got an interesting topic to deliberate. How do you shape the culture and get your organization ready for the 21st century? It's a big loaded agenda that we've got to unravel in 30 minutes. So let's make the most of it. So my quick reflection on this topic when I look at it, we all know we are in the middle of a VUCA world. There is tremendous volatility. There is tons of choices that need to be made and the margin of errors are low in this hyper competitive world. You know, there was a time when we said US is the biggest consumer market, China is the factory of the world, India is the back office sort of inching towards the R&D center, but all of that is changing. And technology is a very big part of that change and shift that's happening. You know, it's at a point of inflection where things can be done very differently. And all of that in the world where cost of capital is going up. So it's a, it's a bloody tough job to run a large corporate in this environment where you are at a whiteboard practically reimagining and redesigning where the wealth creation for the future is going to be, value creation for the future is going to be.  Right? What is the difference? It seems the MNC has a lot more resources at their disposal. But he said the startup entrepreneur lands up dreaming much bigger than the resources at hand and making things work. So the ambition is not subservient to the resources you have at hand. You're dreaming and you're moving towards it versus some of the MNC managers limit their ambition to the resources that are available at hand. And this VUCA world that I just narrated requires each one of us, requires the 21st century companies to think big, dream big and, and, and, and, and play beyond the resources and innovative business models in making that shift happen. So with this as a backdrop, you know, very well, warm welcome Abhishek and Amit. You know, Abhishek is like she mentioned a venture investor. So clearly looks out on the investment opportunities, new business models that are relevant for the pro consumer. And, you know, Amit is, you know, runs the sales and strategy for a, for a large IT services company. And again, is in the middle of technology and innovation and helping companies evolve. So let's, let's build a conversation from there.  You know, and I want to pick up the first bit on culture. You know, there are some large companies who will invest in, you know, a smart leader who is responsible for driving innovation in the company, responsible for driving next generation investments in the company. But you know, the question to be deliberated is, is innovation the charge of one large leader? Or is this a need that you need to create that culture across the organization at the width and the length of the organization? It's a big rock to move, but what is the right choice to make? So I would imagine it's a bit of both. I would say that in our case specifically, Vipro is such a large name and it's a legacy company, right? It's a very, very old company. They've been doing things in a certain manner for a very long time. So you might need that specialist innovation officer in place just so that he can bring in those ideas to the company. Sure, the leadership is aware that, you know, they need to change according to times. You need to change according to consumer preferences. But having that one guy who is specifically focused, who's dialed in and whose main job is to bring about that change, that is something that can actually benefit the company, because he's the one who can bring in those initial ideas for the management to act upon. I mean, just a quick raise of hand in the room.  Just to show off hands. Interesting. So you've got to build a case of having a role like that. No, it's important. I mean, so one of the recent studies by PWC, and this is, you know, a CEO survey that we do every year. This was launched in Davos, you know, earlier this year. And it says 60% of global CEOs, 60% of global CEOs came back and said their current business model and business relevance will vanish in the next 10 years. It's a very telling reflection. 60% of global CEOs are saying their business model will not be relevant in 10 years time. And the ground reality is I am less worried about those 60%. As a practitioner, I'm worried about the 40% who are sitting complacent. I mean, trust me, the 60% will still land up innovating. The other 40 might just go down the drain. And this I'm talking about global CEOs that includes India as well. So, you know, in this world where we have to innovate, right, that's, you know, there is no choice out there.  How do you create a Google culture where possibly a 29-year-old may be able to step in and create a Google Maps business, you know, unlock and create a significant value? I mean, any quick reflection, how do you create that environment in the organization? So, I think you said it right that innovation is not an option. It is must. And I think most of the organizations out there have already understood that they cannot live without innovation. Now, the speed of innovation can vary from organization to organization depending upon the culture that they have kind of built in. Now, when we talk about culture, it starts from top to bottom. You know, like we heard the speakers in the morning, everyone was talking about how they are kind of creating that culture of innovation where every idea is welcome. It is not that at the end of the day I'm the one, I'm the innovation officer, and I'm responsible for bringing in all the innovations within the organization. How do I create a culture where every, not 29-year-old, rather 19-year-old, can come in and say that this is what is happening and this is what we should do? Now, how do you value that input and how do you build on that input is something that the culture that you built? I think every organization today have innovation as part of the value. Now, how much you live that value is dependent upon all the people. I think it is not one, but the entire leadership team, the second layer, and then the bottom layer. So I'm going to bring just to add to Amit's point. So what I've noticed is that if the leadership is receptive to new ideas, if the leadership has an open door policy that they adopt in the company, it's not something that you can write down in text. It's not a policy that you build. It's just a culture that already exists. So the employees are comfortable going up to them, giving their ideas. I mean, you might be wrong like 95% of the times, but to get to that 5% of correct, great, fantastic, brilliant ideas, you have to shift through that 100%, right? So just creating that atmosphere for everybody to come up to them, speak to them, speak to them very openly, that is something that can really, really improve your culture. So I'm going to my next questions to the venture capital here, who makes the spreadsheet talk, who delivers a certain return on every investment. You know, how do you deal with this?  I mean, you're, you're, you're running a treadmill, you've got quarterly report outs to do, you've got to deliver returns. How do you balance between investing in core business versus toying with all these glamorous ideas out there that may be future? But you know, how do you, how do you strike a balance? More than striking a balance between the two, you need to kind of realize that it's a synergistic process. So you're not going to be spent, you cannot allocate 20% of your time just to innovation and 80% of your time to core business, right? You need to somewhere realize that actually innovating helps your core business. So just to give you a very, very small example, back in 2020 December, Vipro entered into the food space for the first time. Now we are primarily a personal care product company, but we entered into the food market for the very first time. By Jan, they had acquired two brands. So they're pretty serious about this, right? They want to enter into food. They know that they're going to do big things there. In the next six months, not announced, but they had already developed a full fledged R&D lab complete with a sensory chamber. And you had all these big weird gizmos in their gigantic machines just focusing purely on quality of the food that you're going to produce. So in six months time of announcing that you're going to enter into a business to developing a full fledged lab, just goes to show that your innovation and your core business has to somewhere go hand in hand. That's a great telling point he's making. Innovation can't be at the periphery. You know, if you really mean innovation, it has to be at the core of the business. And that's where, you know, some of the right decision making and thinking can happen. No, fantastic. So I'm going to move on to the next block. So I think the case is established. You know, we need to be innovative. The business models need to shift. We need to move fast to be able to make that happen. And when I think of all of these, it seems like the whole startup ecosystem out there is a big opportunity for large corporates to leverage, right? There is enough that's happening in that lab, startup lab, if I can put crudely, for the large corporates to embrace and learn from. So, but that opens up a whole bunch of can of worms, right? What models? How do you shortlist the right startups? You know, how do you make it work? What are some of the showstoppers in that entire piece? And again, I thought, Abhishek, given your sort of venture role and the investing you're doing for Vipro, I mean, how do you see this entire startup space and how do you go around prioritizing making investments and making it work for your board and the stakeholders? So primary goal is, so just to give you a little bit of context, Vipro is predominantly an offline company, right? The kind of customers that we are targeting are primarily reached via the offline channel. We have a very, very strong distribution network. We have excellent retail touch points where we still haven't really developed our business is in the online space. Simply because the kind of customers that we're targeting are not there online. But we know for the fact that maybe five years, 10 years down the line, the online space is going to grow big. Our customers are going to be there online. So we have to ensure that we're reaching out at them some point in the future. So the way that we've gone about doing this is by setting up a venture fund. Now this venture fund invests in new age D2C companies. The goal here is obviously to make a financial return. That's primary goal number one. But goal number two is to somewhere learn the kind of new business models that these guys are doing, how their marketing and branding strategy is placed. Basically just absorb whatever these guys are doing so that somewhere later down the road we could implement the same in our own business. So that's one of the top two goals that we have with setting up the VC fund itself. Very interesting. So I mean, there's over hundreds of billion dollars that get invested in sort of venture funding through the corporate route, right? And that's just a fantastic way of, you know, playing with innovation, trying innovation at an arms length and getting that rub off to your core business. And at some stage hopefully bringing them in if required. But again, I don't see this at scale happening across a big part of corporate India. I mean, so just again, you know, show of hands.  Any show of hands? Isn't this a big missed opportunity for large corporates?  And it's, you know, you're capping that risk exposure to a certain percentage. Do you want to share one story of a recent investment you would have done that's public and how you're learning from it? So actually a few of them, I think the biggest takeaway that we have in one of our investments, this company called Mike Lam, it's a billion dollar enterprise now, valued using Unicorn basically. And you invested when they were Unicorn? We invested before they became a Unicorn. We made a pretty sizable return on that. But apart from just the return element, again, like I mentioned, their marketing and branding strategy are so, so strong that we just had to get the founders on board, interact with our own marketing team, and sort of learn what are the things that they did right, what are the things that they did wrong, what are the learnings that they had. So it's a very collaborative sort of setting that we've managed to create with the whole investments that we're doing. So our marketing team is able to play off that and kind of build and strategize around how they want to grow in the future. Because again, like it's going to be a 10-year plan that we have to go online. So that's one of the actually that's actually one of the very few recent memories that's what comes to mind. So I want to double-click and underline this point very, very important for the room. You know, the research says it's startups, there's a 20% greater chance of innovation being delivered if large corporates were to embrace them. So that's money on the table for large corporates. And like the show of hands we just saw, we don't have venture teams who are making those investments. So I want to bring you into the question, for companies that don't have the luxury of, you know, a hundred million dollar corpus to go out and make investments, should they just shat their eyes to the whole startup opportunity? Are there other engagement models with which the two sides can work together? See, there could be other models, but as I stated, the reality is very individual. From the viewpoint that you look at it, if I look at the startup ecosystem from my lenses, I see collaboration in two aspects. One is being an IT service company, a lot of startups come to us to build some solutions, right? Because startups are someone who is disrupting the market and, you know, more or less with the technologies that they are, the platforms that they're building. So one collaboration that we have is for the startups for whom we are building the solutions, right? And second collaboration is because we are into IT services, we are building custom solutions for our customers. So in a lot of cases it is not necessarily that we have to build everything from scratch. There are a lot of components which are available which can be brought together to build a bigger solution. That is also where we collaborate with a lot of startups who have done some significant work in a specific area. So when we go to our customer, we take those options along that rather than reinventing the wheel, these are the solutions which are already available in the market which can be, you know, part of the overall solution that you are building. So that is how we look at, you know, the startup ecosystem. So if you can't invest at a minimum collaborate, because when you collaborate you co-create a market, you know, there's about 60 percent CMOs who've gone back and said that the customers expect a new product and a new offering. And very often we kind of, I mean I was sitting with a media company the other day, I won't take the name and they're a news company and, you know, I'm sure, you know, this is a media event and they said, we asked them a question saying, who's your competition? They said, there are nine other news companies out there and you've got to stand out. How do you want to stand out? The most honest news is ours. All ten are talking the same thing.  But the ground reality is for the last decade they've been a news company. How will they change?   You know, the whole business model is around adding more subscribers onto the platform, right? And they're all, all OTT players are competing in that same space with the content. And in that brainstorm, what came out is that, you know, what will it take for my OTT content to get converted into reels, to be disseminated through a WhatsApp medium, to be consumed in a paper use bytes. So you and I are watching a movie, we have this aha moment and we want to capture that aha moment in a one minute reel and share it back with my ecosystem. You know, that's a whole new way of experiencing that OTT platform. Now this OTT company doesn't have the technology where with all our thinking to be able to do that. But there are three other startups together with that OTT company that can make this business model come to life and that's where the space of innovation is going to be. That's where an agile 21st century organization is going to be. Now you could go back and be arrogant and say that's not my business but trust me, somebody will disrupt that business with the cheese moving on. Amit, I want to bring you into this discussion. You know, it is said 30 percent of the global GDP is going to be digitized in the next five years. Five years, 30 percent of all economic activity will be digital, right? It's going to be a digital economy. So two things out there, there is a 70 percent out there that is still waiting to be disrupted. I mean that's an optimist thinking, you know, and that's value creation for consultants like us. You know, we'll hopefully work with them and get them into that side. But 30 percent is a large enough ecosystem that will disrupt the core, the traditional business models. That means the time to act is now. You might be just completely out of game if you're not, you know, like the Wipro example, you may be a large company but they realize they need to get digital, they need to get online and hence they're moving fast to be able to make that happen. So the need for business model shifts is very, very well established and for those business model shifts as a technologist I'd go back and say technology plays a very pivotal role, beyond culture that we spoke of, plays a very pivotal role in terms of enabling that shift. So if I were to ask you amidst the limited resources every company has at disposal, is there a particular technology that you'd like to go long on in terms of trying to play around with digital models? How do you, how do you help take your company or your customers to the emerging business models in today's world? See, there are two ways to look at this, right? There are certain organizations, as we stated, which has an innovation mindset or a growth mindset. When you have a growth mindset, you think about the ways to evolve, right? Then you're not thinking about the technology. Technology has always been an enabler and it will continue to be an enabler and also the disruptor, right? But when you think about innovating, you think about different technologies, not specifically that I want to build something on Java or I want to build something on, you know, generative AI or I want to build something on this and that. It is about having that mindset of growth and leveraging technology because technology has been evolving very fast. So how can you leverage technology to enable your growth or to accelerate your growth? Second way is where there is a lack of cultural innovation, right? There is a lack of culture of innovation. There, the fad is that there is a buzzword out there in the market. I want to leverage generative AI. I don't know exactly how to leverage that. I think that is where our, as you stated, we as a consultant, that is where our role come into picture, to understand the business and then find out the use cases where these technologies can be leveraged. So obviously, technology will continue to be an enabler and accelerator. It is on the disposal of those innovation officers or the people who are within the organization or the people like us who have to go and educate them. So it is, you know, we had spoken a lot about the conversational type of selling where we try to make customer understand what is the value that they are getting. We are moving a one step ahead where we are talking about experiential selling where you actually see how this is actually performing rather than just on the theory how you can actually see the journey of the user how it is actually impacting the business model. So obviously, you know, technology is going to be an important role. So since you picked upon generative AI, I mean, I want to get the room a little, I mean, I completely agree with him. End of the day, you're solving a problem and a way to solve a problem could mean technology as an enabler. So rather than betting on one particular technology, let's solve for a problem, I get it. But I want to sort of double click on generative AI, right? 60 days, 100 million people were using generative AI, right? So it's clearly something that's democratized, that's changed the way you consume a particular service or interact with a particular, you know, platform. In the first six months of this year, $12 billion have gone in Genai related investments, right? So somebody out there is moving the cheese. And again, before I get to the panel, I want to ask a question.  You're just a show of hand.  A show of hands. So it's less than 5%. Right. And I'm saying there's $12 billion already onto that space. There are research reports that are saying that $5 trillion worth of new economic value ad will come out of AI. Where Genai is a subset of that. Right. There are research reports that go back and say it has the capacity of taking about 40 to 50% of the cost out in the way you run the business. So it's here and now and I still somehow think, you know, we are as corporate India a little lethargic in terms of the spirit which we are leveraging. The startups are doing phenomenal. But if you're not leveraging them for a core business, that becomes a problem. So I'm going to bring you Amit back to the conversation on Genai to saying if is it hype, is it for real? Number one, number two, wherever you think it's in the spectrum, which part of the value chain is like a no brainer that, you know, companies have no choice but to get started with? So to answer your first question, this is real.  So please go talk to your CTOs, CFOs, CEOs and make that happen. And if they don't get it, please spend some time on startups with the Genai add on to your solution to say how can we can collaborate? Please. Like we have been talking about AI for a long, long time, right? And now this is the evolution of AI where Genai has come into picture and like you stated in the last six months, the kind of subscriber base that they have kind of built up, which also leads me to another discussion that we had that by in the next five years, 30% of the GDP will be digitized. So we don't know. It could be 70%. Because the way the evolution is happening, you can't predict the future. Five years is a long, long time. You know, maybe in next six months, one year, what is going to happen? We don't know. Your second question is about where to leverage Genai. So with technologies, with the technologies like Genai or you talk about RPAs or you talk about blockchain, these are the technologies or IoT. These are the technologies which are the enablers. Now it is left to the individual. Now how can you think about the use cases where you can use Genai? One of the one of the areas could be, you know, customer engagement where now people are looking for more and more personalized experience where you want to have more and more artificial intelligence being built into the products so that you can predict what your customer need. Second most impacted aspect that I feel is the supply chain because everything is getting fueled through a supply chain. How Genai can be used either for forecasting predictive analytics, you know, all that stuff. So there are a lot of use cases even I can't think about the use cases. We are the technologist and then the customers whom we work with, they come up with their problem statement and then we think that how technology can be leveraged to build those solutions. We have been building some solutions for in the NBFC space, in the fintech space, in the fnb space by using Genai. But these are those people who are bringing in their problems and then we have a technology at our disposal which was not there maybe six months back so we were not able to think about it. But now we had that technology so we can think about how that Genai can be used to give a better experience to a customer. I want to bring the whole given just five percent people raised hands on the reality check of Genai in their business. I mean I just want to give you a live example. So if a hundred million people experience chat GPT as a way of consuming information and those hundred million people today find you know Google search a little tell me just in one line what the message is why do you want me to read 10 articles to get to that point. Don't you think there needs in terms of how they consume and engage with brands is going to change? I mean I was on a and I'm happy to take names I mean I was on Taj website trying to figure out a vacation for a 15th August and it's you know destination choose for your availability choose for your budget choose for your kid friendly and I choose for why can't I just go back and say I've got three days of this is my budget. I need mountains somewhere in North drivable distance from Delhi tell me what is available. Is this asking for too much. Now is this lack of resources or is this lack of changing to the times that is here and now but it's not there. And then when I go around looking at Marriott's and Hilton's and you know large global companies none of the platforms give you that today. So there is a startup who's going to come up and say I'm an integration layer on top of all of them that will interact with you and get you your solution. But why do you want to lose your customer. So it's very very real. The other day I was with a startup needle.ai and they actually came back and said you know this phone is like a computer on steroids that has every possible information. It has my banking details it has my health details it has fitness it has everything mails messages chat customer everything hundreds of apps thousands of apps and I'm struggling to cope up as a consumer. So what they've come up with is an innovation it's a genii solution they've created a layer that will be your layer to interact with all the thousand apps that I have on the phone. So if I choose to give them the access to say please talk to WhatsApp please talk to my mail please talk to this this da da da da then they will intelligently come back and be my assistant to tell me saying you know what Manpreet finish this event you've got to run for the next meeting 10 minutes early. Boom. You know and now then I said security privacy where will my data be they said we'll host it on your cloud environment. So I mean these are massive values to be unlocked. Now do you want that startup to do that or do you want you know one of these large companies to be able to bring them to the table and be able to make this opportunity real and scalable. I don't know any quick reaction you see a lot of companies come in and pitch solutions to you right are you seeing you know genii led products or solutions being pitched to you as a part of the consumer retail scam that you're doing. So I've noticed that over a period of time you have these phases of you know what the startups are trying to pitch to you. So off late yes genii has been a buzzword that's been used in the pitch decks a lot prior to that was blockchain prior to that was AI ML.  So every time there is a peak we've noticed that the startups try and ride the wave. We've noticed in a couple of cases that yes genii has been used very specifically but considering that I primarily work with product companies most of these companies believe that it's better to adopt a wait and watch approach. So they would like to wait see how much of what's there what's out there is hype and how much of value is actually there.  I've got a time check already so we're going to just just to add on to what he stated like when we talk about genii even all the product companies out there are using ai in some bit of form. Right. So genii is not a product. It is something which is fueling your product. Right. So all the products which are under making have some sort of ai and now they want to leverage genii. You know as part of the service company we almost every third or fourth inquiry that we receive is about how can we leverage genii in the product that we have built. So maybe as a startup they may not be thinking to go genii space but once they have reached there now they want to leverage who are already established or has crossed the MVP limit they want to leverage genii to better you know position their product out there in the market. Very quickly just the last one here and then you know we'll try and wrap that up. So you know closing the thought on genii and technology and I mean this IDC says there's about 2.3 trillion dollars that is chasing technology investments in the market. So you know it's not business as usual you don't have a choice anymore to say you know what I am a product company I am a service company I am not a technology company I am not a software company. I mean Satya Nadella says there is no company that's not a software company today. I mean a domino CEO does not call themselves as a food company they call themselves as a tech company. Right so let's be off the myth that we are not a tech company. Everybody is a tech company and if you are not one somebody will eat you. The last thing that I just want to talk just so we are not colored on tech I mean we are talking about the 21st century organization and ESG environment climate lands up being a critical topic and I want to get a sense and maybe I'll pick you in your I mean are you seeing companies new age companies startups that are sort of building solutions are they are they are they bringing ESG at the core of what their product is or is that again you know like the hype cycle right now. It is a big selling point for them they do bring that element into the picture whenever they can so I notice a lot of pitch decks whenever they are quoting about the product pros and cons their ESG element is always there and there however I would say not as advanced as countries that are there in Europe, Australia and even the United States the focus in India for that as of now is very very limited. Okay thank you I you know I'll just take maybe a minute to wrap this up and I think my one take out of this conversation is Jago India Jago you know we may be in the middle of you know a great story that the economy is going through there is a lot of geopolitics out there that's favoring us right now as a country but this is not a very interesting position to be in you know if we are you know whether it is whether it is having a culture of innovation whether it is going out and making investments in startups collaborating with startups whether it is playing with technology and sort of shaping our business models whether it is ESG investing and ESG focus in the core of products these are absolute critical blocks of a of a of a 21st century organization and in the world where CEOs are saying business models are not going to be relevant the models are going to get disrupted with these blocks so it's time to act and time to act is now you've got to realize you may not have all the talent within the company you may not be the best talent within the company so embrace the world outside and collaborate and change the way business gets done thank you so much Amit Abhishek thank you and thank you for your patience


Winston Edmondsson here, when you think big data services, you think CloudWik Technologies. I'm here with Manny Chabra of CloudWik Technologies. He's going to tell me a little bit about what he's here presenting at Hadoop Summit. Manny, thanks for being with us. No problem. Thanks a lot for interviewing us. My name is Manny Chabra. I am the presidency of the CloudWik Technologies. We are a Hadoop services company for the last three years participating in implementation and integration aspects of the Hadoop ecosystem in the enterprise world. And what we have seen is the prepondence of services which are required in the enterprises and we are developing those frameworks. And now we are releasing that for the outside of the Fortune 100 where we've seen most of the production services happening. And we're launching it for the medium enterprises. We're launching two kind of services. One is the managed services for clusters. It is to basically help you from the bare metal to deploy the clusters, manage the clusters, support 24% and kind of like run your day-to-day system administration tasks. The second part of the services which we have seen a lot happening is that offloading of the data from the data warehousing. You know, the acquisition of data at tarot datas or the green plums is very, very expensive. And what Hadoop has started becoming the lake, the data lake within the enterprises where you can take all the data which is sitting in the historical data which is sitting outside there is being ingested into Hadoop and then you can run some machine learning algorithms to find patterns in that one. And so there's a prepondence of the use cases which is very, very happening in the Fortune 100 and we think it is very, very applicable to enterprises outside the Fortune 100 in this area. So let's break that down a little bit. Tell me maybe a use case scenario. What type of business might come to you and prior to working with you, what might their system look like? I want to understand kind of where they were and then where you can help them progress to. Yeah, so if you see in the, especially the financial services, there are a lot of compliance and legal issue for them to handle the data for like historical for 10 years or so. And one of the challenge happens is there's so much of data sitting with them and it is not accessible right away. And a year by year they will basically have to go to buy tarot data or they had to buy oracle or the green plum spending millions of dollars in acquiring those new licenses because they had to maintain the data and the amount of data is increasing substantially. So we basically go in there and kind of help them in offloading that data at least the historical data from the enterprise data warehouse onto Hadoop. And that makes it cheaper. The cost comparisons are just beyond me. So you can practically have per terabyte acquisition cost on Hadoop with some in the range of $1,000. Whereas if you basically deploy on tarot data or green plum, you have to spend $100,000 per terabyte. And the tools with existing enterprise data warehouse are good for competition, but they're not that good for storage. So Hadoop can easily replace that storage part and leave the computational aspect onto the tarot data. While other applications are being on the Hadoop platform. So did I hear that right? In some situations, you're talking about one-one-hundredth of the cost? Yes. So immediately you're talking about just a cost benefit right off the bat. Before you even talk about potentially being able to extrapolate and benefit from the data just right off the bat, you're talking about saving lots of money. Lots of money. You can practically set up the clusters and provide services at just 30% of the yearly cost is maintenance. So if you have existing, you know, around let's say 200 terabyte and you have 10 licenses of tarot data or green plum, that cost will run you in millions of dollars, you know? So it's just basically offloading that to Hadoop. We'll basically save you a ton of money. And that's what we've seen, there's a lot of evidence which is happening in the financial services company like what we have done and implemented in Bank of America, JP Morgan Chase, American Express, a lot of these companies, same use cases coming again and again. Pretty incredible. So you take a business and now they are saving a lot of money. What's the next step? What are some of those additional benefits that you'll be able to offer? So once you basically have the data into the historical data, now just think about this thing. There is, this data was never available at one place any time in the history of the enterprise. So you have 10 years of historical data and you can run machine algorithms to find the patterns. And that patterns can basically give you such a historical premise to that that what has been actually happening in the business which is not available earlier. Now you can do whatever, because your data fabric is already there sitting on Hadoop. You can start syncing up other data sources onto Hadoop. You can take binary data from the main frames. You can take data from the other data enterprise data warehouses. And now you have one place of Data Lake is as it's called in the industry. And you can run with it. And you can present data whether you want to do data analytics on that or you want to do look at different patterns, fraud analysis, all of those things are available right at the one place. So you could argue in some respects that before now companies were flying blindly. They had no idea what was taking place. You're now able to use this data to let them actually understand what has been happening. What are the patterns, what are their customers and clients, what trends and patterns they can get from that? I, exactly. Because if earlier you know people who do analytics they would take one-tenth of the data and they'll have the one-tenth of data imported and they hear the answer from the one person out of that one-tenth of the data. So you practically were making these models and you're presuming that these models are correct on the businesses. You know, there's a lot of presumptions going on that okay, this is what it is coming from. But now you just have, just imagine that the one person doesn't contain the actual answer. The rest 99% contains the actual answer. So you were missing a lot of information. This is one scenario where Hadoop I think is going to be a sea change that's happening. And that's the start of the Hadoop. Practically all the tools once they become built in and you have the real-time streaming of the data coming to Hadoop and you have applications coming and now you can practically take that analysis and kind of do all kinds of different applications. So you might have some CIOs that are watching this and they think that what we're talking about sounds all well and good, but they're not very imaginative, they can't really grasp the true benefit. Is there any type of example of a trend that, not a specific company, but just something you can point to, a trend that was found or that was able to help a customer change the way they do business based on the information they've gathered from Big Data? Yeah, I mean, if you look at Hadoop as a service, Hadoop as a security service, which you've seen a lot happening in the financial services, earlier they were not able to collect all the log data from all the places where they have the systems into one place. And now they can grab all this data at one place and analyze the patterns. You can have the fraud patterns, you can have the information IP claims which basically going out and you can see all those patterns happening and those are not, one was not able to do that before. So that you will see a lot of these preponderance of evidence coming into the case. I mean, granted that they're two different worlds. One is the enterprise world which is basically has all the restrictions and everything and then there's one the Silicon Valley which has no legacy, they can come up with all these new models. But once you start with Hadoop, these convergence will start happening. That there is a requirement of these, what the new companies are doing, the use cases with the building in, you can start applying that to the enterprises and you can find a lot of uses in the enterprises. Now what we're talking about is it's not static. Things are changing every day and new services are coming online that you can really benefit these customers. Anything on the horizon that's exciting to you? I think the real, the next level I think is this real-time streaming. I think you've seen a lot of tools coming. There's a company called DataTorrent which is over here and then we have seen through the Twitter, the Storm and the Kafka platform, I think which is coming. So you practically can take all the analytics you've done. You can feed that into the mapping tables and as teamers you get the real streaming. You can practically go and see if the pattern matches. If the pattern matches then you can flag this for the fraud or any other kind of things. So those I think when you take all the learnings of the historical patterns and then apply the real-time is when you will see the real work being done. Pretty exciting stuff. Manny, what's the best way for people to get in touch with you? They can go to our website. They can check our website for all the use cases and everything and they can also send us email at salesascloudic.com and they can reach and we can provide the services and the use cases with them. Fantastic. Winston Edmonton for Studio B, checking out.


The study found that the LVN systolic volume was the only parameter independently associated with VT occurrence in patients with non- ischemic chronic heart failure and cardioverter defibrillator implantation. This parameter has the highest predictive potential and can be used to stratify the arrhythmic risk in the exposed cohort of patients. This article was authored by NN11, DR Stompel, SA Boitsov and others.


How about suffering out of compassion for people other than oneself who are being horrendously oppressed? When there is compassion, there is no suffering. When the ego is at play, then there is suffering. So the idea even, you suffer in compassion for the oppressed. This very idea is false at its fundament. It's a Christian idea that is false at its fundament. There are many Christian ideas that are true at their fundament, of course. But this one is the nastiest of them all and the most false of them all. Because when there is compassion, there is no suffering. Compassion is almost the opposite of suffering. It's like when you experience compassion, you can't suffer. What compassion is is the ability to understand what the other is going through. And you can't experience compassion if you don't experience love. And you can't experience love if you don't tune into the truth that is your master, the soul. And when you experience soul, in that moment you experience love. And when you experience love, in that moment you experience love for the other because that soul material that is within yourself is the same thing as that which is within the other. So the idea that compassion and suffering go hand in hand is false at the fundament. It's a twisting and a manipulation of centuries that has to be done away with now. Now it has to go. Doesn't it make sense what I'm saying? It does, yeah. It's a completely corrupt and twisted understanding of giving and loving. And loving is the opposite that actually happens. So you as a someone who's grown up with these concepts, maybe not with these beliefs, but at least with the concepts, you are damned in a way unless you break through that prison.  So you can't turn inward because if you turn inward, what you mean is a sinner. When you look outward for an ideal that you can emulate, you see a man bleeding on a cross, suffering in such a way that if you want to do something for humankind, you can never match up to him. So there also you come against a wall. Where are you supposed to turn then? So where you turn is to the ego because the ego provides you with the suffering that you need to feel as if you are compassionate and loving. It's a twisted thing. It has to untwist. And the untwisting is where you stand up one day and you say, where are you supposed to turn then? So where you turn is to the ego because the ego provides you with the suffering that you need to feel as if you are compassionate and loving. It's a twisted thing. It has to untwist. And the untwisting is where you stand up one day and you say, no, no, not any of that anymore. The truth is the truth is the truth. And I'm not a sinner. You know, people say to me, they say that, well, we don't really feel like we are sinners. But this is a genetic inheritance of 1500 years or even more. You can't just do away with it because you think that you don't think that or you don't feel that. It's something so deeply ingrained. It has to be chiseled out of the system and thrown where you start to feel yourself again, that this self is the truth and that it's not a sinner that needs to be redeemed by someone suffering on a cross, crucified. One has to go inside and take this dirt out and throw it out forever. It's an horrible inheritance that these westerners have, which you guys don't have. You should be grateful that you don't have to deal with what they have to deal with that battle that they have is just that much more horrible. I mean, you have Krishna. You know, you have Hanuman. You have Shiva who's there with his peace pipe with love in the air with all the gods. And I mean, it's just something else they have an inheritance, a legacy they have to deal with, which is to be dealt with now, not in 10 years and in 100 years. It has to be done away with also because that suffering that you connect with compassion, it actually reduces the system. It pulls down the system. Whereas compassion is something that moves outward. It's in giving. And that suffering, compassion is an egoistic feel about oneself being a sort of a living in a way like the ideal who suffered. The key is to pierce beyond all those ideas and actually make that connect with the antaratman, with the truth of your existence. Because also in those cultures, the males, I mean, we the females will leave aside for the moment because that's another legacy, but the males have been basically reduced to performers and like servants, like instruments of capital, just there to multiply capital for the ones behind capital. That's what the males are reduced to. If they can't actually grow spiritually and they can't believe in themselves, then all they can believe in is quote unquote the place of work. And that's what happens. So in this path of self-realization, you battle those inheritances and you do away with them.  So it's very important to make that step and to know that it is the ego which causes suffering.  And there's nothing more to it than this actually. It's not much more complex.


Hello and welcome to MIPTV and with me for his regular book review is Mr Bob Cook. How you doing, Bob? I'm very well, thanks Roy. Now you've got a really interesting book tonight by someone that I've met very briefly and you know very well, Richard Erskine, a man who's credited with being one of the pioneers of relational TA, I believe. Well, he's the pioneer of integrative transaction analysis from a relational perspective. Right, well there we go. Perhaps it's the same thing as perhaps it isn't. Why it's important is that the modern relational transaction analysis movement, which was formed in 2009 really, comes from Helena Hargill and Charles Sills, and quite often gets mixed up with Richard Erskine's integrative relational movement, so it's very easy to do. So it sounds like there's two perspectives, but this is Erskine's own view of things. And it's called Theories and Methods of Integrative TA by Richard Erskine. Yeah, that's the way to it. There is a method of integrated transaction analysis by Richard Erskine. There we go. Way back in 1977, over 40 years ago. Wow, so what makes this book so interesting, Bob? Well, it's a historical document from a long time ago. Richard Erskine is now 76 and even when he wrote this in 77, 76, you know, he'd written quite a lot of articles, well-known psychopathic articles. He was well-known in the TA movement, the early, early origins of TA. I'm not quite sure if he studied with Byrne, but he certainly studied with Fritz Perls, because he did Gestalt's training for a while. But he went on to become really interested in transaction analysis, and he trained with some of the early pioneers of TA. And in 1976, 1977, he put this book together. Probably 40, is it right, 30, 40 of his well-known articles at that time. And so we're going back to the beginnings of TA. So the beginnings of his ideas on, this is Richard Erskine's ideas on script, some of his ideas on rackets, some of his ideas on the methodology of an integrative psychotherapy, some of his ideas on the three dimensions of human behavior, some of his ideas on early transactional analysis and how to use it. OK, I heard something quite interesting there that I think might be interesting to explore. The three dimensions of human behavior, what's that, Bob? Well, let's just put that into, you know, his article. His article, I think, is called the ABC of psychotherapy, or the ABC of integrative psychotherapy, if I can remember it quite rightly. And it's not so much three dimensions of behavior. I think I need to put that in context really. It's the origins of a model which he went to Corian later on in 1988. And he called the model self-in-relationship model, where he talks about three dimensions of human functioning rather than behavior, actually. And he talked about the behavioral aspect of the human personality, the emotional aspect, the cognitive aspect, and that you can actually enter into the world of the clients or through any of these different dimensions, whether it be cognitive, whether it be thinking, whether it be behavior. And it really was the origins of his first idea of integration. Yes, because that sounds like he's joined from quite a few schools there, behavioral school. He sounds also, I think, might be joined maybe from the person's centre school or the humanistic school. Well, certainly when we think of his first supervisor, that was, if this is true, talking to Richard himself, was a supervisor that worked with Rodgers himself, just down in the college Rodgers was in. David Kupner, is it? So some of Erskine's early ideas, interestingly enough, comes from Rodgers himself. Certainly the ideas, I think, we look back at some of the methods of integrative psychotherapy he talks about, achievement, involvement, inquiry. The ideas of achievement and staying behind the clients and actually attuning to the rhythm of the client comes very much from the humanistic tradition, I think, of Carl Rodgers. It does. And I spoke to Richard Erskine about six or eight months ago. I did an interview with him. And he was telling me the same thing, that one of his supervisors was a contemporary of Rodgers. He's kind of interested how all the theories tend to, you know, when you kind of dig deep enough, they all kind of mesh a little bit or touch. Yeah. And Erskine is a unique character, not just because of himself, but because he studied with some of the foremost people, like, as I said, Burl Fritz Pearls, who created Gestalt Cyberpair Me, Eric Byrne, who created Transaction Analysis, and if his supervisor was David Kupner, then that's very early access to some of the thinkings and the beliefs of, you know, Rodgers himself. Yeah, it's fascinating. And the book sounds to me like a collection of essays, maybe, a collection of writings. The articles which he wrote. The article I really like, written way back then, is talking about integration, as I said, and also talking about, you know, a series of methods for psychopurpose, which he calls inquiry, attunement, involvement. A very nice article. Also, his ideas on script, which comes straight out of, of course, Eric Byrne. So you've got the origins of Transaction Analysis there. And you've got a series of articles. You're probably right, which he wrote early on. But as the book goes on, it talks about his later articles as well in 77. And there's a forward in there. There's a very young picture of Richard Erskine, I must say, way back in time. So, you know, that's there as well. So it's a good book, I think. It sort of develops the archetypal therapy in the TA movement and perhaps the humanistic tradition, if we look at it that way. Yeah, and historical documents. It's one that charts the movement of TA, adapting to other ideas. And I would imagine quite important for any student who's studying relational TA. Yeah, absolutely. Looking back at Erskine's idea of integration, way back then, that first article, I don't know, it was 73, 74. I think it was called the ABC of Psychotherapy.  I mean, it comes on the back, if you think about it, of the behavioral revolution by myself in the 60s. And you have the cognitive ideas as well coming along there and they come together and now we get the modern CBT, of course. Yeah, yeah. So you are right. If we look at all these origins in the last 70 or 80 years, they're coming from many, many different authors, but you know, very well looked at, I think, in Erskine's book. Yeah, it's interesting because I was just thinking when I did my teaching qualification, we would talk about the cognitive domain, the thinking domain, the effect of the feeling and the psychomotor, how people behave and use themselves. And it's something that comes up quite a lot in therapy, you know, that people will oscillate between those three domains of being, yeah. And of course, what really then became a hallmark of his organization was he added a physiological domain there, which made a fourth. And then in his self and relationship model, he put a circle, sorry, a diamond around those four points, which he then filled in to symbolize relationship. How interesting. So in other words, in other words, that the relationship is the actual overarching concept that links all the four dimensions of the self. And without the human relationship and the encounter between the therapist and the clients, they're more like techniques. Yes. Yes, they're more like the lyrics of a song without the music. Yeah, that's a wonderful way to look at it. Without the attention to the relationship, you lose contact with the client in front of you. Yeah. Yeah. And that's a lesson that I think, I think all therapists can take away because about what modality of therapy there's a lot of research out there saying that the relationship, good quality relationship and the ability to repair fractures in the relationship are, give the best indicators for a good outcome in therapy. So, yeah, it's a really good lesson to take away. So Bob, we're going to put a link for those of you who are watching, we're going to put a link in the comments bar below. And we're going to, I'm going to put a link to the book and also a link to maybe some other information about her skin. And also let's have some comments in the comments bar below. What do you think? Are you someone who studied relational TA? What's your view of the work of Richard Erskine in the relational school? And as always, this isn't a paid product placement. This is Bob just sharing his love of books and literature. So as always, Bob, thank you for sharing that knowledge. And we'll see you in the next book review, I guess. You will. I think it's number, I think this was number 24. So the next one I think is number 25. Yes, we'll see you. We'll see you in 25. That's how old I am, Bob. Thank you.


listening library presents. Milo imagines the world by Matt De La Pena, read for you by Dion Graham. What begins as a slow, distant glow grows and grows into a tired train that clatters down the tracks, a cool rush of wind quiets into a screech of steel, and when the doors slide open, Milo slips aboard. The train bucks back into motion as he and his big sister squeeze onto bench seats. The whiskered man beside Milo has a face of concentration, a businessman has a blank, lonely face. The wedding-dressed woman near the far door has a face made out of light, while the dog peeking out of her handbag has no face at all, just a long, lolling tongue. These monthly Sunday subway rides are never-ending, and as usual Milo is a shook-up soda. Excitement stacked on top of worry, on top of confusion, on top of love. To keep himself from bursting, he stutters the faces around him and makes pictures of their lives. At a downtown local stop the whiskered man folds up his crossword and hurries off the train. Milo imagines him trudging through brown mounds of slush. It's a five-flight climb to his cluttered apartment where he's greeted by mulling cats and burrowing rats. Perikets tweet songs of longing as the man sips tepid soup, hunched over a game of solitaire. Late that night the door to the periket cage mysteriously falls open, and the cats gather on the cold sill to watch the birds fly free above the city. Milo tugs his sister's sleeve and holds up his picture. But even when she turns to look he can tell she doesn't see. She's a shook-up soda too. A boy in a suit boards the train with his dad.  Milo imagines the clop-clop-clop of the horse-drawn carriage that will carry him to his castle. Imagines the clink-clink-clink of the guards slowly lowering the drawbridge. Across the human-made moat the boy is met by a butler, two maids, and a gourmet chef offering crust-free sandwich squares. Sample complete. Ready to continue?


What's good Josh if we're all speaking again with another video. So I know you guys probably are familiar with what's going on with the EDP of four four five situation. I'm not really gonna dive too much into that I've had I've seen some of the clips from Predator procher that they've been like releasing and kind of hyping up for basically to expose EDP in his his um, I Guess you can say his things that he's been doing That I don't want to really kind of talk about mainly because I can't talk about it because YouTube is you know Very sensitive on we start bringing up that type of Content and even addressing it. So I'm kind of gonna straight away from it But you kind of got you guys know what he's being accused of and this is not his first time and it's crazy because Some of you guys from the inner clutch page have asked us to check out some of his funny moments You know on the on the inner clutch page as a reaction as to try not to laugh And you know, I've seen some of his videos off camera. I thought dude was pretty funny I know Chisela Donis has checked out his content before you know saying he's he's very eccentric He's very passionate about you know being an Eagles fan And you know like he doesn't really care like you know saying I remember the controversy with him Reaching a million subs on YouTube and YouTube not wanting to send the plaque the million million million sub play button because of his content and how Controversial it is so you have to get a custom one made like the dude You know doesn't really care about ad revenue or anything like that He says what he wants and he says how he feels and you know, I respected that but these allegations You know I'm saying when it it started flowing in earlier this week I was you know really kind of you know skeptical on it And you know, I didn't even know that this was a thing that has been you know He's been accused of this prior to this is not his first time So when these these these individuals from Predator poacher, basically They're like the Chris Hansen of YouTube when they you know, I guess that's what they do go around exposing individuals for You know doing some certain things that they shouldn't be doing with you know in the you know underage individuals It's like his name came up They showed the DMs and all this other stuff and they're basically hyping it up and they dropped it Drop the video or whatnot and a lot of people were criticizing Predator poachers because they're basically Monetizing a serious situation where someone really needs to get some help and potentially needs to be locked up You know, they posed as a 13 year old girl and in the video even the full video Even though they didn't drop it will like at the time when they were promoting it You can see you know as they were promoting on their Instagram Like any P admits to everything, you know, he kind of got caught in 4k He didn't deny it and everything else and it's like they're monetizing that, you know They're basically just you know Trying to milk it out as much as possible And it's one of those things where people are like why not get the Authorities involved like it just seems like the motives is a little bit fishy and it comes off that way Now it's come out that one of the guys from Predator poachers Is a racist He's a racist asshole and we're gonna check out some of these clips here Like I said, I'm not gonna really be posting any of the EDP stuff if you want to see the video There's tons of videos showing clips of it showing, you know people reacting to it checking out the video You know the thumbnails and all this other stuff But you know another reason why I didn't even want to really just react to it or check it out in this full entirety Because I just found out the people that's exposing EDP are Racists as well like one of the guys that's part of the Predator poachers He's a racist asshole So I don't want to give him a view or like or sub or anything on that because you're exposing someone in 4k While you're also being exposed in 1080p for being a racist asshole. So we're gonna check it out Right here. I believe this is a streamer Aiden Ross Hey, you got a last name Ross. So he gotta be cool people. I guess he had one of the dudes from Predator poachers I don't know his name. Don't care to know his name But he has him on stream. I guess people are letting him know that yo dudes kind of a racist So he he hears a certain clip and he addresses him on it So we're gonna check that out and then I have another clip not gonna play the whole thing of him being caught in 1080p Also saying the hard are the in where with the hard are, you know, just you know Making light of the situation and the shit's not cool.   Definitely don't make a right and that's the guy. No, I don't know his name. So Don't care to know his name. Is that the same guy?  I was trolling in this Mean, I'm not out to offend anybody.  So Yeah, bro That was way back in 2019 I could justifies it. That's that's one thing I didn't like oh that was back a couple years ago It's not who I am now and Then to Actually come out and say oh, you know, I make fun of everybody Like I said at the beginning of this video Don't support don't watch the actual him exposing it. I know it's got a lot of views now But don't support that guy.   It's man. Dude. The n****s are gonna get offended and report us Oh, you're right. What is wrong with you?    I just don't support races the two can coexist.   It's done. It's over and you know No, it sucks, but the dude needs help like you can't be going around doing that entertaining that like Soliciting that like I said not gonna go into it.   They're trying to get some monetary gain out of it Trying to get some hype behind it And it's simple fact that the racist like I don't I don't joke about that.  Tell me if we're gonna just be okay with that and we'll just laugh it off 10 times out of 10. We're not man. And anybody that supports his page when exposing predators or whatever you want to say You're just as part of the problem. Don't line his pockets.   EDP needs help. And yeah, they both was caught EDP and 4k My guy here in 1080p. So it is what it is man This is this is the crazy world we live in especially now on YouTube Bro, you gotta be careful what you say and do because my time's not team either being recorded or you know It'll be brought back to the to the service man. So comment down below. Let me know If you guys were a fan of EDP at some point and if this recent exposed video has Definitely changed your mindset on how you you know, you know, how you rock with him Or you no longer a fan. Have you unsubscribed? Have you you know, stop watching his videos comment down below Let me know what you think about this and I'll comment down below Let me know if you hate racist as much as I do because I think they're just come of the earth So let's you know, I'm let's start discussing down below, but I appreciate all the love and support Road to 40k appreciate y'all kicking it with me. I'll see y'all in the next one. Peace


Hey everybody, Matt here for Layton Sports Cards, ripping five boxes for Tom C. We have one box of 2022 Tops Chrome Black, one box of 2022 Tops Triple Threads, one box of 2022 Tops Five Star, one box of 2022 Bowman Inception, and one box of 2023 Panini 3-in-2 Baseball Hobby. Alright, here we go, we'll start off with Bowman Inception. I would say probably less than an hour wait time right now, if you grab something now. There's Jordan Walker and Cooper Kenny, Simon Juan, Kyle Manzardo, William Bergoglia, Blue to 99, and Victor Labrada, auto to 250. On the back, Dual Patch Auto, 31 of 50, Isaac Pacheco, let's do Tops Chrome Black. Yeah, you bet, Ryan, thank you. Alright, nice, Shane Boz and Wilson Contreras, that is Purple Mini Diamonds to 150, and the Auto, that is Rookie Refractor Auto to 150, Hoy Park. Let's do 3-in-2, one Slabbed Auto, one Slabbed Relic, and three Base Cards or Inserts for the box. Oh, that's going to be nice. Yeah, it is. It's Joe DiMaggio, 32, Dave Winfield to 150, and Rafael Palmero to 150. Jumbo Jersey, 8 of 30, Yogi Berra, 8 was that, I think that was Yogi's Jersey number, right? Nice Jumbo old-timey Jersey there, Yogi Berra, and I think, I could be wrong, I think he was Jersey number 8, yeah, Jersey number. Alright, everybody, what's your favorite Yogi-ism? Mine is, baseball is 90% physical, wait, 90% mental, the other half is physical. Autograph, Jersey's Emerald, Pete Crow Armstrong, there you go, nice PCA for you, Tom, good box. Alright, let's do 5-star, I'm going to close it out with triple threads. Here's his Hay Bobo, another great Yogi, no doubt, ain't over till it's over, yeah, that's a good one too. Alright, we have Rookie Auto, Brian De La Cruz to 25, that is 5-Tool Phenom Auto, Corey Seeger. These are such nice looking cards, nice Seeger, alright triple threads, we got the pretty stuff, now let's find a huge hit. William N is up after this, Francisco Lindor, 75, and Bryce Harper, it's 259. Julio Rodriguez, Rookie, Kunian Larkin, Rookie, triple patch auto, 4 of 10, Joe Ryan, with a four color patch on the bottom, three colors, one color, and four colors, nice RPA, Jumbo Jersey to 36, Bobby Dahlbeck, Nolan Ryan to 50, Buster Posey to 259, Seeger, Betz, and Bachel, and this is nice, Triple Relic, 23 of 36, Willie Mays, Ken Griffey Jr., and Mike Trowell, one off the Jersey number for Mays and Griffey, Bat Jersey and Bat, very nice Triple Relic, and on the back Jumbo Jersey Auto, 20 of 25, Manny Machado, nice mini box here to close out your break, that'll do it for your break, Tom, appreciate it, we'll get these right out to you.