Migration, whether voluntary or involuntary, might be the central theme of American literature and one that unites Americans across ethnic and racial grounds. Using poetry, documents, prose, and manifestos, American Filipinos add their stories to this body of literature. Spoken Into Existence by Adrienne Formendos Before my grandmother died, I always imagined fulfilling a lifelong goal of speaking to her in one fluid conversation in Tagalog. But for all the five years she was sick, all I could ever muster was a timid gumustapo, the form away of asking an elder how she was doing. She always gave the same cheeky answer, my beauty Parin, still beautiful. In the Bay Area, an extensive network of Filipino elders, fresh off the plane or not, is as common as the bridges that connect the condensed cities surrounding the Bay. My dark brown skin, flat nose and barely four foot eleven inch frame, is an obvious giveaway for the Filipinos who come from home and are always seeking someone familiar. I can be sitting on Muni or volunteering at my clinic, but within moments I'm always bombarded with the same set of questions about where my parents are from, how often I've gone back, and how I like the Philippines. Inevitably, I'm always asked, do you speak Tagalog? I've lost count of how many times a light has gone from someone's excited eyes when I reply that I can't. Like a connection has been severed, the girl before them, so much like a niece or a cousin or even a daughter, is not like them at all. Even in the kindest of situations, there's always a matter of, ho, what a shame. My feeble attempts at redemption just lead to more awkwardness, and every time I try to explain, then I can at least understand Tagalog. I always feel like an imposter. After all, hearing the words and knowing the meaning is vastly different from really understanding what someone is saying. In miscommunicated conversations with my dad, for example, I often think we are on opposite sides of the Pacific. Him, standing in the forgotten rice fields of yesterday, vowel enunciating hard sounds with punctuated cadence. There might as well be oceans. A teacher and friend once told me, nothing is real until it's spoken. Once a thought has been verbalized, it exists. If this is true, then there is so much about my relationship with my father that does not exist, or my grandmother. But I refuse to believe that. My entire life, I've only known the American English response for the questions and greetings and sound bites of each day. I am an American, born and raised, but two places reside within me. Two voices run parallel. Only one speaks, but that doesn't mean the other is silent. I've made small attempts at mixing in bits of Tagalog into my day. I use basic Tagalog for common household items, as well as catchphrases that do not quite have an English translation. Or simply phrases that taste better in Tagalog, and are more satisfying to say. Like the feeling when you get, when you're exasperated, doubtful, annoyed, and yet still humored by life. Yes, I'm the short, sweet version of that. And it's delicious to say at the right time. I want to connect the words within me that cannot always be said, but are always there. At present, I make linguistic trips to the motherland, because I recognize the importance of meeting my elders more than halfway. Of meeting my father more than halfway. The acrobatics of bouncing Tagalog between my tongue and the roof of my mouth is foreign and strange. But it is worth it if it means empowering that other voice. I'm sure my grandmother would still think that it's beautiful. Thank you. Not long ago I saw an interview with a Filipino writer who spoke of cliches that Filipino writers, mostly beginning Filipino writers, use. He cited such things as mango colored suns, white sand beaches, and of course the obligatory carabao as hindrances to the literary landscape one is trying to create. This writer's comments made me think of my own writing and the role the carabao has played in it. Firstly, I have never seen a carabao. The carabao is a beautiful animal, hardworking and loyal, I've been told. The people who told me this of the carabao also happen to be hardworking and loyal. And I have been told that I have displayed just the opposite qualities, namely by my father. I have seen the carabao in pictures in National Geographic and numerous books showing the landscape of my indigenous ancestral home, the Philippines. I felt somewhat guilty in regards to the writer's comments because I had used carabaos and mango colored skies as metaphors in my writing.  You've never seen a carabao in your life, nor have you been to the Philippines. Now this was true, but I began to think about this writer who is quite well known since the release of his book. I looked at his face, his clothes, his hair. All were immaculate, all impurity swept away in the archipelago winds. I was curious if this writer had ever stepped into a steaming mound of carabao dung in his oxfords or boat shoes and subsequently fallen. Or had he ever awakened to find carabao crust in his eyes or walked with carabao mud between his toes or carabao snot running down his nose. These and other questions remain. The mystery persists. Now my uncle, the poet Al Robles, he also wrote of carabaos. His book of poems, rapping with 10,000 carabaos in the dark, are carabao tracks on the page tracing their journey in the Philippines and in the U.S. Each poem is stained with the mud, saliva, tears, tae, the life of the carabao, the memory of the carabao, the music of the carabao, the heart of the carabao, which is the heart of the manongs. The sound of the carabao brings us closer to home, closer to the earth, closer to ourselves. Carlos Bulasan wrote of the carabao in America is in the heart. In the story his brother Amado beats a weary carabao with a stick to which his father responds by slapping him sharply across his face. What are you doing to the carabao? I think one of my uncle's poems, I think of one of my uncle's poems and the reverence he had for the carabao. He's a nice one, you know. The carabao is nice to you. When you come in the afternoon from the rice field, he goes home too by himself. After the sun goes down, he lays down.  International Hotel Night Watch, Manong Carabao. I ride you through the eye hotel rice fields, one by one the carabao plows deep. I recently took a walk to a grocery store in my neighborhood and I live out in the outer Richmond. A couple blocks from my house I came upon a garage sale. I approached and saw the usual books, plates, clothes, knickknacks. All kinds of stuff. It all belonged to a young white guy wearing a giant's t-shirt. His face had a pinkish tint due to the unusually hot weather. He sipped on a perhaps blue ribbon as people browsed through the items making up his life. I looked at a few things but didn't see anything I wanted to buy. I was ready to leave when something caught my eye. It was on a table, a wooden figure that looked worn but beautiful. Crafted by someone I'd never met but whose feelings I'd feel as my own. I reached for and touched the figure. Its eyes whispered. I tried to make out what it was saying but I was interrupted by the guy with the beer. You like my yak? He asked before taking a swig of beer. He took a very long swig before proceeding to crush the empty can with one squeeze of his freckled hand. He stood examining my face. I looked at the wooden figure and realized it was a carabao. It was not a yak, it was a carabao. It was beautiful. It had eyes that were alive. But before I could tell the garage sale guy that what he had was a carabao, not a yak, he went to the cooler and pulled out another beer. He walked over and told me that his yak had belonged to his ex-wife who had gotten the lion's share of the divorce. He made fun of the yak saying that it needed another yak to yuck. He didn't use that word, he used the heavier word but a yak to yuck. Positioning the yak on top of the other yak which was the carabao actually and not the yak at all. Simulating copulation or fornication or an odd combination of both. I looked at the carabao, it looked at me. We knew. I'm telling you we knew. Then the man started rambling about this and that which was basically a rant of belligerence mixed with a twinge of sentimentality. His words spilling forth in a spirited froth of beverage inspired verbiage. As I recall it went like this. Yak, yak, yak, yak, yak, yak, yak, yak, yak, yak, yak, yak, yak, yak, yak. Yak, yak, yak, yak, yak, Yak, yak, yak, yak, yak, yak. He yak my head off for half an hour. Finally he stopped, then I uttered the words, how much? Five bucks, so five bucks. I dug into my pocket and the carabao seemed to say get me out of here and away from this fool.  I found the $5, gave it to the guy and picked up the carabao that had to endure being called a yak for who knows how long. I brought it home where it belonged. So my story is actually a couple, it's like three section. I'm just gonna read it a little bit of each section for a time purposes. Pickle papaya. I believe the three things that represent the fabric of our culture, our language, beliefs, and of course, food, because we're Filipino. It's how we identify ourselves and how people identify us. It's what makes us unique and what makes us proud. My language, alone, go in English. So I'm the first American born of an immigrant family from Ilo Ilo and I'm also the middle of five children. In kindergarten, my teacher called for a meeting with my parents. I said I'm the meeting quietly as a good, obedient Filipino daughter should. My teacher thought there was something wrong with me. She said, I'm worried about Genevieve because she doesn't talk or communicate much in class, but her paperwork is superior. There wasn't anything wrong with me. I just didn't talk a lot, which is funny because I talk a lot now. I learned English in Ilongwa at the same time and at home we spoke in Ilongwa. We didn't speak in Ilongwa at school, so I just didn't speak. My beliefs, faith, family, and friends. Every evening, like many families did, we prayed the Novena. When we got old enough to read, we were tasked to lead the Novena. And we would like fight over who didn't do it. A lot of fights. We made a game out of it to make it interesting by memorizing or reciting the prayers fast, although we would get in trouble for not taking it serious and we would object by saying, but thought I fell asleep, thought I was a dad in Ilongwa, and he would, he'd fall asleep a lot and snore through Novena. But he wouldn't get in trouble, right? On nights where our favorite shows like 90210 came on, this is in the 90s, we would schedule our Novena either before or after the show, so we didn't miss any part of it because DVR didn't exist back then, right? But no matter what, we prayed as a family together every night, every day. Our faith is what keeps our family together. My food. So recently I just went to the Philippines earlier this year with the San Francisco Manila Sister City Committee with Mayor Ed Lee, it was his first time to the Philippines. And prior to my arrival in the Philippines, my aunties, my dad's sisters, were taking orders for what I wanted to eat when I visited, so they knew what to prepare for me. I said, anything soup, nila gat yinola binakol, anything with sabau, with soup, because that's what I grew up with, soup and fried fish. And when they asked me what I wanted to bring back home, as Pasalobing, as a give back, I said homemade achata, pickle papaya. And so I did, I brought back 10 pounds worth, you don't even know. You don't even know. It was very important. I brought 10 pounds worth of my Titha Rosi's homemade achata with bamboo shoots. My luggage was overweight, of course, and I put the excess weight in my carry-on and large purse and carried 30 pounds on my shoulders. And I even had to talk through security to let me carry it on, because it's double the weight that you're supposed to bring. Anyways, so. When people ask what I brought back, I say homemade achata, and they laugh. They think it's silly, but to me, it's important. The large jar of pickle papaya represents pieces of me that are important. Pieces of me that my parents made sure I knew were important and never forgot. Pickle papaya that my cousin went out early in the morning to buy fresh ingredients for. Pickle papaya that my aunt made with her own hands. Pickle papaya that my dad's other sisters made sure was sealed and wrapped over and over with that brown tape or duct tape, I don't know what it is. So it wouldn't break in my luggage because I had to bring it home. Pickle papaya that makes my family in America happy when I open my luggage and I come back from the airport and they see it. It's what bridges me and my family back in the Philippines. It connects me and my parents that what they taught me was not lost and will never be lost. It is my family, my roots, and my upbringing. I am Filipino, born in America. Thank you. 1946, I belonged to a generation that spent much of its childhood playing hide and seek, where I often hid under the dolly, switching off my grandmother's tablecloth and ran through the woven plumeria and orchid garden in her front yard. A generation that swung among the tall tree vines into the shallow pools of the river. A generation lost in a coconut daze, one that would not be possible without the seed planet when my great grandfather made another man's opportunity his own. 1946, on a gusty evening sometime in May, Cristiano Alvarado rushed to find a seat in the back row of the town hall where he immediately settled in. Fingers woven in his lap, dumb suppressed, one against the other, palm sweaty in the silent depression found in filled rooms where everyone wants the same thing, but not everyone can have it. This was one big day for some in the poor providence of Umigun Paganasan, a wet green lowland area speckled with rice fields angered by cider block, huts stretched with dried banana leaves roofs, Cristiano a bronze skinned fellow in his late 20s, with a smile that leaned to his left and a part in his hair pushed right to his right. Bobbed in and out, working odd jobs to support his family of six, at home his wife Rosa, a neighborhood seamstress worried about the possibilities of the big town meeting. Pricking her fingers over the potential change it could bring to the family. She looked at her youngest son Felix, crawling on the dirt floor of their tiny shack inside. Today's assembly was no ordinary one. Hiring officials from Hawaii Sugar Plantress Association, HSPA, were in town to find workers to tend the tall cane fields combed by humid breezes during Hawaii's sugar cane boom, since so many were interested in leaving their improvised surroundings, men across the Philippines entered a lottery system, interested in the idea of a glamorized version of a plantation life, a $10 advantage, free passage, a three year commitment, and free plantation housing. Yet there were not enough spots to satisfy the crave. The loud roar of townspeople fantasized about the new opportunity and new money and the pattering of barefoot children playing games of tag filled the town hall. All activity was immediately hushed in the clacking of boots, lunas, four men of the cane fields, and their translators were heard entering the room. The lottery began. One by one, names recalled as local townsfolk teared up at the sound of their own names, hugging their family members as they walked over to a table to sign their lives over to the Hawaiian plantations to which they would belong. In the back, Cristiano waded fingers woven in his lap, thumbs pressed one against the other, palms sweaty in the silent desperation bound in filled rooms where everyone wants the same thing, but not everyone can have it. Anything was better than here, he thought, reaching for hope in his empty pockets. Names continued to be called, seeming to be everyone but him. Call Cristiano, he now prayed, he now prayed head down, his callous hands cussing one another. Call Cristiano, he continued to whisper. Rafael Archiella shouted the Luna who was nearing his last rounds of the lottery. Cristiano looked at his head, halfway happy and halfway jealous for Rafael, a lifelong acquaintance who he grew up with. Rafael Archiella, the Luna reiterated, Cristiano looked around, waiting for Rafael to surface for some corner of the room, jumping for joy as did everyone else chosen in the lottery. Rafael Archiella, the Luna exclaimed, as if his hoarse voice was irritated about the drag Rafael was putting on the process. I'm here, Cristiano said, as he stood from the bench from the back and it made his way toward the front. In 1946, my great-grandfather, Cristiano Alvarado, left his family behind to earn money working, the sugar plantations in Kauai's and eventually Mali's, becoming part of an elderly wave of Filipino ignorance to come to Hawaii. Cristiano returned to Rosa and their children in 1952, a move he thought would plant them in the Philippines for good. Here, Rosa and Cristiano rekindled their love between the youngest of their children, Ruth. While Ruth was still a young girl, Cristiano had a change of heart about staying in the Philippines. When Hawaii became a state in 1959, my great-grandfather decided to bring the Alvarado family back to Mali where they had purchased the plantation style home near the bottom of the Wicona Street next to the cool waters of the Wicapau River. Together, they raised a family and hosted parties where generations of Alvarados grew up the floral couches, roses, black singers, sewing machine, Cristiano's undefeated chessboard and one of their many dogs. Thank you. Okay, a quick question. How many people did Filipino folk dance? Raise your hand. Janet, of course. Okay, we're gonna get right into it. Dancing my Filipino roots. When I was growing up, I was just another kid. We didn't think of race and culture. In East Oakland, there were so many different cultures that not one stood out over another. In our elementary school, there were only eight Filipinos. Out of more than 400 kids. But we never felt like minorities. We were all Americans. But then the Bayanian Dance Company came to town. Never before had we seen such beauty and joy celebrating being Filipino. From the dramatic dances of the mountain tribes, we then moved to the climatic dance, the silk clad southern princess in Singil. Then the gentile courtships and swirling full skirts of the Spanish era followed, ending with the rural dances of skill from the provinces. We were mesmerized by the live music, live music of the nose flute, the ganksa, the kulintan, and the rondalia. A whole unknown world that was our own had opened wide for the first time. Every Saturday morning, while my classmates sat glued to the TV watching cartoons, we piled into the station wagon and crossed the Bay Bridge to folk dance classes at the San Francisco Filipino Community Hall on California Street. Practice started in mid-morning and continued until mid-afternoon. For the first time, we were surrounded by lots of other Filipino kids. It was uncomfortable to be the new kids, the outsiders from across the Bay. But we jumped in to learn the walls. Arms only, one, two, three, one, two, three. Arms up, chin up, back straight, one, two, three. Mrs. Bautista instructed her voice rising high above us. Now, now, now, legs only. One, lift three, left lift three, right lift three. Now together, we moved from side to side, awkwardly trying to coordinate arms and legs without bumping into each other. And when we broke for lunch, the other mothers were clustered at the sunlit end of the hall. Come here, honey, when mother called to us. And we walked over shyly and stood in the filtered sunlight. They looked at us curiously. What is your name? Linda, I replied. What is your last name, honey? Her Filipino accent clearly landing on honey. Mejino, Linda Mejino.  She said with a lilt as she peered at me and my older sister, you look so much like him. It was as if one of my dad's old girlfriends suddenly came across him after more than 15 years. Turned out she knew my father. From his days at SF State. But that was before he transferred to UC Berkeley and met my mother. I never found out if she dated dad, but mom got the once over for sure from the ladies. They invited her over into their conversations and from that moment on, we were part of the troupe. Every Saturday, the moms transported us and fed us and when it was time for performances, they made the costumes, dressed us and prepared us for the stage. Do you remember that? The girls would line up, have our hair pulled up into a tight bun, may be augmented by a hairpiece. Remember the pastiche and lacquered with aquanet hairspray. Close your eyes, close your eyes, hold your breath. They would warn us just before the cloud of hairspray engulfed us. Another mother carefully drew on our eyeliner and thickly applied the mascara but the big girls put on false eyelashes and falsies. Well another put on lipstick, rubbed it into our blush as our cheeks and topped us off with a dusting of powder. We had big performances at the Masonic Hall on Knob Hill in San Francisco for the opening of the Filipino center of the San Francisco Main Library and in the July 4th parade. We danced at celebrations of the Laity Association and other regional organizations and even performed for the patients at Laguna Honda Hospital as well as the Manongs at the International Hotel. So it was with great curiosity that we answered the call from Ness Aquino for a series of performances at his on Broadway theater. We shared the bill with Tony Toledo, a handsome man in his day who could still make our mom swoon. The theater was situated in the tiny two block district where strip bars had hawkers and the large neon sign of famous stripper Carol Dota greeted you at the corner. Though little Italy and Chinatown were only one block away it wasn't where you would bring your family for entertainment. At our first onsite dress rehearsal we piled out of the cars and carried costumes and props past the go-go girl dancing in the lighted cage and ignored the surprised looks of the hawkers. Moms made sure we marched straight to the dressing rooms to get dressed. Hearing the strains of a man singing tiny bubbles in the wine several moms ran to the stage to see Mr. Toledo himself returning with silly, silly grins on their faces. And as he exited stage right they visibly straightened perky boobs at the attention as he smiled his way out the door. And at one point during the rural suite we pretended to cheer on the cock fight. To our surprise two monongs stepped forward with two unarmed fighting cocks as we yelled sa-pu-la, sa-pu-ti, red one, white one. Feathers flew as the two cocks attacked each other and it was so unexpected and exciting. But alas, the prospect of having this controversial sport on stage with children was too much for American sensibilities and the two feathered dancers never returned. Thank you.


And now moving forward from a company journey that you just witnessed for A&B and B, we like to move into a little more macro level, a little more holistic approach and diversify because we like to invite on stage Ms. Kiyoko Matsushita, I hope I pronounce that correctly. She's the CEO APAC for Essence and she'll be talking to us about diversity and inclusion fast track for the next decade of growth in organizations. Just to tell you a little about Kiyoko, she serves as the CEO for APAC and she's also one of the company's first executive covering the regions where she oversees Essence's rapid expansion in Delhi, Seoul, Singapore, Sydney and Tokyo. In October 2005, she was named as one of the 30 most powerful women in the mobile advertising fraternity by Business Insider in the UK. In 2016, she was named as one of the women to watch by Campaign Asia. She's also one of the sought after speakers in the APAC region and she's here with us today. Please put your hands together for Ms. Matsushita. Welcome in. Can you hear me okay? Hello everyone, the podium is quite high and I'm not that tall so I think you can only see my face but it's really great to be here, it's an honor to be here today to talk about a topic on diversity. I'm Kiyoko Matsushita as I was introduced. I am heading up Essence in APAC. It's a data and measurement driven global media agency and it's part of GroupM and WPP. Just a few weeks ago, I normally very much talk about a lot of the topics that I think it has been on agenda around brand innovation and I talked recently about the tech trend by 2030 with Google which was pretty interesting. But on the topic of diversity, I think it's really important and we talk about business growth. So today I'm dedicating my time to talk about diversity topic and it will be in three parts. One, I'll be talking about the context of diversity, what it means in a marketing and cultural context and secondly, we'll talk about why actually it's important. A lot of people talk about diversity but how does that relate to business growth? I think it's the most interesting part and where executives would want to actually discuss about and lastly, what are the things that we can actually do? How can we support diversity in organizations? So I really would like to start talking about what does diversity mean and depending on the markets and culture, it varies. In a world of Western world, diversity really means around gender and culture but in a country where I'm right now living, for example, in Japan, there's no clear definition of diversity. When I speak to a lot of my Indian colleagues, essence was founded just a year, over a year ago, the topic on diversity is not widely covered and I think it is seen and almost seen as imported from more of a Western context and that might be true but really important thing is that organizations, if you support diversity, it's going to actually impact on the organizational growth and business growth. So that's what I would want to be talking about today. But I just want to start sharing why diversity, I think for everyone, diversity topic has some sort of a personal attachment and triggered to it and I just want to start out by talking a little bit about how I became a supporter and passionate about supporting diversity in organization. So I'm born in Japan but I moved to the US when I was age of nine and some of you might have been to Japan but it's a super homogeneous country and I can speak English at all. They didn't teach English in Japan until 12 years old. So my father taught me on the plane literally to go to the US how to speak English and the only thing he taught me was I don't speak English and please speak slowly. So that was my beginning of my journey of cultural exposure and diversity and when I entered a school in America, I mean I literally saw people who looked nothing like me and my friends back home in Japan and one of the first words I had to look up in the dictionary going to the US was minority. I didn't even know what minority was and I looked it up in the dictionary and I still didn't understand what minority meant because I was never a minority and I remember looking at everything, every form I had to fill out in the US, even like a standardized test some of you might know in the US like SATs, they asked you to pick a box, which ethnicity you are from and I used to, as an 11 year old, I used to ask my parents why is it so important that I have to take one of these boxes when it has nothing to do with my ability to perform. So that was my first encounter of being in a very different culture environment and my quick learning was that everyone is different, cultures can be different, but it all starts by appreciating the differences in the marketplace. Then fast forward, I was in the US, I learned English, luckily, but then I realized that that's part of the world so I went on to actually explore Europe and I didn't have the funding to study in Europe at that time so I actually started working for an ad agency which was the beginning of my career in marketing and advertising and there I was literally just a translator between English, German and Japanese, but what went on in that kind of organizational context was really interesting and the CEO there really inspired me, he was an immigrant from Turkey, being in Germany and actually creating an environment that was really like no other, he really hired people from around the world for reason to create an environment for people to learn and appreciate each other. So since my teenage age to college time, I was put into an environment where I had to face the differences, I had to reflect on my background and it actually gave me the right ground to think about what kind of organizations I wanted to work for but also what kind of organizations I wanted to create. The gender diversity part is of course very much talked about but it never came to me until very much later in my career and when I was working, I started working at an ad agency but I went to the brand side, I worked for Sony, Electronic Arts, gaming companies and I headed up marketing and product development team and game studios but I had a few more colleagues around me until I was like 32 and then I went to grad school and came back and suddenly I realized that I was the only female VP. You know, it didn't really, I was surprised but I wasn't really thinking what might be the trigger but I realized is that there must be ways to keep female leadership on the ground because they've got so much to add and they can be kind of rolling up to becoming the management members. So that's kind of a background of where I come from but it shows that diversity whether it's culture or gender you know brings better understanding and appreciation that individuals are unique and different but why is it important, why is it important for business and organizations and there's scientific research but I have also done a research in my master's program actually around diversity and innovation and there is a research shown that co-relationship, correlation between diversity and business results and also higher correlation between diversity and innovation and I think it's really important for people who are leading marketing and I think that topic, a lot of the topics probably talked about and I was listening to the presenter of Airbnb where they're continuing to innovate. You know, you need to innovate by hiring people of diverse backgrounds who bring different knowledges and skill sets and values and how can they work together and drive innovation. So it's proven and in India I have actually looked at some data working with my team here that there are already 20 to 30% of Indian companies who are actually initiating diversity program which I think is actually great. In Asia by the way that's a pretty high stats I have to say and there are women that said to be constituting 20% of the organization in India. So I think by looking at those numbers it's quite, it's on the right trajectory I think in India. But what's really important is that we nurture the executives who are going to be leaders to lead that next growth through diversity and in markets like India, you know, it's one of the most important market for many companies. Essence is here for a reason. WPP and GroupM are also investing in expanding our businesses in India. A lot of global companies are bringing a lot of the services to India. But that means also a lot of global talents are moving to India. Literally at Essence too. I have a lot of people moving from the US from London to India. The way they grew up in the work environment in their countries and how they're going to be engaging for example in India in Delhi is going to be naturally different. And it's okay that it's different. But the people in the leadership positions need to really learn and immerse themselves in how to lead and influence that kind of a diverse team. Because it is not easy and it takes a lot of trials and errors to lead a team to deliver results. I'm really fortunate to be leading at this time of constant unprecedented change with a fast-growing company like Essence. But I really feel like I have a lot of work still to do and we need to keep improving. And WPP is really leading a lot of these initiatives and participated in an initiative called Common Ground which is to support the United Nations Sustainable Development Goals. I think it's really important that at company levels we continue to lead this kind of an initiative. And I'm glad that it's a priority for WPP and all the agencies including Essence. So we know that it is proven that diversity impacts business and impacts innovation. And how can you actually bring diversity in a market that is homogeneous or it's still about to get more people to come into your country. And when we talk about diversity of course there are gender diversity topics as well. I think one of the places to start is really start mentoring. And that's not just about female gender diversity mentoring woman but mentoring people who come as expat for example into India. When I went to America, when I went to London, I worked in different environments I was lucky enough to find that kind of mentor. It didn't matter if it was men or women. It was about the value. It was about the way of looking at things that connected me with those mentors. So at all levels mentorship is going to be very, very critical. And in the area of female leadership half of it really it's proven is that they are looking for role models. And again those role models if ideally women it's great but there are not many women in senior leadership roles. So those role models can be men and I think it's okay if it's men or women. But that mentorship and guidance is very critical to all of us. So at each company that I worked for there are certain type of initiatives that would actually help and guide women and also onboarding people to different cultures. So that kind of initiative in organization will be very critical. At essence that has been my passion point so I have been very proactively working on it. And at the moment I'm very proud that we have about 53% female. So more than half of our organization is female. And we have 36% multicultural environment. And four out of 13 global executive team are consisted of female leadership. We have more than 45 languages literally being spoken across offices. It can be a chaotic environment but at the same time especially in an organization like essence which leads with digital. Really location doesn't matter. So I'm actually expanding a team here in India and actually bringing a lot of people for not from India to live in India. I think when we talk about India and growth of India you cannot say you worked on India market without living in India. So I'm promoting people to move across geographical places to learn about culture and the ways of working with people. And our retention rate as a company is at 15% which is actually half of the industry's average. Which I think where diversity has contributed where people continue to learn and get stimulated and excited by meeting different kind of people. So I have been really conscious about fostering cultural diversity for the reason I just mentioned about being raised outside of Japan. All of a sudden my life changed completely. So I had my own learning through that but gender diversity is something that came very recently actually when I took a role of a management in my mid 30s. I'm not in my 30s anymore but relatively recent. And yeah I urge you to be more conscious and aware of diversity issue and it does impact your business. It really does and it will make a difference in the way your company and people will innovate. And it is something that I have seen through my own experiences. So it's extremely important that this becomes not only at one of the tick points like how it was in my ethnicity form back in the US but it becomes something that we do. And you know that will influence your internal culture and the way you interact with business partners with your own employees and the level of innovation and at the end of the day it's going to impact your bottom line. Thank you.


A federal high court in Abu Jihad shifted till August 12, a suit instituted by the People's Democratic Party, PDP, challenging the propriety of the substitution of the running mate for the old Progressive Congress, APC, and the Labour Party. The running mate whose substitution is being challenged by the PDP are Kabeeru Masari and Doi Okukbeo for APC and LP, respectively. In the suit filed by Gordy Uche Essayen on behalf of the PDP, the party is claiming that Electoral Act 2022 did not make provision for a placeholder or temporary running mate and that time for resignation with Jorrell or substitution of presidential candidate. The PDP is also contending that Bola Ahmed in the Buda APC presidential candidate and Peter Obe, Labour Party's candidate, can only qualify to contest the 2023 presidential election with Masari and Okukbeo as their respective running mate. The plaintiff further claimed that Aine collected power to accept any withdrawal of substitution of Masari and Okukbeo without APC and Labour Party conducting fresh primaries to substitute Stinnable and Peter Obe.


Second psychological tip, sell-on habits. What does that mean? What is the best way to get the people to buy from you again and again and again? Well, tap into their habits and their activities. What do they do on a regular basis? And this is exactly what KitKat did by signaling their bar representing taking a break. So whenever someone takes a break, they would be thinking about eating a bar, just like how they incorporated it into their slogan. Have a break, have a KitKat.


Oh, we've got someone in the house, Sue Ann. Let's take you on here. Hello. Hi. Hi. I'm in Tulsa, right now, where I'm from, but in Mexico, actually, and I've been following you since you moved to Mexico, actually. Okay. So, what's, oh, look, are you in Mexico, the country, or New Mexico? Huh? Yeah. I live in Puerto Morelos. Oh, I'm currently in Tulsa, Oklahoma, where I'm from, visiting, and I've been following you since a long time now. So what's, oh, well, I'm honored. So what's your question? Is there a delay? Just a tiny bit of a delay. Well, my question is, first of all, I wanted to do a super sticker, and I can't figure out how to do it on my phone, so maybe afterwards you can show me how to do it. I don't know how to do it either. I'm sorry. I'm sorry about you losing your sign. Oh, thank you. I'll figure it out away somehow. My question is, I've been doing online dating when people were afraid of aunt. They thought it was scary. They thought it was crazy. I'm 58 years old, and being single in Tulsa, Oklahoma is, being single is equally as bad. But my question is, you had interviewed somebody recently regarding online dating, and you had said that a lot of people are starting to get away from the online dating. Do you remember that interview? You were speaking with the man? Yeah. I was actually speaking to a gentleman, Thomas, oh god, I can't think of his last name right at the moment, but Thomas just escapes me at the moment. We were talking about that we've noticed that online dating apps are seeing a reduction in the amount of people in it, so there is a shift because the online dating app world is laying off a lot of people. So I want to attack this conversation in a couple, when I say attack address, let me put it this way, attacks and so violence. So the reality is for those of us in midlife, Sue Ann, is that we are not on a daily basis surrounded by single eligible people. We're just not. Unlike when we were teenagers, probably everybody was single, right? When you were 14, 15, 16, 17, 18, 19, and you were surrounded by single eligible people. And when you think back a thousand years ago, most people made it at age 14, 15, or 16. So from an instinctual perspective, we had a built-in supply of people within the tribe we lived in, fast forward to today, particularly those of us in midlife. We are just not surrounded by single eligible people. And so then we believe that, oh, online dating apps, great, we have access to all these people. Well, it's kind of a false sense of choice, because the reality is, is from what I understand, women only swipe right or engage with about 4% of the population of men, whereas men swipe 60% of the time. Women are incredibly selective. I mean, now we could say picky could be another word too, or we could say selective. So what happens is when that woman is swiping right, she's usually swiping right on that top 10 or 15% of men who have access to all the women, in other words, the ones who get the most women are the ones that are get swiped on the most. And then there's 96% of men that don't get any swipes whatsoever. So reason why it feels frustrating is the men you're swiping, that are swiping on you, you're not interested in. And the men that you are interested in, they've got just a bevy of people to choose from. So then all of a sudden, what we find is, we find what's known as a paradox of choice. In fact, Sherry Fleming just put that on the screen, paradox of choice. In other words, we have this false sense of belief that we have choices out there based on this perceived abundance through the dating app. There's a perceived abundance. So where it gets frustrating is because people are hiding behind a screen, and when I use the word hiding, again, that almost sounds like a victim consciousness, but because they are behind a screen, you can engage with somebody and they can easily disengage just as quickly as they engage. I had a woman recently. She wrote me on the dating app. She complimented me. She wrote some nice things. I wrote her back within an hour of receiving the message. That was two weeks ago, and I haven't heard from her, and she reached out to me. So I'm just sharing with you, and when you have enough of these on, off, start, stops, going nowhere, it can wear on us emotionally. And then people then blame the dating apps or blame society or blame the location there. And I always blame, blame, blame, blame, blame, which kind of comes back to the conversation I had before. So then the question is, well, what do we do with all this information? Well, first and foremost, I highly recommend a woman put together a quality dating profile with quality pictures. Sue Ann, I can tell you I look at hundreds, if not thousands of profiles per week on a professional level. And I will say of the women's profiles, 990 out of 1,000 are just crappy. They're mediocre. They're very poorly done, 98%, 99% are poorly done. And yet everybody is in the delusion that they actually have a good profile because women are getting swiped 60% of the time. So they have this false sense that they actually have a good profile. Women swipe 60% of the time because, now here's two reasons why. Men aren't, how shall I say this? Their threshold for sex is much lower than their threshold for commitment. Let me repeat that. Their threshold for sex is much lower than their threshold for commitment. And I'm guilty of what I'm about to say. It's kind of like that Harry Met Sally comment. He goes men and women, Sally says, why can't men and women be friends? He says, well, because we want to sleep with them. And she goes, what about the unattractive one? He goes, yeah, we want to sleep with those two. Our threshold for sex is low. Who we'll commit to is ridiculously high. And we never get to that point because we don't value the other person enough because we human beings are incredibly self-centric. Where was I going down this path? I got I lost my second reason why, you know, I go down these rabbit hole conversations and rants and sometimes I lose my train of thought. So again, putting together a quality. I think you should start a dating app. See, everybody says I should start a dating app. If someone wants to give me a million dollars to create the programming. But it's see, it doesn't matter. The problem, the dating apps are perfect. It's human beings are the problem. The problem is not the dating apps. The problem is human beings. They're the problem. It's not the app. Now, if I was going to create an app, I'd only accept people for me. Personally, right? Go ahead. Me personally, go ahead. What I find right, what I found is that I don't find that quality person. I've been doing, I haven't been on for the last year. I've been doing a lot of self-development work, the growing, a lot of learning, especially living in another country. Your eyes are open quite wide. And something you said a long time ago about the Hoffman process, you back to some kind of function. And you were talking about the demographic of the men and all of that. And one of the thought of when I saw that show was, you know, you have some type of reunion or because everybody there knows they are people at least trying to heal themselves and be better people. Those are the kind of people that I want to meet.  I'm not totally healed. But, you know, at least doing self-development work. And we're like, let me jump in. Let me jump in. So are you going to personal development? Are you going to personal development workshops on a weekly basis? Are you joining Zoom meetings with personal development workshops on a weekly basis? Are you going to self-help workshops? Are you going to spiritual workshops?  Or are you just hoping that you'll find that one out of every thousand that's on the dating apps that's done the personal development work. And then you're having to bet on you're attracted to them. And then most importantly, are they even attracted to you? If you want to put yourself in, if you want to change your narrative, then I invite you to put yourself in the environment of where you can meet those kind of people. Right. And that's what I've been doing. I have apps. I haven't even really been looking the last year. I know I need to work on myself first and where I've been. And yes, being in work. Yeah, but you just contradicted yourself. There's a very conscious vanity. OK, but you just contradicted yourself. OK, there's no quality people out there. And then, but you said, but I know I need to work on myself. So how can you judge someone else as being quality if you have to own your own lack of being? I'm just putting that out there. Now, mind you, I do want to say we are all. No, I understand what you're saying. OK, but I want to we are all on a journey of feeling. OK, but you see the minute we judge someone else's as quality people. Well, first off, to hear me out. Hear me out. I don't know. We're talking. It's not. There's no quality people out there. That is an inherent negative comment. OK, I just want to key in on this. Instead of saying there's no quality people out there. I want you to invite in. I have yet to meet my person. There's a big difference between the two. When you say there's no quality people out there, you're basically telling the universe. I don't I only see people that I am not aligned with. You are literally through your law. Your your words are projecting exactly what you're going to experience instead of saying, hey, you know what? I just haven't met my person yet, because that's really what's happened.  OK, hey, Sue Ann, we haven't had a lot of questions come in so far. And the reception here is a bit sketchy. And I send you off with a big, gigantic, Jonathan Bear hug. Back to you, Jonathan, thanks. Big hugs to you. So, you know, I really appreciate Sue Ann jumping on. I just it was a little disappointing that the connection wasn't as good as we'd hope. But here's my concern, folks. The dating apps are perfect. Human beings are the problem. They put OK, I've said this repeatedly on video after video after video. I talk about how so few people put together a quality profile. OK, men swipe 60% of the time. So a lot of women feel like they're getting attention. But they're swiping on so few men. And because they're swiping on so few men, they're missing out on possibly 96% of men out there that could be a good fit for them. Number two, when our judgments about the dating apps or the people out there comes from a place of negativity, instead of just simply saying what I said to Sue Ann, I just haven't met my person yet. That's it. OK, and she also own that she has work to do. Yes, we are all a work in progress. We are all on a process of healing. My invitation for everyone, and by the way, I'm inviting everyone to organically go out to places so you can meet people in the personal development, self-help, and spiritual world. And maybe you have a greater chance of success if that's what happens for you. Is this sinking in? Is this resonating? Please let me know if it is. Please hit that like button. Please post a comment below. I'd like to hear all your thoughts. OK?


Hi and welcome to the session. Let's work out the following question. The question says, a particle is projected so as to graze the tops of two walls, each of height 10 meter at 15 meter and 45 meter respectively from the point of projection, find the angle of projection. So let the particle be projected so as to graze the tops of two walls, they are 10 meter and 10 meter high at 15 meter, that is the coordinates of this point will be 15, 10 and coordinate of this point will be 45, 10. Let us start with the solution to this question. First of all, let u be the velocity of projection and alpha be the angle of projection of the particle. Then the equation of trajectory is y equals to x tan alpha minus gx squared divided by 2 u squared, now it passes through the points 15, 10 and 45, 10 respectively. Therefore we have 10 is equal to 15 tan alpha minus 15 squared into g divided by 2 u squared cos squared alpha or we can say that 10 is equal to 15 tan alpha minus 225 g divided by 2 u squared cos squared alpha and this we call equation 1. Similarly, we have 10 is equal to 45 tan alpha minus squared of 45 is 2025, so 2025 g divided by 2 u squared cos squared alpha, this we call equation 2 from 1 and 2. We get 15 tan alpha minus 10 is equal to 225 g divided by 2 u squared cos squared alpha, this we call equation 3 and we also get 45 tan alpha minus 10 is equal to 2025 g divided by 2 u squared cos squared alpha and this we call equation 4. Now dividing equation 3 by 4 we get 10 tan alpha divided by, sorry this is 15 tan alpha minus 10 divided by 45 tan alpha minus 10 is equal to 225 g divided by 2 u squared cos squared alpha divided by 2 u squared cos squared alpha divided by 225 g. We see that this gets cancelled with this g with g and we have 15 tan alpha minus 10 divided by 45 tan alpha minus 10 is equal to 225 divided by 225. This is equal to 1 divided by 9. Now by cross multiplication we have 9 into 15 tan alpha minus 10 is equal to 45 tan alpha minus 10. This implies 135 tan alpha minus 45 tan alpha is equal to minus 10 plus 90. This implies 90 tan alpha is equal to 80. This implies tan alpha is equal to 80 over 90 that is equal to 8 divided by 9 and this implies that alpha is equal to tan inverse 8 upon 9. That means this angle alpha is tan inverse 8 upon 9 that is the angle of projection. So this is what you are supposed to find in this question. I hope that you understood the solution and enjoyed the session. Have a good day.


The Leech Lake Band of Ojibwe will use a $250,000 grant from the Shakopee-Midwakanton Sioux community to help build a new community center in Onigam. Leech Lake Band of Ojibwe Chairman Farron Jackson Sr. says he hopes the new building and services that are going to be offered there will help strengthen the community both mentally and physically. The Onigam Community Center will feature an indoor basketball court and locker rooms, community rooms for meetings and an elder space, a learning center with access to technology, internet for community classes, and distance learning through the Leech Lake Tribal College or other institutions of learning among other amenities. Construction of the community center began in August and is expected to be completed by January 2018. If you've enjoyed this segment of Lakeland News, please consider making a tax-deductible contribution to Lakeland Public Television.


Welkom bij de masterclass, een groot naam voor een model woord, voor een supply chain dynamics, als een voorbeeld van wat het is dat ik zal worden geofferd in de... of dat ik zal worden gehaald om te digesteren in de informatiemanagementmaster. Mijn naam is Henk Ackermals, ik ga een beetje de eerste introductie later op tijdens mijn slijtjes. Ik zal je een pre-warning geven, het mag niet starten meteen als iets wat je verwacht te krijgen in informatiemanagement, dus het kan meer als iets in een MBA-cours, maar we gaan er dan. Ik begin met ASML. ASML is een van de betere, koudige hi-tech giants in Nederland. En dit is vanaf 2001, toen ik nog een assistente professor was in Eindhoven, een universitele technologie waar er een dichtere connectie is met ASML, er hebben er wat studenten daar. En wat je hier ziet, is een performance graf, zoals we in informatiemanagement willen.   Waybank 2000, 2001, en 2000, de wereld was goed voor ASML. De blauwe lijnen zijn de machines die ze schipten. Dit is wereldwijd, by the way. Dit is niet ASML-specific data. Ik heb die, maar ik kan ze niet shareen met je. Maar dit is een verkeer, dit is een publieke materiaal. De groen lijnen zijn de boeken. Dus je ziet, wonderful years. 2000 was een wonderful year. Ik weet dat ik aan dat moment was, aan ASML, en ze waren bezig, zoals helden. Dus in de start van sommige van 1999, en ik heb hier een paar kwotsen van de Dow Jones, van de, wat het nu is, de Wall Street Journal. Sommige in 2000, wat ze de boek-to-bill ratio konden, die de totale aantal nieuwe auto's komen in, divideerd door de totale aantal auto's, eigenlijk gechipd, dropt onder 1. En in dat geval, dat betekent dat eigenlijk, de deel van werk die je hebt in de company, de auto-boek is schrijven, wat vaak suggestiefs dat de taai is gehaald, want als je in een cycle, je zet meer tomorrow dan vandaag, dan zal de auto-boek worden groeien. Nu is het schrijven. Het was partelijk, maar het was een klein blip. En de mensen in de Philips semi-contacties, die ze ook op dat moment werkten, ze ontwikkeld. Zeer suppliers, ASML, niet ontwikkeld. Ze geloven echt dat deze goede tijd omhoog zou zijn. We gaan continu. In januari, het voeltje, de moed was nog heel optimistisch, en inderdaad, als je kijkt naar de officieel repos, de dingen die je kunt readen in de nieuws, ASML was beter dan iedereen geloven. Altho, een van de goede tijds may have already been somewhat over. We didn't know that. En dan, oh, one of the quotes here by Doug Dunn, the CEO of ASML said at that time, well, there are some customers, three to four have asked us to delay shipments to the second half of the year, but still we're fine. That's January. In March, the stock market crashed. And shortly after that, on March 16, ASML had lowered forecasts. And we're around in this period now. But still lower forecast, not good news for this stock market. Bang! Just in July, it predicts a loss, where this was a record top year at the U.S. revenue drop shortly. So they weren't selling any more to U.S. customers. En in oktober 2016, they actually had to fire some 1,400 people. That sounds like a modest job. It's still 1,400 too many. But you have to recognize that ASML, of the total product, they make 5%, 2%. So if ASML fires 1,000 people, it means some 20,000 jobs are lost in the whole supply base. Which mostly is also in the Netherlands and in this area. So this was a big loss for the region. If you still hear people talking about how wonderful the Eindhoven region has its axe together, then please remember that 10 years ago they were in deep shit. And that, and you would say, you might argue, hey, how could that happen? In supply chain management, often we talk about 10% more, 10% less. We talk about from here to here, from say this period here, of what is it, 150, up to here 500. So that's easily 300% more. And from the 300 back to here, 50, well 80% less. So really big swings. Ok, that's ASML. Just one example. I'll give you two more. This is the Airbus A380. The biggest commercial plane that flies nowadays. Originally thought of in 2000. Again a graph in the time, what you see here in the graph is a total, the cumulative number of orders for that very big plane. So thought of in 2000. Launched as a program. In the beginning of 2000, around 2004, internally there were signs of delays.  Technical problems, because it's horribly complex. Just to give one non-trivial example, the amount of cables. Does anyone have any, how many meters of cable go into an A380 airplane? 200 kilometers. But 20 kilometers sounds already crazy. 200 kilometers of cable in one plane. So that's a crazy amount. And that's just the easiest part, you would say, of designing a plane is the cabling. I mean it also has to fly and the engines and the avionics, et cetera. So that was in 2004. In 2005, actually the first A380 was shown to the public. And the one flew, the first plane also flew from Paris to New York. I remember I taught the class beginning 2007 here to kids. We have a kids university initiative and they gave this example. And some kids in the audience said, no sir, that's not true. Because I've seen on the Yogynail that there was an A380 flying and said that's true, but there was only one. Because the problem is, they couldn't make more. They could make one, hand stitched as an expensive shoe, but they couldn't get the industrial process going. We had to do that in 2004 in die van die plaats. We had to create something like a purvere plane. We had to do something like we had to do something like a TV stand-up or something like that for the planes. We had to create a bus in the French-inspirentise of a platform of a cabling in a... In juli 2005 was de eerste geluid aangekomen, na deze geluid, in het publiek te maken, en om er veel van te maken. In 2006, nog een andere geluid, was het officieel dat ze een nieuwe geluid hadden. In juni dat er ook, als resultaat van dit, de geluid werd geplumpt. 1,25 procent, we praten van EADS, dat is een Europese giant, dat is een heel groot conglomerate. De topofficiële zou kunnen stappen. Er was een 3e geluid in oktober, en de customer begon te cancelen, 10 planeen, elk planeen, ongeveer 1,50 miljoen, dus dat is 1,5 miljoen, en inderdaad, in marge van dat jaar, EADS had de 5.000, 10.000 staff, weer met een hele host van suppliers, achter dat, dat was onderzoek met Fokker, ze supplyerden meestal de hele van de aerostructure met de heel innovatieve materiaal, ze hadden een factorie open, maar het kon niet verlezen voor een hele jaar, dat was een verdedigd jaar. Dus wat is er gebeurd hier? We hebben een extrem wel-educated company, 10.000 of 1000 mensen, veel hoogere degrees in het, ik weet niet hoeveel hadden de degree van Tilburg University, maar heel goed gepland, en ze zijn 2,5 jaar geleden, en het leek eigenlijk aan de disaster, niet alleen een maand geleden, maar al jaren geleden, en eigenlijk zouden ze het al jaren geleden hebben gezien, en het was aangebouwd, alleen 2 jaar geleden. Wat is er gebeurd daar? De laatste voorbeeld. Oh, ja, en lauze 3,5 miljoen euro los. Dit is Holland, dit is KPN, dit is internet plus bela, internet plus bela was een wonderfull, is er nog een wonderfull product, KPN was ook wonderfull, omdat de stretch van KPN was dat het kon cannibaliseren, het eigen business. Back in 2005, de cable companies were making serious strides into cutting into the telephony business of KPN. KPN, your parents and your grown-grandparents used KPN for the telephony, and of course if you want to look at the TV, you use the cable company, but with the rise of voice over internet protocol, technology by which you could use telephony over the internet protocol, customers all of a sudden could watch TV via the television, via the television. Voip services were now very common. KPN saw that, saw it happening, saw it losing customers, because it was cheaper on the other side. They could do two things, they could wait, or they could launch their own product and they did it last. There was a voice over internet, it was internet plus bela, it was a huge success. I was there again working in that area up here, and when they originally introduced the service, they sold for 500 orders a week, and on the first day they had 10,000 orders. So again, bang! Not 5% more, but 500% more. At this peak, they sold 70,000 orders in one week. Which is a wonderful success and I have the minutes of this meeting, at champagne, et cetera. Oh, we also have some problems in delivery and complaining customers. Because all those 100,000 customers, they actually sold the product, they couldn't get the product delivered to in time. It was just too complex. So the storyline here, launch of the new product, very successful sales, record sales up here in the summer of 2007, but the pipeline, so you had new orders coming in, they couldn't get them installed for you quickly enough. More and more complaints, what actually happened, in Radar, and how you call those customer programs, the KPN senior managers were asked to explain what was happening to a whole room filled without raised very angry customers and they were grilled, they were tortured on life, audience more or less. Because they simply couldn't explain what was happening, just working on it, it's difficult, et cetera. So that happened in, around the end of 2007, and top management team decided to stop entirely promotion and sales. Bang! We don't sell it, only those people who really come and ask for it, we still deliver. So again, going from 50,500 to almost 50,000 here and back. Again, hundreds of percentages, not your usual supply chain management. Official estimates of KPN, something like a hundred million of avoidable losses there. Okay. This is, these three cases are all three cases that are separate chapters in my course on supply chain dynamics. I actually have nine of those cases, which first are started with some theory chapters and then some reflection on it. And every time it's bang! That's the kind of tsunami, I call it business tsunami, aspect of supply chain, very wild fluctuations. In order to understand those, you need to understand about operation management because these are really physical supply chains so far, although, and service supply chain, but really operations about how do you actually do stuff. There's a lot of organization and management theory about these are networks. And also the toolkit, the theoretical lens through which you look at this, is system dynamics. System dynamics is a methodology derived, developed originally in the 1950s and 80s by professor J. Forster of MIT, who comes from the area of control engineering. I have the very special pleasure of visiting him once more in May this year. The man is 1960, is 96 years old. En he apologized for the fact that he couldn't receive me in his office in MIT because he's there very rarely and if I could visit him at home. So, really old stuff, wonderful stuff, but it's a methodology that allows you to model these processes, these very highly non-linear, chaotic almost processes and make simulation models out of those so that you can understand the world a bit better. Every case starts with an interview, a fireside chat recorded next to a fireside with me there, with one of the key executives. So the people who actually were running this business at the time because I was around in most of those cases I could ask them could you come and give a guest lecture but also if you can't come for the guest lecture can I ask you to give me an interview and we have those, nine of those interviews and every time there's also of course the classical text I have 420 pages of text but the most attractive thing for my students I have 180 YouTube clips which contain what my kids would call the gameplay walkthroughs so all because of all those cases I have simulations simulation models main assist dynamics that replicate the behavior in the case and you can conduct experiments with those simulation models to do better but that's often cumbersome to understand, it's technical and you have to get up and be here at 8.45 in the morning on Friday morning and see me do stuff on the computer and what was it that he precisely did et cetera and how somebody has a status update on Facebook no you can do that in the leisure of your own home you can check YouTube and see what happens there and that's the content of this course now you may ask what's the connection to information management here lots I also teach this course in the master of supply chain dynamics so in the master of supply chain management with some modifications so the link there is clear but all of this is very much also in the information management domain so first of all it is from the perspective of the managers the managers who made the decisions and they make stupid decisions fallible decisions, is that because they are stupid is it because they are bad people is it because we, you and me are better no, there is actually an entire chapter about how fallible how bad basically our dynamic decision making is we as humans are simply not good in making decisions about those complex settings we make mistakes and part of the course is to see why those mistakes are made and what you can do so it's information process the topics there is a case on an ERP implementation there is a case on a sales and operations planning implementation there is a case on a balance core card implementation there is a case on IT outsourcing a case on supply chain transparency a case on project planning all these are standard curricular topics in the for an information management course of management program but they are cast in this real world case of something that happened with the actual managers telling about it and also with simulation models describing what it actually meant if you make mistakes there thirdly our analysis this information management is in about computerized information systems or information system in two ways one we study them as a problem we study the problem of ERP implementation the problem but also our method, our analysis is often IT based we use IT tools big data decision support system simulation modeling artificial intelligence what have you to understand to make sense of the world and this course is entirely driven on making simulation models of those business settings and analyzing those simulation models fourth our learning style I often ask and I will ask this also in my course in this evening who does not know how to use bluetooth on his or her mobile phone I assume that means everybody does of everybody who has found out how bluetooth worked by studying the manual hey wow, good you are the one exception but unfortunately you are not part of the target audience anyway so most of us find out how well I can ask how did you learn how to use bluetooth yes, trial and error and then it worked who used another method of finding out how bluetooth works instruction video somewhere on the internet yeah, a youtube video how to use okay, yet another method yes, that's the third you ask somebody else anyway, so that works for you the puzzling thing to me since I've been teaching this stuff now for 15 years 14 years to be exact is that somehow those core human problem solving skills that all of you possess are lost as soon as students step into an academic room because then where is that in the book professor could you tell me explain a bit more but this course is different you have to figure out stuff yourself so there are other models there are other instruction videos and now you figure it out figure out how stuff works how do those models work you can spend, as I did, 10 years on those models you can spend 10 hours on those models and you will fail, 10 days and you will be successful 10 weeks and you can become a PhD with me so it depends on so you have to figure a lot out yourself there are those 420 pages every single equation is explained in those but you don't have to do that for my course but you can so it's very much the learning style of the engineer of the information engineering feel like in a business school in an economic school which is unusual for many of my students yes they can do that at home so it's not like the slides last years exam no you have to figure out stuff yourself it can be confusing also there are very modest hints on when you should finish something students can always come to me and ask questions and during the lectures but basically it's you it's not me standing in front of the room with you sitting in the back falling asleep and you know I went to class anyway the learning how bluetooth works approach fifth one evaluation the exam is a computer exam you run models on the computer and do analysis from that like et cetera and then a case study and MBA but in the end you have to do sensible stuff with a computer simulation model but it's about the real world not some very theoretical program last but not least what's information management about this course it's me, your teacher it's by me that's me I studied here information management and I studied Japanese in a while en I studied industrial engineering I've been working at the interface and the business I've been working for an IT a consulting firm for a long time most of my work experience most of my best references economically speaking are in the field of information management but I've also been working a lot in the business area in several of those areas industries that you find cases of that's me so everything that I do has IT, has information management in it, the style how I work so I use modelling a lot and modelling analysis but also the topics so although I not your average nerdy type I certainly do have quite some of the more computer science or management science carefully hidden behind my suit and sometimes it comes out ok so far about the course in general how am I doing on time yeah now the very first reason supply chain dynamics why is it that it's not 10% but a 100 or 500% change well that has to do with the world the world has changed where are we coming from here's a personal story in 1987 just after graduating from this wonderful school I planned to do my PhD research in business at philips electronics gradually the story becomes less about me and more about philips electronics because that's a good example so what can you tell well first of all the corporate staff of philips electronics actually did research applied research not quite that common nowadays en in fact they had made serious contribution to the literature in the theory on supply chain management I lived I lived in a home which was rented to me by philips they had their own homes of course every unilever shell dsm they all have sold homes of course and all my whole street in the room in my house I have all this electronic equipment that they bought from the philips personnel's en they made everything they made refrigerators they made CD players everything that had electronic current they made it was of course made and I had a serious tour of all those factories in philips factories and the components were also made by philips and then sold under the philips brand name and of course my sports activities were at the psv nearby not the professional football team etc this was the year by the way that psv became a european champion so I could benefit from that I was just the young to build a pension at the philips pension funds which in retrospect is only 2 well because I would be a few hundred million short well is the record and of course my insurances were at the philips own insurance fund that is reality one generation ago 20, well not quite 25 years quarter a century ago, just one generation it's unheard of nowadays just 25 years so what happened well while I was there the whole department was already reorganized the whole big corporate staff was split up the whole business where there were all the non-core functions from cafeteria IT were outsourced all the component production went out the assembly was outsourced to other companies engineering and even customer care were also outsourced middle management the lame laag the brick layer the clay layer was cut out performance elevation was much more formal much more geared towards the short term silly stuff like sponsoring phd research in your company was certainly not thought of well a most measurable financial company the combination of different back then philips lighting professional components and industrial equipment medical etc because every year some company was doing well but there was no longer thought of highly by the financial analyst because that means that one company is in different sectors and they have this secret formula by which they evaluate the volatility so the risk in a certain sector and if you are in different sectors they can't make their calculations anymore so they don't like you so that was split up as torque was split up as many companies were split up management became back then almost all senior managers philips bread they had worked in various areas around the world vast majority of them had a technical background the other ones were in sales and it's also thought of we have an MBA manager corbónstra was used to selling stuff in consumer goods and so the free slant milk etc was bought in to save the company and that's totally different on a theoretical frame when I was still studying here this is how we looked this is how my textbooks looked at the business, at companies yet an internal value chain here you think of new products and a number of steps as a business you make those products and you set a certain market demand for a new product which is a certain life cycle if you could only have we made calculations and optimizations calculations about that for centralized decision making one of the central mantra believes that we had here was and I actually remember making those calculations that it's if each of these parts tried to optimize their own operations it would be the sub optimization of the whole it was a saying like een zwaad u nog geen zomer of whatever a sub optimization optimization of the parts a sub optimization of the whole but that's precise what happened isn't it so in the reality by the way there wasn't the IT yet to manage all these factories and all those different countries as a whole so in fact it was managed bit by bit because the IT and the governance could only manage at the time but what happened is that those life cycles shrank very much and as a result of that this is much more the reality it's no longer a big super tanker it's a convoy and these are no longer super tanks they are work boats, very small boats and they have all their coordination but how do these companies coordinate that's very difficult there is no it's not the market anymore but somebody is centrally in charge so how do you do that well this is one of the reasons why companies have much greater difficulties and the other reason of course that indeed the market has changed so what you would like to have or struggling for which is also a partly task of information management without anyone being in control how can you still effectively coordinate your operations we saw this some 10, 15 years ago there was a reason to come back to university because the textbooks that I had had as a student no longer were correct how do we solve this well and there are experiments this is asml for instance asml after this horrible period they had a sales and operation process in which people from marketing and people from sales and people from operations and people from finance jointly agree on ok at the very least this is what we know that we have in orders this is the time this is the cumulative orders that they have if sales is really happy and lucky then the red line is what we now think we can sell so somewhere around there we all agree on this what we will make even though and we share this with our suppliers and also with our customers by the way so you try to find some alignment through coordination of information for the for the airbus case is collaborative planning is a way in which you actually in this case chapter 10 collaborative planning here it was these were some companies in the digital storage area here was supplier component suppliers they all fed their information on what they thought what they were planning to do this week and what they had in stock together for the whole supply chain consisting of four or five different independent companies it was calculated what was the best thing to do for the entire company so an example of how you could do that in KPN after the crash of the by the way and that's what airbus should have done and is now doing today in KPN what they revived actually was a sales and operation planning I said revived because one of the people that I worked with there said hey we stopped this process 10 years ago and now we're starting it again so again all these different groups that together decide whether or not you can meet all the demands that you're getting in in your service supply chain can be fulfilled and how you can do that so that's a couple of the examples there in all these examples there are hard tangible calculations to make about absolute numbers of orders capacities but the real difficult part is the human part is the emotional part is the feelings part there is a technical background for this again which is that all the feedback loops between how much you trust the other party and how much they trust you or how much you trust somebody and how often you communicate with them they are reinforcing and therefore destabilizing to take this week in the press what could easily happen is something happens in the Krim in Ukraine a very tiny element and the Krim has been a problematic region for 300 years the Russians do something which the Europeans don't like the Europeans or the Americans react in a way which upsets the Russians the Russians think we can do a bit more and they send some more troops the Europeans reply with more sanction and more tough talk on the TV etc by which the Russians think you know what let's do this immediately and before you know it you have an escalation so human emotions are often escalating upward and downward so if you have that in your personal relation you can have a big fight but after you can make up and the more that you are nice to your dear one the more that he or she will be nice to you and the more cozy it will get and that's a typical destabilizing mechanism which is needed to get all those all that technical stuff going all the stuff about aligning of a capacity with demand etc so this is also an important part and they also have 3 cases of more focusing mostly on the relationship dynamics that's also information management but because the soft part is really the hard part but we still study it from a decision making perspective we still study it by making simulation models of stuff like trust openness communication transparency etc so that's the challenge are you ready for takeoff this was a very short intro into my course I cannot tell you if it's really typical for information management as a true academic I am very focused on my own part of the curriculum but you hear more about the other parts but at least I've been asked to tell you a bit more about my course and what is it about I think it's a nice combination of the business side of the management side of what somebody with a master in information management should be able to do and understand and also the teaching style with its blended learning of youtube clips and simulation models and still text etc is also I think representative for the kind of teaching style that we want but the rest is up to you


In 2016, fans of The Legend of Zelda got their first chance to hear the newest version of the titular princess. This wasn't the first time that Zelda had been given a voice, but it was the most noteworthy game in the series to feature full English voice acting. The next year, gamers fell in love with this new incarnation of Princess Zelda, her earnest personality won over players, in large part thanks to the vocal performance delivered by actor, singer and dancer, Patricia Somerset. A woman of many talents, Patricia had a rocky road on her journey to finding her place as the voice of the Princess Zelda. She had to endure heartbreak and broken dreams, and her career changed direction very suddenly on more than one occasion. This is the story of how the Princess Zelda found her voice, and how Patricia Somerset was led to the biggest role of her career to date. Patricia Somerset did not originally intend to become a voice actor, instead, Patricia was enamoured with ice skating. She started figure skating competitively at 6 years old, and always dreamed of making big, bold strides in the ice world. As an adult, Patricia chased this dream across the United States and Canada, moving regularly in search of the perfect skating partner. Along the way, she picked up some accolades and awards, but she never quite achieved the success she'd been hoping for. Eventually, Patricia realised that her goal of ice dancing success probably wasn't right for her. Painful as it was, she decided to try pushing for a new dream, and set out to become an actor instead. Patricia chose to study theatre at Concordia University in Quebec, followed by a master's degree in classical acting at the Royal Central School in London. While she didn't know it at the time, one of Patricia's fellow students was another notable video game voice actor. She would later become friends with Victoria Atkin, the voice of Evie Frye in Assassin's Creed Syndicate, and the pair realised that they must have passed each other in the halls without realising. Patricia hoped that one day in the future, she'd be able to travel further. Her dream was to be able to use her career as an actor to see the sights all around the world, working in exotic locations and meeting interesting people. First, though, she'd have to find her niche as a performer. As she pursued her acting career, Patricia found herself being presented with the opportunity to provide vocal performances for video games. This wasn't something she actively sought out. She didn't even have an agent for vocal work, but her manager got her the chance to voice a video game character, and Patricia leapt at the chance. For her first job, Patricia was given a difficult task. Ubisoft was making a video game based on the computer-animated movie Beowulf, and many of the characters were modelled after famous actors that appeared in the film. Angelina Jolie, who played Beowulf's mother in the film, had chosen not to voice her character in the game, so Ubisoft needed someone who could sound suitably like the famous actor. Patricia was chosen for the role, and thus began her career as a voice actor in video games. As she picked up more of these jobs, Patricia began to really appreciate the opportunity to act in games, not just as a voice actor, but also as a motion capture artist. She really enjoyed the process of using her training as a dancer to add physicality to roles that she played, while covered in ping-pong balls, even if it was strange seeing her voice and movements taken and applied to a character that rarely looked anything like her. Patricia specialised in husky, deep female voices, and started to see a pattern emerge in the roles she was offered. She voiced Ash in Rainbow Six Siege, and Galina in Assassin's Creed Syndicate. Patricia felt that she was very well suited to tough, resourceful female characters who were good in a fight. So when, after moving to Los Angeles, Patricia got an audition for a series of voices in a mysterious new fantasy game, she figured she might do well as a gruff warrior woman. Patricia had only barely arrived in LA when the game popped up on her radar. As was often the case with these projects, everything about the game was shrouded in secret so that nothing could leak out about the content of the story. Patricia provided vocal auditions for several characters in the game. One character required a sweet, innocent voice with an English accent. While Patricia tried it out, she wasn't really expecting that she'd get this role. She'd never done anything like this before. To her surprise, Patricia got a callback for this character, and after several rounds of interviews and auditions, she was finally offered the role. Then, she was told what the game was and what character she'd be playing. She was to be the new voice of the legendary Princess Zelda. Patricia was stunned.  Nevertheless, she didn't allow herself to get too excited. It was always hard to tell how things would shake out in the game world, and Patricia could only guess at whether this new Zelda title would be a hit or not. Over the course of several recording sessions spread out over months, Patricia wasn't even sure that she'd make it into the game. It wasn't unheard of for developers to change voice actors entirely if they weren't happy with the performance, or if they felt that they needed to go in another direction. Every time a month or so went by without contact from Nintendo, Patricia began to suspect that she might be dropped entirely. Then, eventually, she'd be asked to return to record some more dialogue, and she would breathe a sigh of relief. When the 2016 E3 trailer for Breath of the Wild was revealed, Patricia was unbelievably excited. She really was going to be in the game. It was just a shame that she couldn't tell anyone. Fans debated the trailer endlessly, while Patricia bit her tongue, and did her best to stay silent. The buzz around this game was phenomenal, and she could only hope that fan expectations would be met. When the game finally released in March of 2017, many fans of the series eagerly declared that Breath of the Wild's Princess Zelda was the greatest version of the character ever created.  But Patricia hasn't been resting on her laurels. She's still acting, both voice work and live action. What's more, thanks to the success of Breath of the Wild, Patricia has been able to travel the world, attending fan conventions and game expos, meeting fans and talking with people who played the game and loved her voice. The moral of the story is that sometimes life won't necessarily take us where we expect to go. Patricia didn't initially set out to become a voice actor. It was only after several false starts and dead ends that she found her place. Nevertheless, in looking back on her development as a dancer and an actor, Patricia feels that, unbeknownst to her, each and every passion she pursued led her towards her role as Zelda. Even though Patricia only gave a vocal performance as Zelda, her training as a figure skater provided her with the talent she needed to be able to provide excellent motion capture for her other working games. Also, Patricia's time studying in London helped her to learn a well-spoken English accent that was suitably believable to help her land her biggest role. Sometimes in life, we have to measure our expectations and change our own goals accordingly. You may find yourself stuck, failing to progress in the direction that you want to take. When this happens, sometimes it's worth taking stock of your own talents and skills and wondering if you need to start again. The skills you've learnt thus far probably won't be wasted. You never know how you may be able to use them again in the future. Just as Patricia's Somerset went through a lot of different career changes before finding her place as the voice of Princess Zelda, you may need to look further afield to find where you're really suited in life.


Hello everybody, in this lesson we're going to be learning about the select statement in MySQL. The select statement is used to work with columns and specify what columns you want to see in your output. The first thing that we need to do is open up a tab or an editor window. So let's come right up here to the left hand side and we're going to create a new tab and I'm going to zoom in just a little. Now what we need to do is we need to select the actual table that we're going to be querying off of. If you remember from the very first lesson when we set everything up, we came over here and we right clicked and did select rows limit 1000. We're not going to do that. We're going to actually write it out. So what we need to do to select that table, the employee demographics table, is we need to select everything. That's what the star means. The star means everything. All tables, all rows. Now we do have a limit on here. We have a limit to 1000 rows. So if we had a table that had 50,000 rows, this limiter would be an issue. It would still limit it to 1000 rows. We would have to change that to 2000, 5000, probably all the way up to 50,000 if we wanted to view everything. If we had say a million rows, we would need to come up here and say don't limit and it would give us a million rows. The reason they do this is mostly to keep the processing time low. If you have a million rows, it's going to take a long time for the output to actually appear. So let's come right back here. The next thing that we need to do is we need to say select everything and now we need to say where we're selecting it from. So we're going to come right down here and we're going to say from and now we need to specify what table and we're going to say employee underscore demographics and at the end we need a semicolon. Now why do we need a semicolon? This is going to tell my SQL that this is the end of this query. So if you write another one down here, which we will in just a second, it'll be able to distinguish between the two queries. We're going to go ahead and we're going to run this and we'll just use this execute right here instead of this one. And there we have our entire table. So we were able to get our table. Now there is one thing that is potentially wrong depending on what you're using it for, but what we didn't do is we did not specify the actual database before it. We only specified the table. And this works perfectly fine because if you look over here on this left hand side, we have parks and recreation. It's in black. It's bold. That means that we're hitting off of this database. What's going to happen though, if we come down here to the sys database and we double click on it. Now this database is highlighted. So now when we're selecting this table, we're trying to select this table from the sys database. Let's go ahead and try this. If you notice, we have no output. Let's come right down here and pull this up. It's going to say employee sys dot employee underscore demographics doesn't exist. So it's assuming that we're highlighting this sys database. That means we're trying to pull from that database. Now we can still have this highlighted and still select the correct database by saying parks underscore and underscore recreation. Okay, let me spell that right. Dot. So now we're selecting everything from parks and recreation dot employee demographics. If we run this, we do get the correct output. That's just something to consider, especially when you're working with a lot of databases and a lot of tables. It's usually best practice to actually put the database in front of the table name. Although throughout this lesson, we probably won't be doing that every time since we're only going to be using this parks and recreation database. Let's go ahead and double click this. So we have this highlighted again. And let's click all of this. Let's copy all of this. We're going to come down just a little bit right here. Now so far we've only selected everything, but we don't have to do that. We can actually just select one column if we would like to. For example, if we got rid of that star, we say first underscore name, we're selecting the first name column from this table. If we highlight this query, and we hit the execute button with the I, now we are only going to return in our output, all of the first names. And we can add a lot more. Let's actually look at all these. We can separate multiple columns with a comma. So we can do first name comma last underscore name. And then we could do birth underscore date. So now we have three separate columns. Let's go ahead and run this. Now we have first name, last name, and birth date in our output. Now the way we just wrote it is all on one line. And that's perfectly acceptable because MySQL is going to read it the exact same as if we did it in a different format, as long as it's still in this order. But sometimes you'll see it like this, where it's select first name comma last name comma birth date, all on different rows. Now there's a lot of different use cases for this or reasons for this, but it typically can be easier to read. Also if you're doing any type of functions or calculations in the select statement, it's easier to separate those out on its individual row. Now again, we won't always be doing this, but it does help. Sometimes if you're doing that, it just makes it easier to visualize. For example, if we added the age, so let's add age in here, let's run this. Let's say we were doing a calculation where we wanted to add, you know, 10 years to their age. So we'll say age and we'll actually create a new row for this or new column. We'll do age plus 10. So now we can easily see that we're doing plus 10 here. And this is another thing that you can do in the select statement, things like calculations. So if we go up here and we run this, we'll now have an age column, but we'll also have an age plus 10 column where it just adds 10 to the age. And we can at least visualize and really easily see this when we're doing these calculations. Now something really important to know about any type of calculations, any math within my SQL is that it follows the rules of PEMDAS. Now PEMDAS is written like this, it's PMDES. Now what I just did right here with this pound or this hashtag is actually create a comment. So this code isn't going to actually run, but it's just for note taking or seeing things in your actual editor window. I'll come back to comments in just a second, but just wanted to explain what that was. Now what PEMDAS is, is the order of operations for arithmetic or math within my SQL. This stands for parentheses, exponent, multiplication, division, addition and subtraction. So this is the order that these calculations are going to run in the execution engine that my SQL has. So if I do age plus 10, and we'll put that all in parentheses, and then we come over here and we add times 10. So we're doing plus 10 here and then a times 10 here. What's going to actually happen is it's going to say age plus 10. So 44 plus 10 equals 54, then we're multiplying times 10. The parentheses executes first because it comes first in this order, parentheses. Multiplication comes next because it's this one. And then anything else after that, if we did plus 10 could run this. And you'll notice that it still follows the logic, 10 was just added at the very end to all of these outputs. Now let's go right back up here. Let's select everything again from this table. Let's pull up this table so we can see it a little better. And let's go down. Because the last thing that I want to show you is something called distinct. Now this is really, really useful and you use this a lot in my SQL. What distinct is going to do is it's going to select only the unique values within a column. Let's go ahead and copy this employee demographics, bring it right down here. Let's say select, let's do first underscore name. So now we're just selecting the first name. Let's come right down here. There we go. So now we're selecting just the first name from this column. Now these are all unique values. So if we come right here and we say distinct, nothing should happen to this table because these are all unique values. Let's go ahead and run this. As you can see, the output looks exactly the same. But what if we reduce something like gender? So let's come here. Let's do gender. Let's run this. Keeps going down. I don't know why it's doing that. But now we have male and female. Now these are not all unique. We have female, female, female and female. The rest are males. So there's only two unique values here. So if we come right here, we say distinct, gender. Now there should only be two in the output, male and female. Let's go ahead and run this. So now we get male and female in our output. Now this works perfectly in one column, but what happens if we have two columns? So let's do first underscore name comma gender. Let's go ahead and run this. Now the combination of first name and gender are no longer unique. Now Leslie and female are being grouped together, and it's taking the distinct between both of these columns. So when we're only working with gender, it's only looking at this one column for both male and female. So it reduces it down to the only two unique values. But because we added the first name, all of these values are unique. So therefore the name plus the gender combination is always going to be unique. The very last thing that I want to show you in this lesson doesn't actually pertain to the select statement, but I want to save this code. Let's say we wanted to update this or upload this into our GitHub or save this and send it to somebody. We can do that. We can save it by clicking this save button right here. I'm going to go ahead and click this and now we're in our MySQL beginner series folder. I'm just going to save this and I can save this as anything I want. So I'm going to say two dot select statement tutorial. So now when I save this, you'll notice that the name gets changed up here to two dot select statement tutorial. Let's exit out of this. I'm going to open up and now I'm going to come here to the select statement tutorial. I'm going to open it and now I have our code again, exactly as we had it written before. I just wanted to show that to you in case you wanted to save your code as you go throughout this series because that's usually what I do when I'm working with this stuff or learning these things. I like to save my code as I go along. So with that being said, that is the end of the select statement. In the next lesson, we're going to be learning about the where statement where we can actually filter our data.