OK, let's leave the house lights on. What was Karen Pine saying before lunch? Do, don't just mean it. Are you still here? Hello. Let's leave some house lights. You're going to do something right now. So I've got 37 minutes. This is the time of thing here by the way. 36.42 I have left. I've wasted 18 seconds of your time. So let's have some house lights on. I want to see from you. Who here has ever seen an improv show? Hands up. Quite a few of you. Gosh, loads of you. OK. Peek-a-boo. I didn't say put them down, did I? Don't don't conform. Alexander is evil conformed to what I say. It's a bit like the I was thinking this is you can put them down now, but I'll ask them in a minute. This is a bit like the Glastonbury of Business, isn't it? Don't you feel like that? Yeah.  There should be somebody here, shouldn't there? Next year, I want you somebody from Canary Wharf. Can we get somebody to come and say, well, actually, we do have, we do have meaning. We're not just evil. I noticed a lot of people talking today, if I'm just going to challenge you a little bit, talking criticizing capitalism, but are working with the companies that we might criticize. But we think we might change this one person, one team at a time. Interesting to hear that the US Army, for example, is looking at things that in a much deeper way than as outside as we might have imagined. They're just coming now. That's the prison program, Malarkey. Malarkey is my real name, Neil Malarkey. That's my website is neilmalarkey.com. So say hello, please. So hands up if you've seen an improv show and then I can just get a sense of what's going on here. So there's a lady down there. Hello in the white. What's your name? Anna. Okay. Why is that noise happening? Is it me or is it the devil? Okay, Anna, we met earlier. Who over here? Let's have a look because I'm going to just find out what happens. Yes. Bob, of course you have.  So over there, sir. You. Yes, I know you're you're from and then hands up over there. Over there. I want to there's a man there with your phone on right there. I'm pointing at you. Wave at me. Or maybe it's a lady. I can't I can't see very well because I got a stigmatism. So my left eye can't see very well. So you're waving at me right now. What's your name? Hello Helen. Oh, what a lovely voice. And Helen, where did you see an improv show? And what happened in the show? Lots of people threw things at each other. Okay. That's not. You mean throw ideas? Real objects. Okay. Was this just a fight in a bar? Maybe. Thank you Helen. Who ever seen the comedy store players? A part of the group I'm part of. Yes. Tom has anyone. There's a lady there. Hello.  Hello. You with a stripiness. What's your name? Caroline. What did you remember about the comedy store players? What happens in the show for those who've never seen an improv show? Caroline, because who's never seen a show hands up? Because when I first heard about improv, you're probably thinking, who is this idiot? But also I first thought, well, what happens is the audience gives a suggestion to the performers and then they say, oh, launder it. Thank you very much. That reminds me of the scene I was in in a garage. And you cheat it. And no, and then I met a man called Mike Myers. Anyone heard of Mike Myers? So he's Shrek Austin Powers, Wayne's World. And he said, no, there's this thing that's been around since the 1920s. Improv. I call it improv because it's a particular form of performance, a form of being, a form of thinking, of relating. And it started with a social worker called Viola Spolen in Chicago. And she was helping children who were a bit different in school to help them be more confident with their language skills, their creativity. And he said, this is how it works. And so Caroline, what do you remember of how, what the show, what happened in the show? Okay, what happens? The audience will give us suggestions and then we act out scenes. Is that right? Okay. And how many people were on stage? Four or five, yes. I always ask that just to be sure. They're actually six. People often say four. It's interesting how the perception is. You know, perception is not always entirely accurate. But what I will tell you, though, is that we have this idea of the offer. An offer in improv is something that's vital. There's a thing over there was about conversation being the first unit, the smallest unit of change. Well, I think even within a conversation, what's called an offer. John Gottman, the psychotherapist, might say that it's a bid for connection. I'm opening myself up to you by saying something. And now, does that sound too strange? Hopefully not in this environment where we've talked a lot about mindfulness being in the moment real listening. But I'll give you an example. For example, if we ask the audience for a suggestion, give us, who has seen an improv show over here? Are you there? What's your name, madam? Nancy. You know, we might ask for a suggestion. They might ask for a hospital, something like that, Nancy. And then you get two people up on stage. And one will say they're hospital, hospital, hospital. Good morning, doctor. So that's the offer. The offer is doctor. I'm putting it out there for you to receive. And I'll say, good morning, nurse. So my offer is nurse. OK? So we build up one step at a time. We trust the process. Just like in Gore. We assume trust. We've never played with each other, perhaps, but we assume trust. We presume trust. We don't need to work together for years on end and go on away days and get drunk together and naked. We just say, I trust you. Or it may go, good morning, doctor. And the other person say, good morning, Mr Johnson. I see your legs better. So the offer then is patient leg. This person thinks, what do I do with that? Leg's better football. Yes, I'm playing football again. And this person say, yes. And I heard you scored three goals at the weekend. OK, easy. Everyone understand, Nancy? Nancy's gone away. Helen, there's no throwing in this type of improv, but maybe we'll find out. Compare that with, good morning, doctor. And this person says, I'm not a doctor. We have a technical term for that in improv. It's called a block. Has anyone ever been blocked at work or at home? What does it mean for you when somebody doesn't pick up your thread? You put yourself out there. Here you are. Here's an idea. Here's a thing. Oh, no. The energy stops. Thank you, Tom. Rejection, yes. So the thing is, when I ask people about this, they'll say one or two things. They'll either say, oh, that person's a rota, a stinker. Horrid. Or they'll say, oh, no, it was my fault. My offer wasn't good enough. These are both rationally valid, aren't they? It's interesting how many people say, oh, it was my fault. I wasn't good enough. And of course, actually, in improv, our whole ethos is to say, how can I make the other person look good? This is the essence of collaboration which is applicable in every walk of life, in every business, in every organization. How can I make the other person look good? How can I justify their offer? How can I make them enjoy themselves? So what do we do at Gore? We make a profit, but we also have some fun doing it. That's how collaboration works. But on the other hand, a lot of improv, you will find people sort of misfiring or going in different directions. And that joy of the diversity of different ideas is what gives improv its energy. The great improviser will say, okay, that feels like a block. Good morning, doctor. I'm not a doctor. You want to go.  Go and see the improv teacher now. Block boy. But you've noticed that? You deal with that, remember? What does Domacio say? Where are you? He says, we are feeling machines, machines you try and think. You say, I feel rejected. I feel ignored. I feel you're the bad guy or I'm the wrong person. But I'm going to notice it and say, how can I frame what feels like a block as an offer? Good morning, doctor. I'm not a doctor. Well, I'm not a patient either. But I see you every day with your white coat coming to the hospital and I'm here too, isn't it fun? And you could have a whole story about these imposters wandering around the hospital that could be more interesting than the more conventional scene implied earlier. Remember what Stefania said about you use what's there. You use what's actually there. You pay attention to what's really there. What Albert Einstein said as quoted by the Leavies. What's actually there? Rather than saying, oh dear, this isn't very good. I want to think outside the box. Improvisers say, what's in the box already? In fact, another friend of mine, Steve Shapiro, a creativity expert says, get a new box. Any metaphor is obviously going to run out of steam at some point. But improv we say, what do we have now? We don't have much electricity. How do we deal with that? We've got all the wrong people there. Idiots, smucks. I'm the best one. How do we deal with that? We look at it again. OK, I think we want to play this game, don't we? Let's play a game. So Nancy Helen and Caroline, calm down. Give them a big round of applause. Come on down, come on up here. OK. So Nancy, thank you very much. There you go. That's Helen, isn't it? And Caroline, keep coming, keep coming. Come up stage. You've got to come up here. They're going to tell a story one word at a time. Have you ever worked together, you three? Have you ever met each other? Your collaborative team in the making. You trust the process. You presume trust. In fact, I'm going to give you credibility as well. I've done this before with people and they're marvelous. OK, come forward. Trust each other. Really listen. Actually, what's the first rule of improv? To listen. It's not. Oh, I've got some great ideas on my own that'll show you up. How can I pick up your office, accept your office, listen? And I was interested to hear about the Libis, but attention and intention. People talk about active listening. In improv, I call it intensive listening. Do you think I can move to California? Listening with intent. I'm intending consciously to use something that you have given me in the way that I respond. Now, of course, in the real world, it's not as easy as Dr. Nurse. The offer may be an unconscious one in the way you say something. Your nonverbal offer. Your unconscious offer of what you don't say or what you imply or actually what this person hears. The offer is often in the eye, the heart of the beholder. But that diversity is creative. So, here we go. I'm going to do a story. The story is the day I went to the zoo. So, what's going on here in their minds right now? There's somebody going, oh, no, I know nothing about zoos. I'm going to be shown up. I must quickly go Google zoos, Wikipedia zoos stuff, because I'm the queen of content. On the other hand, there's somebody over here saying, oh, look, I know all about zoos. I'm full of zoos stuff. I go to zoo all the time. Hey, and their problem is they know too much about the subject. They don't see what it is for somebody who doesn't understand zoos or doesn't know much about zoos. And of course, a great team is one that has different technical expertise, perhaps. In fact, John Maynard Cain said, it may be easy to learn something new. It's harder to unlearn something old. Remember what Mark Stevenson said to us this morning about those who are over 35. It's hard for us to learn things. I'm annoyed with people who are young. Discover that many people don't even wear a watch who are under a certain age. My children don't believe me when I say, well, we had two phones in the house, one downstairs, one upstairs, both connected to the wall. And were they dinosaurs? So one knows nothing, one knows everything. On the other hand, there's somebody in the middle. There we are, Helen maybe. She's a great improviser. She's thinking, look, I've done some zoo work. I'm familiar with the ideas of zoos. I'm going to leverage my zoo understanding in this complex socially adaptive system. If you want the business school jargon, but we don't have to have it. What was the title of the zoo? Can you remember? I went to the zoo. Yes, Caroline? Yeah. Oh, sorry. Have we started? No, we haven't, but I'm just... I'm just testing. Just notice that you're probably not going to give your best like that. So come forward. Come together, so you've got a little peripheral vision as well. Because we listen with our bodies as well as with our ears. So why don't you start to get into a rhythm with, I went to the zoo, just to get into a rhythm. Off you go. I went to the zoo. There was a small, amazing zebra named Georgia. Full stop. I wondered whether Georgia was really as fun as she told me. And then, horrifyingly, Georgia fell over the hippo. Excellent work. Really good. Okay, really good stuff. Thank you. Thank you. That's really wonderful. Stay there though. Stay there. Stay there. It's going really well. That's fantastic. What they're doing is they are listening. They're trying to work with each other. They're not trying to do the one word that wins everything. They're working together. They're really collaborating, aren't they? Now, of course, you may have an agenda. Who's Georgia O'Keefe? And is she likely to sue? That's all I'm worried about. Why did you say zebra? Of course. Of course, you see, that's why I chose you. Bad top. But look how easy it is to be influenced by that. Nancy, were you thinking of a particular animal? Giraf. Giraf, but it wasn't mentioned. Because these two are losers. They just don't understand. So Nancy, how did it feel to not get giraffe in? It wasn't that bad. I was okay with the zebra. You're okay. It's okay. That's fine. So you see, a friend of mine who works in advertising often uses this in meetings to start off with, we all come with our own stories, our own favourite animals, and can we create one story together that all of us own but none of us can claim soul authorship of? So collaboration is difficult. Because did you have an animal in mind? Hippo. Which you said. But I knew I couldn't say hippopotamus without embarrassing myself. So I went hippo. You just did and didn't embarrass yourself. There you go. How lovely. So who here was thinking of another animal? Lion. Monkey. Pig. Okay. So you can't help but think of something. The improviser says, okay, that's what I'm thinking, but I'm going to be really in the moment. I know I'll think of one step ahead, but I can just leave that for a moment and see what's emerging here. You can live comfortably with this ambiguity because we live in a baruca world. Vuca. Volatile, uncertain, complex, ambiguous. Because I was thinking, if it was a baruca world, what would the E in the R stand for? Eggheadery. Wrongheadedness. Righteousness. Also, I want to move this M, don't you? And then it'll be Ein Mang. What does Mang mean in German? We don't know. Never mind. So what I want you to do now is to just turn around, get into groups of three or four, turn round, get right to it because I've got a few of my 37 minutes left, and you're going to do a story which is the day I went to the airport. The day I went to the airport. You're going to carry on just here without the mics. Just to see how it feels because you're nicely warmed up.  So start with I went to the airport. Go. Okay. Good. So, let's just hear. Let's just hear from you. I want to hear what happened because many things are happening, there's the content. Is it a good story? There's the process. Trust the process, remember Stefania told us the trust the process. My friends at Ashridge Business School use improv as a metaphor, a directly applicable technique for strategy because strategy isn't, we must start here and go there, it's much more messy than that. We often, as Kierkegaard said, we live our lives forward, we understand them backwards.  And what offer it was for that soldier to meet Coley? What was he called? Coley. Coley means light at the end of the tunnel. How beautiful. And isn't it marvellous that Veruca means wake up. Veruca. And there's a gentleman over there. I've just given you a mic. Would you mind standing up because you look rather demure? I must say. What's your name? Ian. He's on the red mic. Ian, what happened in your story? You can't breathe. You said knickers, is that right? Can you tell us the context of knickers? So we tried to trust the process. We went slightly wrong because we started playing word association instead of telling the story. However, once we got beyond that, I think we got beyond that, we got to a story of the bag got lost but we were okay because we hand carried certain things including toiletries. And then I suggested we might hand carry knickers. Can everyone hear what Ian's saying? He's just kind of a loose lounger. We did this. It's fine. He could do it a bit in there. So let me ask you this, Ian. You said knickers because you thought... Oh, knickers, you saw that. Hang on, this story needs a bit of spicing up. I'm stuck with these losers. We need... Say again? There's a bit of rebel in all of us. No, there isn't. Just you. Okay, give it in your round of applause. Thank you. Matt, can you retrieve his mic? Can you retrieve his mic, Matt? Matt is going to be my mic monkey. So, talking of monkeys, who had a character or an animal, thank you, from the zoo come up in your airport? There's a legacy issue, isn't there? You might not know it, you're thinking, oh, in that zoo, why didn't they say the thing that I wanted them to say? Because a zoo is quite a big image. How many times has that happened? How many times in your meetings are people thinking a whole bunch of other things compared with what you think they're thinking? I read this the other day in 40% of meetings it tends to be people saying what most people in the meeting already know. How many of your meetings are just kind of, well, we've got to have a meeting. It'll be an hour and then it'll be over after 61 minutes and we'll go along our way. I'm going to really learn something from this. In an improv scene we try and say how is your character, the character you're playing in the scene, altered during the course of the scene? What has she or he learnt? If you imagine your conversations and business and your meetings were like that, what would change? Many conversations and business tend to be well, this is what I'm thinking, this is what I'm thinking, this is what I'm thinking. Well, good, now I know what I think. And the worst kind of listening, non-intentive listening is simply waiting for your turn to speak. Or as a friend of mine who does a lot of conflict management, the worst kind of listening is not listening in boardrooms, it's simply reloading. Simply reloading. Okay, who here, let's just see, in your airport, who had, did you end up in some wonderful holiday exotic location where you could have a meeting in some wonderful holiday exotic location? You're laughing, is that because you did, or because, no, you're saying I did, it was in my head, but these schmucks around me failed dismally. Lady in orange, are you in orange? I think yes, you were going like this with the most obvious body language. So what was the story that happened for you? Shout it out because we don't have a mic near you? Devon. Okay, so you ended up somewhere nice. Who never even got to the airport? Down here. Who was at the airport, but was frustrated or actually delighted because you spent the whole time shopping in duty free? Yes, there you are. Thank you. Who here experienced a delay? Yeah, I find that when I work with international groups who travel a lot, the first thing is in their delay, these sort of, these assumptions, as soon as you say airport, there's a kind of, you go straight to, oh delay. Who had a terrorist incident? Quite a few because what's the third thing you do at the airport?  There's a little embedded in instruction terrorism. So you see, it's wonderful to discover that a man called Daniel Carnham, have you heard of him? Thinking fast and slow. Somebody said no, thank you for being honest. Most of us haven't read the book but we've asked somebody who has. Thinking fast and slow. So system one versus system two. System one, you don't think about it. Four times three is twelve. Thank you Helen. Okay. You don't even think, so I sit on that chair? Yes, I'll sit on that chair. The old technology to Mark Stevenson. You don't even think about it, the old technology. I'll sit on the chair. System two, what do we do with the National Health Service in this country in terms of times of austerity? Or 492 times 397. You have to break it down into chunks. You have to work it out, sit down. In fact I was doing this once with a group and after about five minutes the man put his hand up and told me the answer to that. Which I loved because he couldn't not think about it. Do you see? And I wonder how many times of our conversations, how many offers we're giving out and the person picks up one. That's why Karen Pine was right. How much of this are you going to remember on Monday? You don't even remember the number do you? She said you'll forget 98%. So I'm going to down well make sure the 2% you do remember is Intentive Listening. You're intending to listen and link what you say to what somebody has just said. It's the best way to create something together. To co-create. The best way to create rapport. The best way to deal with a negotiation situation. Exeter Street Hall.  So let's go back to you Ian. System one, system two. Nickers was system two, wasn't it? You were thinking this needs a bit of jazzing up this story. It's a bit boring. I'll throw it a system. I'll have a meta thought. Is that right Ian? Yeah. Because you said we're all a bit rebellious. Whereas there might have been some system ones. Who had a system one where they just said a thing. I don't know why it came out like that. Does anyone have that kind of feeling? Any particular words? You there. You're waving at me nicely. Hot dog. Which is actually two words. Did somebody say hot then dog? It's a hot dog. Did you then go, why did you say hot dog? What's that got to do with anything? Shake and Steens. Hot dog. Our visitors from America are saying what the hell is this? Shake and Steens. He was a kind of cut price Elvis. Is that fair? I don't know. Okay, so we have eight and a half minutes. I want you to go back to your groups now and just work out what the assumptions were. Why are you thinking that? Why didn't you say the thing I wanted you to say? You're weird. I'm right. That's basically the emotional machine that's trying to do some thinking. That's where we start with. I'm right. I'm consistent. I'm rational. Why the hell don't the rest of the world fit into me and my way of thinking. But that's what we've seen a lot about today. About how we fit into other people's way of thinking. If I can get into your mindset then surely I double my brain capacity, don't I? So this is an idea about attention, intention, attitude. Our attitude is to say I really want to pick up what I'm hearing from you and build on it. My intention is to be fully attending to what you're saying. And from that you'll never be short of creativity. You'll never be short of ideas because you're saying it's all coming from you. I love the African word ubuntu. Do anyone know this word? You're waving at me. You're in the Nickers Airport thing. Do you know what ubuntu mean? I don't know if everyone heard that so I'll give you the mic. But you've got a pretty good voice so you don't really need it. What's your name? Miranda, come up here and just say it because I've got a slightly shorter version but I want to hear your one in case I'm sued by. It's an African saying that says I can only be at my best when you're at your best and you can only be at your best when I'm at my best. So there's mutual accountability. Brilliant. Thank you Miranda. I thought it was something like I am because of you but that may be another word. But if you can lay that down as a soundtrack for me I'll use that next time on my phone. Just go back to your group and find out what were you thinking. Why did you say that? Why didn't you say the thing I wanted you to say? You can think about it as well. Okay. So we have just a few minutes left. Anybody want to tell me why you suddenly have an inspiration as to why somebody else said a thing which at the first they thought you're sabotaging my story and they realised oh right you had your own story. Have you realised that now and of course the joy is sometimes when our stories collide and commune and we create something above ourselves. Anything interesting insights now where you thought why is that person lady there? Shout it out. Just keep saying that. Okay. So of course we have our different languages. Just finish your thought then. Yes. We do have a game where you speak gibberish to each other.  Thank you very much. Okay. I'm going to say goodbye to Caroline and Nancy. Thank you. Give them big round of applause. You're waiting. Helen. Okay. This is a very dangerous thing to do. We have four minutes ten seconds and you're going to do a little one word story for you. But the story is going to be of today. You see she's not a plant. So we're going to do it as if we. We are safe. So why don't you start with. This is just kind of bringing it all together beautifully in the summary of the day which is a really terrible exercise to do by the way because if you're focusing on the process and the content it's really hard. So we'll just go with it. We'll see what happens. We'll just remember some of the themes. Just let our mindfulness and mindfulness for a moment think about all the things we remember. There we go. Okay. We enjoyed food. We loved the I felt excited inspired by everyone especially me you maybe remember everything 98% of all content tomorrow we will forget nothing. Thank you very much Helen. Thank you. Thank you so much. Brilliant. Right Helen we have just witnessed brilliance haven't we to remember Laurie said witness brilliance and witness in the kind of almost old fashioned says witness bear witness to notice acknowledge how many times do we do that normally it's well this is a bit rubbish isn't it do you mind if I just tell you something you've done wrong and there's a really fantastic neuroscience model called a SCARF model the website is SCARF 360 where they looked neuroscience SCARF 360 neuroscience looked at what makes you stressed in these kind of a social situations rather than out in the jungle being attacked by a tiger or a zebra and they found that it brings up the same fear when certain things happen when your status your certainty your autonomy relatedness fairness are under attack and they found out that somebody saying to you do you mind if I give you some feedback is as stressful as being as walking at nighttime and hearing footsteps behind you we're trying to be nice and you are not being and so you could see how here this is not about being nice to each other the idea of an offer is oh you're nice you're right yes we acquiesce it's accepting the offer listening and linking and I also wanted to about live the question I love the idea that Laurie said live the question I think it's a quote from Reina Maria Rilke isn't it beautiful that we may happen upon the answers if we live the questions you could see in your stories how much volatility there was wasn't there complexity and uncertainty at any point the story could have gone anywhere but hold together trust the process improv is about listening and saying okay it may be a mess right now but together we will create something and look at what we really have inspiring about the makers of course I love the idea of the 15 stones we'll never quite know where it's going and there is a quote apparently from Picasso he said how do you sculpt a line he said it's easy I take some stone and I get rid of all the bits that aren't lion and often the process tells us the tells us and this is what Jerry Sternen said the positive deviance founder he said you can't think your way into a new way of acting you can act your way into a new way of thinking so you've got to get up and do this Karen's right we almost sit there right lovely tweets and notes oh yes I took lots of notes you've got to do something about it and there is meaning in our work there is meaning in our lives thank you very much indeed


Like when you look at the challenges that we've got coming forward when you're looking at, you know, increasing drought, floods, conflict and things, the very kind of fabric of life, things like food systems and food availability, they're going to start to become really scarce and as beings, sentient beings, we have a choice either to kind of go down the route of like individualists and like, you know, hoarding and, you know, not sharing in hatred and division or we can be compassionate and come together and support one another through these challenges ahead. And so for me, regenerative culture is just shifting everything, every aspect of what we do to that kindness, compassionate route.


This study investigated how the spatial organization of pyruvate dehydrogenase kinase, PDK1, activity in coal and tumours affects their metabolism and drug sensitivity. It found that PDK1 activity is concentrated in certain areas of the tumour, forming a spotted pattern. This pattern is predicted to be caused by the WNT signalling pathway, which is known to promote Warburg metabolism and tumour growth. Inhibiting WNT signalling decreases the size and intensity of the spots, suggesting that it plays a role in the formation of these regions. Additionally, the researchers found that inhibiting both WNT signalling and glycolysis together could lead to greater efficacy than either treatment alone. This article was authored by Mary Lee, George T. Chen, Eric Putik, and others.


News Update Hi everyone, Basel Chapman here. This is the 3 o'clock Tiger Financial News Network Market Update. The Dow is at any point in the hour we could have given you a minus 100 or 200 or a plus 100 or 200. We're back to a plus 200. We're up to 27. This is really important. We're going to find out early next week whether or not this was end of the month buying. We're going into Friday close and Monday or over the weekend. There's some extraordinary event that changes everything but I'd like to do this just purely on a technical basis when I come back for the Tom O'Brien show we're on the guest host. So here we go. The Dow up 222 at 34,381. It has strong resistance at the 200 and the nine period exponential moving averages of 34,526, 34,616 between now and even overnight Sunday with whatever we're looking at the futures. 34,000 is still the number to hold on a closing basis. The S&P at this particular point also coming back very actually was strong. A majority of the day even though there was some really big bouts of weakness it's up 50 at 43.76. It's also got a long way to go. It's got to go to 43.99 to cross the 200 period moving average. Then 44.29 will be the next resistance. Key support today is the lowest 42.92. We don't have to look at that. 40, 43, 45. A break under that anytime to now and Sunday night will be a negative. What we are looking at is the QQQs and this is going to be really important. QQQs just cannot get any strength to the upside. Yep, that up 5.54, 3.46, 58. They need to be testing the 9 period moving average and the daily chart of 3.53, 73 and they need to do it really soon. In fact, they need to go higher than that. Must hold 3.40 support. IWM also very weak. It's still weak down 48 cents, down 50 cents. It's 191, made a new load today. This is a big move down as almost if you look at the weekly chart, look at that A to B equals C to D. That's the lightning ball. We're talking about the NTFNM but most importantly it is fading the small caps. Looking at gold. Does gold come back? Didn't look a gold for a little while. Down 7 at 1788. The dollar has been really strong. Has it held that strength? Yep. It's holding that strength. Let's add a new recovery hype. It's a 97.28. The height today was 97.44. 97, I think 83 is the target that we're looking at and we're looking at the TLT. That's bonds. TLT. Oh, finally now it's up 22 cents. A true to all. We do this before we do the FOMO Brian show is showing a little weakness. It's up 32. It was much higher earlier today. I'll be back in a moment for the time.


How's it? How's it? So, you know, photography on YouTube, there's, we know, there's like thousands and thousands of people talking about lenses and post-processing and all that kind of stuff, and it's great. But what we're really interested in are the photographers who are thinking about the art form, who provoke discussions within us about the art of photography. So many of these channels get hidden under this flood of all the content that YouTube thinks you might want to watch. So, today I thought what I'd do is I will introduce you to a few channels that I enjoy watching. I think you'll really enjoy and hopefully help you discover photographers and people who talk about photography that will help you in your own creative journeys. So, the first is a guy called Theo Crawford. Theo Crawford? I'm he's a photographer from Austria, although I have a feeling that he grew up in South Africa and I see a trend here that is myself and there's Sean and so many people from South Africa. But anyway, play that as it may.  His videos have a very thoughtful pace to them that, that, you know, he's talking us through the process rather than being one of these photographers like, yeah, in your face, bang, wow, wow, sort of thing, that he has a very mindful way of approaching the process of taking photographs. And I find that really interesting that when we look at the thought processes that go on behind a photographer and their approach to making images that goes beyond simply talking about, you know, the f-stops and the using stuff like that, it helps us connect more with our own creative processes, the journey that we as photographers also go through when confronted with the opportunity for taking an image. Alex Soth is probably a great example of a photographer who's very well known, who's very good, but doesn't really either care or want to play the YouTube game.  Unless you knew Alex Soth, unless you knew that he had a photographic channel, you wouldn't know it's there, because he doesn't play the YouTube game. He's not into making, you know, clickable thumbnails, for example. And that's perfectly fine.  But I would really recommend that if you are not familiar with his channel, that you go and go and have a look, because it's like I mentioned with Theo, that he is talking about his photography, he's talking about the things that inspire him and move him in his creative endeavours. And this is really, I think, the most beneficial thing from these channels that we will look at is, you know, that we get an insight into the thought processes rather than the technical processes. And that really is going to help make your photography so much better. The next channel is a channel called AWS by a guy called Adrian. And this channel was recommended to me by one of the viewers of the channel, a guy called Heinz. So thank you ever so much, Heinz, for suggesting this to me. And this shows the power of, you know, exchanging information that here is a channel that it does okay, you know, but it's again, its content is not really being surfaced for whatever reason that, you know, that it's being lost amongst the noise. And till somebody like Heinz points it out to me and says, look, this is a guide that you might enjoy. So throughout all of these, you know, the videos that we're looking at and the channels that we're thinking about, then, you know, please say hi to them, say hello, you know, drop a line in one of the comments of the video, say, Hey, the photographic guy sent me here. And I'm really enjoying your content because the more that you do this with all these channels, the more that you engage with them that you subscribe to them, not only does that, you know, help YouTube go, oh, you know, people like this kind of content, but it also encourages the people making these channels to make more of this content. And that's really what, what, you know, certainly I would like to see on YouTube. And I'm sure you would too, is to have more of this kind of thoughtful comment to distill or dilute, if you want to call it that, the flood of, of, you know, of gear reviews because gear reviews are fine. But really, you know, they don't really help us improve as photographers. And these are what all these channels are about, which is why I'm sharing them with you because I want you to be able to improve your photography in any way that we can facilitate that is great. So go and, you know, watch these guys channels, drop them a comment, drop them a like, say, do you know what you're what you're doing is great, man. I really enjoy it. Subscribe to them. You'll be surprised how much of a boost that gives the creators and encourages them to make more of this content that we all enjoy. Moving a little bit closer to home now, and somebody who's photographed on my patch, which is always an interesting thing. And that's a guy called Ben Harvey. He does kind of, you know, a broad range of photography. He talks to me in landscape and his journey and he plays with some, some gear, you know, so all he kind of fairly, you know, obvious stuff so far. But what I find interesting and probably why I enjoy his channel is because I've always loved it when I see places and things that I'm sort of somewhat familiar with being photographed. That's always a great doorway for me to kind of start looking at somebody's photography, their thought processes. Because when you can put it into a context that you understand that you see this thing that you're always interested about how they interpret it. And you know, I have to admit, there's a video that he has about going to Felix's, though, which is a seaside town near here. And I, for some reason, have visited there a lot. My little point was for you now. But, but for the last two years of asking what he wants to go, he goes, I want to go to the beach. And then Felix, he means Felix, though, albeit that there's like an hour from the house. But anyway, so we go there. And, and I love the way that I can see within Ben's photography, something that I have completely missed the whole time that I'm there, you know, granted he's photographing, specifically landscape things, we'll have you. But, you know, this is just a reminder to us that the opportunity for photography is all around us. That, you know, that when we start seeing the possibilities, that even places that we kind of dismiss, I've looked at Felix's from a completely different viewpoint. I haven't seen the landscape necessarily, but I've seen sort of the rundownness, you know, the down, the slightly down at hill seaside town and reminded of a Smith songs, you know, the seaside town they've got to shut down. And that's kind of the thing here. But I like his photography. I like his, his journey talks about, you know, the process a little bit in there. And, and it's great to just yet to see places that are familiar to me, photographed in a way that, that makes them beautiful. Aperture are another organization that doesn't really play the YouTube game. And that's absolutely fine, because we are here to, you know, show you these people. So you don't have to worry about it too much. But this is this is part of the problem is right there, unless you actually actively go and look for aperture, you seek them out, that is unlikely that you've seen any of their content, which is a great shame because they have some fantastic interviews with, you know, with up and coming photographers. I love interviews. B&H do a whole series of photographers, but, but of course, you know, B&H is a big name. They have a built in baked on audience that will see their contents. They don't really need to worry about it too much. But aperture don't. And I would encourage you to go and listen to some of the new voices in photography to see their work. It challenges a lot of ideas about what photography and what image creation means in the 21st century. And of course, they have all their wonderful books. And, you know, this is not a plug for aperture, although go and buy some because they're awesome, right? There's some really, really good stuff on there. And if you can get a copy of the aperture, minor white years, some of the articles in aperture magazine from that period are just mind blowing. Matthew Storum is a landscape photographer from Australia who creates some wonderful videos talking about the process of landscape photography. Obviously, there are many photographers on YouTube who take landscapes, who share their journeys. And you know what? There's some big names there.  But what I was really taken about with Matthew's videos is that there's a playlist about him being a Sylvania where he talks through the whole journey about landscape photography. And I think that's kind of a really important thing. If you are into landscape photography, then it's so much more than just finding a location and, you know, wait until the light's right and then sort of snap and shutter. There's a lot of thought processes go on into creating a, you know, a great photograph. And he's also not afraid to show the failures that he has, that, you know, the times it doesn't go right. And I think this is something that is often missing in the landscape of YouTube is that we only show the winds when it all comes right. Because then it makes us look good, doesn't it? It's like, oh, I didn't even make any mistakes. But by showing fails, showing mistakes, then, you know, you get to see and learn from other people that, you know, you can see that this is something that didn't quite work for you. And it also encourages you to think about how you could, if you find yourself in a similar position, change things up. So I would highly recommend that you go and visit Matthew's site. Again, I will link to all of these channels in the description box below. Go and have a look at them. Say hi. If you like the channel, subscribe, drop a line. Say, hey, you know, Alex sent me here from the photographic guy. I love your content, man. This is so cool, right? And if you have any channels that you enjoy watching that you think maybe nobody else knows about, let me know in the comments section below. It would be great to have more of a list of these channels. Now, I would just give you a little heads up about that. I need to manually approve the links that go into the channel description, not then to the content box. So if you do, and it doesn't show up straight away, let me know. That's okay. I will manually approve for you. If you're looking for other channel content that you may have missed, then I'm going to link to the previous video that I did about this very same topic over here. Thank you ever so much for watching and I'll see you again soon.


How to have your most productive day ever? Yesterday I had one of the most productive days I've ever had in my entire work life And I was trying to figure out why at the end of my day yesterday So today I'm gonna share with you what happened Why I got so much done and I didn't even realize that I was getting so much done until the end of the day we was like wow that's a lot and It's a very simple tactic that we can incorporate Every single day of our work lives every single day of Lifestyle lives if you like if it comes to losing weight or being more productive or making more money or starting that business You've always wanted to start Losing weight asking the girl out Going on a vacation How do you actually make things happen? How do you stop procrastination? So let me just give you context as I'm recording this I'm flying to London this afternoon. So as I'm recording this, it's 10 53 a.m And I have a flight at 5 50. I'm going to London and yesterday at about this time exactly 24 hours ago around about 10 30 I Was told that I was going to London or I was asked to go to London by Ty lupus Who I work with many of you know that I've been Mentored by Ty Who's the creator of the 67 steps? If you don't know who he is then you can go to my website James Wanik comm forward slash 67 steps and you can watch a little video there, but he's a very successful businessman and entrepreneur and He has a conference in London next week has I'm recording this and he asked me to come and emcee and host the Conference with him and so at 10 30 yesterday. It was like hey, can you come to London? Yep? We'll get you a flight tomorrow I'm like, okay. So all of a sudden my weekend plans were thrown Out the window and I realized wow if I'm gonna be in London for at least a week There's so much stuff that I need to get done Before I go because I know that once I'm in London I'm not gonna do the things that I'd planned this week and One of the things I'd plan to do over the course of the coming week if I was to stay in Los Angeles was record about 10 or 15 book reviews Premium book summary, so I have a lot of books here and I wanted to do a little book review record them in my home studio and release them to people who join My 30 day no alcohol challenge program The other thing I wanted to do was record a little training video on how I make phone sales How I sell people into programs over the phone because I wanted to do some coaching for people who are interested in that Plus I needed to leave instructions for my staff who helped me with the 30 day no alcohol challenge And I knew that being in London. I was gonna get behind Plus I had to rearrange Interviews that I had scheduled for this coming week this coming Wednesday had to reach out to them and and reschedule So I had all these things that ordinarily I would have taken a week to accomplish and Yesterday at 10 30 in the morning. I was like, right. I've got 32 hours to get all this done Am I gonna do it? Let's do it. So I very I wouldn't say frantically but with controlled focus With controlled purpose I went right let's get this done. So I Switched off the phone for the most part not entirely, but I switched it off when I really needed to focus I went into my studio. I turned the lights on I put the SIM card in the camera. I turned the camera on and Sat down at my I went back into my living room got my book went to my bookshelf picked out about 30 books and thought I'll just record 15 of these I'll see what I get to and I'll do book reviews little five minute book reviews let's just get ten done and That'll be a good start and then I can you know do some more when I come back to Los Angeles What happened then was I Nothing short of Extra ordinary I Went into my living into my studio and I hit record and I picked up a book and I knocked over one book review and Then I hit stop and then I picked up another book and then I hit record and I reviewed another book And then I put that book down hit stop picked up another book Looked into the camera pressed record and I recorded another one and then another one and then another one and before I knew it An hour and 15 an hour and 20 minutes ago, and I'd already knocked over 10 book reviews Why because there were no distractions because I had a single focus because I had a Deadline to do it. That's the key ingredient the secret the seemingly impossible deadline I knew I had to get it done that day and because of that. I just went bang focus get it done Then after I'd done 10 I went and sat down on my living room sofa, and I went well That's good. Well, I got did that in an hour and a quarter. That's a pretty amazing That's all I said I was gonna do. Well, actually, let's keep going. You're on a roll So I took a little five minute break. I got some water. I went out on my balcony. I got some Sun. I Went back in and I picked up another book. I Hit record and I went again And then I picked up another book and I did another book review I've picked up another book another book review and just to give you context These are all books that I've already read right so that's not like I'm reading them at In five minutes and reviewing at the same time they're all books that I've already read and I'm just reviewing telling the the viewer what's water in those books and I just kept going and going and going and Took another break and I went oh my god. I've done 20 keep going. So I went back in I completed 25 of these book reviews in seemingly no time at all the whole thing probably two and a half maybe three hours And I just got it done Then I pulled the SIM card out and I stuck it in my computer and I pressed upload to Dropbox so I can share it then at the same time I Back if I backtrack a couple of hours I'd phoned a cleaner to get a cleaner to come to my my home cleaner came she started washing my clothes cleaning the place and My place was just a complete hive of activity Then I was like wow I got that done in so long and so so quick now I've got to create this sales video this this free sales training and set up the structure of how I'm gonna run Facebook ads to this free sales training and how I'm gonna create this whole funnel where people Apply to be trained by me so they can sell ten thousand dollar coaching programs over the phone I'm gonna set up this whole funnel and Usually and actually I've given myself a week to learn how to do this and to set it up But yesterday at around 5 30 in the afternoon. I was like all right. Let's give myself Two hours to figure this out. I was gonna give myself a week To learn it and set it up and film it and put the structure in place I said it's 5 30. Let's see if I can give do this in two hours Just it's impossible deadline and you want to know what happened. I damn well did it. I Watched this training online this guy called Sam ovens is a New Zealand guy I watched the the relevant part where he's talking about driving Facebook ad to an ad and then Clicking people click on the ad they see a training video. I'm right I need a training video. I need a 15 minute training video. So I went back into my studio I've hit record on my camera. I Got the whiteboard here and I just Bashed out a 15 minute training video. Was it perfect? No, was it good enough? Yes And then when I completed it, I went back to my computer stuck the SIM the memory card in uploaded it to Dropbox Send it to one of my staff members who does builds my pages and says and said this is a training video Can you set up the funnel for this and? And then I sent the video to my to a woman who does my some of my Facebook ads She's in Australia So she probably hasn't got it yet But I sent it to her in a Skype in a Skype chat because that's how I communicate with her and said hey Can you run a Facebook ad to this video? Here's an example of the Facebook ad. I want to run And that took me to about 730. I was like, holy hell So all these things that I thought was gonna take me one week to accomplish. I Did it in one day and not even one full day It was I started at about 11 and I finished at about 730 with a few breaks in between Why why did that happen? Literally? I was gonna take a week to do this But I did it in one day Why because I gave myself an Impossible deadline a seemingly impossible deadline because I have to go to London in six hours My flight takes off in six hours because I knew I had to go. I had all this stuff I've got to get done. I know I'm not gonna do it if I'm in London because other things are coming up. I Got a focus So I had the focus and Because I had the focus and because I switched my phone off at strategic times and I wasn't distracted Probably because it was a Saturday as well Like it wasn't a normal workday where people are what's happening you and pinging you and hitting you from all over the place It I just got it done Now when I was doing the book reviews that I get tired. Yeah, I got tired It's pretty emotionally taxing speaking for three hours total time total recording time if you like Um, and there are about probably with about seven or eight books to go. I wanted to stop I was like, ah, man, I'm tired. This is this is good enough. I've done, you know, 17 16 or 17 book reviews. That's enough. Let's just call it a day But then I was looking at my watch going well, you know what if I I did the math if I was like if every book review Is like five to seven minutes and I do five more Well, that's only 35 minutes more maybe 40 minutes with a couple breaks in between I can do another 40 minutes Just just go don't even think just go So that's what I did and knocked out another seven. How can you? Have the most productive day of your life or one of the most productive days of your life easy Give yourself a seemingly impossible deadline The other thing you can do is put a penalty or a reward Around whether you accomplish it or not So for example for me the penalty was if I don't do it I'm gonna be behind by a whole week because I'm gonna go to London and then things are gonna happen I won't get to it Maybe it'll be two weeks because by the time I get back to LA There'll be things to catch up on That I've missed because of the week, you know, I've got to do those rescheduled podcast episodes, obviously There's a whole lot of Things that are just push things back push things back push things back. So for me the penalty was like Lost productivity lost opportunity so Not wanting to blow that not wanting to have to pay the penalty of being a week or two behind It was just go get it done now do it now do it now do it now Think about your own life. How many times you just put things off tomorrow next week next month next year this year I'll buy a home this year. I'll lose weight Next month. I'll invest Later on I'll figure out what business to be in Tomorrow, I'll start making new friends You know, I really want to host a mastermind or a poker night at my house. I'll do that later on this year No, just do it now There is power in the now. It's extraordinary and I'm not always Not always. I'm not perfect at it. I'm better than most But even I fall prey to the like ah tomorrow next week, whatever. There's a very famous Saying that says never put off to tomorrow what you can do today Never put off to tomorrow what you can do today Just get it done Now because that's all there is there is only now So what are the lessons out of this? Well? It's extraordinary how much work you get done when you have an impossible deadline So give yourself an impossible deadline Manufacture an impossible deadline put it in your calendar say I must get this done by 5 17 p.m. On Tuesday the 18th do or put a weird time around it. So it just sticks in your brain Don't say I'll get it done this weekend Because that's just vague, right? But if you say get it done by 322 p.m.  I got to get to the damn airport as I'm recording this I'm just come back from the gym. I'm sweating and then my workout shirt. It's 11.05 in the morning and even this This recording this episode that I'm talking about now. I have to get it done because the guy one of my my content manager I called Colin who uploads my podcast episodes to To my podcast is like James. We need your episode for for Monday We're gonna do a little tip episodes and this is the tip. I was like damn it if I don't do it Then you know, we're gonna be behind there won't be I won't be able to release this episode on the podcast So now I've got an impossible deadline even though I'm flying taking a flight in Six hours from now. I have to get it done So I was like go don't even think come back from the gym go straight to my desk turn on the recorder hit record and Record what I'm recording right now. I'm doing it because I have an impossible deadline a seemingly impossible deadline an uncomfortable deadline push yourself Yesterday was one of the most productive days. I've ever had it was amazing and at the end of the day I was tired, but man, I felt good. I was bouncing off walls. It was so happy a great sense of accomplishment I was also pissed off with myself quite frankly because I was like wow. This is what I'm really capable of This is what I'm really capable of Imagine if we could live at that level and play at that level all the time consistently Wow So I was thrilled that I had got so much work done, but at the same time.  I'm gonna record a little snapchat right now If you're not following me on snapchat, or you don't even have snapchat then get on it and follow me because I'll tell you Snapchat is taking over the world in terms of the newest greatest social media thing and it's so powerful because you You can watch video of people During their lives doing cool things and look you can choose to follow your friends who are doing stuff And that's great. What I do is I do little 10-second tips lifestyle tips health hacks habit hacks Business tips, I do little 10-second book reviews So I try to make my my snapchat story be educational Where's my phone? I put my my cell phone snapchat. All right If you're listening to this on the podcast, this is not as professional as it could be But just hang on one second 10 seconds. Well, I just grabbed my phone from my kitchen bench. Hang on All right. There you go so let us Uh Let's have a look here. Let us record a little snapchat and Here we go. Oh No takes a little water warm up here. We go.  Let's record here No, it still wants to just take a photo rather than taking a video technical problems here There we go. Hello James Swannick here and I'm recording a podcast episode Make sure you check out the James Swannick show podcast and I choose to hear my talk on I ran out of seconds Okay To hear my talk on how I had the most productive day of my life or one of the most productive days of my life yesterday And how you can double your productivity in one day check out the podcast There you go So that's me talking on my podcast. So If you're not following me on snapchat, make sure you do you can follow my little videos You can see me in the airport in London. I'm gonna you can follow me in London Hanging out with some of my friends in the UK. I used to live there actually lived there in 1999 through 2002 and You can see me hanging out with Tai Lopez obviously just a reminder if you want to learn more about Tai Just go to James swannick.com forward slash 67 steps James swannick.com forward slash 67 Steps that'll give you some more info on him.  All right, cool. So I gotta get going. I'm gonna get ready and go to the airport Thank you for listening to this, but that's how you can have one of the most productive days of your life Give yourself a seemingly impossible deadline lots of clarity lots of focus no distractions and just get it done If you enjoyed this episode, please do share it You can just touch the your cell phone screen right now and hit share share it on your Facebook wall and encourage Some friends to listen to it if you know someone who's procrastinates all the time just send it to him Say hey, you might like this episode.  I'll catch you on the next one. See ya How do you come up with million dollar ideas in 60 seconds? Well today, I'm gonna read out my notes from when I went to a conference


Hi, everyone. My name is Amy. I work at Red Hat. I'm a UX design lead in the middleware portfolio at Red Hat. Yeah, and I'm Thomas. I work in Barcelona in the three-scale office. And there I'm the UX lead. And I'm also a manager of R-Time.  Okay, great. Yes, so we'll get going. So our talk is, it's about how we, how Thomas' team and our team has worked together over the last about year and a half to bring together the design of pattern of three-scale into a more cohesive UI using pattern fly the design system. So this talk really is for anyone who has tried to coordinate and sort of look and present a similar and consistent look. You know, sometimes it works out and sometimes it's kind of like, well, it's close. It's close. For us as user experience designers and developers, this is in a way kind of a holy grail. It's something that we've reached for for years. My former company, most UX designers who I talk with, who work for an enterprise in which applications are developed across the enterprise by different teams with different roles, different features, but yet still trying to look like they come from the same place in the same company. And obviously, we want to do that to make the user's experience one that is cohesive, coherent, that makes sense, and that is not jarring when one is switching from perhaps one system to another which is behind the scenes two separate products, but we want to make it look as though it's all one cohesive unit. And of course, that helps when sales teams go out to demo the software. It doesn't make a lot of sense when you're demoing and something pops up that looks just completely different from everything else in your set. So how do we do this? Well, first of all, we recognize what challenges there are. So first, in this challenging enterprise environment, and a few of these things I've already spoken to, many applications that exist already, knowing in a large organization what is going on outside of your group, what even inside your group is going on with different members of the team working on various projects. Teams have a variety of technology stacks and favorite tools that sometimes are religious in a way in terms of their adherence to tools. Legacy code, it's hard to change. It takes time and it's often not favored over new features by the business. So businesses will often, you know, if it ain't broke, don't fix it. And so they will not tend to favor, well, we need to align our UI, our front ends. We have geographically distributed teams, which is a challenge from a communications standpoint. And the teams themselves tend to want to focus on what makes their particular part of the project best in class. So how do we do it? We kind of have two areas that we look at. One is, from an external to the company standpoint, marketing, branding, storytelling that says, hey, this is an integrated solution, and using our product will allow you to work in this product and get your job done. But from an internal product design standpoint, we use what are called design systems and obviously communication amongst the teams. Now for Red Hat, which is an open source software product, open source projects, by their very nature, are community driven. They're highly innovative. And they rely on different technologies, whatever the community is working on. They're not necessarily bound by the need for a common look and feel or a common behavior. But when those projects are then productized as Red Hat products, we then have to grapple with how to make these look more, look and feel more the same or the more similar, particularly when actions are similar. So for Red Hat, it became very obvious that we needed a system, a design system to help us to take those kind of projects that are out there, community driven, and create a more common look and feel. So what is a design system? A design system at the highest level provides guideposts and tools for creating a consistent look and feel. They come with behavior guidelines and documentation. They include visual elements like fonts, icons, colors. They provide code elements, reusable HTML and style sheets and in some cases frameworks, JavaScript framework. And the design systems are really are living entities. They can evolve, they do evolve over time. And so as many of you have probably heard, if you attended any of the UX talks yesterday, our design system is pattern fly, pattern fly design system has been around for a few years. It is supported by a team of designers and developers. It is community based. It's open for reviews, feedback and contributions from the community. It contains tools that do make the design process easier and development easier, including a sketch symbol library, HTML and CSS sample code, demo code, ReactJS framework and artifacts. And the system is modular and has built-in accessibility. So I wanted to just take a step back and talk to you a little bit about some takeaways from a survey that I read that was done by Figma, which is a design system company. The survey was conducted last year, included about 500 participants. They wanted to see what kinds of themes were emerging and best practices around design systems. The practitioners who they interviewed came from a variety of industries, as you can see here represented by their company logos, from finance, education, retail, travel and others. They used a mix of open-ended and multiple choice questions and produced a document that I linked to at the end. And I wanted to just reference a couple of these outcomes because they helped to frame the rest of this talk. So the first big takeaway is that design systems are still in their infancy. The top chart that you're seeing describes the current state of design systems for the practitioners who responded. And the bottom chart represents an aspirational where we would like to be. If you look from left to right, the black is representative of stage one. It's an undocumented effort. The dark purple, stage two, is documented but encode only. The kind of orange mustard color is a dedicated design team and then the light lavender is a system that's publicly available. So the big takeaway here is from the top chart about 60% of respondents currently have undocumented or only documented in the code design systems.  So in the case of pattern fly, I think our system is in its second major public release and it features a dedicated design systems team and documentation to support the system. The next question was what stage did you start building a design system? And the key takeaway here is that design systems usually arrive after products are built, whether they're derived from the products or not. In our case with pattern fly, it wasn't so much a product or a project within Red Hat. It was more of a built off of the bootstrap framework.  In recent days or in the past year or so for pattern fly four, we've decoupled from bootstrap. So that is going to be helpful to us in terms of innovation, flexibility and not being tied to that, to their updates. This chart looks at what are the artifacts that are part of a design system and almost 90% of the respondents report using components and symbol libraries. About 83% report that their design systems include a style guide. And around half also mentioned content guidelines and design principles. One thing that's not represented on the chart but that's in this article is that several of the respondents wrote in answers about code artifacts. And that seems to be an area where people are really engaging to provide more to developers in terms of what they need to actually implement these design systems. So things like React and Mixins and token repositories and iOS and Android artifacts and such. So I'm happy to say that pattern fly is really pretty far along in all of these areas and is also concentrating on code availability with a React. JS kind of gold standard implementation as well as the HTML and CSS libraries. And this was the last takeaway from the survey that I thought would be interesting to this group. And the question is, does your company let people diverge from the design system? And it does seem intuitive to me that design systems must be flexible and be able to breathe and grow over time depending on how they're used. It really feels pretty obvious that a rigid adherence to an absolute design standard for the kind of software projects that we are engaged in will not allow us to grow and innovate. But at the same time, we have to balance that against how it is often challenging to work with teams where there's particular opinionated views based on individual preferences. And so we do rely at Red Hat on meeting this challenge by leaning on our research, our user research team, by using the pattern fly design system and obviously being willing to discuss and work together in teams and evolve the standards over time. And then of course, the design system alone can't give you what you need. The enterprise, when we talk about the enterprise, it's human at its core. So as I mentioned before, and this is an image showing us in a typical meeting, well, maybe not so typical, we have a special guest in that meeting. But we do spend a lot of time discussing and because we're geographically distributed, we use online systems that allow us to communicate and conference calls. And speaking about and talking about how to evolve products so that they will be more consistent. So that is, as I've described, existing products alone are challenging within Red Hat, but when a new company is acquired, the challenge becomes even greater. And this is where I'd like to invite up my colleague, Thomas, who is the UX Lead and Manager with Red Hat Three Scale API Management. And Three Scale was acquired by Red Hat in 2016. And Thomas is going to talk to you about some details and specific challenges that his team faced working together with us trying to integrate the Three Scale system with ours. Okay, thank you. So yeah, Red Hat Three Scale, before we were bought by Red Hat, Three Scale started in 2007, was founded. I joined the company in 2013 and Red Hat bought us in 2017. So we joined as the duckling duckling. I'm aware this is not really a duckling, but you know, this image was rights free. So I thought it was funny. And anyway, as ducklings always become beautiful swans, so it doesn't really matter. But yeah, so we started like our company was like pure sauce and give you a little bit of context. Like Three Scale is about API management. So it's like our customers have an API and their customers want to use their API. And we help them with everything around their API. So like a developer portal has money for your, for usage of your API and manage the keys for the applications, et cetera, et cetera. And traffic some context. So we were a sales only company. So our first year and a half after Red Hat bought us was spent making an on premises version of our software. So we could at least also be sold as part of the OpenShift package of the integration product. But still we were a little bit of the like the ugly duckling in the sense that we looked like this. Now we did our best there to integrate with Red Hat by just saying Three Scale by Red Hat. Very small. And basically it was it because we didn't have time for anything else at that moment in time until Amy saw that. Until basically the time was there. We had an on-prem product. It was working and like, you know, we got feedback from sales. And like every time they showed Three Scale, it was like the customers like, okay, that looks like a different, completely different product. How's that? So we needed to integrate more with the rest of the integration product, which looked more or less like, for example, Fuse. No, you could say it.  So that's that's good. There's some blue. That's good. But there's some things missing like, so we have our navigation horizontal there at the top. And we have some black bar, but it's thinner. We don't have our product name at the top. We have it underneath it. Right. And so there were some other things like this was our sign in page at that moment. Very minimalistic. And this was the Fuse sign in page and not just Fuse, also the other integration products. And they all run within OpenShift, which also looked the same because it was also using Pedernfly. So we had to get our product onto the Pedernfly train with a limited number of people with a limited time frame.  We don't have an official design system. We have, I mean, our code is not like one big chaos. There is organization to it that there is no Pedernfly. There's no design system.  So, you know, we had to be careful there. So we were using Slim for the templating of the HTML. Well, that's not a problem by itself. On the JavaScript front, we were also a little bit all over the place because we tried different things over the years. So we have some normal JavaScript. We have some coffee script. We have some ES6. We even had some more things. Okay, so we looked at it again. We thought about some quick wins. We changed some colors. We thought, okay, the Pedernfly is using the full screen. So that's going to be like this. Okay, that was not much work to get that done. But then we still had this problem. Okay, how are we going to switch to what should we try to do? What's possible to do within a minimum amount of time to make people feel, to make our customers feel like they're using just yet another product of the integration portfolio.  So that's what we focused on. But then a little step back. Before that, we were already thinking about our navigation. Like I told you before, we do API management. We started with customers that only had one API to manage. But there were more and more customers with lots of APIs to manage. And our navigation was problematic in the sense that if you go to your APIs, then you could click on an individual API. But then if you want to have the analytics of that API, you'd have to go to analytics and then find that same API. You can imagine that that kind of sucked. What we wanted was more of an API-driven navigation. So within an API space, you would be able to do everything related to that API. So we already had conversations about that in 2016. But we just didn't have time to do anything with it. At that moment, what we decided to do was combine that 105 vertical navigation with a pretty deep reorganization of our navigation. And that's what we did. And that's how we tried playing with that. The content is still not really there. But to have an idea of what that would look like, because we had also two layers of navigation within Panerfly that would be like this. And then we found out we have a problem. We don't have breadcrumbs, meaning that if you'd navigate to the telegram here, then that would disappear again. So the person being on that page would have no way of knowing where relative to the other pages he was in the system. At that time, we also knew that Panerfly 4 was going in a direction where there would also be vertical navigation, but the second layer would be underneath it, which would be better for us, because it would always be visible. We tried. We tried breadcrumbs, but that didn't work. That was too much work. We couldn't do it, so we closed it. We didn't merge it. And we went here. So we borrowed a little bit of Panerfly 4 having that navigation, that secondary layer underneath in the same vertical bar, always visible, so that's another diversion that we did. There is no, what's it called, hamburger. You could not remove it, because these are our breadcrumbs, basically. That was just pragmatic about implementing Panerfly. Okay, let me see. So that's what we did. And it worked out pretty well. And we changed our sign-in page to look also more in line with the other products. Some takeaways. So that's what we did. Like, start with the most in-your-face differences. I'll leave the rest for later. And the second one would be, you know, that's also another thing. I'm not sure if this is felt in every project that tries to adhere to a visual standard, but we used a visual alignment to also actually make other more structural improvements to the product. When we launched this, we could tell our customers, you know, we made it different, because this, this, and this, and this, and it's not just a different loop, but there's a reason to it behind it that helps in our, especially at the sales level for our customers to appreciate the changes. And, well, implementing spirit, not in letter. So, yeah, right, we should have had that hamburger icon. We should have had, if we do it by the letter, it's not correct. There are, it's not pixel-perfect, PanerFly 3 at this moment, it was not. But that was not our goal. Our goal was customers seeing one set of Red Hat products and feel good about that, right? Oh, sorry, I'm going too fast. So then we thought we were done. And, of course, then the PanerFly team came with PanerFly 4, so we could start all over again. No, then we had to find a way to get PanerFly 4 to work. And that's where I gave it back to Amy. Thank you. Right, so, of course, then the next version came along. And we, similar to how Thomas decided to, instead of just adding the PanerFly 3 UI elements on top of the design, instead of, he actually rethought the IA of his application and where things belonged. We also expanded our project, instead of just everybody moved to PanerFly 4, what we're really doing is expanding on not only 3 scale but other open-source projects that are part of the Red Hat Agile integration product line. And so that includes Sendesis, open-source upstream project, which is Fuse Online, allowing you to easily create integrations using camel routes. Epicurio, which is an API editor, 3 scale for API management, and Kafka and ActiveMQ for messaging. So our team since about February, I was looking at the document, we, the UXD team along with some of the front-end developers from these various projects and products have been meeting on a regular basis to talk about where are we now to sort of get a lay of the land, where is everyone in these projects in terms of PanerFly adoption and PanerFly 4 adoption in particular, and how can we all move in a similar direction around the same time and around the same time frame. And so that team has been meeting, it's a virtual team from across the organization, and we've basically laid out kind of a roadmap for moving ahead. We have successfully migrated all of those applications that I mentioned to using the PanerFly 4 designs for their Masthead, which is that header bar, the vertical navigation, the about page, and the log-on page. So as Thomas said, the in-your-face parts of the system are what we commonly refer to as application Chrome. So it's the kind of surrounding pieces. So this particularly helps with demos. The sales team and the product teams really like this because if someone's demoing and they're just flashing things up in front of users and switching between, the audience is not necessarily looking at all the details. So we figured if we do that first, we're kind of showing it's a good faith effort. We're moving in that direction. Now we're starting to dig into the content areas of the application. And so our next, the part that we're working on actually now is looking at lists, cards, and tables because what we noticed is that those three components are a good part, maybe almost 80% of what we show in those applications. At the same time, we're looking at some kind of best spoke or unique elements from the different applications to determine can these things be contributed back to pattern fly? Are there patterns that are existing that could be better used instead of those and so on? And then as we move forward, we plan to look into even additional content areas like toolbars, fonts. There was a big font change from pattern fly three to pattern fly four, buttons, forms, and other UI elements. I wanted to show you a couple of examples. You'll see the spirit of the closeness of these, if not the letter. So this is three scale API management right now, the main page, and this is Red Hat Fuse Online. As Thomas pointed out, there's no hamburger here. So we're not quite there yet, but we're moving in the same direction. The Red Hat logo is there. The Red Hat itself is there. The menuing system and the masthead. Same with API designer, which is part of Red Hat integration and it doesn't have a left nav. This is just the welcome empty state page. And then these are a couple of examples of the about screen for Fuse Online, Red Hat API designer, and AMQ console. I included a couple of links here at the end. If you're interested in learning more about pattern fly four open source design system, please visit that link. There's lots of great information there. You can contribute at that location, learn about contributing to the project. There's a link here to the Figma survey that I discussed earlier, and also a design systems publication if you're interested in learning more about design or design systems that is there on the list as well. So thank you very much, and Thomas and I would be happy to take questions at this time. Thank you. If anyone has questions, I'd like to ask that you raise your hand and try to move toward the aisles if possible so that we can just quickly get the mic to you. Just for clarification, one of the components you said was content guidelines. Can you elaborate on that? I'm a writer and content means one thing to me. I'm not sure it means something different to you. Yes. We do have content guidelines. We have a content management person on our staff, the UXD department who does a good bit of writing, and on the pattern fly site itself, which I'm not sure I can get to because of this crazy thing, but you can look it up. The content guidelines include writing for UIs, things like voice, consistent voice terminology, things to avoid, that sort of thing. They're pretty extensive. I think she did a great job. If you haven't seen those yet, if you go to patternfly.org to that last link that I included, which I guess I could try to do. Here it is. Writing voice and style guide. Feel free to explore those parts of the website. Thanks for the question. Any others? I have a question if we can allow that. You spoke a little bit about how code artifacts are an increasingly important part of design systems. People want to integrate more of that into their design systems but having a common JavaScript framework is important to that. I know that part of the transition from pattern fly 3 to pattern fly 4 was settling on a single design, a single JavaScript framework. I don't know if you could possibly speak more to the importance of that and how that ties in. Did you catch the... I'm not sure I cut all the details. How we settled on React. The question, sorry, it was how you settled on React and how you determined that having that one framework as opposed to a few different frameworks was important. Yeah, I'm not part of the pattern fly team, but I'd say that the core of pattern fly is not really React. It's a separate GitHub repository so you can only use the HTML, CSS. And then, yeah, I'm guessing that it's about, you want one effort to be really good and not three different efforts to be half-half. And then you can still discuss if React is the right choice and I'm sure there's people that would say yes and there's people that would say no and maybe five years from now when Facebook is no longer here. It will be all different, I don't know. Yeah, I mean, I agree with that and I don't know if there's someone here from the pattern fly team who could speak to it more than I can. My impression is that it came down to a matter of resources. We do have a design and development team dedicated to pattern fly, but again, there are only so many and the need is great. And I think there was a good bit of surveying done in the beginning, is that right, Rachel? A good bit of surveying done across not only our enterprise, but across the industry to kind of come to that agreement on React as being kind of the gold standard framework. But again, like Thomas said, there's the core library which contains all the HTML and CSS that is available to you. Okay, great. Thanks, everyone.


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