What's the word y'all? Ladies and gentlemen, it is 1.30 in the morning essential time and James Harden was traded to the Clippers. For what? I don't know. This is the first time in NBA trade history as far as like the social media era where a trade was announced but the details wasn't announced right after. It's been 24 minutes since Wolds has announced the trade has happened and we just tweeted a lot of thumbs. Twitter's going crazy just trying to figure out what exactly this package looks like. What makes it interesting is that Wolds reported it. We haven't got the Shams report. Now, again, it is 1.30 central time so maybe Shams asleep and he missed the beat because he desired to catch some Zs but regardless, it's rare that we see a trade of this magnitude reported one way and not the other and the fact that it is taking 24 minutes is just interesting. Does that mean there's a third team involved? I don't really know but I was in bed with my wife ready to go to sleep. I was dozing off and then my phone went whatever, you know what I'm saying? I got four different notifications. I'm like, that ain't normal. So I look at the phone and boom, there it is. You can speculate exactly what the trade might look like. Is it Marcus Morris who hasn't really played? He didn't play at least yesterday. Is it Terrence Mann? Is Terrence Mann as untouchable as he was perceived to be two weeks ago? Even without us knowing exactly what the trade looked like we could kind of talk about the timetable why it ended up happening right here, right now. Why wasn't it two weeks ago? Why is it not, you know, December 15th where a majority of players are eligible for trades? The 76ers ran into this wall that the NBA incorporated this season. And because James Harden wasn't all star slash all NBA player not too long ago he falls under the new anti-ress rule the anti-low management rule. And so far through the first couple games of the season we have not seen James Harden. The first game he just completed the report and then game number two he tried to get on the team playing Elton Brand and Daryl Morey and all the security told him no. And again, number three, he showed up. He was even on the bench joking with PJ Tucker and everything but because of these new rules they don't have a lot of wiggle room to tell James he can sit at the crib until December. And it is no secret that Tyrese Maxey's been hooping. He's been hooping so well he was the Easter conference player of the week and the Western Conference was Nicola Yoakens a two-time MVP. Maxey has been on one. So like we mentioned on the Kenny Beecham podcast link is in the description the fact that Maxey looks as good as he does means that the James Harden thing is not as pressing as you might think. Daryl Morey has continuously said that he will not trade James Harden away for anything less than a star player anything of, he won't trade for anything less valuable. So as we wait, I mean we're gonna see exactly how true that is I guess but he might have had to settle because of the new rules and because settling doesn't feel that bad because Joel and Bean is still playing in the MVP level Tyrese Maxey has looked really good Tobias Harris has got the freedom to take the shots that he wants to shoot under Nick Nurse. So maybe just these added role players is what he gets but again, it's now been 30 minutes and we still don't know and I will not sleep, I will not rest until we do know. So I'm gonna pause and the next time you hear from me we'll know the details. After 38 minutes, we finally got the details. It is Marcus Morris, Nicholas Petun, Robert Covetin, Kenyon Martin Jr. and multiple draft picks in a pick swap and they also get PJ Tucker in return. Wow, what a return for the Clippers. So far on the season, Marcus Morris has not played Nicholas Petun, Robert Covetin, KJ Martin all have played but not been very effective. Again, just small sample size of a couple of games in the season and they give up that and then multiple picks. What does that mean at this moment? We don't really know. Maybe by the time this video is out you got a full grasp of exactly what that means. But James Harden is a Clipper along again with PJ Tucker which PJ Tucker being thrown into it kind of makes sense considering the relationship between James and PJ has been like this for a decade and when James did come back to the team the one guy he was joking with on the bench was PJ. So PJ might have been like, hey, I wanna be a part of this as well. So now it is PG, it is Kawhi and it's James as a new big three in the association and it just sounds so good. But I am a bit, I've expressed this in the past when we thought that the James Harden Clippers thing was gonna happen months ago that I am all for it. As long as we can somehow convince James Harden to finally buy in to a system that is not I so heavy with him with the ball because through the first couple of games of the season the Clippers look amazing. The ball is zipping, they're running the floor, they're hitting his shots, Paul George looks like an all NBA player, Kawhi Leonard looks like an all NBA player, Russell Westbrook looks really good. Now he's probably relegated to come back off the bench but I guess maybe not. And James has just been a player that his playstyle follows him no matter where he goes. It just always has been the case and I don't know if this is finally the time that it won't. We're talking about a player that's been on four different teams since 2021 if I'm not mistaken. That is a lot of different teams and every single one of the patterns has been exactly the same where the team has kind of changed their identity to match James. And listen, James' identity, the way he plays ball has equal regular season wins his entire career. Post, okay, see of course when they gave him the keys in Houston his entire, entire career but we saw there is a ceiling on that. So if we can somehow convince James to buy into the fact that he's number three, oh, it's over with because you don't have to worry about the wing defense anymore because you got Kawhi and Paul George as long as they're healthy. You don't really have to worry about the paint defense because Zubac at least this season has been really, really good there. And they, again, got him PJ. They got PJ Tucker in this as a throw in and though PJ Tucker is not as effective as he was in the 2021 NBA finals run, he still does all the dirty work.  If you can get that with, again, I don't know how I feel about Russ and James Harden sharing a court a lot, but let's just go out and say that those two on the court with Kawhi, with PG and then PJ Tucker at the five like that team has a lot of different ways it can play. And well, Steve Bommer and company said that we're not giving away Terrence Mann and they live by that. For the 76ers, of course, it's just completely them washing their hands of the situation of the James Harden thing. And apparently they get back multiple first round picks or what, did he even say first round? It just says picks, right? Multiple draft picks in a pick swap is what we know. The depth over there with the Clippers is pretty good too. I like it. Again, I don't know if James and Russ are gonna start together. I'm just gonna assume that Terrence Mann is gonna be the fifth starter and they'll put Russ back on the bench in that role that he played last season. So the bench could look like Russell Westbrook, Norman Powell, I don't know, maybe like Amir Kawhi or Brandon Boston or something. Or Bones, I don't really know. I don't really know what the bench looks like. There's a lot to be done or a lot of decisions to make if you're Taran Lu and they got a full season to get it going. Like, yes, you would rather this trade have happened in the off season if you're the Clippers. But hey, three games, not that big of a deal. More details, the Clippers are sending the 76ers a 20-28 unprotected first round pick, two second round picks in a pick swap. The Clippers are also routing the 76ers an additional future first round pick from a third team. I don't know exactly what that means, but a 20-28 is a valuable pick considering right now and James obviously is under contract at the end of the season. PJ and Kawhi both have not signed the extensions yet, I'm assuming that they probably will, but even that extension is not gonna cover 20-28 and both of them being in their mid-20s. That first round pick in 20-28 could be a valuable asset, but again, we are talking about a pick for so long in the future that it's cool to say right now, but we gotta figure out what it looks like in actuality because there has been times throughout NBA history where we say something like this, oh man, that pick is gonna be valuable four years down the line and then four years down the line happens and it's not as valuable as you and I think. So we'll see. Now, I wonder what the timetable is for something like this. If we're getting this trade done October 31st, happy Halloween for everybody out there. We're getting this trade done October 31st. By the deadline, could these players be moved again? And the only reason I ask that is because the 76ers are still trying to be in contention. And if there's another team out there that sees that 20-28 first round pick and a star is on the market or somebody of that caliber, maybe a little below the star, but they like, man, we'll give you this player in exchange for 20-28 plus Robert Cuffin to Nicholas Baton, whatever, whatever, could the 76ers somehow flip this package that they got for something else at the deadline? Again, I don't know if the timetable makes sense, but maybe this last piece about them routing another first round pick from a third team is interesting because I just, I genuinely do not know what that means at this moment. Does that mean that they're trading away somebody else on their roster to acquire an additional first round pick to give to the Clippers or to give to the 76ers? I mean, we're too deep into it. The way this is probably gonna go, we're probably gonna end this right here with the initial reactions. And then we'll talk about it again on the Kenny Beach and podcast on Thursday. We're not recording because by that time, we will have all the details. What is that mystery third team or whatever? James Harden is a Clipper. Them boys got them together again. Russell Westbrook, James Harden, they did get it again. This could be crazy, man. If you watch some of my videos or my podcasts, you would know that this year for the Clippers, it was the least exciting year for them because this is year number five and every single year I was on the hype train. Two of the last four years, I picked them to win the Western Conference and obviously they haven't got that far. They've got to the Western Conference Finals and Kawhi Leonard was towards ACL or whatever. So I was like, okay, this is the year I won't be on the hype train. I think they could do it, but I'm just done psyching myself out on it. And now they just added James Harden, who I do wanna remind people was really, really good last season, especially in the regular season. So lighter load for James Harden, hopefully, and that would potentially lead to him having better performances come playoff time or whatever. But I'm very curious if it's gonna be a lot of isolation for James or will he learn to not change the system upon arrival? Let me know what you think about the train, filming the episode of the podcast soon. So we'll have more details and we'll have more opinion.


Hello, KubeCon. My name is Pedro Guimarães and I am a field engineer at Canonico. I will show you the universal operators concept and how can we transform your application operations. Let's start with what operators do. They are actually software that drives software. Operators can package, run, and maintain any app on Kubernetes. Kubernetes operators are becoming more and more popular these days as they abstract complexity and allow to deploy applications without requiring domain knowledge. Universal operators extrapolate the same concepts and apply them on any substrate. Universal operators will manage your apps on any cloud, on top of yams, bare metal, or containers. Our goal is to build small, composable operators that do one thing and do it well. These are then easier to contribute to, they are reusable, and we know that reusability leads to better software quality. For all these reasons, we have created Python operator framework. These operators are easy to integrate. What does this mean? We look at dependencies and relationships between applications and allow them to be declared. These allow operators that share the same relationship type to be easily integrated and to break down complex applications into more manageable components. Thanks to the integration concept, we can respond to complexity with composition. Take this example of a Kubeflow model. A complicated set of applications driven by individual operators can be related, creating a more complete stack, and solving a complex problem. Operators can be placed in a model. A model is a workplace that facilitates composition. It provides organizational view of all the operators, abstract view of infrastructure, service isolation, access control. Universal operators help create different apologies to address different scenarios. Let's reuse the Kubeflow example here. Say you want to do an inference at the edge, a small scale focus cluster is the ideal approach. Meanwhile, desktop applications can have more resources and focus on a Jupiter stack, for example. Finally, the full deployment is composed by the entire service stack deployed on several nodes in HA. And here is the representation of those three scenarios in practice. So on the left, we do have the edge scenario with just the pipelines and the data science containers related to TensorFlow, PyTorch, etc. On the middle, we have the desktop scenario, where we add the Jupiter and the authentication like DAX. And on the right, we have the full scenario with all the Kubeflow that we deploy. Cat-Tib comes in an extra metadata-related deployment, ambassador, etc. Good is about how loud this is possible. The Jujube operator lifecycle manager allows for operators to run on any substrate and drive both infrastructure and application level components. It provides abstraction from the underlying cloud and manages lifecycle events for applications on top of the cloud. And Charms. Charms offer perfect reuse of operations code. They do so through packages that enable full lifecycle management out of the box. This includes the ability to readily manage workflows, operations, and actions. You already find this capability readily in operator pattern. Where we have gone a step further is enhancing and automating integrations to others lifecycle changes across scenarios. This is made possible through the combination of Jujube and Charms. What does a Charm look like? Let's explore the universal operator code. The PyTorch operator framework allows you to approach the infrastructure and application management as a code. It is an event-driven framework in which events are exchanged between your operators, the lifecycle manager, and other neighboring apps. Whenever an event happens, the corresponding piece of code is called. You start by narrating from a base class, which contains the primitives to connect to the universal operator. Add in it method. You will register which events from the operator do you want to listen to. For example, I have registered here that I want to listen to configuration changes. We do it by calling an observed method. Whenever an event comes in, informing there was a change of configuration by the user, the operator framework calls back my specific function, uncomfig changes. Now let's zoom in into how integration works. The integration and points are declared on a special file called metadata.tmo. There, you can define which interfaces we'll have as endpoints. Your app may consume a certain endpoint, in which in this case it requires a endpoint, or provide it to other neighboring apps. Now let's use the universal operator to solve a real-world problem. The data science problem. Data science should focus their time in writing machine learning algorithms, the little orange box in this picture. However, there is a lot of complexity in a data science data that comes from infrastructure and data pipeline operations in production. That adds a lot of manual effort or extra code. Here's an example of a data science pipeline that predicts what will happen in the S&P 500 stock market index. The workflow consists of collecting and storing raw data using Elasticsearch, building and training AI models using Kubeflow, storing the results in SAF, and distributing AI models with TensorFlow and Kafka. Juju facilitates the lifecycle management of both infrastructure and applications. In this demo, we will start by deploying the operators on top of the metal and then on top of containers. We will first deploy Kubernetes and SAF using a single model. This means that Kubernetes and SAF will be co-hosted on the same bare metal modes as a hyperconverted approach. Then we will deploy a second model for the Elasticsearch in a third run from Kafka. The same Juju controller will be used to deploy Kubeflow on top of Kubernetes. To kickstart the demo, I have Juju controller already running. The very first step is to create the models. I have defined three bundles for the bare metal parts, Kates and SAF, Elasticsearch and Kafka. I will start by deploying Kates and SAF. First, I will leave a watch on Kates and SAF model. There is no model, so let's create it and model Kates and SAF. Now we have a model. We can actually deploy the bundle. My Juju client is pushing the bundle information to the controller, so which charms I'm going to use, then which machines I need, and mapping applications to machines. On the right side, you can see the Juju status coming up, so how the model is getting created on the fly. Right now it's deploying the applications. Okay, so deployment is finished and we can see we have an upgrade deployment. Let's copy the cubed config file. You can also see have several running containers for the controller, so cluster is fine. What you're going to do now is we're going to scale this cluster for three extra nodes, so I want to scale this out and add three extra workers and three extra SAF OSDs. I will have a second watch on Juju machines. I will now run the command to add three extra machines and then I'm going to map the Kubernetes workers and SAF OSD units into that machine. So add machine. I'm going to set up some constraints, in this case tags, and there we go. You can see the machine is coming up. They won't have units so far. Now I can map extra units to those machines. So three extra worker nodes and I'm going to map them to six, seven, and eight, which are the new machines. And we can see here Kubernetes work is getting to weight status and with three extra new units and I'm going to also add three extra SAF OSDs. So with three commands I added the machines and I deployed two new types of workloads directing those new bare metals. And now we have a nine node cluster for Kubernetes. Next step is let's deploy KubeFlow on top of this cluster. Juju, so I will first switch from Juju status, Kate, SAF, Kate and SAF to the model that we're going to create called KubeFlow. KubeFlow. It doesn't exist yet. We're going to add it. And I'm going to also leave this and instead have a watch on KubeCTL, get fuel. So there will be a namespace called KubeFlow once we add the model on Juju. And now I'm going to deploy KubeFlow on top of Kubernetes. For that, I first need to add the Kubernetes cluster that I have right now as a cloud. So add Kate. That will essentially use the Kube config that I have on this machine, configure it already to communicate with the Kubernetes. Okay. And now add a model for KubeFlow. So Juju add model, KubeFlow kates. Now we can see the model exists and there is a namespace. Now let's deploy the actual KubeFlow we are now. It is starting to deploy the operators on Juju, likewise on Kubernetes. Likewise, let's create a model for elastic search in Kafka, adding the model and Kafka. We have on one side Kafka being deployed. On the other side, we have a watch on the Juju status. KubeFlow deployment is finished. And for this demo, I've already set a pipeline for the data processing called finacial data. The pipeline is divided in pre-processing phase, which also pulls the data out of elastic search, train the model against the data, check if that passes or not a validation value. Finally, the deploy phase, which pushes the trained model back to S3. Let's give it a run. Pipelines are deployed within containers. If we go to the CLI, we can see the containers coming up. And we can follow up the logs of that container. Now that it's finished, we can see there is a precision of 0.77 and we can go back to the pipeline and see it's finished and deployed to set. The next step is to serve it. We have our model stored on S3 and we will need to run it on TensorFlow. For that, we run this script that will deploy a new charm called tapp-serving on a container to make it available. Now we run the script and that is the point tapp-serving charm. So we can check our due to status and the charm is coming up. Also we can check on kubeflow and there is a serving operator coming up. Now that the serving pod is connected to Kafka, we will send some input data and read its prediction. As you can see, this is the prediction of the model had done for the future stock market closings. Cudio is about universal operators, come to the above. Learn more about universal operators on tutu.is and channelhubs.io.


Our world is undergoing a profound transformation. All around us, an invisible yet extraordinary change is taking place. The way we live, work and interact as a society is increasingly digitized. Everywhere devices are becoming interconnected and data exchanged at accelerating speeds. This new digital ecosystem offers us significant challenges and incredible new opportunities. To take advantage of these, the Communications Regulatory Authority is ensuring that Qatar is at the forefront of this remarkable revolution. Devices everywhere are collecting data and communicating with each other through a universal language. This platform is commonly referred to as the Internet of Things and it will help all of us live and work smarter by automating many of our everyday tasks. As we prepare for an even more connected future, the CRA is working on an extensive and robust framework to meet the demands of this new digital world. Through these transparent and fair regulations, the introduction of new technologies will be much easier, meaning the people and businesses of Qatar will begin to benefit sooner from these advancements. Services and technologies unimaginable today will be part of everyday life in the Qatar of tomorrow. Smart buildings will become more energy efficient with intelligent lighting, air conditioning and security systems. Transport networks will allow seamless travelling throughout Qatar with connected public transit and traffic management systems. Smart city services will help improve sustainability, contribute to the economic development and enhance the quality of life for all citizens. This volume of real-time data and increasing need for connectivity will however place an unprecedented demand on communication networks both in terms of capacity and security. Paving the way for this new smart ecosystem, the CRA is already fully preparing Qatar's infrastructure for any future technological requirements. The internet protocol system is used to identify devices on a network. The CRA is currently working with stakeholders to transition the current IPv4 system to IPv6. This will allow for even more devices to be connected and for them to communicate in a quicker and more secure way. To further improve the digital lives of citizens, a committee has been formed to steer a Qatari internet exchange point or IXP. The IXP will take advantage of the existing infrastructure in the country which is used by internet service providers to exchange information. This new IXP will vastly improve the speed in which data within Qatar is exchanged, reducing latency, lowering costs and making a more secure, efficient and enjoyable online experience for all. And through the continuous work of the Communications Regulatory Authority, equipped with one of the most powerful agile and smart communication networks in the world, Qatar is ready to take full advantage of this exciting new digital economy.


So good morning everyone. It's really be nice to be here at Dublin. Before my speech actually I have a question. So have you been heard about Open Euler before you come this conference? Anybody? Okay. Great. Great. I got almost two or three persons but I think that's the exactly the reason why I fly almost 20 hours to be here and talk about Open Euler. Actually Open Euler is an open source community. It's incubated and operated by the Open Atom Foundation. So Open Euler has intention to build an open diversified and architectural inclusive open source community. And you may say we already have so many latest issues. Why we need another one? So when the diversified computing is coming, we bring a lot of the new opportunity and the new technology innovation. Just as multiple, multi-architecture scheduling and also the fully utilising diversified computing power and all of those innovation has enabled our customer to see a better future. So when we talk about this change, they bring a lot of the application, new demand. Is there any change we need to happen in the operating system? It seems in the operating system that all the architecture, image, the build, the tools is quite stable in the past 20 years. So when we decide to open source Open Euler in three years ago, so we're really thinking about we should make some change about that. And then we set our mission with Open Euler. Open Euler will invest to build a native open source community, oriented by the multi-architecture, which can be the driving force to unleash the computing power and drive the more innovation for the industry solution. Yeah, it seems a really big one. Let's see a video. We already enabled the most of the mainstream multi-architecture like the X86, Rix 5 Power, and thank you to those companies, the power that's from Intel, Huawei, Suzie, Mawel, SCS, and lots of the company gave the contribution to our community. So far, I want to spend a little bit time to talk about Rix 5 because Rix 5 is really popular in here, what I know. Actually, the Rix 5 adaptation work is from April 2020 in our community. Much of the latest adaptation work for the Rix 5 is implemented in our community. In terms of the adaptation, we already complete more than 6,000 system software ecosystem for Rix 5. PLCT Lab is the first and also the biggest Rix 5 lab in Linux Foundation. Open Euler Rix 5 distribution already run in Rix 5 lab, more than one year with the SCS support. To realize ideally our scenario OS, Open Euler initiative, a lot of the works. And the first thing is we are thinking about one unified repo can support developers to collaborate the deployment. The second thing is we are defined Euler maker. Euler maker is a two case. The two case can allow our developer to flexi build and clip in your image by software package level, by file level and also by function level. And furthermore, Open Euler provides a different scenario case to realize the capability and the results can be sharing among the different scenarios. When we realize a more flexible image building system, it also brings a new challenge for us. How to ensure the dependency backtracking of the complete software supply chain, when a new CVE appeared? Can we do a minutes level perception and dependency? Open Euler gradually opens up tools and services to achieve orderly management from user scenarios to the whole supply chain. We not only open source the result of the supply chain aggregation and optimization, but also we open source the supply chain itself. The build and operation dependency of open source software and the traceability of upstream both are published in our community. So we are really thinking about build transparency and complete software supply chain is quite important. We can make a sustainable operating system. Open Euler actually adopts rapid evolution. Each two years we release a long-term support version and each six months we release innovation versions. The latest LTS is 22.3 LTS. Actually this version already with more than 700 developers make the contribution with that. This version makes a significant improvement on the software enablement, hardware, software ecosystem, hardware enablement and also the multi-scenarios. And also this LTS version we adapt a lot of the new features and new innovation we already release in the past three innovation versions. Open Euler also grows very fast in our community and the business. Since we opened up in almost three years ago, so in the past three years we already get a lot of the enterprise customer in the some top industry.  So with those large skill commercial use, they also gave lots of the feedback to the community and also those customers drawing the innovation for the new feature, new demand. We believe innovation technology, active community, also a very rapid commercial adoption. That is a very important three key element can drive the Open Euler community expansion very quickly and also make a self circulation system. More than 20 OSP already released a distribution for Open Euler and they cover most of the scenarios server cloud, server cloud age and the embodied. And some of the partner is actually is also a global partner like the SUSE, like the Thundersoft. Those partner provides a diverse industry solution. Open Euler welcome more OSP and enterprise you can try and release your distribution based on the Open Euler. Actually you can see the change is happening in our community day by day. Almost we have a 10 innovation project per month and we have more than 100 code commands per day and also we have one security adversary per day. So the change is happening every day but Open Euler still is a long way. Open Euler is gradually building its own self-secularization system for a sustainable future. Actually this is the first time Open Euler coming with international events. We try to more proactive to participate and communicate with all the global developers. I think compared with our mission, all the things we already done, it's just a beginning. It's still a long journey to make to the final arrival for our mission or our target. So welcome all the community and all the developer and all the enterprise to join in our community and I believe finally we will arrive at Roma. So thank you for your listening and welcome to our booth. I'd like to have a more communication with all of you. Thank you so much.


So I've been experimenting with this method where I'm using peripheral vision in various physical and digital objects as subtle cues to improve attention, creativity, and productivity as well. At least this is what I tell myself. And peripheral vision is essentially a side mechanism of your vision that allows you to see with fewer eye fixations. And we are pretty much using it every single day while driving, while checking someone out, or while trying to cheat on an exam. But if you are working in the digital space, you are not making use of your peripheral vision that much. Mostly because we think that we can pretty much capture everything on our screens, but also because we think that productivity is only about getting from point A to point B without distraction and full focus. This is why our apps allow us to enter into a full focus mode where only you and the app exist. And the tools you're using are mostly stuck inside this small rectangle and we think that there is no need to get out of it if we want to produce. But if you look in the past, what used to be traditional craftsmanship took place in a physical environment, a shop or a studio or a room where the craftsman is surrounded by all of these different tools. The creator has to move, has to think about how to place himself within the space and the room becomes an extension of himself. But in our cases, our task list ends up staying hidden in our taskbar until you open it up. If you are a writer or researcher, your docs are probably tucked away in some folder or the cloud being thoroughly categorized until you decide that it is writing time and you need to access them and only then you open them up. In the digital space, it can be tricky for you to leave a queue, a breadcrumb that can come in handy and quickly put you up to speed with what you need to do or what is missing so that you can keep working. So the type of question I am asking myself is not about how can I get out of the rectangle, but how can I work together with the rectangle? What are the things you can do to design your space in such a way that empowers and enables you to create awesome stuff? And again, in the physical world, you can make use of the way you choose to design your environment and play around with the potential of your peripheral vision to get more things done. At least this is what I've been trying to do.  I can also place a pen nearby so that when I'm going to pick up the book, I can pick up the pen as well for my marginalia practice. And then I can use my rectangle to take and process some contextual based notes that might influence my current day. I can then jump into my sketchbook and start drawing something or stitching something together. You can make use of something like a simple note card where you pop off ideas and you can shuffle them around. You can move them, connect them, toss them or bring them back. If I have a glass of water on my desk, I'll be more willing to pick it up and drink it in the moments where I'm thinking if I want to make a habit and write something up in my journal every single day, I will keep it on my desk to make it easier for me to pick it up as well. Always remember that you can tweak and invest in things that can eliminate friction. Now there's also this thing happening where your objects managed to stay on your desk for too much, not being touched by you. And this is where you will have to shuffle them up and keep the novelty and the color going. And if you are looking at UI design and the digital space, there's a minimalist trend going on where we've been trying to simplify our user experience. We have eliminated all of the messy papers we used to have all across our desks, research notes, opened almanacs, containing illustrations and often forgotten golden nuggets. And we dumped everything inside the rectangle. Again, we place our writing materials in specific folders and the focus is always on the note you are working on, the one that's open on your screen. If you would like to have some kind of special relationship like you do on your desk, where you have a notebook on the left, reading materials, things to check with everything roughly organized by context, it is impossible to simulate all of that yet. If you are highlighting something while reading a digital book on Kindle, it can be hard to come back to it and extrapolate from that specific point as there is often no context you can use. You can only see the note. And if you want to keep your desk clean and you are a digital minimalist as well, one thing you can do is to buy a second monitor. You don't need to get an overpowered one, but only one that can help you make use of your peripheral vision. This is how SpaceX does it while launching a rocket into space. The engineers there are not fully locked inside their rectangles but have two, three, four monitors in place, papers on their desk and they are also connected with their peers. And this is also how Tony Stark does it as well. Now briefly going to my current setup, I do have two screens, two monitors connected to my Mac mini and I'm also sometimes making use of a small tablet where I have a YouTube Spotify playlist, a movie maybe or a Twitch stream running in the background. I'm working on my main monitor and I use the second one as a sort of a whiteboard where I will keep my to-do list, my inbox with things to process and things I would want to check and it's also a location where I place various links to videos, research articles I stumble upon while working on my current task. So I need a quick way to capture and to put that specific something somewhere and read it later. And the second monitor is mostly static. Again it is like a whiteboard. Now one small thing I added to my physical space so that I can make use of my peripheral vision is a simple Rubik's cube that is in close proximity to my hands so that I can be more inclined to pick it up. So when I'm working on some of my side projects or writing a script for a YouTube video or reviewing what I've managed to build or maybe watch a video for inspiration in these dead moments, I will pick up the cube and start fidgeting. And there are also benefits that can come along with this exercise. Cognitive research suggests that fidgeting is associated with how stimulated we are. That is fidgeting may be a self-regulation mechanism to help us boost or lower our attention levels. And for myself I found that having various objects in my proximity so that I can make use of my peripheral vision, I will use these objects more often. I would be more inclined again to pick up a brush or a specific pencil if I can see it with my peripheral vision. Instead of having them tucked away in some drawer until when I decide that it is time for me to doodle. I'm also keeping my notes slightly messy on purpose to encourage connections and expand my horizon. And there is always balance to be found. And in this world of continuous output there is a simple and clean desk setup trend with people having ultra minimalist desk almost ending to having no desk at all and doing the work using thin air. When I found that we often forget that actually engaging with the physical objects can come in as a support structure for our main activities.  But I'm then running into a different problem where I have to deal with way more stuff inside the rectangle with the internet making it harder and harder for me to focus. It is easier for me to choose some particular objects I want to have on my desk versus the unlimited potential of a fresh open browser. Again, there's also balance to be found. There's a threshold I could not find a way to work properly by having tons of stuff on my desk. So what I've been doing is using environmental design to supplement and construct some support pillars that can make my everyday tasks more enjoyable and also decrease the friction and the possibility to forget. And you should only keep what is interesting to you fun but also what has the potential to become something else. Because ultimately in the digital space you can act only upon what you can see while in the physical space you can only see what you can act upon.


What does MMG stand for? I'm sure a lot of you got it. It's Madden Mobile Gods. It would have been Madden Mobile God, but someone took that name already, so. Now it's no mystery that I started this channel exclusively playing Madden Mobile, and I played for years. Until around Madden Mobile 19, I felt like that game just fell off a cliff. It took the auction house out, which is maybe the dumbest thing you could ever do. And it all just got weird. And that's when I kind of transitioned into playing Madden Console. Well, every now and then people always come up to me and they go, yo, Madden Mobile Gods.  They still make the game. And I'm sure some of you have actually played it, but it has literally now been about three years since I've even opened Madden Mobile. Let's hop right in. First things first, gotta enter my birth month and year to play. 1969, nice. It's already got my name as Papa Meeks. Oh, I might actually have like legacy rewards or something. Welcome back, back. Great job last season. I most definitely did not play this game last season, but all right, welcome back, back. Oh my God, it's actually looks so similar to what I remember. 1,900 overall, can I help you? Yo, that doesn't even make sense. How is my offense 63, defense 63, specialty 63? I'm no mathematician, but I don't think that average is at 1,900. What is this shit? I'm trying to press on the player. Ooh, wait, 91 overall, Breece Hall? 80 overall, Andrew Beck, Alex Leatherwood, Siv, Darnold, wait, damn. 100 quickness, 99 speed.  How? Welcome back to a new season of Madden Mobile. Thank you, Micah Parsons. Let's check out what's new in Ultimate Team. Let's start building your Ultimate Team. Thank you, Justin Jefferson. Let's play your first journey challenge. Okay, loading in some textures. Ooh, I wonder what the graphics look like. Oh my God.  What is this, like the gauntlet?  Why did I fall? Dude, this goes kind of hard. Can I just outrun them? I think I can just outrun them. Oh, no, I can't. Oh, I gotta swipe up to stay up. I see. What happens if I do that? Is that still truck? Okay, give me the- Give me the- Let's dive. All right, now I gotta go check out my Ultimate Team. All right, so right out the bat, I just say there's way too much going on here.  What is this shit? I mean, 148 overall.  I don't get it. Jalen Watson ate- Ooh, Jalen Watson. He had that pick six and it's the Chargers in that first Charger Sheets game. So there's trades. Trades that you trade players and resources for rewards? Resources? What is this, Farmville, bro? What do you mean? So they're just calling set something different. There's a 148 overall, Pat P. No way. They still don't have an auction house? Oh, but don't worry.  Is this a joke? Well, I do have Madden cash. I'm never going to use this ever in my life. Let's open an Autumn Blitz pack. 89 Travis at the end. Hey. So his quickness is 96. He's got 90.  Oh my God. Madden welcome special where I can spend $50. Blow me.  No seriously.  Seriously. Let's look at our team. What do they have my team as right now? Ooh, they started me out with Jalen Hertz. Let's just go best lineup. Okay. This looks like I'm seeing relative familiarity. I kind of know this screen here. Jalen Watson, Breeze Hall. You know, it's not like you can just keep the game the same thing year after year after year. I get it. But how do you not have an auction house? Madden mobile is a trading card game. Okay. You don't go play Madden mobile for the gameplay. Madden console, you might go play for the gameplay. But Madden mobile, you just collect the really cool cards, right? Just like the real hobby of collecting sports cards. Imagine if you could not buy, sell or trade them with other people in the real world.  That's it.  There's no auction house?   Harvest table, bonus board, complete all the goals on the bonus board to earn uniforms, the harvest stadium and more. So how do I get new players? If I can't go on the auction house, all I can do is buy packs. All right. So this pack will give me two harvest on comments. I've got a 6% chance at 102 plus overall and a 1.1% chance at 118 plus overall. Who is making these odds and these overalls? All right. Let's turn this prime time back. I want like a stud. We get Hjalte. Honestly, I don't know. And Luke Fortner. So we get some O-line, but like even if I pulled someone crazy, I can't sell them. It's kind of absurd to me. I'll just rip this again. I do like the art though. The art goes hard. I guess I got a rare player pack.  Ooh. My O-line is actually cracked. All right. Hit best lineup. Yup. 81077D, we got Sam Darnold and Breez Hall. Okay. Let's see how we can earn some players. Madden base, play challenges daily to earn player upgrade resources and player packs. Prevent 45 rushing yards. And a huge thank you to an awesome new sponsor, AirUp for sponsoring today's video. And this is significantly more than just a water bottle. And that's thanks to these guys right here. The way AirUp works is it adds flavor to the water by scent alone. So this right here is orange vanilla swirl, one of my absolute favorites. I popped the pot out, stick it on the bottle just like this, pull it up to activate, and that is literally it. So now when I drink the water, oh, that's so crazy. My brain is tasting this orange vanilla swirl water and it tastes so good. But in reality, it's just water. It's just the scent from the pot is making me believe it tastes better. And this bundle I have with the water bottle and the pods are limited edition holiday bundles. This one's called the naughty list.  And this is the ultimate holiday gift. My girlfriend actually took my first AirUp bottle. She liked it so much. So I'm very glad to be on the naughty list. There's a couple different holiday bundle options. They all have everything you need to get started with AirUp. And once you start drinking from an AirUp water bottle, you're never gonna go back. It's so awesome. As always, there is a link in the top of the description. Amazing holiday bundles and holiday deals. So take advantage while you can. It's AirUp. Don't forget it.  That's the best part. And enjoy the rest of the video. Wow, I gotta say, the graphics have come a long way. I'm shitting on EA a lot here, but these graphics are so much better. It's not even close.  Oh, okay. Wait, how do I switch on? I used to go pinch buck. I picked someone out. Oh, damn, they snapped that ball quick. They really get you into the action. Matt and console could learn. Ah, let's get it. Amani or Wario. All right, I like that. Let's just keep ripping these until I keep building my squad.  Let's go wide receiver corner.  I'm sure they actually just like completely copied it. But yeah, who's gonna be their ex? You look open. Oh, maybe not. Play action Y right in the middle. Play action. I'm not seeing anything. Sammy boy. Oh, what a ball.  Using all that speed skill move did not hit.  Christian Ringo.  I'm not even a lot. That's such a like game breaker. Let's go, Breeze. I'm gonna keep running to stretch. Stretch is broken in real Madden. So I imagine it's broken here too. Damn. Side zone. Give me those blocks. Skill move. Dude, why skill move?  Let's get a block from Travis Etienne here. Yup. Breeze, you gotta get around that. We gotta break this one.  I'm bottled by the computer. Let's just go half back plunge. Dude, I got a nasty O line. We should be able to make this work. Can you, can you flip play? I don't think you can. All right, let's go with the teeth of the defense. Same thing, dude. I'm going right at him. I believe, I believe. Two. That's like manually. Juke, yup. Nope. That don't work either. Oh, let me exact you. So you can, you can take this to the house. That's a good play call. He's a little slow. We need four here. Take us home, buddy. Take us home. There we go. Little player pack here. Brandon McManus. I got a kicker. Falcon's got the edge on me, bro.  I'm just blitzing, man. I'm just blitzing. Little goal line blitz. Get there, Riley. Shit, I'm not in a blitz. This is bad. This is bad. Let's get a boys' good defense. Way walker. I love Kway Walker. 91 overall, nice. Nice. And this last challenge, I need a hundred energy, but I don't have even close to that. Let's go update our team since we got some new players. Best lineup, yup. We got Kway Walker in there. Our warrior. Now we're 2,375 overall. Thank God. I was getting worried there. Daily harvest. Let's rip it. Let's see what this does for me. Winning overtime. Oh, let's get it. We can go deep in the playbook too. We can get weird with this. The jet sweep was cracked, bro. We gotta try the jet sweep again. Go Zacchaeus. Dude, it is cracked. Get a little juke. Oh, unlucky. Can we talk about this? Do you see those like Thanksgiving trees in the back over there? They don't even do that on Madden console, bro. That's kind of sick. I love that. It's getting me in the spirit. All right, let's hit B on this dig. That was not the ball. Look at the boy. Look at Gentry. Get off of him. I feel like we gotta utilize Breeze Hall. He's my best player by far. Yup, go Breeze. Go Breeze. House call. OT. It's all over. Touchdown, Lions. Let's get it, baby. So I get a reward pack, but I just don't know what it does. We're gonna find out right here. I got two leftovers. Alrighty then.  I need to complete 15 journey events to play competitive. All right, fine. Let's get through this then. Now I got all the zones. Oh, this is a classic, dude. Now this is something I remember from Madden Mobile for sure. I love how the players have things like RB and B when there's no buttons. I just gotta throw a touchdown. Keep it simple then. Let's just throw a dart.  Well, it is Derek Carr shot. Are you shitting me? In what universe are you dropping that multiple times? All right, whatever. You know what? We're in. These aren't real people online, so you can't actually play people? This is the classic Madden Mobile though. All right, I'll rip the daily arena. Let's play hard mode. Let's just see what this goes like. Oh no, this is a real person, okay. He's got a little higher overall than me. No question. It won't matter. I'm still gonna get this dumb. Oh, so I probably just run a drive and then I wait for him to run his drive. Okay, that makes sense. All right, let's see how this goes. I'm Marty Rogers with the kick return. Not going anywhere. All right, we're gonna go with the counter. See how it sets up? I don't mind that at all. Good four yards. Go with the hat back stretch. I'm cutting this up. Yup, nice work, breeze. We hit him with a few. Now we hit him with play action. Does he see it? Holy fuck, I just got absolutely boxed. Can you go to the classic four-verts? Hit gentry for a nice catch. Let's go. I'm getting sweaty now. I'm pulling out the cheese or play. Jet sweep, baby. Nobody's been able to stop it. Christian. Oh, it's fourth and one. What's my money play on fourth and one?  Oh my God. No, this could be bad though. They're all up. Oh wait, it could be amazing though. Christian, come on. It's the corner on fourth and one. Let's go. You know I'm going for two.  You can only run like two different plays. They won't let me run jet sweep. All right, whatever. We're gonna try this. We're gonna try this stretch. Hit the gap. Ooh. Nice drive though. Looks like I just keep going. Oh, they're just gonna let me keep going. I just rack them up. All right. So presumably I got a score on like every drive or I'd be in trouble, right?  Like look at that. The blocking always sets up great.  It's a guaranteed four, bro. No lie though. It might be fun to use like a really cracked card in this.  I mean, we're making it work though. There's no point. There's Christian. Let's give it back to Breeze. Let him go to work. Nice yards, Breeze. Play action slot crosses. Let's hit A. Money and jet sweep. Is it to the end zone? Let's get the two point this time. Same play, let's just run it better. Oh, easy. Easy. Where does that put me on the leaderboard? Yeah, 24 for moving. All right, let's get one more touchdown and I'll call it a day for Matt and Mobile here. Kind of want to house this puppy. Not a bad return. Dude, Christian Kirk just run right past him, dude. Oh, there's a seam. Oh, just kidding. That's bad ball. Christian? Oh no, third and 18. I'm gonna need my money play. When in doubt. When no, no way. The block didn't set up. It's fourth and 15. We're gonna need a big one here, boys. No, block him. Oh my God, I think he's open. He's not. Shit. I got bottled up. Well, I can't end on that. Oh shit, it pulls me out because when I don't score, it pulls me out. I shouldn't have done that. I'm so dumb. Matt and Mobile after all these years. What do I have to say? I'm gonna rate it a solid. I'm gonna give it a five out of 10. All right? The gameplay and the graphics I really like. I think there's a small amount of merit to making the players crazy overalls. That could be cool. But no auction house? Are you kidding me? There's no auction house? And then overall it's just a little too complicated and convoluted. Keep it simple, guys. Man, just give me some packs. Give me an auction house. Matt and Mobile 15 was the best that there's ever been. And that was eight years ago, all right? That's all I gotta say. That's my two sets.  It was fun to throw it back. I hope you guys enjoyed and I'll see you guys in the next video. Peace.


Hello. I'd like to thank all of our partners and viewers for joining us for the inaugural Global Technology Governance Summit that we're conducting with our co-host Japan. It's been an exciting 12 hours since we opened the summit with the opening remarks from the Japanese Prime Minister, and since then we've gone in depth on a number of technologies, everything from AI to synthetic technology to blockchain and health and mobility. Quite a wide range of topics that we're covering there, and throughout all these discussions we've been balancing both the opportunities that are in front of us as well as many of the challenges that require cooperation and new forms of governance. The pandemic has highlighted just how urgent these needs are. It's shown how quickly we can move, how rapidly the technology is evolving, both in our ability to address the crisis and also how quickly many people, but not all people, have moved online digitally. At the same time, it's shown in exacerbated the underlying faults and challenges that are already present in society, but just magnifying them in more depth. So this today's panel we'd like to go into more depth on these topics and look into the broad implications of global technology governance, what it means for society and the economy. And with that we are joined by a number of guests, and I'd like to open up our session today and invite each of the guests to tell us what they're optimistic about. We know the challenges that are out there, but I think it's always helpful to open up with what we see as the opportunities. And as our first guest I'd like to invite Elizabeth Rosiello, chief executive officer and founder of AZA. Elizabeth, you've been involved as an entrepreneur at the forefront of digital finance for almost a decade with your company, and you're operating in the frontier markets and in many times showing how small companies can move much faster than larger institutions, and that when properly applied technology can bring a number of benefits in acting as connection. You've served millions of transactions, you've also operated in more than 85 countries. I'd love to hear from you on what you're optimistic about before we go in more depth on the perspectives later in this session. Well thank you so much for having me on this panel and it's a pleasure to talk about this topic. For our company and for the markets where we operate, we've seen this new error, and I'll call it that from going forward, as a great equalizer. Previously we would have to obtain a visa, wait in line, try to get the budget, spend the time and the money to travel from Nairobi or Lagos to the global centers of financing like Tokyo or London or New York and try to get a seat at the table to access funding, debt financing, licensing from international regulatory authorities, and now I'm sitting literally in my guest bedroom doing the exact same work without the budget, without the waste of time. I would say of course we miss the social interaction and we miss the relationships that we developed over that time, but it's heavy burden. It's not only on a young company in terms of expense of time and money, but also on a company that's based outside of the Northern Hemisphere. When you're living in a country like Kenya or Nigeria, it's difficult to get a visa to travel to some of these places. It's difficult to find a direct flight. It's expensive, it's prohibitively expensive, and a lot of the founders that I was in the same cohorts with of these startups were not able to even get the visas because of their citizenship. So this has been an incredible equalizing opportunity to get a seat at the table without having to pay entry at those marble flay and be part of a private club. And I think globally larger partners, larger corporates, even government entities are treating younger companies and startups and growth stage companies as equals. And now the question is can you solve the problem as opposed to do we know who you are and where you come from? And I think that's just an incredible acceleration of business culture in just a year and a half. Great. Thank you for that, Elizabeth. And I want to come back to this aspect to a seat at the table and who needs to be at the table when we think about technology governance. But before I do that, I'd like to invite Ellis Gast, President at Imperial College. Ellis, you've been leading one of the world's foremost universities, research universities, and you have inside look at kind of the frontier technologies that are emerging in the different spaces. You've also been the chair of our Center for the Fourth Industrial Revolution and given us advice on the kinds of topics and issues that we need to think about, what are you optimistic about? Well, thank you very much, Jeremy. And it's a pleasure to join these esteemed colleagues on this panel, because I think this is a time for great optimism as well as great care. And in higher education, I couldn't be more optimistic. Like Elizabeth, I think that this has been an opportunity for us to make a transition we were slowly working toward figuring out how to best use technology to augment our educational experience. And the pandemic really catapulted us ahead in those efforts. We are now able to reach larger, broader, and more diverse audiences than ever, motivated to rethink our modes of education and what we need to do in person and what we can deliver from a distance. And this gives us the chance to really expand our thinking about learning and education. It becomes a lifelong endeavor from ages two to 80. It becomes something that can be disaggregated into its basic parts. People can learn a little bit here and there and pull it together when more depth is needed. I think the movement toward micro-prudentialing as building blocks to degrees is important. And we've really learned how to innovate and the innovation has been fantastic during the pandemic. We can engage our students in their own learning in new and important ways, sending laboratories in a box to their homes so they could do experiments, running experiments remotely, as one would do with major corporations, taking field trips remotely, even geologic field trips to the surface of Mars, and team projects that have made use of the technology and our ability to work at a distance. So I think that what this has made me very optimistic for is that we will be able to educate both our own students as well as the public. And I think that public education is going to be very important as we look at the governance challenges ahead. Great. Thank you, Alice. I'd like to make the connection here between the lifelong learning and also the experience of a large portion of the labor force and the workforce. And today we have Sharon Burrow with us, General Secretary of the International Trade Union Confederation. And Sharon, you're at the front lines with workers who've been keeping the economy running, keeping the supply chains running throughout this crisis. And it'd be great to hear from you what you're optimistic about one year into the crisis right now. Well, it's a bit hard to be optimistic. I am optimistic that there's a new social contract which we've demanded around jobs, rights, social protection, equality, both income, gender and race and inclusion is on the agenda. But I'm not optimistic about the fact that we're only getting part of it right. Because if you think about, Jeremy, the all the advances in technology and yeah, we're all able to, those of us with connections, but remember 40% of the world's population still don't have access, we can make advances in a crisis. But if you look at the social impact, the loss of millions of jobs, the lack of governance, including tech governments over what are now increasingly monopolistic powerful companies and the geopolitics of either governments or blocks of governments using tech as indeed not just an advancement, but a competitive advantage often in geopolitical terms as well, then we need tech governance. There's no doubt about that. I'm optimistic if we can get the tech governance right that goes to how to put people in the middle, how to build competitive environments for all companies, how to actually build the moral imperative of ethics and the rules of the game, including of course taxation, competition policy and decent work, then we can move forward. But I would put to you that we need a Paris agreement or a global treaty on technology governance. Thank you Sharon. That's a great segue over to Jim. Jim, you're the chairman at Siemens, nearly 400,000 employees. You're also the author, I believe your last book was Putting Trust Back into Technology and you also speak of the moral compass here, right, in making that bridge. And build on Sharon's comments, I'd just like to hear, what are you optimistic about from where you're sitting right now? Well, I am quite optimistic actually. First of all, of course, optimistic to be on this panel with such great colleagues. I'm sure we can discuss not only the opportunities but the challenges. I often quote Charles Stigens, the tale of two cities, where I argue it was the best of times, it was the worst of times and it does start with the best of times. Why the best of times? Well, I am a technologist at heart. I've seen how technology can change businesses dramatically. And right now we have this infection point where we have the most powerful tools ever which enables us to create not just, you know, consumer toys but solve real problems. We can make energy sustainable, energy system sustainable. We can make manufacturing without really having waste. We can have carbon neutral transportation systems. We just heard about lifelong learning opportunities, preventive healthcare systems. I mean, these are big problems to solve and I believe that we have the technologies already today, not some future overall technology but already today, to solve these problems in a way that's also good business. So it's no longer a philanthropic project. It's actually good business to solve these problems this way. So, you know, the optimistic side, the best of times is wow, what an opportunity. And then when I still reflect on the worst of times, it has been mentioned that it seems like we're using this intelligent technology in ways that are not very intelligent. You know, we're stealing people's privacy to solve insignificant problems like sharing pictures of our cappuccino cups with friends we haven't met. We're amplifying extreme opinions and polarizing societies and we risk actually challenging the fundamentals of democracies. And we're concentrating wealth from what I would call data monopolies on very few hands and thereby increasing inequality, not delivering on the equalizer effect that Elizabeth talked about and we all intended. So in other words, you know, to sum it up, it seems like we have the most powerful technology ever. But we may be solving the wrong problems in the wrong way. And maybe my last point is the COVID experience. I mean, there's so much devastating that to talk about when it comes to COVID. But there was, there's two things that makes me optimistic. Number one, I believe COVID can be an accelerator for a more digitized sustainable future. And what really makes me optimistic is that the human resilience and our ability to implement at high speed was really tested during COVID-19. I mean, we did things in weeks and I'm sure we'll have everyone on the panel talking about how things could be done in weeks instead of months or years. And what if we could take that capacity and then begin to use technology to solve the real problems and not do what take can do, but what we human beings want it to do. Great. Thank you, Jim. I'd actually like to come back to Elizabeth on this question of, you know, solving real world challenges or real world problems with the technology at hand. And I remember at Elizabeth, the first time I heard you speak, you know, we were with a group of, you know, large banks, central bankers, and you were demonstrating how a very small company could out compete on speed, a quality of service, and opening up new markets. And I'd be curious just, you know, how that work has advanced during the last year, and whether you've been able to, you know, maintain the high speed momentum you've had, or whether you find yourself challenged with COVID and as governments shift their focus away from governance for technology and solving the immediate challenges around, you know, health care, employment, and so on. What's your experience and what are you seeing today where you're at? Well, you know, I work in financial technology and across the African continent, we're in over 15 countries, and it's all about unique market needs, right? There's 55 countries in Africa, and every single one of them, just like any other country around the world, has its specific market needs. In frontier markets, even more so, because there's particulars of infrastructure, of legacy systems, et cetera. So when we're on the ground thinking about how to reduce the error rate of an API between a bank and a mobile money system, you know, no large company can compete. And I don't say that arrogantly. I say it for exactly the same reasons that Jim just mentioned, you know, when a large company comes in, they're looking at a, not even six months, they're looking at a 12 to 18 month time scale for some of the smaller projects. It's almost impossible for large companies to get their heads around small, nimble problem solving. They're just not built for that. And when you're in a frontier market, every day is COVID. That's the phrase we've been using with our board, you know, we've had election violence, we've had flooding, we've had power outages, we've had fires, you know, everything that can go wrong has gone wrong in some of these frontier markets. And we're just used to finding a solution quickly and finding a solution that's robust, because we can't necessarily trust that our partners who are who are new on the scene, who are all new to this technology in this business, can produce the error rates that we need, the low error rates, the dependency, the scalability. So I think, you know, the resilience of a lot of young frontier market companies just was perfectly poised for COVID. And at this point, you know, there's no catching up. A lot of the larger institutions went completely offline for over a quarter, sometimes two quarters before they figured out how are they going to motivate, connect to and manage their staff remotely? I mean, in Lagos, Nigeria, our staff had an over two hour average commute each way to the office. And that's low. So, you know, we already had people working from home and working remotely within the city itself. The amount of time we went back was immense. You know, other companies didn't have the ability to capture those extra hours per day. I mean, literally we got 20% more working time from our employees and we're immediately able to optimize that. That alone is very unique. And, you know, I've mentioned before at the forum, the bifurcation of technology in terms of how it's being utilized by large and small companies. And there's nowhere where that's more apparent and more to the front and center of the essence of the development of the business culture than frontier markets. Thank you, Lisbeth. I can imagine it's also quite challenging for workers to adapt that speed. Not everyone's connected. Not everyone's been able to work from home.  How are the workers that you're working with? How are they dealing with this high speed, the demands to, you know, needing to continue to adapt, not always being connected? Often in many cases, you know, you're working directly with frontline workers. What's that experience like? And how can the larger institutions, such as large businesses and also governments, what role can they play there constructively to help support these workers? So, Lisbeth and Alice, you know, paint a picture of the possible, but it's in an elite labor market because when you have a broken labor market where 60% of the world's workers are working informally, that is, no minimum wage, no rights, no rule of law, no social protection, unless you're in a platform business and I'll come back to that, then you're absolutely not in that labor market. In the 40% of a formal environment, then again, at the maximum, we would get to about 30% of the world's workers able to do what Lisbeth is talking about, so 30% of the jobs. But then, of course, there are costs, there is, and we're all facing it, most of us have staff. There is the double burden of care for women. There is in fact the isolation and the mental health fallout. And while I do think the future is a hybrid one, I think to have, you know, remote working environments without a set of almost people connectivity arrangements is not something I don't think any of us would support. And I go back to what Jim said, you know, like, let's solve all those problems and let's harness technology where we can, but let's not do it from a point of view of not understanding the bifurcation of a world, whether it's access, whether it's the nature of work, whether it is indeed, as Lisbeth said, be companies not transforming, whether it's people not having a job. But ultimately, it's also about a surveillance economy, a model of economy based on data theft. And then there's the platform business or the bridge between informal and formal work, because they're actually informal companies. And you've seen the fights going on as companies simply refuse employment responsibilities. Uber, Deliveroo, the technology, you know, challenge the, sorry, the legal challenges about employment responsibility. But also think of the professions that your children and grandchildren might have expected to go into. They're great jobs. You know, the profession of journalism or content writing, if you like, four year university degrees. Now even in Europe, you can be paid as a less $15 a 15 euro a day, because that's the price of a piece of content. And if you're really good and thorough at your job, and at the high end, it's 60 euro. You can't live on that a day. So we need decent work governance. We need privacy governance. We need to rebuild trust with consumers who are looking at the big tech companies and going, well, they're making all this profit. But the works are pretty shitty environment when you get outside of the world, Elizabeth. And even in Alice's world, you know, I was talking to a university professor from my own country last week, and she was saying now that it's totally flipped that if you can say about a third of the jobs are insecure, generally in the formal labor market, in universities, two thirds of them are because of the changing nature of finance arrangements, and the increasing privatisation. So we've got to come together and talk about these things, because no one, well, I will never entertain an argument that technology does not have to be integrated into work. We've done it for decades, and sometimes used it to great advantage for upskilling, for upskilling, for raising wages, but we can't ignore the downsides of it. And I think Jim got that right. Thanks. Yeah, I'd like to come back to Jim on that. Jim, I mentioned roughly 400,000 employees. I don't know if I have the number right, but if you look at the supplier network that Siemens touches and the livelihoods throughout that entire network, you're also quite dependent on that cohort in the last year. And so how has Siemens responded to this changing environment and the needs of those workers not only directly in Siemens, but throughout your entire supply chain and your entire ecosystem? Yeah, thank you. I think it's a super important problem to tackle, and we need to tackle it upfront, not after the fact, because then we have too many people who lost their jobs, and we have a lack of trust in the future. And then we flow down technology development, which is not the intent. It seems to me like we've gone through what I would call the naive phase of technology where it was kind of rushed into it. And then now we begin to see how it influences democracies, how it takes some jobs away. It might be opening new ones, and there's lots of entrepreneurship, but what about the people? So I don't think we should mentally try and protect the jobs, but we need to protect the people. And what does that mean? It means a commitment to reskill people. And I think the mindset change needs to be one that we're not applying technology to get rid of people in the workplace. We're trying to use technology to take away the jobs that are not good for health, that are repetitive, that are really not using our human capacity. And then reskill people so that we can use the true nature of human beings, that is a creative one is being together. And so that's kind of the robot through the jobs that we shouldn't have done in the first place. And with that comes a big obligation to reskill. Now the issue is that the education system is geared towards educating people for the first up to 25 years of their lives. And then that system kind of stops. At Siemens, we have taken on this challenge. And we think companies need to take a very responsible role. So we actually have a very strong and proactive reskilling effort. Even people that are being laid off in factories that are no longer needed, we train them before they leave Siemens. So they become relevant to the jobs that are out there where you need a digital dimension to what you were able to do. And so far, our experience is that that's a good thing to do. It's good for the people because they get employment again, they get employability. And it's also good business.  Spending that money in giving them the skills for the future seems to be a much better way to handle this transition. Now hopefully, events like this can create a collaboration between public and private. So it's not just a burden of a private. But I think it's something we need to take very serious because if we don't, too many people will vote against the development and the technology advancements that we have. And that would be a shame because then we can't create that better future we have in mind. Great. Thank you, Jim. You know, Alice, I saw you nodding as Jim was speaking there.  I just be curious to hear your perspectives on the conversation so far and how you're approaching this at a time when there's increasing levels of distrust in expertise, increasing levels of distrust in authority. And how does the Academy respond to this?  Yes. Well, thank you. I very much applaud what Zemans is doing. And did you ask me, right? Yes. And I do think that we're starting to look much more broadly at education, as I said, from young people to much older people and thinking through reskilling as well as pre-skilling, getting those kids to get interested in the tech jobs and the things that they're going to have as opportunities ahead and not losing them early on. And we do that by engaging them where they are, engaging them in their communities, engaging them with maker challenges. When we go online, we can engage a broader community and do it ever more effectively. So I'm still optimistic. I take Sharon's points very seriously. And we see that in our workforce, there are people who have to be present, have to be on the ground physically there, and there are others who can work from home. And we've been grappling with this for a long time in an analogous situation we call the flipped classroom, where you think our precious time together, face-to-face, is limited. What do we need to do in person and what can we do from a distance? And I think that businesses can take a few lessons from those experiments of the flipped workplace instead of the flipped classroom. The opportunity to think through how to avoid those long commutes on certain days, but how to bring the community back together, the workforce back together, and make sure you have that interaction. In London, I've seen a number of businesses using their properties around the UK. So just like Coursera has the opportunity for local meetups of people taking the same course you're taking at a distance, but to physically meet people, businesses can gather some of their workforce in different locales on the outskirts of London so they don't have to commute in. And I think that that kind of creativity comes from sharing ideas, from higher education, from business, from the FinTech community, as Elizabeth was pointing out, and from the broader workforce and listening to those workers that Sharon's worried about, making sure we're thinking about those who have to physically be present, in addition to those who can do things remotely. So it's an exciting and challenging time. And I think education is so important for good governance. We need to make sure that the public is understanding the technology and not just having to deal with it in the abstract. And now that we've all had some experience, a lot more people have had more experiences with technology, I think that we can bring that to the public and make better progress on understanding which will build trust. Yes, thank you, Alice. You know, I'd like to maybe shift the topic and I'll open this one up to the group. And it's this tension that we have between say, trust and privacy and self-regulation and, you know, external regulation. And where do we find that balance? You know, I think every day we're faced with a new story that either someone had misused our data, they hadn't secured it properly. You know, you mentioned the cappuccino photos you wouldn't expect to be there. And at the same time, the technologies are moving so rapidly that it's often extremely challenging for governments to keep pace. And at some point, we're asking for leaders to have their own moral compass, you know, to get ahead of that relation environment, but we're continually disappointed. So I just welcome, you know, perspectives from the group here and open it up if anybody has thoughts on balancing these tensions. Elizabeth? Yeah, I think it's actually very connected to the prior topic. And we have to make sure that incentives are aligned. We're asking our workforce to radically change the way they think about training and education and how they build their career. But are we rewarding these new employees at the top? Who are the executives at the top companies? Who do they look like? Where have they gone to school? What clubs are they part of? What's their background? And so it's hard to incentivize employees to have a different educational system when they don't see that reflected at the top. And you know, at our company, we've tried to radically hire where we don't hire from the typical schools. We don't hire from the same route. We tell our employees not to get a full degree and to do microcredits and to go things that are more relevant. And then we hope that when they become part of the decision making management level, they make decisions in a radically different way than what we've seen in the past. And that's to think about their clients as they would think about themselves and the customers and do you want your data shared and not just in the pursuit of profit at no at all costs, but into more holistic society. And, you know, it starts with modeling that. So if the decision makers, and I speak from, you know, myself being a privileged person, having gone to an Ivy League school and, you know, I come from humble beginnings, but that's not lost on me that I'm allowed to even opine on this because that's where that's the gate that I entered through. And so we have to really, who are we hiring? Who are we allowing into the decision making room to sit at that table again at the board room, all the way down to the mid level management? How are they treating their teams? Who are they? Are they letting them take a vacation? Are they letting them deal with childcare?  Or we instilling them with a fear of performance and they're not giving the space to then make those healthier decisions that goes all the way down to the client and the customer and how we respect data and how we use data and how we can scale and grow in a more holistic way. So I think it's we're still at the place right now and where we're thinking about these things, but we're not thoroughly organically living that truth, if I may. Thank you. Jim, you're a leader at the top of one of these large organizations that Elizabeth's referring to, and you have to balance these tensions on a regular basis. How do you approach the topic? Well, I think it's a super important question, particular for this kind of event where we talk about global governance. And there's no doubt that there needs to be some governance.  So that's the issue. And one would argue that the internet, because of it, let's say open architecture and very little regulation created enormous wealth of innovation and anyone could be connected and build stuff. And now we begin to see that maybe we're a little bit too far. And so I think that we need to find the balance between the two. I believe we have three questions to ask and answer from a governance point of view, which is number one, how do we use data without losing privacy? How do we use platforms without creating monopolies? And how do we use AI without losing control and our democracy? And I think we need some regulation there, but not too much. And then I think we need a bottom up revolution, which is about inspiring people who deal with technology to actually be responsible and do what you would do in normal life.  If you send a letter with a mailman, physically, you expect the mailman not to open the letter.  The issue is that digital allows you to do things which you would never do in the physical world. But why would we then do it? And we should ask and actually learn just from the way we deal with these things and that privately in the normal life and the physical life, if you apply those rules to how you use technology. And once in a while ask yourself, is this a fair way of doing it? Then I think we get a revolution from two sides. We get governance rules that actually apply this so that we get more data, more AI, but used in a responsible way. And then we have developers and leaders who ask themselves the question, is this morally correct? Is this a good way of using technology? Or do we actually destroy our human future if we do it that way? Thank you, Jim. Sharon, I'd like to come to you on this. Can we trust the leaders to make those choices? And how do we avoid stifling the innovation that you can actually address many of the challenges that we are seeing here? What's your perspective? Well, I think you have to trust leadership. And it means that all of the people have to be at the table, but we have to get beyond self-interest. Or I think Jim and Alice said it that we will not see the potential used of the technology if people are basically not trusting it. If the workers not actually about decent work, if the wages are so low, you can't live on them. Sadly, the case in most of our global supply chains. And yet when we look at the profits and the capacity to share prosperity, then technology can advance that. It can find those solutions. But if people are not at the table with everybody's interest taken into account, then we all lose and our democracies lose. And so we see the potential for technology. But we also see that if you are building profits based on people's data that you have no consensus to use, if you are in fact avoiding tax because you claim to be operating globally, if you are not actually thinking about what are the rules of the game for workers, freedom of association, the right to bargain collectively, to be free of forced and child labour and discrimination, all of those things come into play. So I think it's time we all found a way to actually bring all those interests into the mix and do exactly what the panel has described in different ways. But find a future where technology is harnessed for good and nobody misses out. But things will have to change. Business models have to change. People's mindsets have to change. And a real commitment to shared prosperity and a rights-based future has to emerge. That's why we support treaty or a Paris agreement equivalent for technology governance. Okay. Thank you, Sharon. You mentioned this role of diversity, gender, women carrying much of the burden recently. And I want to come back. The recent Nobel Prize in chemistry was awarded to Emmanuel Charpentier and Jennifer Doudna. And even Walter Isaacson's latest biography is going in depth on Jennifer Doudna's career and the discovery that went on there. And, Ellis, you're working with a lot of these young researchers and many of the challenges that we're discovering so far in the physical world here. And many of your researchers are looking at, say, frontier technologies that go beyond the digital world, right? They're in the physical world, synthetic biology, quantum computing, space technologies, you know, kind of new building blocks. How do we, A, make sure that we're preparing those leaders to understand some of these challenges at these very early stages? What steps are we taking there? And what are we doing to make sure that it's inclusive, right? That we're including people from different backgrounds, both, say, you know, economic diversity, gender diversity, geographic diversity. So what steps are you taking there as we, you know, prepare people who are building this next generation of technologies? Well, thank you, Jeremy, because I think the pandemic has absolutely made it clear to us that A, viruses are a big risk, and they don't know boundaries. And so the importance of this inclusion and international collaboration is really stark. They also show you the really fantastic advances of science and basic science going on for a decade that led to a very rapid ability to create new vaccines with unprecedented speed. And synthetic biology is a really interesting topic because it is a means of creating new molecules and new life. And unlike chemistry, it's built through biological processes rather than chemical reactions. And perhaps there's no better example of synthetic biology than the RNA vaccines that we're benefiting from today. So there you have the great benefits and the great risks of biology working for you or going wrong. And I think that it's, there was an earlier session today or last night at this summit on the next frontier of synthetic biology, and I recommend it to people because they were grappling with this very thing. And in my mind, I think that it's a case where we have the benefits, a concrete example of benefits and perils that can help us frame the governance. And Professor Schwab has said we need agile and collaborative approaches to governance. And I think the best governance starts with the community most involved in the technology. And I base this feeling looking back at Asilomar. Many, some of you may know the Asilomar conference in the 70s. As recombinant DNA technology was emerging, the National Academies in the US called for an international conference to openly discuss how to use technology safely. And I think that gathering in 1975 in California was notable for its openness and its focus on scientists voluntarily crafting a framework and self governing with a clear eyed look at the hazards. And an outcome is that of the Asilomar conference is it gives us an important example of a way that new scientific knowledge can be responded to by broadly engaging the public and the community and having the scientists who best know about it lead to something like that. And so it impinges on the last topic on self governance versus regulation. And I think there's a combination of having a community coming together and the US National Academies along with the Royal Society of Royal Academies in the UK and the Chinese academies came together in 2011 to 2012 for a series of symposiums. And I recommend their report as well because they recognize that synthetic biology was a rapidly changing landscape. And it would they would need regulation that would be flexible and adaptable based on the scientific input and collaboration from the community. So your question is a good one because we need to involve the scientific experts but we also need to find ways to bring the public and the communities in to the dialogue because the respect for and reliance on the technology on the one hand is countered by the fear and concern about the technology on the other. And it's only that cross that discussion across sectors and across communities that will make a difference I think in navigating this. I will point out that WEF has a World Global Futures Council on this. It was pointed out at the session co-chair by Claudia Vickers and Megan Palmer. And I think that may be a good place to convene a network across stakeholders from all sectors but I think we need to think beyond WEF to get to that broader community and that broader public. Great. Thank you, Alice. I believe we're coming up at the time here on the session and I'd like to thank everyone for joining in here with us today. I mean my key takeaway is that we haven't yet, we're still balanced between both the challenges and the opportunities here. This is glass half full, half empty. And ultimately it's going to be the responsibility of the leaders to help navigate that. And that in doing so we have to make sure that all of our work and all of our efforts is human centered. Ultimately it's not technology for technology sake but it is for people, it is for the individuals and so by keeping people in the dialogues when we do that, by keeping employees involved, customers involved, citizens involved throughout those discussions and always keeping the people first and foremost in mind as we navigate this new era, I think that's going to be of utmost importance. For all of our viewers out there the sessions will be continuing over the next day and you can also find online all the sessions that were referred to in this discussion and you can come back and read a few of those on the webcast. So I'd like to thank everyone for your time today and I look forward to meeting up with you again in the ongoing sessions here. Thank you.