability.  Enterprises are getting a lot of pressure to be modern in their application development processes. Why is data more important than ever now? Can you guys take a minute and expand on that? Because this idea of telemetry across the platform is a very interesting announcement because you're turning that data into value, but can you guys expand? Where's that value coming, turning into? What is the value proposition? Where are people seeing the key value points? Well, a couple of points, John, as you started out, is in a hybrid cloud environment with Cloud Native applications and a lot of application modernization and the current progressiveness of DevOps and SRE teams, you're seeing a lot of dynamics in workloads and continuous delivery and deployments that are in public environments and private environments, distributed models. And so consequently, there's a lot of change in dynamics in the environment. So to sustain these high levels of service levels, to sustain the security of the compliance, the ability to gather data from all these different points to be able to get visibility into that data, to be able to process that with various analytics and understand when something's gone wrong or when an update is needed or when a configuration is drifted is increasingly critical in a hybrid cloud environment. So on the telemetry piece, is that in OpenShift as well? Is that supporting that in there? How does that work? It's in OpenShift, as Joe mentioned. It's in REL, it's in have feeds from Ansible. In the OpenShift space, we have an offering advanced cluster management that understands fleets of deployments, clusters, wherever they're deployed, however they're running infrastructure, public, private, hybrid environments. And it also collects in the context of the workloads that are deployed on those clusters, the multi-question part. I want to ask you guys a question. I get this all the time on theCUBE. Hey, I need more data, I have multiple systems. I need to pull that data into one kind of control plane, but I'm being pushed more and more to keep scaling operations. And this becomes a huge question mark for the enterprises because they have to turn up more scale. So this becomes a data problem. Does this solve it here? How do you guys answer that? And what would be your response of that trend? Well, I think the thirst for data, right? There's a lot of things you can do with more data. There is a point where you can't ship all the data everywhere, right? If you think about logs and metrics and all the data, it's too heavy a way to move everything everywhere, right? So part of it is selecting the kind of data that you're going to get from these systems and the purpose you're going to use it for. And in the case of Red Hat, we take data from these different systems, regardless of where they're deployed, bringing in, and then we do predictive analytics against that data. And we use that telemetry that can take that health data, right, to do everything from optimized for performance, security, cost, things like that. But we're not moving, you know, huge quantities of data from every system to Red Hat in order to, you know, pour through it. We are very selectively moving, you know, certain kinds of data for very specific purposes. Dave, what's your take on that? Because, you know, you got to engineer these systems. What's the optimized path for data? Do you keep it in the silo?  What's the customer's view on how to deal with the data? Yeah, it's a complex problem, no doubt. You don't want to be pulling all the data and trying to transmit all that data back into your analytics system. So you end up curating some data, some of it will be poured on, often it's done under, it'll be done under control of policy so that data that is sensitive that should stay within the environment that it's in will stay. But curated or alerts or information is particularly relevant, say, to configurations, updates, any of that type of information will go up into the analytics, into the insights, and then in turn the alerts will come back down in a manner that are presented to the users. They understand what actions need to be taken place whether it's automated actions or they have to get approvals to maybe make an update to a certain environment. All right, you got telemetry, data, power, the advanced cluster manager or ACM. What's the overlap of the visibility and automation here? Can you guys talk about that? Well, it's a great question, John. And what we like to do is we like to sort of separate the different areas. There's the seeing, right, of what's going on in these environments, of getting the data, analyzing it and determining what needs to be done. And then either the recommendation or the automation, as Dave said, in a lot of environments, there's a process of either approvals or checkpoints or evaluation of the changes being made to the system, right, so separating the data and the analysis from the, what do you want to do with this and making that configurable, I think is really powerful. I mean, I think that's the number one thing. It's like, everyone always asks, what do you optimize for? Do you optimize for the automation or the visibility? I think there's always a trade-off and that's always an interesting question, David, love to get your thoughts. If someone asks you, hey, I have a team of people, what do I optimize for? The visibility or the automation or both? Is there a rule of thumb or is there a playbook? How would you answer that question? Well, there's a couple of things. First, I think the ability to pull the data together to get visibility across the environment is critical. And then what becomes often complex is how the different disciplines, how the different parts of the system are able to work together and common understanding of the resources, common understanding of the applications. That's usually where systems start falling down and so it's too siloed. So one of the key things we have with our systems, particularly with OpenShift and RHEL and with ACM and Ansible, is the ability to have a common backplane and the ability to have a common understanding of the resources and the applications. And then you can start integrating the data around those common data models and take appropriate actions on that. So that's how you end up getting the visibility integrated with the automation. When you think about this, Joe, about the security aspect of it and the edge of the network, which has been a big theme this year and going into next year, a lot more discussion, just the industrial edge. That's important. You got to take all this into account. How would you talk about folks who are thinking about embedding security and thinking about now the distributed edge, specifically? Right, so we thought it was complicated before, right? It goes up a notch here, right? As you have more and more edge applications. I think at the edge, you're going to want automated policies and automated configurations enforced. So that when the device connects up to a network or is analyzed, that there's a set of policies and set of configurations and versions that need to be applied to that device. These devices aren't always connected. There's not always high bandwidth. So you basically want a high degree of automation in that case. And to get back to your early point, there are certain things you can set, like policies about security or configuration. You say, I always want it to be like this, make it so. And there's other things where they're more complicated, right, to address or have regulatory requirements or oversight issues. And those things you want to tell somebody, I think this should be done. Is this the right thing to do? Is it okay? Do it. But at the edge, you're going to have a lot more sort of lights out of automation to keep these things secured and configured, right? It's fun to have some of the Ansible guys that are talking about code for code, changing code all the time and dynamic nature of some of the emerging tech coming out of the Red Hat teams. It's pretty interesting, you guys have going on there, but you can bring it down to the average enterprise and main street enterprise out there. They're looking at, okay, I got some public cloud. Now I got hybrid. I'm going 100% hybrid. That's pretty much the general consensus of all the enterprises. Okay, so now you say, okay, if I understand this correctly, you got insights on RHEL OpenShift and Ansible platform. So am I set up for an open hybrid cloud? That's the question I want to ask you guys. Does that give me the foundation to allow me to start the cloud adoption with in a true distributed open way? I'll open to go first. I think there's a couple of things you need in order to run across cyber clouds. And I think Red Hat, from a platform point of view, the fact that Red Hat platforms run across all those different environments from the public cloud to on-premise, physical vert to edge devices. Now you have consistency of those platforms, whether it's your traditional workloads on RHEL, your container-based workloads on OpenShift, or automation that's being driven by Ansible. Those are consistent across all these different hybrid cloud environments. So it reduces the complexity by standardizing those platforms across any and all of those different substrates. Then when you can take the data from those systems, bring them centrally and use it to manage those things to a higher degree of automation, now you've taken another chunk of complexity out of the problem, consistency of getting data from all those different systems, being able to set policies and enforce things across all those distributed environments is huge. Yeah, and then it fills in the gaps when you start thinking about the silo teams. I think one of the messages that I've been hearing out of Red Hat Summit and the industry that's consistent is the unification trend that's going on, unifying development teams. And a way that creates more of an exponential value curve rather than just linear progressions in traditional IT. Are you guys seeing that as well?  Well, I think the shift that we've seen for the last few years, actually quite a few years, with DevOps and SRE, it started to bring a lot of the disciplines together that you mentioned that are traditionally silos. And you'll find the effectiveness of that is really around many of the areas that we've been discussing here, which is open platforms that can run consistently across a hybrid environment, the ability to get data invisibility out of those platforms so you can see across the distributed environment across the hybrid environment. And then the ability to take actions enforce or update environments through automation is really what's critical to bring things to bring it all together. Yeah, I think that's such an important point, Joe. You know, I was talking with Chris right around, and we've covered this in the past, Red Hat's success with academics and the young people coming into the universities with computer science. It's not just computer science anymore. Now you have engineering degrees kind of cross-disciplinary with SREs as SRE movement because you're looking at cloud operations at scale. That's not an IT problem anymore. It's actually an IT next-gen problem. This is kind of what, there's no real degree. There's no real credential for, you know, large-scale hybrid cloud environments. You just have the mass open cloud initiative. I saw that going on. That's some really pretty big things. This is a change in talent. What's your view on this? Because I think people want to learn what do I need to be in the future? What position? So, John, it's a great question. I think Ansible actually addresses a number of the issues you brought up, which is, you know, historically, there've been different tools for each of the different groups. So, you know, developers had their favorite set of tools and different IT areas had their favorite set of tools and technologies, and it was sort of like a tower of babble. People did not share the same, you know, sort of languages and tools. Ansible crosses both your development test and operational teams. So it creates a common language now that can be used across different teams. It's easy to understand. So it sort of democratizes automation. You don't have to be deeply skilled in some, you know, bespoke language or technology in order to be able to do some level of automation. So I think sort of sharing the same technology and tools like Ansible, democratizing it so that more people can get involved in automating, sharing that automation across teams and unifying those worlds is huge, right? So I think that's a game changer as well in terms of getting these teams to work holistically and integrate it in the future. Yeah, and there's also a better together panel on Ansible and advanced cluster management session. Folks watching should check it out on the virtual event platform on that point. While I got you here on that point, let's talk about the portfolio updates for advanced cluster management for Kubernetes. What's new since the Ansible Fest announcements? There's quite a bit that's been new since Ansible Fest. That Ansible Fest, well, actually going back to Summit last year, we introduced advanced cluster management. We, for years, we've been seeing the growth of Kubernetes with cloud native and clusters. And what ACM really allows enterprises to do is scale out their deployments of OpenShift. One of the things we found is that as you're deploying workloads or clusters or trying to take care of the compliance, the importance of integrating that environment with the breadth of capabilities that Ansible has in automation. So that's what we announced at Ansible Fest following last year's summit. What we've done is put a lot more focus on that integration with Ansible. So when you bring up provision of cluster, maybe you need to make some storage or security configurations on behalf of that cluster or if you're taking care of the compliance, how do you remediate any issues with Ansible?  So a lot of advances with ACM and the integration with the broader ecosystem of IT, in particular with Ansible. What's the ecosystem update for partners? And this just comes up all the time. I want to make sure I get this in there. I missed it last time we chatted. You know, the partner impact to this, you mentioned the ecosystem and you got native Kubernetes, non-native. What's native to OpenShift? You guys got a lot of native things and sometimes it's just support for other clouds. So you start to get into the integration questions, partners are very interested in what you guys are doing. Can you share the partner update on how they play and what impacts them the most here? Yeah, on the advanced cluster management, ACM front, first with this integration with Ansible, that actually allows us to integrate with the wealth of partner ecosystem that Ansible has, which is huge. So that's one space. And then the way ACM works, this policy desire of state model is we've been able to integrate with a large number of partners around, particularly the security space of the service management space where we can enforce the use of certain security tools on the clusters themselves. So it's really opened up how quickly partner offerings can be integrated into the OpenShift environment at scale across all the clusters that you want, that you need to support it on, with the appropriate configurations and policies. Joe, I got to ask you on the insight side, you mentioned the expansion across the platforms.  How far can partners push their data in terms of sharing? That's something that might come up. Can you comment on that? Sure. So Red Hat takes our customer data very seriously, more a trusted partner to our customers. So the data that we get from systems, we make sure that we are following all of the governance and oversight necessary to protect that data. So far, we have basically been collecting that data and using that data at Red Hat. Our plan really is to allow partners with the right degree of governance and control to be able to use some of that data in the future under the right conditions, whether it's anonymized or aggregated, things like that, to be able to take that data and to add value to customers. If they can enrich customers or help customers by getting some access to that data without every vendor or partner having to go out to systems and having to connect and pull data back, that's a pretty tough situation for customers to live with. I think that fact that Red Hat is trusted, we've been doing this for a while, we know how to handle the data, we know how to provide the governance, but our plan really is to enable partners to use that data ecosystem. I will say that in addition to what Dave said about ACM and partners, Ansible has been working with partners on the automation side at a very large scale. So if you look at the amount of partners that are doing automation work with us, we have some pretty strong depth there in terms of working with partners. Our plan is to take the data ecosystem and expand that as well. It's really a nice mix between Ansible, OpenShift and then REL, do you guys have great insights across now? I think the open innovation just continues to be, every year, I say the same thing, it's almost like a broken record, but every year it just gets better and better, innovation out in the open, you guys doing a great job and continuing, and now certainly as the pandemic looks like it's coming to an end soon post pandemic, a lot more projects are being worked on, a lot more productivity as we said at the top. So to end the segment out, I'd love to get you guys to weigh in on what happens next as we come out of the pandemic, either the table's been set, the foundation's there, cloud native is continuing to accelerate rapidly when the open, open source going to almost another level. What's next? What's next for customers? Are they going to continue to double down on the wins? Are they going to shut down certain projects? What happens after this pandemic? How do people grow? Dave, we'll start with you. Well, I think, yes, we all see the light at the end of the tunnel, John, that is great. And I think if a positive is really throughout this, we've been accelerating the digitization and app modernization across the board, across industries, okay? And that is really teaching all of us a lot about the importance of how do you start managing and running this at scale and securing this at scale. So I think what we'll see coming out of this is just that much more effort and open ecosystems, how you really bring together data across insights, how you bring an increasing amount of analytics AI to now do something, turn that data into information that you can respond with and that in turn closing the loop with automation against your hybrid cloud environment. We're just going to see acceleration of that occurring. Awesome, great insights there. Open data insights, automation, all kind of coming together AI. If you don't have AI in your plans, someone with Wall Street was joking, that's going to be the future stable stakes that get listed on Wall Street. You got to have some sort of AI piece. Dave, great insight. Joe, your take on what's next, what's going to happen as we come out of the pandemic? Yeah, we've definitely seen people advance their digital transformation and I don't think it's going to stop, right? So the speed scale and complexity are just going to put more pressure on teams, right? To be able to support these environments that are evolving at light speed. So I think Red Hat is really well positioned and is a great partner for folks. We're trying to get more digital faster, trying to leverage these technologies from the hybrid cloud to the edge. They're going to need lots of help. Red Hat is in a great position to help them. You guys doing great work. Dave Lundquist, Joe Fitzgerald, great to have you back on. Again, open always wins. And as end users become much more participants in the open source ecosystem, end user contributions, end user interactions, software at scale. It's just now a new next generation commercial environment. You guys doing a great job. Thank you for sharing. Appreciate it. Thank you, John. Thanks, John. Okay, Red Hat Summit 21 Cube Coverage. I'm John Furrier. Getting all the action from the experts have been there, done that, living through it, being more productive and bringing benefits to you being open source. Thanks for watching.


Let me tell you a short story about a little fellow called Jacob. Since he could remember, Jacob always wanted to get a blue cat, but his parents were always finding ways to not get it for him. So, one Christmas, he figured out a way to finally get his dream pet. He would send his wish to Santa. Oh, how excited he was when he wrote the letter! Jacob was too young to take the letter to the post office by himself, so the next morning, he had to ask his dad to do it for him. You could say that his dad was the middleman between Jacob and Santa. He never imagined that on his way to the post office, his dad would open the letter, read it and replace the blue cat on the list with a brand new pair of socks. The letter was posted to the North Pole to Santa and the Elves. When they received it, they started working right away, making Jacob skip. So, that year, Jacob received an adorable pair of socks. But next Christmas, Jacob decided to use the blockchain. Jacob wrote exactly the same letter, but instead of giving it to his mum or dad to deliver, he directly uploaded it to the North Pole blockchain. The North Pole blockchain is made up of a lot of computers connected to one another through the internet that all store a copy of everyone's Christmas list. The network is being monitored at the same time by all the Elves, Santa himself and even people like Jacob's parents. Every time a new letter is received, it is saved onto every individual computer so everyone has the exact same copy. As the blockchain is an open network, everyone can see all the letters, even though it's impossible to know to whom each one belongs to. But when Jacob's parents saw that there was a letter asking for a blue cat, it wasn't hard for them to know that it was from Jacob. So once again, they changed it, this time for a cookbook. But as every other node had a copy of Jacob's real letter, the change was spotted and the computer trying to make the change was cut off from the network, meaning Jacob's real letter remained unchanged. So guess what Jacob received that year for Christmas?


I've described linear time like I guess over here you still you can get spaghetti like if you buy spaghetti I mean the hard time No We're filming purposes, but you know I've used this spaghetti Many times in many talks, but but linear time is like a string a piece of spaghetti and if you boil it you can seem to bend it and You can drop it Here it is you've talked about this for so many years now. It's time to put it on YouTube We've come all the way to varmland, Sweden So so this is really This is a good The symbol as far as symbol go. This is a very graphic symbol. I wish they'd used this when I was In high school or I was a child my parents could have started things off with when I was just little enough to understand it Okay, this is time This is what we're dealing with here Because they don't they don't use the symbol. They just go you're late dinner was 15 minutes ago and you are late. This is what late is they could just go you are late This heaven in their parental bag Dinner was 15 minutes ago Here's where dinner was and here's where we are now and you are 15 minutes late instead of using a stick to beat their kids. They could have just pulled it out like a ruler Like a measuring thing and just said here every grievance that a parent has Is about this is about time. It's not really about behaving Children that don't behave. Oh, no the parent believes in time and is really angry about this belief And then tries to project it out and take it out on their children You're late. I Had I had you too soon. I didn't want to have children till I was in my 30s And I had you prematurely, you know, it's something around time and with the children is the same issue You know, I didn't ask to be here. Where is here? All the children the teenagers can carry their little rulers out there, too. I didn't ask to be here Where in time? Oh Yes, you did everyone who believes they're in time asked to be here Everyone has to be here. There's none that were like, ah I didn't do it. I didn't plan if you believe you're here It's because you asked somewhere in your mind. You asked to be in time Why would again if God or meaning did not create a meaningless world? Why would meaning Cast meaning out of itself into meaninglessness That makes no sense. Why would love cast something outside of itself and say Well, you're love, but you've got to go out and struggle a bit to really appreciate What the love is what there's no struggle in love. Why would you have to go into time to learn how to love? I mean some of you might have heard of the books conversations with God, you know, Neil Donald Walsh There's a lot of really pretty Nice stepping stone. I call them teachings and philosophies But they still have a bit of this duality and somehow that there's a purpose for coming to earth God has a purpose for bringing you to earth.   Ah, what what can we say about the world the timeline? Jesus has some good words for the world in the Course in Miracles, although a lot of Course in Miracles teachers will never say this, but it's in the book The world was made as an attack upon God Oh, that's that's set in the street That's pretty strong. You won't even read that innovative adanta Looking for the world was made as an attack on God. Oh We can go into Maya, but that's pretty strong language Now if the world was made as an attack on upon God, why would God send you to the world? You know Why would God send you to a world to a world that was made as an attack upon God? That would be mean again. That would be mean To send you into a world. So what we can say from all of this is That this world it's been called Maya. It's been called illusion And it's been called meaningless. And so if you feel sometimes frustrated and depressed and upset and and bored And any of these emotions anxious You have anxiety if you have worry if you have concern and everything From what i'm sharing right now. It's not even surprising Of course, you would feel those emotions if you were a fish out of water If you were used to swimming in water Your whole life and then suddenly you found yourself on a dry beach It's 40 degrees centigrade And it's hot and sandy and you are flipping Around on the beach, you know And you're not going anywhere. You're just kind of flipping on the sand That's that's a frustrating scene to be a fish out of water So to be a spirit out of spirit On a noodle I mean that's that's like the fish flipping a spirit who's forgotten the spirit and it's like You know on a noodle now that's pretty pretty difficult So so in other words, if you if you've had struggles and difficulties in your life, it's not even surprising Because of the mind's belief in time That's That's the problem now We said meaning did not create a meaningless world now That means that if meaning didn't create a meaningless world that not only God did not create this world, but God could not understand this world How could pure Knowingness pure meaning understand a meaningless world. What is the definition of meaningless? It's it. It's not understandable so The world that the ego seemed to make God cannot understand God cannot understand it. God doesn't understand stars You know, I've heard this stuff for years people have said only God can make a tree and then I'm like He doesn't even know what a tree is or a leaf or an apple Why because God is whole and what an apple is not An apple is what a part And what do we what do they always tell us growing up that the whole transcends the sum of the parts The whole transcends the sum of the parts the whole is real and the parts are not So it's that's they could have been even stronger than the whole Transcends the sum of the parts they could have just given it to a straight the hole is real And the parts are not


basketball coach of all time between 1963 and 1975 he was responsible for leading the UCLA basketball team to win 10 out of 12 national championships this was unheard of this was unprecedented and so his success on leading teams in the basketball court was renowned more importantly though was the relationship he built with his players the influence he had on those around him he was known as someone who inspired those around him and encouraged them to achieve success out on the basketball court but more importantly in life and to do that through integrity to character to teamwork several presidents of the United States have cited his influence on them on who they've become and who they continue to want to be coaching is powerful I believe that all of us in our own way are thirsting for seeking for our own version of John Wooden in our lives I also believe that we long to be this type of person to others and it's certainly influenced my thoughts on coaching who I want to be and what I want to be to others now coaching in our industry in our community is actually something fundamentally new I did a quick Google trend search to see you know when did this term agile coach come about and it's actually as of 2006 2008 2011 even the term agile coach barely even existed nobody was even searching for it and then from that point it goes on this exponential curve upwards up till this you see this giant spike in the in the past year in terms of just you know as an anecdote of interest in in the term and so coaching in industry coaching in our workplaces is a relatively new phenomenon and I like to do a little experiment here so let's just let's just do a test so if you are currently a team member so like a let's say a programmer or a QA so other than a scrum master could you could you stand up someone who has a someone who's a team member stand up for moment please all right thank you can sit back down who is an agile coach of some kind maybe that's a consultant maybe that's an internal coach stand up fantastic okay sit back down please any scrum masters who didn't include themselves in the previous category could you please stand up I I'm going to use Lisa Adkins kind of mindset which is scrum masters are a flavor of an agile coach thank you very much you can please sit down and finally if you are in management maybe you maybe you might be responsible for hiring a coach or choosing scrum masters or something like that could you stand up great thank you very much so you can see that in some way this thing that did not exist six years ago more or less has now impacted all of us in some way most of us in some way and like all things that kind of move really quickly I think from time to time it makes sense to stop and think about how did we get here what exactly are we getting ourselves into where is this going five years from now ten years now what does it mean to have multiple generations of employees in a company and and a coaching organization in a company and you think through that do that mental exercise ten years from now what what happens over time as people grow up in that environment what does it mean and where we going with it and ask this question because I was a coach I fell into coaching by accident I was passionate about software I was actually in product management for a company and I had experienced the trials and tribulations of working in an incredibly bureaucratic organization and being completely unable to deliver solve problems and build things and get them in people's hands and then I go somewhere else and I and I'm told we do agile here and we'll teach you about I even knew about the term coaching and I said wow if I can help a new different group of people come to experience this kind of great working environment then sure I'll do it and I had no idea what I was doing and I made lots of mistakes excited to learn about new things and try new things and they just ate it up and they they ran with it and it was very rewarding to me to be part of that community but like all good things came to an end in the sense that I had the opportunity to be part of a larger organization so I start spreading my wings I start coaching elsewhere other teams all over the world and you know working all the way up with vice presidents and executive order on the team which was especially scary because I had actually never held the job as a programmer in about 15 years the only job I had a programmer was my very first entry-level job which I held for a year so and since then I've been doing product management and all these other things so then suddenly to be thrust in the team of experienced knowledgeable skilled programmers was terrifying but fortunately there were wonderful people very competent very eager to do do a good job and and welcome me in and I very much thank them for that but now I'm in this interesting situation of like say eating my own dog food if you're not familiar with this phrase it basically means that if you had to eat the food you fed your dog you would have a much different appreciation for what your dog has to deal with and you might be feeding them different different food and so here I was as a renounced agile coach now being part of a team and having to follow all the things that I had been practicing and preaching over the previous years and going into that I don't think I was fully appreciative or prepared for exactly what that would be like and so I'd like to share a little bit of the story today and then having gone through this being part of a team some realizations that I came to how it influenced my thought process but also why I wasn't necessarily successful as a coach was as I couldn't achieve that same success of coach why did I make that decision I couldn't quite understand I hadn't quite figured out why I had not been able to be successful and I think that having been on a team again gave me some new insights and I'm going to leave that discussion till later but I think this whole scenario I'm it's a bit of a cautionary tale and I think it's a cautionary tale on on a couple fronts one on a personal level for for you coaches out there for your scrum masters for those who might be aspiring to be that to think about what it would be to practice what you preach eat your own dog food what it likes would it's like to be on the other side the second aspect is where are we going as an industry as a community where's this coaching thing taking us and so when I was not when I when I joined the team again working on some legacy code 15 20 years old which is a great intellectual challenge in of itself was very intellectually stimulating very interesting challenges we're working on and there were some things I absolutely learned to hate I hated stand-ups I despise them because here I was working on some challenging technical problem I was up at night in my bed you know we're playing with my kids and totally distracted because there was some problem going through my head and I couldn't figure it out and I'd wake up early the next morning come into the office because I thought I had figured it out and then I'd start coding and then I would break all my tests and be you know two minutes away from being able to fix it and then everybody stop and you'd be ripped out of the environment it's time to have the stand-up now and so I'd stare at my feet as the problems turning through my head and you're completely ignoring what everybody else is saying because frankly it makes no difference to what you're trying to accomplish because they're all working on different stuff it's that they're relevant to me and I see my two bits and I just wait and long for this thing to be over so I didn't really hate the stand-up what I really hated I really hated was these distractions from coatings I got to stare at my shoe and completely irrelevant what I was trying to the problem I was trying to solve I loathe the retrospectives so it's Friday I want to go I know if I don't solve the problem I'm go home on the weekend and it's going to be burning through my head well I'm trying to spend time with my family my kids and I want to get this thing you know this code checked in and have that sense of satisfaction solve the problem and then I'm ripped out of that world time to have the retrospective we need to get meta we need to get meta and think about you know how we interact and all these things like I'm not thinking about that I'm trying to I'm like I I agree it's important absolutely I agree it's important but I haven't been thinking about that I'm not prepared for that I've got something else on my mind they think about so you know how we interact with each other and have to navigate all these social cues and issues with with people and as wonderful as they are the great people yet it's still challenging to you know kind of have to it's a very vulnerable thing to be in a retrospective right and it was really frustrating when you know that there was the elephant in the room there's not one elephant there's multiple elephants in the room if you see me afterwards please ask me about my my experience with actual elephants here a couple years ago it involves an electric fence and the power going out I was in a tree I was okay a co-worker threw in the hut on the ground I think I had and so the things that the elephants in the room the the years and years of legacy code that was holding us back because it really needed to redesign but nobody was willing to do what we never talked about that the the fact that there was all these organizational issues and product management and we weren't actually getting feedback from the customer no we weren't going to talk about that the fact that we had great wonderful people but we still hadn't developed the report to to really trust each other and tell each other what we really thought and meant because that is such a car so so much vulnerability we hadn't yet established but we didn't talk about that because it was Friday afternoon we were thinking about coding and we weren't probably going to check affect those things anyways and so it was really frustrating to be you know here and so here I was sullen you know impatient just let me get this thing over with and then I despise the estimates I have no clue how long this thing is going to take because every time I do something like oh yeah this is easy I don't know problem I just got changing it from like a string to an integer I mean how hard could that be right like suddenly you'd like hit spiderwebs out into every you know far reaches of the code and you're like wow this blew up really quickly and frankly whether it was going to take a day or two months didn't make a difference because we're going to have to do it anyways it's not going impact any decision and probably most of all I I abhorred the concept of being coached I was terrified now that I was no longer officially a coach that the company would take a coach and then now like insert them on the team and say here's your here's your official coach now because who the heck would they be to tell me how to be productive as a programmer and fortunately had the force and ought to do this and this and happen but it was this perpetual fear and then I have to think well I don't think I'm really alone so after I've told you all of that about how I'm so forlorn and frustrated and patient meetings and just you know and all these ceremonies all these things that I've been telling people to do for years is as an agile coach who would actually want me on their team hands up if you would want me on your team okay wait you can't say that you're leaving me so that's kind of interesting yeah it's it's a I probably fit all the criteria of someone who'd be a you know what an awful awful team member if it was by the criteria of how engaged they are in these meetings but the thing was is I don't think I was alone I think I was just new I looked around at the other programmers and I don't think they like these things anything anymore than I did I really don't I think they had just learned to live with it I think they just learned that that was what was expected it was just easier just to go with the flow and so it wasn't fundamentally that I had eat my own dog who gone to the other side of the fence walked another someone else's shoes even having been as a product owner on a team before before being a coach had not adequately prepared me for what I was going to experience actually being a coder on a team and so there was this newfound empathy that made me realize how how ineffective I really is to try and accomplish change and influence people when you haven't walked in their shoes and it made me think well how did I get here in the first place so going back to my coaching days and my time my time coaching and and when that once I became disillusioned made me think more and realize and consider how why didn't that work why wasn't I successful as I was hoping I was going to be and so how did my coaching usually go in a in a big multinational company I was having successes and then you would get an executive important person somewhere come along and say hi Sean I've heard good things I've got these teams I want you to come coach my teams fantastic I'm doing good things my name's getting out there I can be useful I can help people people want my input this is this is really good feeling I'm eager excited up for the challenge and I would say yes and I would I would try and do my best but what's the problem with this statement thank you every time I would go and work with the team universally I'd walk it I'd find an environment where people were behaving perfectly rationally in the context that hadn't an environment that had been created for them there was always universally these smart motivated people who want to come to work and be successful on a given day nobody doesn't want that we all want to work come to work and be successful they all wanted to come to work and that everything they were doing made total sense it wasn't always the right thing but it was the right thing given the questions that would be people were asking them what management had been asking them how people had been rewarded in the past how people had been disciplined in the past that language that was we were used at work the things they were asked to keep track of all these things led them to behave in perfectly rational ways and so I love this quote from David Marquet is don't try and change the people change the environment and so once you kind of come to this realization that yeah people are motivated they want to do work they want to do good stuff they want to go they want to solve problems just as I did it's the environment around them and so he said well who's responsible for the environment everyone contributes to it but my view is that buck always stops with the leadership so I go back to manager executive or whoever say and come up with some polite way of trying to diplomatics and say like I think perhaps maybe you know I could coach you and what's the type of response and they don't necessarily say it exactly like this but you kind of get the gist what's what's the type of responses you'd expect to get in that situation I don't have time I don't have time right I I know this agile stuff I was the one who hired you clearly I know this stuff because right and you know really it's the teams that need to be whipped into shape I don't know how many times I've heard the teams need to be whipped into shape I'm a student of leadership I'm not I don't pretend to be a good leader but it's something I strive for and so I spent a lot of time thinking and observing and learning all I can and so there's a few principles of leadership and so when someone sends the message whether it's explicitly or even implicitly that they're not willing to accept coaching for themselves but they're willing to tell their teams to accept it what message does that send leading by example they just modeled behavior they just said that it is okay for me to think that I already know agile it is okay for me to say that I am too busy to learn anything more it's okay for me to reject being coach it's okay for me to not have the humility to accept that maybe I need to change some of the things I'm doing and so you cannot be surprised when anyone below them follows that lead you can't blame them for it and so I was in the situation where I had my mental vision of myself as this wise yogi on the mound who could you know dispense wisdom as an agile coach where I think many times when I was asked to coach teams this is to quote unquote whip teams into shape and now having the experience of being on a team I can fairly say that the team that I was sent in to work with was thinking you know oh great who is he to tell us what to do and he's not coding right and so I think that's very you know succinctly described how I ended up where I was and it made me realize that as much as an eager I was to try and go in and help teams and help them experience you know the the the joy I had in building things and solving problems if I get asked to coach by someone who's not willing to receive coaching themselves if I say yes not only am I going to have the only thing I can possibly do is teach someone a process and that's a lot of times what they would say you can go into the team but you can't change much of the interest or the ecosystem around them the process is the non-controversial part really that's what you think people are expecting to do and so I'm really limited to do that and by kind of accepting that every time you would do that I really came to realization that my coaching to a certain degree little by little was enabling an abdication of leadership it's saying these values these agile values and principles things or even the agile process as it was so often called that's not my responsibility as a leader that has no influence on any of the decisions or behaviors or the words and actions I take as a leader not at all none of that's the agile coach's job please work with the team you whip them into shape teach them the process that's your job and you multiply that over time compound that generation over generation of leaders and managers of your organization and think about where does that end up five ten years from now when we don't have organizations where leaders realize that I should lead by example and so I think here be dragons I think we have fundamentally agile will fail in the long term until we embrace this leadership by example coaches scrum masters you're not willing to go take that leap and that scary terrifying leap to do something never done before and be a team member and experience and walk in their shoes and and code something that you've never never coded before but to gain that sense of empathy and establish the rapport with the people you are influencing that challenge to influence from within if you're an executive management of some kind of company who's not willing to seek coaching for yourself first lead by example don't ask others to do something you're not willing to do yourself so take that first step demonstrate vulnerability and I think when we do that we have a hope that these values and principles that we talk about all the time actually have a chance of catching on and sticking because it's not just about what we're doing today it's about when that new employee starts tomorrow then they get promoted and they get promoted and 25 30 years from now they're the CEO do they know the agile values and principles in such a way that they can apply them in the decisions and the behaviors and the words and the actions of being a CEO that education starts tomorrow so thank you so I think I talked a lot faster than I thought I was going to talk I have lots of time now to answer questions I suppose I'd like to say that it's been a bit of a you know a bit of a long kind of tumultuous journey and there's a lot more details and things that went on to it but I do want to thank a lot of the support I've had over the years in all roles and you know Chris and Todd are both in the room here today so I really have to give them a lot of thanks to being I talked I mentioned at the beginning of coach Wudin and his influence on people and being an inspiration for who they who they want to be in life not just in work but who they want to be in life not in terms of what you achieve but in terms of integrity and character and I have to thank those gentlemen for many ways being that to me so yes questions what do you suggest the question was I complained about all these things but what you do about them so one thing is understanding what the purpose of them is to begin with so because then we have the knowledge to say well what are we trying to achieve here and then and fundamentally what can we do as a team to achieve it and that's one of the first things is the team knowing that they have the authority to change that you know I think I thought you know we've worked with things before where they say oh we hate this stand up and a member Todd saying well why don't you change it really what we can change that they just did not know that was something within their their power to change and so what's the purpose of it the purpose is hey we're all working on those if we're working on the same thing let's not be distracted by meetings that are interrupted they're actually meant to prevent the like you know four-hour long meetings that interrupt your day you never get anything done but they don't make a lot of sense if you're not actually working on the right if it is the status report and that might be fine there were cases where we weren't legitimately working on the same thing and that was okay based on what we were doing but then you need it if we're not actually collaborating and sometimes we did and sometimes we weren't the other thing is is actually working on the same thing and that was something we actually did start to change and actually influencing from within with probably a more powerful way to do that rather than being a coach telling people to do but actually being a team member and saying hey team I've noticed this I hate this do you hate it as much as I do let's try something different and so we would start we say we're going to start working on the same stuff like not just like your story your story your story your story but we're going to work on the same story together and now we actually have something to talk about and then our stand-ups expanded to half an hour 45 minutes even sometimes and like oh my goodness that breaks all the scramble but the thing is we actually were all legitimately talking about the technical details about the problem we were called retrospect is I think there's some good suggestions of keeping track as you go along the week I think one of the big problems they had personally was that you're just not mentally prepared for it you forgot about all the stuff you were thinking of so we started keeping track with sticky notes and putting them on the whiteboard every time you ran into some frustration the frustration was obviously like this class is this is awful like this this this code right here is just like like holy every time I run into this it's so sticking open on the board and now you actually have something to remember at the end of the week so little things like that helped Chris and I actually took the team off-site and we started doing retrospectives kind of in the neighborhood restaurant and there is a big I think a big shift in mentality once we actually got off-site and it was kind of more of a social setting we got you know a little bit more you know informal we realized that we're not going back to the office at the end of the day so and established more of the rapport with each other that helps that helps for us and I'm not saying that'll help for everybody but for our team I agree with you yeah I have to have the same commonality of language and fundamentally these are like values and principles that are organizational wise have them isolated some group and so now if you're the CEO you're thinking about like how would I behave differently how would I make decisions differently with these things in mind and that change isn't going to happen overnight and it takes training and then fundamentally we're gonna leaders are all gonna have to learn how to pass that knowledge on so there's an agile transformation to company in one of the first steps is hire agile coaches is the right is that the right thing to do I don't believe that so there's terrific agile coaches on a wonderful wonderful really talented people I don't have anything against them and I was you know not talented but I was one myself I think that there's a transient place for coaching in an organization because as you say it's a big shift and it's and you need kind of that outside expertise different different ideas brought in but if that's kind of if you have a standing coaching organization forever and ever and ever and the leaders never like learn that it's something that they have to be I think that's I think that's a smell I don't see how that's sustainable who gets coach I think it's okay for the employees to get coached but I think I get you have to lead by example if you want agile an organization leaders up the chain start with them and say I need coaching for my opinion start with me I will I will readily admit that I don't know everything I need to know about this I need to change I need someone to help me and then that sets the example so when we've been shown that this is safe you know that new it's like so can you just share what's the success story you think in agile which bring us together I mean so much that you know we are believing in a job the question is some success stories that really like made me believe in agile and that you know it's getting you know it's not a new concept anymore and I think Josh talked about that as you know just boring to you so one challenge I think he says that more and more people are coming out of school and never having worked in a waterfall organization I have I work in a very bureaucratic organization that had you know and I wrote requirements documents that were thousands of pages long and no work could begin till it went to a phase gate and so I experienced all the pain and frustration and lack of building things involving problems that went with waterfall so when they actually got a chance to be like agile oh this makes sense to me I can I can see I know the problem but we're in a situation where people come out of school go into the workforce and the first thing they see is an agile organization they haven't seen the problems and so to a certain degree I'm not sure if I'm asking a question but but need to take the time to help realize that not everybody's going to have the same exposure to waterfall and why you know why that doesn't necessarily work and why do we do something different the success stories I think the success stories I had and the teams I worked with initially were quite similar when I went in and started working with teams they were frustrated by projects that would fail you know they would spend months and months looking on a project and it would just be nothing but pain and frustration and then it's been months and months and months putting in work and something that would just get thrown out at the end of the day because they did a bunch of design and then it didn't go anywhere or they gave it to customers and then the customers didn't care about it anymore and so the concept of oh we could actually we could actually solve some of those problems we can actually focus on building things and solving technical problems and giving it to people and seeing how they liked it that may think that made a big difference and I think that's the last question that's a really great question how does an agile coach know the challenges of the team and what are you looking for most of the most of the real things that is the challenges I picked up were did not come out from a stand-up did not come up in the planning or the retrospective meetings you couldn't as I couldn't as a coach lie we just like lie in and swoop in to go to a team's meetings and and really determine what their challenges were most of it ended up being and having been on a team I think I really appreciate this now was the day-to-day interaction the way we made decisions like oh well we're going to we're going to cut some corners on doing this code because of some external pressure that doesn't show up in those types of meetings and so I do believe pretty strong is that need to be embedded somehow and then I personally kind of look at agile coaches as being the leadership coach for the team whatever that team leader is help them see like oh wait a second did you realize that you know your team just decided that they're going to just do something because it means they can get it done this you know this sprint is that really the right thing do over the long term maybe we need to communicate to them how important it is to you know for maintainability or to help each other out if they're not they're too focused on their own work and not transferring knowledge and helping the team members so I don't have to answer questions I think embedding is important so I think I was yeah and that's a that's a big question I think there's a lot of aspects to that so I'd be happy to try it about that afterwards and maybe learn about your context a little bit more and if anybody's interested in setting up to I really appreciate it this is my third time in India now I think that the total of 8 years so in the past few years so I really enjoy it thank you very much for your time