Live from the Javits Center in New York City, it's theCUBE, covering Inforum 2017. Brought to you by Infor. Welcome back to theCUBE's coverage of Inforum 2017. I'm your host, Rebecca Knight, along with my co-host, Dave Vellante. We're joined by Debbie Kruppitzer. She is the vice president at Cap Gemini, based in San Francisco. Thanks so much for joining us. Thank you for having me. It's your first time on theCUBE, so we're going to- It is, I'm excited. It's going to be great. So, Cap Gemini has had a long-standing relationship with Infor, but this year, things got a little more serious. So, tell, give us a status update. I think we both saw the writing on the wall, which is around, you know, my space is digital manufacturing, that's where I play, and they see it too, right? So we see such a great opportunity around connected factory and enterprise asset management, and all these really good things that are happening in the space. And so it sort of naturally came together. So we've always worked with them, but we really saw an opportunity for this year, saying, hey, this is an investment piece. We both have a lot of energy, a lot of passion around it. Let's go make this happen. So it's been super fun, lots of fun this week. AI has been a really big theme at this conference with the introduction of Coleman. Can you tell us a little bit about where Cap Gemini is putting its resources when it comes to artificial intelligence? Absolutely, I mean, we know it's the future. We know it's where it's at. So, and you know, I had a quote from Elon Musk, which was saying AI, they're taking over the world. Robots are going to take over the world for us in about 45 years. I don't know if that's so much true, but what we are really focused on is the business value of AI, not the sort of trend or what so, you know, the hype of AI. Where can you practically use it? So for us, artificial intelligence could be consumer feedback or it could be around machines. It could be, you know, where are we getting machines to talk to us to tell us what's wrong? We see a ton of opportunity around this and it's really exciting for us, but always with that pragmatic, you know, what's going to make us money? What's going to save us money and our customers? That's what we're always focused on. So it's the business value. Always, the business value. The technology hype is just the technology hype. And I think that's what we really love about this conference is that there's a practicality about it. So there's not this sort of, hey, it's trendy, it's cool, let's just go do it. There's a lot of thought behind it. There's a lot of thought behind what we want to do, what we want to achieve, and what we want to invest in. And we see this as a big investment. So we're going to talk about people, the process and technology on theCUBE. Everybody always says technology is the easy part and I think it's generally true. I mean, technology's generally well understood. There's a lot of open source stuff. Pretty much everybody has access to generally the same technology. It's how they apply it, the processes that put behind it and the people that really make the difference. Okay, so when you think about digital manufacturing, help us understand it. It's not, certainly not my wheel houses. You're bringing the IT and the whole IoT thing. You're bringing the IT and the operations technology worlds together. Those are worlds that have never really collided, have they? You got it, yeah. So I wonder if you could talk about that a little bit. I would love to. Some of the sort of challenges that that brings. Oh, then there's a lot, right? So we call it the IT OT convergence. So there's actually a name for it. So that's operational technology and informational technology. And you're right, the plant has always been its own kingdom. So whenever you think of manufacturing, these plants are like, we're the kings. We do it the way we want. And they never really wanted IT involvement. But what we're finding is that the CFOs, the people who are spending the money, have already seen the value of IT in terms of cloud, cost savings, enterprise, infrastructure. How do you apply those to the plant to get the savings and how do you replicate it? So what we're finding is that there's always, again, there's a cost factor, right? So they're going, is there a way for us to leverage technologies across multiple plants where we can get those savings versus plants just going buy in whatever they want? And that's what we're seeing as the big change. Now you're always going to get a shift because our plant guys and girls, they're used to doing it the way they want. But the thing that we see is that we're not coming in and totally putting robots to replace these jobs. What we're coming in is making their jobs easier. We're making it more efficient. We're seeing ways to save them money. And so the plants get incented when they have outcomes where they save money. So they're really pretty interested in doing this too. So give us some examples of a robot working alongside of someone on a factory floor. So you know, it's funny, but I'd say 80% of the companies we work with don't have robots. Robots are sort of the sexy, cool thing that everybody thinks is out there. And they are out there and they're really cool. But normally with the robots, it's already highly processed. It's a highly structured environment, usually around high tech or the car companies. I'll tell you what's more for me where they don't have anything, where it's still paper-based. That's more fun because what you're doing is going in and showing them how you can add a sensor to a machine to give you information you've never had before. How can this tell us how to do something differently? Is there a process issue? And when you talked about technology always being the easy part, it really is. When we go into a factory, it's normally a people challenge and that's operator, whether the operator's not doing something correctly or in the right sequence, it's process. Is there a process challenge? The technology is normally the easy part. So for me, I'm that person who likes that they're really immature factory because that to me is where you make the most change. Somebody's already got robots, you're already doing cool stuff. I'm probably not going to show you too much. It's the ones where they have that aha moment. But they go, wow. And we've been hearing this, that a lot of this stuff is change management. Yes. So how as from the Capgemini perspective, how do you approach these challenges? You know, you want to get always executive buy-in, right? So it's when it's coming from the top, I think that always is really valuable. But for us, we're plant floor people. I mean, I say, you've got to go talk to these folks and make them understand why you're doing it and what you're doing. Because there's always fear, right? Fear and anything. Fear is going to take your job or fear you're not going to have a job. And what we're saying is it's a reallocation. The fact is this, is in our space, we've got an aging workforce. An aging workforce is going away and the millennials don't want to work a factory floor. And the reason they don't want to work a factory floor, it's dirty or they don't think it's the kind of work that we want to do, we're trying to modernize that. Use an iPad, get IoT, get technology. You're not working the plant floor. You're working a dashboard. You're looking at data. You're driving data decisions. And so we call it from shop floor to top floor. You know, how can we drive that? So our millennials, the ones who really, we want these guys to be, and girls, to be taking these jobs. How can we make it more exciting for them? And we think there's good opportunity for that. So it really is all about the data. Always. And when you think about sort of the factory floor, a lot of analog data. And then when you talk about process, a lot of process that's changing as a result of that sort of analog to digital. So can you talk about the data, the data architecture that you're seeing and what the discussion is around data, data value, how to get value, how to monetize data, not necessarily by selling the data directly, but how it contributes to revenue generation or cost cutting? Well, we say, you know, data is the new oil, right? But I always tell my clients, it's new oil, but it's not refined oil. And you've got to refine it. And refining the oil or refining the data is finding the business value out of that data. And you're right, there's a lot of data out there. The questions that we get from the manufacturers are, what data is valuable? What is not valuable? What do I need? What do I not need? What can I aggregate up? I think the most interesting thing, and I love stories is that, you know, when you look at a line, you've got machine number one to machine number 10. And before they would never know that something that was happening on machine number one, even a small configuration or change in a widget was actually impacting machine number 10. They never had that before. Now with that data, we're taking the data off of those singular machines, we're putting it up into the cloud, we're aggregating it, we're able to see these anomalies that go, wow, that's the reason why. We've never had that before. So you'd have engineers that would go, what must be machine number 10, or must be machine number nine, or we don't really know what's going on. Now we're able to trace that, that's great. So I wonder if you could share with us any insights you have around discussions going on around IP and data ownership, because imagine, it's a hypothetical example, you've got some kind of programmable logic controller, and the PLC manufacturer is collecting data because they're trying to do predictive maintenance or whatever it is, and then of course the factory is the whole system and they're collecting data. So who owns that data, and what's that conversation like? Well, I'm no lawyer, so I'm not going to get into it. So I think what you'd find is that it depends, and that's a consultant answer, but I'm going to say it depends. If you're talking about the machine data, you have bought machines that are from a manufacturer. The manufacturers would love to have that machine data because they want to know what's going on with their machines. You want to know what's going on the machine on the floor, a very specific use case, which is what's happening in my space. The manufacturers want to know what's going on in a general way. How do we make our product better? How are our customers using it? In my mind, a planet shouldn't mind about that. A manufacturer wants to get that data to make better product, faster to market, make it cheaper, easier to buy. Great, take it. I think where you get challenges is when there's outcomes that are coming out of data that people are leveraging to resell as business models. I think that's where people go, but that's our proprietary customer information about how we do a specific process or how we do something. I think that's where people get a little iffy. And I don't really see that happening so much, so much. And I get everybody is really scared about the cloud. I think the interesting thing is they'll say, well, we don't want all of our data, proprietary data in the cloud, because it's not secure. And when I want to tell them it's more secure in the cloud than it is at your plant. So that's, I'm less concerned about the security of the cloud. Maybe it's different and you got to do some extra work to figure it out. We're more concerned with our clients around kind of the other thing that we're talking about. I'll ask it specifically. If I'm using some kind of AI and I'm developing a model and I'm using machine learning and I'm training that model, maybe it's my data, but the model, my data is informing that model. How do I know that that model is not, somehow that IP of mine is not going to end up at my competitors? And is that going into discussions and contracts and agreements? Absolutely it is. And I think what you'll find is a lot of vendors that are out there that are dealing with AI and data are having to set clauses up that say, you will not use this data to feed into any of your algorithms, into your IP. Like do not take my data, because everyone thinks what we do is special. And some of it may be, do not take that and learn from us. And that's very specific in clauses and contracts that we're saying. And is it kind of like the honor system? Or is there any kind of, is there a digital way to track that? Yeah, well I mean I think what's getting interesting is we get the data, like the companies aren't dumb, right? They're hiring their own data scientists. They're not letting this go to external parties. They're saying we're going to hire our own data scientists and we'll start segmenting the data for you. They're very clever. Business people are in business because they know how to make money. They're not dumb. So what they're doing is getting a whole new set of roles. They're hiring data scientists. They're hiring data architects. They're hiring people in that understand the data structures so that they can keep track of what's valuable and what's not, don't worry about it. And I think that's a smart thing to do because it used to be pretty rogue. I mean five years ago, right? People would be like, well I don't care if you take the data off machine. I think people have gotten a lot more clever and also seen that some of the vendors are repurposing some of this data for their own profit. Nobody wants that. Don't take my stuff and use it to profit yourself. And you're talking about earlier just the idea of what's valuable data and what's not valuable data. And we frankly are in this deluge of data. And we don't even really know. We can't say for certain that data is not valuable. So don't worry about it. Exactly. And I think that's the challenge we get is that everybody thinks it's like a pile of money. Like that's money. Don't get rid of that money. It's oil. It's oil. Don't get rid of that, right? But what we find is some of it, you're getting so much data. Some of the data is really not as valuable. And I'll give an example. And on off switch and telling me that the motor is running on a machine is not valuable. It doesn't matter. It matters to that company because they need to know that the machine is working. So what we want to do is segment data. And we want to be able to give the business value or have a hypothesis around what that data is bringing us. And sometimes I'll tell you, a lot of times the hypothesis for my business users is wrong. So they'll say like, well, we think of A and B it's super valuable. And then we'll go in and we're like, actually it's not A and B, it's E. E is actually the data stream that actually has the most value for you. And this is why. And so that to me is the really fun part. So they have to have that moment where they go, oh, well we were wrong about that. I say you're not wrong. It's just different. So I think having that data and then understanding what you're holding on the edge, what you're putting on cloud, what you're putting on prem, what you're able to share just makes people smarter about what they've got. So the accounting industry doesn't have standards as to how to value data on a balance sheet. We know that. But are there off balance sheet discussions going on that you're having with your clients in terms of helping them understand the value of their data, quantifying that value. Everybody talks about, the data is the new oil. You got to be a data driven company all this sort of commentary. But how do you turn that into actionable, tangible results? That's the hard part, right? So that's where that's the meat of the problem. And I think what we do is we really have to deep dive with our clients to understand like what's the business model or what do they think is going on? Because we've had lots of byproduct data that's come off of certain things that they had. And we're like, this is actually a more interesting tangent here which is a byproduct of that data that you've got. Have you guys thought about selling that?  And so Cap Gemini has got, we've got Cap Consulting. We have these great acquisitions that we've just made where they'll come in and we've got people that just do that to say, this is a new business model. Have you thought of a resale or this is something that's very valuable? And we'll go in and deep dive. A lot of times it's just discovery. We don't know either. So we'll go in and sort of say, okay, this looks interesting, have you thought about this? And just new ways, it's new business models. Do you see organizations, and are you helping organizations actually apply, maybe conventional financial measure, whether it's NPV or enterprise value, and are they beginning to track that? And what can you share with us? It's so funny you said that, because I just was coming here and I had a lead. I had a hot lead, but I had to leave and come and do this interview. And he was asking me and I said, the one thing we do is value map your processes and your data. And that was the thing that intrigued him. He's like, how do you do that? I'm like, well, what we're doing is actually, we take all of your data from a historical standpoint and we can see what's going on historically. Now the interesting part is how do you go forward with that? And so what we're finding is that, you look at this data and you say, what's the value mapping in terms of where you make money? And that's different for every company. So we work with our customers. So literally what I do is plot. Here's this process, there might be 15 processes that are going on. Here's the data of the outcome of that process. Now you talked to me about the value in terms of where you guys make the most money. Yeah, that's interesting because data has unique value for different processes, obviously. So you have to understand those. It's not fungible like a dollar bill. And so that's what you can do is share this video with your hot prospect. Exactly, start a deeper conversation. I did, I told him I said I have to go, but I'll be back. So hopefully he's still warm over there. But I think people don't realize that the value mapping that you do is really a standard value. Like you said, standard financial models, you know, the net present value, all those things, ROI, all those things we've always traditionally done on every project. We do the same exact thing with us for around digital manufacturing because what we want to do is optimize. We want to optimize on what's going to save you the most money or make you the most money. And it's really that simple. Does it save you money? Does it make you money? So you're applying sort of conventional measures to data, mapping that to processes and then driving business outcomes and then quantifying that over a life cycle. You got it. That's exactly it. So you gave away my secrets. So now you're going to start a consulting firm. Well, no, so that's high level. Sounds good, but it's not trivial to do that. You need expertise, you need domain expertise. You do. And every manufacturer is different, right? So, you know, I work in discrete and process manufacturing, very different. Very different processes, very different ways. You know, process manufacturing has a little bit more complexity, not that discrete doesn't. But you know, it's interesting because what we do is find different things for different industries too, right? Now there's some comparables like food and pharma, food processing pharma is very similar and people don't realize that, but it's very similar. And so we're always making comparisons. Pharma is a little bit more regulated. I think that might scare people, right? Because they want their food to be really right. It is regulated, but maybe not as regulated as your drugs and so on. But what we find is the hypothesis or use cases that we can leverage and repurpose across industries. And I can't tell you how many times I've been in an industry and I just had one and it was automotive and I gave them a consumer packaging use case where they looked at me like I was crazy and they said, I don't get it. And I connected the dots for them. And I said, do you see where, if you've got this in consumer packaging, which they're looking at, the quality of the packaging from start to finish and I gave them the, you know, I won't go into the detail, but they had this, they just went, oh yeah. And so I think what we're finding is industries that used to be like, if you don't know automotive, if you don't know mining, if you don't know consumer packaging. You don't know us. You don't know us. And that's changed. And that's changed. So what they're seeing is they're going, you know what, because they're seeing like the Amazons. They're seeing these companies, you know, Amazon just bought Whole Foods, what? And they didn't buy Whole Foods for the grocery. They bought them for the data. And so I say like, guys, think of this in a different way. You've got to look at other industries. And so we're getting that more and more. Well, you know, we'll bring them out to have discussions about innovation or what's new cool technology. And I bring it from every sector. Now, and most of the time they'll go, show me how that's applicable. And I'll show them and they go, wow. We did it. It's a great observation. I mean, because digital means data and data means you can traverse industries in new ways. So I love that CPG example, right? You would think, what? But you're getting people to rethink. You really are.  I mean, companies are having to reinvent themselves in this digital age and they're scared. And they're saying like, we sell commodity. What can we do differently? How are we going to survive? I don't want to be the Kodak. I don't want to be the blockbuster. I don't want to be that company. And so we're, you know, we're constantly pushing our product companies. Like, well, what are you doing different? What, how are you going to the next level? Is it data? Is it services? We're really good. What business are you in? And you know, right? I mean, causing people to rethink that. I mean, it was sort of, you know, we're back to the, what business? Are you really in? You got it. You got it. Like we were 20 years ago. It really is. It just cycles, right? And I say it's everything cycles around. We're doing the same thing. We just repackaging and call it something else. So we all did the same thing. Well, but there are some differences. Yeah, of course. More technology, better technology, cheaper technology, I think is what I'm finding is that the price of sensors and the price of technology is going down, that it's becoming more affordable. So what I used to hear from our manufacturers is like, well, I can't afford that. We can't do that. Cause they're very lead margins in manufacturing. I mean, there's a lot going on. And we're being able to show them like, hey, it's not a ton of investment. This isn't like a $20 million ERP, small increments of money that show you how to get the same. Well, between 20 years ago, you were purpose building specific technology stacks for your customers. And today you're leveraging, whether it's cloud, a security layer, a data layer. You pick it, you building on top of this digital matrix. Absolutely. Really focused on the business models more so than the technology. It is. And that's what we're seeing. And I say, that's why to get back to the first question about the OT, IT convergence. That's what my CFOC, they go, we get it. We get it. Now let's apply it to the plant. So let's go see how we can scale this. Cause you're talking, you know, anywhere from companies having 20 plants to 200 plants, that's a lot. And they want to see how they can repeat and scale. And so that's what we love about it. It's turning into a business conversation. It's not a technology conversation, which I love. Debbie, thank you so much for joining us on theCUBE. You made it. I did it. Yay. I got it. Thank you so much. I'm Rebecca Knight for Dave Vellante. We will have more from Inforum just after this.


Here at home, investors are going to be showing impatience that looks like on this U.S.-China trade deal. Stock's coming off their worst day nearly a month. The Dow's shedding nearly 1% yesterday, but investors are going to shift their focus to retail learnings today. We've got some key players reporting this morning. Target and Coles. Target expected to post a profit of $1.52 a share. That's 10% better than at this time last year. Coles forecast to earn $2.18 a share, despite a week holiday season overall. How are markets going to adjust this and everything else going on? Let's bring in Melissa Armo of the Stock Swish Melissa. Good morning. Good morning. How are you? Good, good. We'll get to the earnings in a second, but I first want to start with this China trade news because we're starting to see kind of this shift in the analyst community, where they're saying there could be a sell-on-the-news situation when the U.S. and China finally, we think, signed something later this month. We think it's going to be a tomorrow logo. Are you doubtful that this is going to be a good deal for the U.S.? I absolutely do not agree with the sell-on-the-news. All of the information that's been coming out, no one really knows what's going on behind the scenes. And a deal hasn't been made yet. Yes, the market is rallying on an anticipation of the deal happening. I would say the market's going to sell off if a deal doesn't happen. But if a deal is solidified, I absolutely believe that the market will take off like a rocket. We're not only 5 percent off the highs, as have even yesterday. Yesterday was a big sell-off day, but I would say yesterday sold off more because the Democrats subpoenaed 81 people and entities, and they're going after Trump's finances. And I think that is the reason that the market sold off yesterday. We're going to have a report on that later on in the show because that's a good point that there's a lot of political turmoil at home. And that certainly has affected the markets. Absolutely. Time and time again. I'm glad you brought that up. Really quick, you know, speaking of the president, you know, he took a swipe at Jerome Powell over the weekend. Those attacks have continued. Does that worry you? Because it does seem like Jerome Powell has kind of found his footing, if you will, in his testimony and kind of learned to kind of measure his words a little bit better. It was a nice swipe, though. He called him a gentleman. I wouldn't say that he attacked it. He just, it was just a little tiny reminder about to keep rates low. We don't know what's going to happen this year with the Fed, but you saw last year when the Fed raised rates, then the market sold off. And then when the Fed backed off the market rallied. So Trump has a point. All right. Let's get back to some of these numbers, Melissa, that we're watching. Construction spending actually fell 0.6 percent in December. So a little bit of concern about the housing market and also the not just residential but the commercial space as well. And then also you've got earnings coming out today from some of the retailers. What are you expecting from Target and Coles? We've got a concern about Target kind of now going direct direct against Amazon because that grocery business has been so good for Walmart and Target. Now Amazon is like, oh, not so fast, folks. We're jumping right in. I think Target's the one to watch this morning that could really do it. Now, I don't know. I believe if Target gaps up over 78 bucks a share, even $80 Target would look phenomenal. The chart would be again, not that far off the highs. As far as competitors with Amazon, Walmart and Target are the only ones that can really go head to head with Amazon. And Target now is doing same day delivery in certain cities. And again, that's what Amazon does and two free day delivery. So all of these things, it's trying to compete. Coles again is another one to watch. Both of these stocks are still in uptrends. But if either one falls today, that could pull everything down. This morning looks good. The market's up. So if one of these stocks reports well or both, they could look like nice longs today with the market if the market recovers. But we have to wait and see. They haven't reported yet. I'm glad you brought that up because futures are higher this morning after that big sell off yesterday. It was kind of a crazy day, but we've got our Pepto-Bismol for today. And hopefully it's a little bit better. Melissa Arma, always great to have you on the show. Thank you. Thank you very much. Great points from you. Remember, folks, mornings with Maria is...


The opportunity to explain a little bit what we are doing. I am not a lawyer to start with, I'm closer to Pete and what he's been doing. So it's also very good I think with the presentation from Peter because you could have a flavor of what is the job of a researcher now, which is extremely complex. I think you just got a flavor and the specificity also of this department, this DG that I represent is that we as the European Commission through DG research, we found researchers, Pete mentioned the project Future TDM, which is one of the projects that we found through Science Within For Society. But also we found projects in different fields, environment, transportation, so when you see one difficulty in one field, you can multiply it by all the different fields. I don't have a presentation, I just have a note presentation but I would like to go quickly through it otherwise I would speak for half an hour. There are indeed lots of mid concepts about text and data mining and I think for a couple of years and thanks to institutions like the department but also lots of work initiated with the Commission starting with licenses, license for Europe a couple of years ago, TDM became a little bit a focus. It was an issue which for us is very important representing research and innovation but for many stakeholders research and innovation is not that important. So I think in a remit of copyright TDM represents only one little aspect but it's a very very important aspect especially when the Commission, the Parliament and member states themselves put so much emphasis on importance of research and innovation for development of goods, employment and such and such. We are using, we're used to working with various stakeholders. You're on the table, represent some of the stakeholders. Of course in the research we are closer traditionally to the academics, in particular the representatives of universities but also research librarians and also innovators and such but I will try to speak with one voice. The European Commission has many brains, many heads but tries to speak with one voice and just give you a few thoughts. One of the objectives, one of the many objectives I think of the European Commission is when it comes to research and innovation is to optimize the impact of publicly funded research and this is why what Pete tried to explain to you is important. There's a question of time, time is money, money spent, overspent, re-spent, that's none of us want. I say us, I mean us because as the Commission we fund research but also all of us around the table because our governments also fund research so we try to be coherent in the European Commission with you know what we preach and what we do, what we say to member states and try to make, e.g. with the revision of the directive and what we try also to find a solutions for their own research that we fund. So we have different strategies and one of the strategies is the digital single market. What also is quite important to stress in the life of researchers, a big difference with the producers of cultural products is that scientific researchers are both the producers, the authors of goods, but they're also the consumers and the readers which is not necessarily the case for us when we consume cultural products for instance and as authors scientific researchers are not paid, they don't have any kind of fair remuneration or royalties, etc. Researchers in universities in publicly funded research centers are paid to do the research job which includes disseminating the results to their peers which includes also peer reviewing results of others, etc. And all this is done for free in a sense it's part of their job. So that puts also a different aspect I think on the issue of copyright. And the parenthesis, they're not completely stupid, of course they don't have a financial reward but their reward is to be cited by their peers so there's another mechanism in place for the evaluation of the research. We saw that Texanata mining which is now the kind of nickname that we're all using at least in Brussels concerns text without the difficulties with the text but also data and data we could add also some audiovisual aspect in archaeology, artifacts and such. So data means a lot of different results of research. Maybe we'll talk later about licenses but maybe if there are some questions but I wouldn't like to talk right now about the licenses but also rather about our experience during the last couple of years. We see that the year 2015 is quite rich of analysis especially from the three main European institutions. We heard about the communication from the Commission from 6th of May, the communication on the digital single market. I don't want to read the text but I mean if you have a look at the section on TDN you will see for instance the fact that the Commission talks about innovation in research for both non-commercial and commercial purposes which I think is quite interesting and I'll say a few words about that. Commission talks about an unclear legal framework about divergent approaches at national level, talks about enabling researchers to make a wider use of material, talking about also cross-border collaboration because research is completely international. So that's one thing. Second thing also, a second document that was important this year are the conclusions from the Council a few months later and of May. The 28th Member States made this declaration on open and data-intensive research talking about the promotion of innovation driven by TDM taking into account research needs and such. Also 28th Member States agreeing on the fact that we have to talk about TDM and last but not least in the European Parliament in July the adoption of the other report that was headed by Yuyah Reda. I like also the 0.48 it's okay it asks the Commission which stresses the need to properly assess TDM but I think it shows at least a basic consensus in the Parliament on which some of you on the table here can work. Now what do we have? We have, and again I'm not a lawyer but if I understand the legislation from 2001 there was a legislator at the time and they tentatively addressed the specific situation of scientific research and that's a famous exception. Now in 2015, soon 2016 and this is where the new legislator can update, find you the original exception for research and find a long-term solution. So without entering into the details we have, we indeed research being close to researchers to the various academics. We have our little ideas that maybe I can talk about during the Q&A's but we, where are we now? So now we see with the revision of the copyright directive we have TDM which is one aspect. We make it quite big this evening because this is our focus, our center of attention but it's only one aspect. Then the Commission wants to be pragmatic, wants to have a targeted copyright modernization and what is being proposed since it's a very complex, very rich dossier. I think it's not a secret, I mean this has been said now for a couple of weeks in Brussels, is to have a communication by the end of this year that will set the scene and put forward a working plan for this modernization of the copyright environment in the EU and that would be the first step with tackling a few specific copyright issues that are not of direct interest to TDM but in that second step which is scheduled for spring 2016 then we would have a complete set of legislative proposals and solutions and this is where we could see TDM tackled. It's a work which is in the making. You can understand that for us, for all the colleagues in the Commission for the top management it's never nice to delay a little bit the things. It would have been of course much better to come up with, as promised, to come up with a proposal by the end of this year but as you know it's been so difficult to tackle all the aspects that this has been necessary. To finish I would like to say that I'm very proud of the dialogue that we always have had on TDM during the last couple of years, in particular since the experience of licenses for Europe. In particular the academics really showed their muscle. They wanted to be heard and I think they have been heard in Brussels. There have been a few press releases, workshops etc. There's also the famous The Hague Declaration that was launched in May this year. So you have academics, open access publishers that don't think that the publishers are all the same. You have also some breeds of open access publishers that try to find solutions. Innovative industries, I didn't talk a lot about industries but innovative industries also have been very helpful in the dialogue during the last couple of years and those stakeholders and some of you are on the table are helping us to find a solution. What we want in the end as a conclusion and I say we it's a collective because I think I can really say it's the commission also is to give European researchers and European innovators the best conditions to do their job and finding some solutions for data analytics, for taxonata mining, I think is part of what we're trying to do. Thank you.


Hello everybody and welcome to another hobby cheating video today. It's time to continue our exploring color series with one of my all-time favorites It's time to talk about the color that wasn't there Magenta this one's gonna be fun. Let's get into it. Let's strict techno man sir That is Vinci V. Let us get to the technique and learn it Vinci V style Magenta the imaginary color originally created in 1859 and named in 1860 for a battle of the French victory over the Austrians in the magenta area of Italy French has er sorry magenta has really come into a prominence in a lot of different Media showing up and obviously a main color scheme and things like synth wave and stuff like that It's a poppy bright color that covers a fair decent spectrum Now the reason it's imaginary is because there is no single wavelength that actually creates magenta When you see two different colors of light your brain will usually sort of average the wavelength of the light it's seeing and Create that as the color you see However, if you were to average the wavelength of like red and purple or stuff like that that would create magenta In fact, you would get green but your brain doesn't like that because green doesn't make any sense And so instead we've evolved to see this as magenta and we're not alone Many things like flowers have evolved to be quite bright magenta because that provides maximum contrast to green Which is the complementary color now? There are different types of magenta's whether you're talking about the you know RGB or whether you're talking about CMYK and in fact in CMYK magenta is the M of it It is a primary color whereas an RGB. It'd be something like 2550 255 basically the absence of green Now when we talk about creating shadows with magenta We can extract the normal colors that our brain is sort of Combine smashing together to make this i.e. We can pull out the deep red pull out the deep purple pull out the deep blue And we will in fact then either push it to a cold or warmer shadow as we would like We can also just use something like black. That's perfectly fine But a better answer is to tap into that complementary nature and pull something like phthalo green Phthalo green will work basically by infusing the color that is not reflected at all In the normal magenta light like your brain isn't seeing green. It doesn't reflect any green By infusing that we get a natural shadow Now with the highlights we can of course go with some of our traditional highlight colors like ice yellow We can accentuate into a more pink with sickly pink or we can just use standard white much like we would use standard black All of those are perfectly fine. There's nothing wrong with them However, we can pull the same trick we pulled with highlights Or sorry with shadows with the highlights so we can integrate a pastel or a faded green Once again because green isn't a color that is that the magenta is reflecting at all and our brain isn't witnessing We can actually integrate it depending on sort of the green tint How much tint there is in the green we use as either a highlight or a shadow to produce really interesting results The last option if for our highlights is to just punch in a fluorescent magenta. In fact, there are many fluorescent magenta It's a great fluorescent color. And so our highlight could just be Popping the color up very strong And having an extremely saturated extremely bright version of it All right, let's make this real and you'll see the difference here when we take magenta and we integrate deep red versus deep purple We get very different tones that are used to combine the magenta expressed and very quickly It won't feel like magenta anymore because we're getting back into tones that the Cones and rods in our eyes more easily see But you notice when you mix in that phthalo green you get this wonderful not quite purple color And depending on how much you mix in you can really get wonderfully naturalistic shadows Hey, I'm just gonna jump in the middle real quick here. I'm not adding anything to the video I just wanted to say hey if you're watching this hit like subscribe if you haven't already We have fun videos like this here all the time and don't forget We do have a patreon focused on review feedback and taking your next step in the journey all that's down below Okay, I'll stop interrupting now. Let's get back to the color So let's make this real now with highlights as I said if we go with something like a sickly pink or pastel pink or anything like that We're just going to express a brighter magenta effectively and push it more into a traditional pink spectrum Nothing wrong with it. It's fine. If we integrate something like ice yellow We can retain a little bit more of that Warm feeling in there since those yellow tones will make the magenta feel a bit more warm magenta is another one of those colors That can go either warm or cold and in fact when we pull in the vertigris as you can see here you get a very cold highlighted magenta and This then allows you between these different highlight and color patterns to set your overall light scheme with either warm or Cold highlights or warm or cold shadows Now magenta paint as it exists in the bottle with the pigments We use in miniature paints is often extremely Transparent just sort of the nature of the thing So here I'm going over a very dark color because I wanted to show you how much that is going to set the tone of an extremely translucent color To get full opacity you're really gonna have to do multiple touches and magenta will be extremely Extremely responsive to what's underneath it It will be much brighter if you put it over a bright white much dimmer if you put it over a black So just do know your under shade matters So here I'm using some cold highlights and you can see with the vertigris integrated in and the blue pulled out Or sorry the blue punched up sorry It becomes very striking and you'll get you will get very hard sort of lines if you take these big jumps like I'm doing in This video we can also use more warmer magenta So this is more this is mixed with ice yellow for a slightly softer more traditional almost pink To to highlight the magenta and you can see how that doesn't have the same cold hard edge that the vertigris does Either is perfectly fine. It's just a question of where you want to go Both when you're making big value jumps like this will of course show these layer lines, but we'll fix that later Now let's put in some shadows. So here I'm going to use the phthalo green integrated shadow and to me This is such a wonderful color. I love magenta plus phthalo green for shadows It's just so naturalistic and it produces a really really natural dark tone it's very easy to Obviously mix in there and it works so well on regular magenta as your shadow tone Of course, the other advantage to magenta paints is that they can glaze rather easy So here I have a little bit of thinned down traditional magenta And so we don't have to worry as much about the fact when we jump big value jumps of light the fact that there is a That there's going to be a layer lying there because magenta itself glazes so masterfully well That it just becomes really really easy to smooth those transitions down And again by having the magenta going over the dark and over the light it will now express different Sort of shades of that tone and you'll get a much more interesting sort of panoply of colors Now finally, I'm going to cover my highlights with fluorescent magenta One of the keys with working with fluorescence is that first of all miniature paint fluorescence cover like absolute poop So you always want something extremely bright underneath them So here I used those existing highlights as basically just a map to use the fluorescent and when you apply this it Actually can feel brighter and more intense Than the brighter color I'm covering up even though that was a higher value Because this fluorescent magenta is so much more saturated It's going to end up having a lot of punch in the end any of these methods can work and will provide you with a Very different feel to your miniature So there you go, that's magenta a really fun Interesting powerful color it can do so much And it's one of those interesting colors that even though it doesn't actually exist It does exist for us and should be and can be a very virtuous part of a lot of different projects You work on even if you're not looking for something that's totally synthwave and bright and eye-popping Magenta can still be a great part of an overall color scheme that really adds a lot of intensity Brightness life and visual interest into your pieces So if you like this give it a like Subscribe for additional hobby cheating in the future if you've got questions comments drop those down below I always answer every comment and question. Don't forget. We've got a patry on here Focused on review and feedback and helping you take your next step. There's also an awesome discord community around that You can find all the information for that down below But as always I thank you so much for watching this one and we'll see you next time


Hello there, I'm Dr. Theron Sherman, but you can call me Sherm. Welcome to Site 42! We are a YouTube and TikTok platform dedicated to the works of the SCP Foundation, a creative writing community and fandom focused on a secret organization that hides magic and monsters from the public. Here on the YouTube channel, you'll find audio adaptations of SCP articles and tales, hypothetical, if X character from popular media was an SCP, containment write-ups, and live streams where we read an SCP story and interview their authors or discuss the articles with members of the community. Over on the Site 42 TikTok, you'll find short form explainers of SCP lore along with lots of SCP jokes and memes. In the future, I want to build our little corner of the community big enough that I can use a combination of ad revenue, sponsorships, merch sales, and Patreon donations to fund large scale SCP projects, such as SCP indie games and films, SCP haunted house and escape room attractions, and anything else we normally need huge investors to pull off. If you choose to join the Site 42 community and support our efforts, I'll do my best to bring around the big projects we want to see. Subscribe, hit the bell, support us in any way you see fit, and I'll see you in the next video.


Good morning to all. I would like to welcome you to this session that is entitled Leadership Imperative Making Reforms Work. I am from Sky News, and I am Mohana Del-Khatib. And this session is organized by Sky News and WEF. I have been working on this topic since 2004 and 2005. And this term has always been used in all the sessions that I used to work on as of that time. We talk about reforms. We're talking about governments. We're talking about reforms when we're talking about political parties. So the term reform is always part and parcel of the sessions that I used to cover. Unfortunately, the effective successful reform experiences are limited in the MENA region. And today we would like to understand the reasons for the limited number of such successful experiences. What are the keys for their success? What are the tools required for any reform to work out in the social, educational, or political realms? Today we will be talking about this issue, given the fact that there are always new changes, complications, not necessarily in our part of the world only, but throughout the world we have a fourth digital revolution or industrial revolution. We are having new forms of technology and communications and a new relationship between the citizen and the state. We have an excellent group of panelists to focus on this issue. I would like to welcome Mr. Mahdi Jumah, who is the leader of, or the ex-leader of the ex-government, and he is a minister in Tunisia. And he's working on Senteq Abba, the Tunisian alternative party in Tunisia. I would also like to welcome Abdul Salim Abu Shuarib, and he is the minister of industry and minds of Algeria. I would like to welcome you, sir. From the private sector, we have Mr. Mohamed Samir, who is the president of India, Middle East, and Africa, from Proctor and Gamble. As for the organizational matters, we'll give 10 minutes for each speaker, and then we will discuss some issues with the panelists before opening the floor to the audience. Welcome to all of you, sir. I will kick off with you. As you have said, reform is a word that is very fashionable, and the most problematic issue in our region is that we wait for such a long time before we talk about reform. And then reform becomes a de facto thing that we have to adopt. However, a better way to deal with reform is to have it on an ongoing basis. In the international community, we find that those societies that succeeded in reforms are those societies that had a process for reform. And we know when we talk about reform, there is always a loser and a winner, and that's why it needs a lot of political courage to undertake. So if we look at reform in the future, we need to make sure that it succeeds. And that's why we have had an experience in Tunisia when it came to reform, and we succeeded in some areas. And the reason for those successes was an in-depth study, assessment of the losers and the winners, and we were able to adopt implementation mechanisms to allow all players to come out in a win-win situation ultimately. So what is important is how to interpret, how to promote, and how to communicate reform in order for everyone to feel that they are winners. Let's talk about a practical example, which is energy, reform in energy. We have done that in 2014 in Tunisia. What was important for us is that we held an in-depth study sector by sector, and we covered public consumption, industrial consumption, private consumption, and we studied the impact, the cost impact, the impact on the purchasing power in each and every sector. And we tried to go back to the basic idea for subsidies. We know that subsidies are there to subsidize the purchasing power of the people. And we discovered that it was support for the product. And we might have the same thing in the energy sector. But the government was supporting the energy for consumers who were not apt to receive such support. And we sort of diverted from the original idea of supporting the product for the needy people. That's why we studied it product by product, and we needed to explain the need to have reform. We explained it to all the involved parties, all stakeholders to buy them over, to win them over. It took us several years of promotion. And we were able to anticipate the bad reactions. But sometimes we needed to be very bold and just cut it through our reforms. What was the initial subsidy to the electricity or to the power energy? It was based on a policy to encourage a specific form of industry. And after a while, there was a deviation from that main objective. That's why we needed to analyze the situation and to deal with the various stakeholders. In order for us to have a win-win situation, we were aware that when we were supporting Gahaz electricity and other energy, we needed to set up the energy transform fund in order to find sufficient investment for energy efficiency and in order for us to increase the available tools to deal with the new situation. We realized that reform is a necessity and that we cannot wait for 20 years for a problem to become a real, real, deep problem before reform is undertaken. That's why we started to study the need to have reform and we had a good communication technology to convince the others of the need to have reform. Another point, those who are really afraid of reform are the decision makers in the political realms. While the people are much more ahead of the politicians and their leaders in terms of acceptance of reform, some people are afraid of reforms. But later on and on the basis of transparency, they accept them because they feel that they are owners of the reform, that they are part of the need to adopt this new technology. This applies hopefully to the digital technology. We know that it is very important to serve the digital sector and we don't want to wait five to 10 years before we reform that sector. Thank you, Your Excellency. I would like to ask you about other issues later on. You are considered for us an excellent glimmer of hope in the region given the Arab Spring. You are an excellent example. You have talked about lifting subsidies and we know that people are very unhappy about the lifting of those subsidies. How were you able to convince the people of giving up subsidies to basic services? I will come back to this issue later on, sir. But let me turn to Mr. Mohamed Samir who is from the private sector, Proctor and Gamble. Sir, what do you think of the private sector? How does the private sector accept reform? Is reform restricted to the public sector? Is the government the protector and implementer of reform? Or are there partnerships between the government and the private sector and the community at large? What is your experience? What do you think? Good morning. I prefer to use facilitation and improvement because the word reform is reform when something is completely broken. Well, sir, things are broken sometimes. Mr. Mohamed, yes, if things are completely broken, then we will not find new investments. I want to focus on the positive side. This is a huge market and there are huge numbers of people under the age of 25, and the future is very bright. So let's focus on those two terms, improvement and facilitation. We're talking about regional integration, economic and commercial integration, less than 10% of trade, intra-trade is taking place in the Arab region or in the MENA region, while in Europe it is 60% when we talk about intra-trade. And this is very important when it comes to job opportunities. We need to have funds to expand on education, and this can happen if we have integration and we have to think out of the box when we talk about regional integration. For example, if we have a factory and we have an example from our company, we have various factories in the region and we employ around 5,000 employees. Our distributors have 50,000 employees, and they don't have factors who have created more job opportunities, production or distribution. Usually governments focus on manufacturing or industry. What is the main objective? It is to create jobs, so we should also focus on distribution, not only production or industry. There are always laws and regulations that are based on confidence, and new laws should not be promulgated on the basis of doubting companies and feeling that companies might fall into mistakes, and that's why we promulgate new laws in order to avoid such mistakes. Well, we need the government to trust us. Even if we make mistakes, we will learn, and then you can establish or set up new laws as a government to deal with these issues. Another issue is surprises. There should be a continuous ongoing discussion between the government and the private sector. The private sector does not like surprises. The only surprise that I like is on my birthday. I don't like to be surprised when it comes to business because when we're taken unawares, we will react in an un-careful and un-studied manner. We don't want surprises. Yet another point that is important, and so you have mentioned it, we are working for the sake of the people's, the consumers. So when we talk amongst us, the private and the public sector, we need to focus on how to raise the standard of living of the consumers, of the people. We know that companies aim at making profit, but at the same time, if the companies do not raise the standard of living of people, they will not be able to continue. So this dialogue should be focused on satisfying consumers. Those were the points that I needed to present to you. The most important amongst them, however, was regional integration, economic and commercial integration. I have mentioned the factories and production and distribution and compared the figures. But if we apply this on the digital economy, in the past, there was talk about robots taking over employees or laborers. Now, robots are going to take over our thinking as well. So there will be less jobs, and we need to deal with this issue and focus on it. That's why I focus on regional integration. The moderator, yes, to have an enabling environment for investment and business is something that needs to be worked on in our region. According to statistics, a minor region, in average, are on the rank 114 at the international level in terms of conducting business. Can you imagine that we figure on the rank 114 when it comes to these business transactions as a result of all the constraints? Of course, the UAE ranked 31, not 114, in terms of facility of undertaking commercial activities and setting up corporations.  Let me turn now to Mr. Boushwarib. Sir, maybe you can tell us about the first and second generations of reform that we have discussed a short while ago. Mr. Boushwarib, thank you for giving me the opportunity to present to you the Algerian case. Reforms are not an option. They are fatal. They are a fatal necessity because the international swift and deep radical changes in the world have forced us to conduct reforms to be able to deal with the new developments. So let me focus on this issue from another angle. Algeria has lived its spring towards the end of the 18th and the beginning of the 90s of the last century. And we came up with an in-depth reform, political reform. And we adopted pluralism, following which we lived the dark decade. And then Sayed Abdul Aziz built a fleet, assumed power, and we kicked off the second generation reforms. The second generation reforms allowed us to adapt all the current laws with international laws. In 2014, I joined the cabinet. And I assessed some of the laws that were there as of the communist regime, or sorry, socialist regime. And those laws were not in line with international economy. That's why we changed the law on investment. And now our law on investment is a pioneer law that is considered as such by the IMF and the World Bank. We have also changed all the financial regulations and laws over the years in order to improve investment and to allow enterprises and corporations to produce and to be sustainable. We have also amended the several laws related to competition, which enabled Algerian products to be competitive at the international markets. Today, we are talking about the youth and creativity of the youth. They will also continue to be creative. That's why we needed to reform the law on SMEs. And the start-ups were created. Start-ups in the past were incapable of setting themselves up because of the old banking laws and regulations. That's why we were able to create new funds and new laws, actually new laws that enabled new funds to be set up to finance those SMEs and the start-ups. That package of reforms was undertaken. And going back to the energy sector, the transition that we have passed through in the energy sector and that everybody is going through in the energy sector, particularly in our region, where 50% of our oil and gas reserves are being used up. And in spite of this, the prices are going down. And we are going through economic crises. That's why in Algeria, we set up a program to produce 22 million megawatts. And we're able to produce 4,500 megawatt. We hope that we'll do so by the year 2025. And reforms are going to take place in the social arena. And we have already started on that path to improve the situation of the people.  We know that we have limited production capacities. That's why we needed to find alternative sources of energy to achieve our objectives. My final comment on this first round of questions is the following. We have to look at reforms as a necessity, as an obligation. They are fatal. We cannot escape them in order to be part and parcel of international cutthroat competition. When I talked about the popularity, when you talked about the popularity of reforms, we know that if the people are not aware and do not understand what reform is all about, we will face problems. In Algeria, we just had an electoral campaign. And the result was pluralism. And this is the fifth year of this pluralism. And I also launched my own electoral campaign. And I realized that the people were fully aware that subsidies throughout the sectors of the society are unacceptable. And they understood that there was a need to get rid of those subsidies. And as Mahdi Juma said, we were able to raise the awareness in order to reduce those subsidies in the energy sector in particular and in other sectors as well. And we hope to do more in the future. Thank you, Your Excellency, the minister. Yes, indeed, I have a set of questions that I would like to ask you. But I would also leave the floor to the audience. However, let me ask the following. When we talk about reform, we think of economic reform. Some people believe that reform is a full-fledged concept that covers all aspects of life headed by political reforms. People want to have more participation. They want to feel that they belong to the decision-making process of a given country. Up to what extent do you believe that political reform is important? And is it possible to have only an economic reform and a developed state while the political regime is old-fashioned? Is this possible? I think that we cannot have one part of reform without the other part of reform. Social and economic reforms go hand-in-hand. In Tunisia, we have undertaken a political reform in a very fast-faced manner. And we reformulated or redrafted our constitution. At the same time, we were conducting our economic reforms. If there are no economic reforms, there would be no pressure on the political reforms. Our economic reforms are still young. And we need to supplement them in order to strengthen them. Or else we will not continue to have overall reforms. Of course, this is our experience. And every country has its own specificities. Let's look at China. They had huge economic transformation and reforms while at the political level, it was very gradual. So each country has its own specific conditions. What is important is to have a social development. Social development covers all aspects of the economic, the political, the social. Otherwise, it will not be a balanced experience. It will be very risky. Coming back to reforms, we need to understand one thing at present. We don't have a limited ecosystem. Even if we close our borders, our borders are still open and everyone is connected in terms of communication and globalization, which means that the competition is at the international level. And we are part of this open competition. We cannot keep any balance without reforms. Our reforms will enable us to conduct reforms internally and become more at ease to be able to participate in this open competition. And it is very important to understand that reform is an opportunity. It is an opportunity. It has a transformation carried within it. It has opportunities and investment involved in it. And reform leads to creation of wealth. Let me go back to the initial idea. We should not have a very hasty political reform. We need to have political and economic reforms going hand in hand. Participation is something that we cannot avoid in the Arab world. It is unescapable. We cannot have an absolute decision coming from the top to the bottom. This, of course, has its positive and negative aspects. Reforms take their course. They take their time. Before undertaking our reforms, we had held economic dialogue involving the private sector, the trade unions, the opposition leaders. And it took us some time to prepare everyone for reforms. This, of course, does not mean that we stop a decision-making process. Yeah, participation is something that is positive because it will increase the feeling of ownership by the citizens. But there is another important thing, which is citizenship. Citizenship is not only rights. It is also obligations. So if there is reform that is taking place, citizens become main stakeholders, main actors in the reform. And they will have the rights and duties. And only then will be able to speed up reforms and lessen their risks. Proctor and Gamble and other international corporations, when they think of introducing investment in new regions, they think, for mostly, of stability, economic security, political stability. Sir, Mr. Samir, what do you think? Yes, of course. Indeed, stability is very important. The question, does it come from politics or from economics? I think if you have a person who does not have food on his table, is he going to think of politics? No, he will think of economy. So economy is very important. And when economy is based on solid foundations, then people will be in a better situation. And then we can talk to them about politics or digital or any other thing, any other matter. I think that economy is very important. I will not touch upon politics because I'm not interested in politics. Mohannad, yes, yes, we're not touching upon politics. Mr. Mohammad Samir, yes, the consumer is our prime importance. Of course, they have political problems. But I think that the economic needs are more important on the basis of the very well-known pyramid. Your Excellency, the Minister Bushwari, what do you think? We cannot, I think, dealing with political reforms from economic reforms. Stability, indeed, is the cornerstone for any political or economic policy. And I say this out of the experience that we have lived in Algeria. The resumption of security and stability in Algeria was something quite difficult to achieve, but due to the reasoning and the wisdom of our president, we were able to achieve this stability. Now, the second generation reforms were political, and we redrafted the constitution. And this new constitution has entrenched and deepened pluralism and pluralistic democracy and calm democracy or quiet democracy. The same constitution enabled us to have economic transition. And this is the very first time that we have such a constitution in Algeria, a constitution that described our economy as a free economy of a social nature. We came out of the old economic regime with a new constitution that enabled us to enact all the other laws that I have mentioned. And more laws are to come. We need the legal background, the legal rules to enable us to have this social and economic development. Mr. Mehdi Juma talked about something, and it is something that has been proven also in Algeria. We have held dialogues with the trade unions as well as with the employers, and we were able to come up with a social contract concluded amongst all stakeholders on the basis of specific goals based on agreement amongst those parties. And in that social contract, we were able to arrange or lay out all reform objectives. There was sort of an acceptance, overall acceptance or consensus over those reforms, which proves that our citizens are convinced that there is a need for those reforms. Otherwise, they will not be able to have to raise their standard of living. They understood that the subsidies given to the loaf, to bread were also important to be lifted. And all stakeholders agreed on those focal points in order, and that enabled us to implement those points of agreement on the ground. This is something that will enable us to speed up further reforms. Reforms, as we know, is not a pinpointed effort or a one-time effort. It is an ongoing process. We know that international economy continues to develop and grow, and there is talk about the fourth industrial revolution. There were the three revolutions that came before that, and I think that this fourth revolution would lead to speedier reforms and the speedier developments, and there will be more bridges to gap. That's why we be very flexible in order for our laws to adapt with these new developments that are lived on the ground. The political reforms should also adapt themselves in order to be in line with the economical reforms and with the international developments. There's no doubt that the reform process is a continuous one, but however the citizen on its part needs to feel the gains of this reform. If the process is infinite, but the citizen never feel any benefit from it, there would be a problem and there would be a flaw in how the process is carried out. I would like to take a few questions from the audience about anything related to reforms, the challenges that face the reform process. Go ahead, sir. The private sector is professional and is a for-profit. However, investment promotion laws in Tunisia and Algeria have elements of risk insurance. Do they have any elements of risk insurance maybe to assure investors and to attract a more higher level of investment? Thank you. I'm glad that you have tackled this aspect. The new investment law in Algeria, which is today, I cannot of course go into the details of that law, but it is a law which has been recognized by all institutions. However, this also did not come suddenly. It was not a product of the moment. It was rather improvements introduced to improve the investment climate when we have foreign and local investors and we feel what they need. We introduce improvements. I have introduced 33 improvements in the laws and this is all related to knowing what goes on in the field and the problems that are faced in the field. Maybe investment law is not up to the level that's expected by companies, but we are constant communication with our partners in order to do that because our partners are the vectors that are going to allow me to achieve my economic objectives which is diversification of the economy of my country and also creating other sources for creating a permanent strong cumulative wealth that would improve the economy. This allows me and enables me and forces me to listen to all the companies because they are the heart of the economy. Mr. Mohamed, you are the one, Mr. Mohamed Sameer, you talk always about the importance of good legislative environment, especially for major, for companies, what you call good regulation. I would like to listen to you some explanation about this and to what extent this is fundamental for any company such as Proctor and Gamble when it thinks of investing and moving into a certain geographic region. Well, good regulations and legislation are important but also their implementation. The regulations and legislation is a first step but these are all important because I'm going to work in a new market so I need to understand what are my duties, what are my obligations, what are my rights in concepts that are simplified, clear and ambiguous where it has all that we have learned from the other areas in the world. For example, there are standards that are present in the US and Europe. We would review them and see what would be suitable to implement in our own area. We don't need to reinvent these legislation. We need to save time and go into copy, copy and implement, emulate. So the implementation is the other point. I could say, for example, I could say so many good things but at the end of the day, the worker at the plant in Egypt, is he going to do the things that I am talking about? It's very important in implementation. Simplification is also important because in companies we have something also happened called self-regulation. Someone, the consumer at the end of the day is the one who is going to decide. Consumers will purchase whatever goods they feel is suitable to them. They don't want to be tricked by other. They would purchase things that fit certain specifications. Let me say, for example, if you have a new company, and you can take me up to one day to register this new company, or it would take me up to several years. So the question is, if there are any risks, any company who wants to go into a new market will have its own calculations about the risks that company is willing to take. And part of the stability is the availability of clear, transparent laws that apply to all unequal footing. What is this what we ask for? This is what will facilitate things and this will come out of the dialogue. I know there are companies that are ready to help in this because we are subject to these things in other countries. For example, China today is different than China 30 years ago. So we have gained some experience that we can benefit from. Any other questions? It's too early in the session. People are not awake, yes. I think our session was scheduled for too early. The issue of integration that you talked about and the movement among those countries, it is not easy to move from one country to another in this area. To what extent does this also further complicate investment and how companies deal with these issues? Well, I am glad as an Egyptian that I can come to Jordan without an entry visa. Mr. Mohamed Samir says, in Algeria, Morocco. Produce, I produce in Algeria between Algeria and Morocco. There is a free flow of products. For example, if I have any minister of trade in any Arab country, the problem will be solved. But it doesn't work this way. If every time I want to solve a problem, I need to communicate with the minister, cabinet minister to do that. It needs to be a law, a clear, non-ambiguous law. There needs to be some customs official would say, well, you don't have customs duties on this. Well, others would say someone else it is, they do have, but these are exceptions. So I don't want these kind of surprises. We need to have things that are very clear. Some talk about 5%, others take about 10%. A surprise would be a good one if I think the percentage to be paid is 5% and it turns out to be only 2%. That's a good surprise. Your excellency talked about reforms and you said that they need to be quickly. Some in our region want, try to promote the notion that reform needs to be done in a gradual manner that if they do not, they will not fruition early and that people and citizens would not feel them and benefit from them on the short term. Well, it is about the nature of reforms. Mr Khaled says, if you look at the reforms we have, there was no graduation. If we talk about reforms, we see the accumulation of the past, the serious that was built from the past. We don't know what's awaiting us in the future. We are in a state, I'm talking about Tunisia today, we are not, we are late in our reforms and there is a race and if you don't move fast enough, others will pass you by. So there's a general remark I would like to generalize. However, I have seen in many countries that the biggest reforms is to re-find the concept of the state in the minds of people. After independence, there's a state that plans everything, it diplomats everything, it monitors everything and in this, in today's world, in the efficient world of today, this is not acceptable. The biggest reform would be to bring back the role of state. If we summarize that in a number of countries, even about Tunisia, the state that we found ourselves in is that the state is the monitor with its executive branch, meaning everything needs to be monitored. You cannot take a step without making sure that that step is lawful, it is in compliance with the law. So this does not facilitate things. It becomes rather as if you are management of prohibited things. So the comprehensive economic and political system in the political system, there is participatory aspect. In the economic system, there is a role to be played by the state just to put the framework, et cetera. And the way things are, governance is done is to manage facilitating and post monitoring and not in a way as if you are only the management of the prohibited things to be done. So if we put everything in its legal framework, if you have fewer, the fewer number of registrations, the better. So you are talking about a lesser law role of the state, says Mr. Mohannad Naam, it is deregulation. Of course, if you take the countries, for example, in the United States, all whatever is not prohibited is allowed for us. Everything that is not allowed is considered prohibited. So this is a different mentality. You need to know the kind of mentality you are working with, the state gives us everything, dictates everything. This is a political direction. This is economic direction. This is a social direction. And if I have the guarantees in my governance, in my will, in my laws, today, these days, everybody feels they are responsible themselves and they need to unleash their capabilities, their potentials. We don't need anybody to tell you where to go. If you can see how much energy we are wasting, spending two years just following administrative procedures, you are paying wages and salaries for people who don't know who the taxpayer's money is paid to them in order for them to put obstacles in your way. If just take it and change the logic of the state and what state means and in its political, economic, and social system and the economic role of the state, this may be the biggest reform because you unleash all energies and all potentials because the state is not responsible for each and everything. It would unleash the energies of each person is his or her own field. This is the biggest reform. There are other reforms, but it takes certain tracks. You don't stop and go. You don't have a milestone that would stop there. And then 20 years later, you do not work on the same system. You find yourself beyond history and beyond geography. You need to change our entire system to put our reforms and then engage in tracks. Your excellency, the minister, do you agree that the role of the state is so big these days and that truly it needs to shrink and remain in the strategic level, the role of the guarantor, as said Mr. Samir, or is it true that the state decides and plans and implements everything on behalf of citizens? Do we truly need to reduce the role of the state and give a chance for other forces and streams to take a decision in decision-making process in general, not only economic reform? Mr. Excellency, Mr. Abselambushwari. Yes, definitely. This is natural that the state used to manage to puts and removes and tracks and holds things accountable. This was the way we lived as peoples in this area. However, each one of us found a way to get out of the situation. Now we want to change the state's managing or the economic aspect of our life. In Algeria, we have tackled several ways. We found several ways to get out of the situation. And we found the only way out, a successful one, is that the state administration in this field needs to be taken out, but in a legal manner. For example, the old investment law was administratively managed, meaning the role of the administration even had a role, even in giving advantages and incentives. This today, through this new law, all of these incentives and advantages are codified in Algeria. For example, if someone wants to come and invest and want to invest in the south or in the north, advantages would be clearly known and defined by the law. An investor in a certain area, which are considered priority areas, legally speaking, this investor, once he arrives in the country, he would know the advantages and what other kinds of benefits the investor would get. If we do not go this way, then the state would continue to have to administer the economy and everything. In this way, we are protecting the customer and at the same time, we prevent the administration from interfering in several other cases. I'm sure when a certain investor brings a certain product in Algeria and we are working, we have problems with customs, with training, with banks, all of these things, we face it every day and the more we go forward, the more we can reduce such problems. We still have problems. However, the role of the state, as said by Mr. Mahdi, is a role that needs to be just that of guidance and that would give a strategic outlook to give to the objectives that we need to achieve. In our program, we talked about 7% percentage of growth since 2019 to 2020. This remains to be our objective, but how can we achieve it? It is through all the policies we are implementing these days, especially the engagement of the private sector which now creates the biggest revolution in Algeria. There's another aspect, is when the state goes out of administration, administering things, all the projects that were structural ones, such as roads, railroads, hospitals, universities, all of these things used to be financed by the state budget. Now our new law allows the partnership, public-private partnerships, who will come and invest in this field. So that the state would be saved or doesn't have to go into this project. This is all hard work, but it's essential, and we work on it on daily basis. Please feel free to ask. Peace be upon you. Peace be upon you. As for e-commerce, as for e-commerce, particularly in North African countries, there are difficulties, as you said, in imports, in purchasing, and in all other steps of our transactions. In the economic reform plans in North Africa, are you focusing on, or are you adopting new laws or facilitations for e-commerce? Mr. Juma, would you like to reply? When you have a look at the law, you will find there is a logic, which means that what is not allowed is prohibited. This is the law that has been applied since the 50s or 60s, and you would not find an answer. Now it's about to be changed, and the change would not only be to respond to questions that you pose today, but rather, hopefully it will be a comprehensive change based on a different logic. Now there are many difficulties. We have creative, brilliant youth working in the digital field. They also have problems using PayPal, but at the same time, there's awareness, and we are going to change things. Legislators will, I hope, accelerate their work. You know that we have tremendous and deep political transformation, and there is a big leap. You have talked about this, but I want to talk about being practical and talking about reforms. Let us not talk about the past things. I would say that if today we do not carry out the required reforms and we do not embrace digital revolution, the industrial revolution, we did not have any share, let me say, but now in the digital revolution, we should not miss that. This is a leadership reform aspect. We need to keep pace with the other revolutions. The industrial revolution required very big hardware costs. The digital revolution is mostly intellectual, human resources, and these are available. If we know how to use them, how to utilize them, it will not be a source of risk for us, rather a source of opportunity. We need to focus in all of the Arab countries the digital revolution. We need to introduce the reforms required, and if that is connected to laws, it will say that we are programming. We will not miss that train. We will not miss that train. Now we are just talking at the same time we are having, we are scheduling for missing the train. We are only talking. We are not implementing anything. That the chance to miss that chance. We have some two minutes remaining. Thank you. I just want to emphasize that today we have missed the industrial revolution phase. Contributions of the Arab-Muslim contribution to human civilization was low. Now we don't have an option. Jordan is presenting a model to be a partner in writing human civilization and my partnership will not be in past, rather in modernism. So there is a political decision, a state decision that is strategically speaking that I cannot hold all the keys in my hand. Keys need to be distributed on state sovereignty, law sovereignty, laws that are suitable for civil society, for PPPs, and to be genuine this reluctance by the state in order to keep the control on things will make us miss that chance. We are not allowed at all to miss that opportunity. We are not modernists. Okay, while we understand all our national projects, we, our project is built in good citizenry, on good citizenship, and on other elements of infrastructure. But maybe our confidence, maybe we missed the train in the past, but today if we do not enter strongly, broadly, and here comes the courage, the role of the courage of politicians and economists, and the education, the political, civilian dialogue, we will not only miss the train and will not be on the train, we will be lost forever, and I will be a criminal against my grandchildren. Maybe I am old now, but my grandchildren have the right to take this opportunity. Thank you very much. I think our time has ended and I will give every of our panelists a minute for reforms from the private sector perspective. A trade exchange is very important. I want to say very quickly that people need to be optimistic in the coming future generations, the youth, and whenever I talk to them, we talk about the region as if tomorrow will not be there. So we need to give them some hope, instead of saying 15% of people are unemployed. Let's say 85% are employed. So let's look at the full part of the glass. When my father talked to me, he'd not talk to me that 10 years in the future, he would not find something to eat, but I think we have some encouragement to the youth, but they need some optimism in order for them to be able to advance excellency. In the same context, each difficulty Mr. Mahdi Juma, each weakness is a source of strength. So we need to change. We have a lot of weaknesses, but I hope our future will have a lot of strength. Mr. Bushwarib, I'm saying that reforms will be permanent and will be accelerating and will continue to be permanent and the participatory decision making process is important because decisions are important and extremely important. All stakeholders, all actors in the community, the government, employers, the trade union, civil society, all of us need to engage in a dialogue in order to have consensus on the decisions that will be difficult to implement, but all these parties need to engage together in order to give us something that would allow us to achieve our objective. Thank you, Mr. Abdesalam Bushwarib, Minister of Industry and the minds of Algeria. Thank you, Mr. Mahdi Juma, leader, formal prime minister and leader of Tunisian Alternative Party in Tunisia. Thank you so much and also thank you to Mr. Mohamed Saweer, regional president of Prakter and Gabel in the Middle East, North Africa and India. And thank you very much to all of you and goodbye.


XM, so I'm gonna give you some V here. Welcome to another video guys. So in today's video, I want to really quick introduce you guys to Quartress, ticket symbol XM. So this is a customer experience software that is actually going public today through an IPO. I wanna make sure that I give you guys a quick head top before they go public or even after they go public, see if this is something that you wanna buy in whole long term or not. So that's what I'm gonna talk about into this video, but before we get started guys, if you're new to the channel, we talk about how to earn money, how to save money, how to invest and build wealth. So if there's something that interests you, go ahead and hit that subscribe button and the notification bell so you don't miss out on new content. So this one, I'm gonna keep this one real brief guys. Again, this is a company just to give you guys some context, this is a company that filed for IPO back in 2018, but just before they went public, they were bought out by SAP for about $8 billion. And so since 2018, they've been with SAP and now they are spinning off to go out as a separate company. So again, if you can see here, this is some of the companies that they work with to provide that customer experience. Yeah, you can just look at some of the stuff that they do, kind of like a brand experience. They come in, they have products that customers can actually see. So they give you a full suite of dashboards where you can actually ask questions and let people leave feedback and just give you that experience so that you can use that information to improve your core business and improve sales and just improve your customer experience overall. So again, if we swing this down here, you can see that the people that they work with, there's a huge list of companies that they currently work with. So just to give you guys some context, again, if you see quad trees here, 85% plus of the Fortune 100 use quad trees, 100 million plus actions, which is triggered by their AI systems and their software that they have. And then they have 633% ROI for people that use their software and then voted leader in that feedback space or customer experience space, two plus or two million users in 100 plus countries and 20-20 leader in employee experience management. So not only do they do customer, they also do employee management. So again, the company has been with SAP for like three years now and so they're going to be on their own. So if you look at the company here, their revenue, you see it went from 289 million to 401 million in 2018 and 591 million in 2019, which is awesome. So if you look at that, it means that consistent increase in revenue, again, tells you that the company is headed in the right direction. So that's one of the things that I kind of liked about it. Again, this company is going to be going public here pretty soon. The IPO is scheduled to launch here pretty soon. So I hope you guys see this video before it goes. And even if you don't see this video after it goes public, what I anticipate doing here with this one is that I'm going to try to see if I can date rate it. But usually after these companies go public, you would see a spike, especially all the state companies, you will see a spike as soon as that spike happens. And then you will see a pullback. People will take profit pullback. So if you to buy a longterm, I'm not going to buy a longterm on day one. So I'm going to date rate this and then just wait as soon as that spike happens. And then I'll wait to see what I can buy a longterm or not, but even for a longterm position, I'm still on the fence with this one because, I mean, the customer experience business is pretty good. But what if companies like Facebook, companies like Google start building apps like this in-house, which a lot of people already use a ton of your services and just adding on top of that. Again, I'm just just a speculation. I'm not sure if that's something that's going to happen, but we will see companies do that. So that's just one of the things that I see here. Otherwise, I mean, providing a customer experience is pretty good. This model so far proved to be working for them, so I can't really knock on the company. Me personally, is this groundbreaking? Not really, in my opinion. So that's why I might really wait to see, unless I see an excellent dip in the stock price that I can buy to a whole longterm and maybe make some profit. But otherwise, I'm going to date rate it and leave it at that. So that's what I wanted to share with you guys in this video. So again, the ticket symbol is XM. So it's going to be trading here shortly. And so guys, let me know in the conversation what you think, again, if you're new to the channel, we'll talk about how to earn money, how to save money, how to invest and build wealth. So if that's something that interests you, go ahead and hit that subscribe button and the notification bell so you don't miss out on new content. Also, guys, Rebo is still doing their promotion where if you sign up and deposit $100, you get four free stocks just to get started. So links in the description below. And as always, guys, do your homework. Don't be greedy savage and stay motivated. And I'll see you guys next time. Bye.


Hello team, I am home for the holidays. There might be some noise that happens upstairs if that dog keeps barking and running around. But today marks the beginning of a nine video series we're gonna do on fixing a chest cave while you're squatting. The show must go on, so we've gotta start talking about some of this stuff.  It looks like it's more around than it needs to be. And what happens there is when you're trying to overcome loads and you're trying to become strong, then that is a display of energy leakage, right? So we want to put the force that we generate from the ground up into the bar. And if we collapse, we lose some of that. Those forces get dissipated in our joints, especially the ones that bend a lot. And then we don't get to demonstrate as much strength, right? We don't get to lift as much weight. So fixing the chest cave has two, three components to it. One is we need to restore as much mobility as we can. Two, we need to find as much stability as we need. And then three, we need to do that all in concert with one another. We need motor control. We need to be able to control what we're doing. So step one here, we're gonna start out with this mobility stuff. We're gonna start out by restoring the ability to move. And so to understand what we're gonna start with, this rockback exercise, we need to understand why we're chest collapsing in the first place. Generally what happens is it's not that the whole back becomes kyphotic. It's that one part of the back becomes kyphotic. And you can see I get a little bit of a straighter spine here. I get a little bit more bend there in the middle of my back. And then I get a little bit straighter up top as well. So it's more like a hinge than it is like one around curvature. So what we have to do is we have to restore the ability to round in the flat parts so that the part that's bending a lot doesn't have to bend so much. And we're gonna do that on our hands and knees first. So I'm gonna set up just like this.  Now I want you to feel your abs a lot of times. This cue gets misinterpreted. I don't want you to have crunching abs. I don't want you to have six pack abs here in the middle. If you feel them a little bit, that's okay. What I need you to have are these lower outer abdominals. I need you to have control of your hip bones. Right? So tuck your belt buckle up. If you don't feel them yet, I feel them already. If you don't feel them yet, give me a nice big exhale. Try to pretend like you're wearing a corset, right? And squeeze out everything that's in your abdomen. Everything that's, try to bring your stomach into your lower back. That's a cue that I stole from Joseph Sinelli that I really like. So we're holding right here and I can feel this. Now we're gonna, I'm gonna bring my toes up a little bit. I just kind of like it that way now. And we're gonna rock back just like this.  And you're gonna find the middle ab. So make sure you keep the tuck, don't crunch. Make sure you keep the tuck, shift back, and like this. If you find yourself unable to stop crunching, take your eyes and look up. That'll undo your crunch right there. Okay, and now I feel my abs a little bit extra. So I'm gonna keep my neck in this position right here because I feel pretty good with it. My legs are getting tired, so I gotta start going. This should be difficult. It looks like nothing is happening. And sometimes if you do it, it feels like nothing is happening. Make sure you're looking up. Make sure you got your hip tuck and make sure you're forcing as much air out as you can. We're gonna do six breaths. In the nose, out the mouth. I keep my tuck, push myself away from the ground. Oh, two breaths. I'm just trying to keep everything even. So I want even pressure on my hands. I wanna feel my abs evenly. And good. Okay, so this is your first challenge, right? How can I get that crunching pattern? How can I get my back to round without crunching? Without just crunching. One of the good tests for this one is a toe touch test. I'm not gonna move the camera, but if you just keep your feet together and then you bend over and try to touch your toes. Lots of times you can see what the back is doing. So you wanna see a nice gradual curve in your low back, middle back, and upper back. Lots of times what you'll see is a locked lower back and kind of like a hip hinge. You feel a lot of tension here and you'll think that you're not very flexible because you can't touch your toes or maybe you can, but it just doesn't feel right. It feels too stiff. What you gotta do is teach your back how to round and then it's easy to get down there, right? What you're actually doing here is you have too long of hamstrings and they can't control you. They can't control your back. And what we're gonna see is with the chest cave, we need to be able to keep your weight and the weight that you're squatting from falling forward and the big, big anti-forward anti-gravity muscles you've got that keep your body upright are the hamstrings. So that's gonna be our next video.