Podcasts about chinese asian

Artists Whiskey Chow and Charmaine Poh join host Gemma Rolls-Bentley in a conversation on the legacy of home for queer Asian diaspora. We discuss how they developed their transformative works, the history that informs artmaking, and how we create a shared playground and queer homeland with each other, for each other.Whiskey Chow is a London-based artist, activist and Chinese drag king. Chow's practice engages with political issues and related topics: from queer(ing) masculinity, problematizing the nation-state across geographic boundaries, interrogating stereotypical projections of Chinese/Asian identity, to enabling empowerment by queer-reading ancient Chinese myth. Her work is interdisciplinary: performance, moving image, experimental sound, installation, and experimental printmaking. As artist-curator with activism ambitions, Chow launched, curated and performed in ‘Queering Now 酷兒鬧' since 2020; a curatorial programme amplifying and championing queer Chinese/Asian diaspora voices in the West. Learn more about her practice at https://www.whiskeychow.com/.Charmaine Poh is an artist working across media and performance to peel apart, interrogate, and hold ideas of agency, repair, and the body across worlds. Her current focus, THE YOUNG BODY UNIVERSE, is a series of enactments considering the potentialities of the feminist techno-body. She is based between Berlin and Singapore. She is a co-founder of longform magazine, Jom, and a PhD candidate at the Freie Universität Berlin. Learn more about her practice at https://charmainepoh.com/.How They Love explores the complexities of performing queer feminine identity in Singapore, see the works here.you must everywhere wander 你必顧盼 is an imaginative queer masculine body-scape, see the work here.Referenced at 17:10, kin is a short film by Charmaine Poh that looks at the notion of home, queerness, and belonging.Referenced at 36:00, in the shadow of the cosmic is a lecture-performance by Charmaine Poh exploring the avatar and techno-orientalism.Referenced at 34:25, SOFT & HARD: Beyond Recognition and Queer Coding is an exhibition curated by Whiskey ChowReferenced at 35:10, Queering Now 酷兒鬧 is an artist-led curatorial programme featuring works by 16 Sino queer artists, directed by Whiskey Chow.A full transcript of the episode is available here.This podcast series is produced by the Leslie-Lohman Museum of Art. Dreaming of Home is on view September 7–January 7, 2024. Learn more about the show at leslielohman.org/exhibitions/dreaming-of-homeShow music: Fantasy Island Obsession by Tom Rasmussen ft. Kai-Isaiah Jamal, with thanks to Globe Town Records. Hosted on Acast. See acast.com/privacy for more information.

Great episode -- acombination of comedy and great news about Trump going to f****** jail

We visit New York City's Chinatown with culinary historian, cookbook author, and campaigner Grace Young. The largest in the US, it is known for an abundance of markets, eateries, multi-generational businesses, and independent stores serving New Yorkers and tourists from all over the world. It is home to a predominantly Chinese Asian diaspora dating back to the mid-1800s and today this area includes communities from Vietnam, Malaysia, Taiwan, and more.  On a tour through the area, Grace guides Chrystal around Chinatown's streets and landmarks. They begin at 65 Mott Street, the oldest tenement building in NYC, followed by a visit to Mee Sum Cafe, a local hangout since 1967 and now a household name known for its casual setting, Zongzi Chinese tamales, ginger tea, and small plates. Together they explore Grace's favorite food markets, fishmongers and bakeries in the area.  To end, Chrystal visits Grace's home where she learns about the art and history of the wok, and how to make the perfect stir fry. In conversation with Chrystal, Grace shares why Chinatown is a living encyclopedia, the still felt impact of COVID-19 and anti-Asian racism, and the importance of supporting Chinatown's history and future.  If you like what you heard, please subscribe, write us a review and join the conversation at Stance Podcast and all podcasting apps @stancepodcast @chrystalgenesis and visit Stance's website for more info and links from this episode. 

Journey strikes the reader as more than just a genuinely nice person right off the bat. Her attitude is vast, and she is extremely expressive.  As well as believe that trying to highlight how our residents are up to not only uncovers familiarity, and ends up feeling those in several ways.   Journey Kan is an Aquarius sun, Libra rising, and Capricorn Moon. She is also a group fitness instructor based in Santa Monica, CA with over 7 years of experience teaching Lagree Fitness, an athletic approach to traditional Pilates, as well as a Certified Personal Trainer through National Academy of Sports Medicine. She is extremely passionate about creating body neutral spaces to move your body, with a special emphasis on inclusion of LGBTQIA+ and AAPI communities. Her own journey has been a non-linear one, and sometimes, she wonders if there were any "Sliding Doors" moments that would have taken her to be a doctor or a lawyer, but she's glad it didn't.   Keep in touch with her @journsla    “ When I arrived at UCLA, I had to face it once more, especially in this advanced Chinese class. Right? It was a very overwhelming experience for me because I felt like I didn't fit in yet again. Yeah, there was no like, I belong here, again. It was as if I was aware that I was unique. I'm a little out of the ordinary. ”   “ There was no other Asian woman representation. And I'll never forget it. She was the only Asian girl on Barney, and I remember her relating so much to men. And I remember thinking, oh my gosh, someone looks like me. Because no one had ever looked like me before.”   “ As I've begun to explore more of my Asian identity here in Los Angeles, where there are many other Asian communities, I've discovered that it's much easier to find differences than similarities. And, at the very least, such a melting pot for all different Asians, so finding the differences is far more difficult. It's just a lot easier to handle. ”   “ Because I have always felt like, I'm not a doctor, I'm not a lawyer, I'm not an engineer. I'm not an accountant like those are ideal situations. And I always read Asian, and honestly, like, I internalize that, and I have for many years, felt like, I have failed my parents because I have not given them that. ” Connect with me: Email: mayly@donutprincessla.com Business Website: www.donutprincessla.com YouTube: Mayly Tao / DONUT PRINCESS LA Apple Podcast: Short N' Sweet: A Donut Princess Podcast  Instagram: @donutprincessla / @maylytao Facebook: Donut Princess Los Angeles Twitter: Donut Princess LA  Tiktok: teochewdaily LinkedIn: Mayly Tao   *Donate supplies to poor Khmer communities Help me self-publish my mom's book about her journey to America: https://gofund.me/e2569649 *Watch the Donut King Film here: thedonutkingfilm.com (also available on Apple TV, Google Play, and Amazon Prime Now)

On this week's episode of Inside Outside Innovation, we sit down with Jonathan Brill, author of the new book Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Jonathan and I discussed the coming rogue waves of change and how to prepare your company for resilient growth, innovation, and decision making under uncertainty. Let's get started. Inside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Jonathan Brill, Author of Rogue WavesBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Jonathan Brill. He is the author of the new book, Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Welcome to the show Jonathan.Jonathan Brill: [00:00:58] Thanks. It's a pleasure to be here. Brian Ardinger: [00:01:00] Well, I'm excited to have you on the show to quite frankly learn about what you've seen over your amazing career, when it comes to innovation. To give the audience some context. You are a senior leader and global futurist at Hewlett Packard. Creative director at Frog Design. You've probably helped create over 300 plus products in the innovation firms that you've worked in. And you've been a contributor to Ted and Singularity University and Forbes and Harvard Business Review. And the list goes on and on. Now you've got a new book coming out. So, I really wanted to dive right into it. The title of the book is called Rogue Waves. So, let's start there. What is a rogue wave and why should companies start preparing for them? Jonathan Brill: [00:01:38] So in the deep ocean, literally out of nowhere at the snap of a finger, 120-foot wave and pop up and sink you know, a 600-foot ship. We used to not think these things were real. We thought they were kind of sailors' tales, but it turns out that as we're having better tracking and satellites and whatnot, that these things are happening every day in a major storm, that one of these things might pop up about every eight or 10 hours. So, the issue isn't that rogue waves are rare it's that the world is large. And to use that metaphor and in many ways, the same types of mathematics apply. We're moving faster as a society. We're becoming more connected as a society. The reason, and so more freak occurrences will occur, and when they do, you'll see more contagion, you'll see more movement between those occurrences. And so, when you think about business. When you think about something like COVID right, why did COVID happen? And SARS was a pandemic. It didn't scale in the same way. Mers was a pandemic. It didn't scale in the same way. Lots of reasons. But I would argue that the biggest was we've put a population, the size of Los Angeles into the wilderness and outside of WuHan. So, we increased density, but we did that at the scale of literally the population of the United States and China, over the last 20 years or so. Connected them by 16 high-speed rails.Since 2010, we've increased travel out of China by 10 times, making China the largest spender on tourism in the world. Literally coming from out of nowhere and that didn't just happen in China. It happened in India. It happened across Southeast Asia and it's happening in Africa. And so, what was containable, 10 years ago, or 20 years ago, is suddenly not containable today. Not because of the disease, but because of all of the things that surrounded. All of those overlapping trends that surrounded. And when you think about a rogue wave, that's what it is. It's these independently manageable waves of change that overlap to become massive and unmanageable.Brian Ardinger: [00:03:43] It's not the one particular thing that is necessarily the disruptor. It's the blending of emerging technologies and changing demographics, and the data economy, and all of this colliding at once that creates that seismic events so to speak.Jonathan Brill: [00:03:57] Absolutely. And there are something like 10 major trends. And I picked these because they're the 10 sort of highly trackable trends by analysts and whatnot. And they tend to be highly quantifiable trends, that are overlapping over the next 10 years to virtually guarantee that the next decade will be more volatile than the last decade. And so, what that means is that we'll have more risk. Risk is a measurement of volatility change over time. And most people sort of, a lot of traditional risk management looks at that and says, okay, well, how do we push back the future? How do we protect ourselves from it? But the reality is when a rogue wave comes at you, you cannot protect yourself from it. What you can do is position yourself to try and ride it. Be more resilient. And if you're more resilient, take advantage while your competitors are trying to recover from being capsized. That's a radically different way of looking at the future. Looking at the world, then business schools have been teaching us for the last 30 or 40 years. They kind of assume that even though new competitor might disrupt you, and a new technology might disrupt you, that the rules that the playing field, the game board will stay the same. And that's simply not true anymore.Brian Ardinger: [00:05:13] Do you think companies are getting it so to speak? I mean, obviously COVID was a major factor, I think for most individuals and companies alike. Where I think we've been talking about change and disruption, you can see examples throughout the ages about this. But rarely did it hit everybody at the same time. So, are you seeing companies being able to fundamentally grasp that this type of change is here? And are they getting better or worse when it comes to navigating this type of change? Jonathan Brill: [00:05:40] So within that question, there are so many other questions, right? At the board level, is there an awareness that we need to focus on resilience? Yes. The number or percentage of meeting topics on agendas, that are focused on resilience has gone through the roof. The number of topics that have focused on innovation and other things is also dropped through the roof. And so, I don't know that at the investor level, at the board level, we yet understand that resilience and growth are intertwined issues. You can't focus on one without the other. It's a balance because if you don't have that resilience, if you don't know where to position yourself, it doesn't matter that you're better, you're faster. That you have a life jacket, right? Like you're still out at sea. Brian Ardinger: [00:06:30] So tell me about this book. How did it come about? And what's in it for the readers? Jonathan Brill: [00:06:35] I spent the last several years at HP as the Global Futurist. And a lot of our study was looking at long-term change. What could happen? What risks did we think were static risks? Like hundred-year pandemics that were actually dynamic risk. And so, if you are in that community of people who look at these things, pandemics were becoming more and more and more likely over time.And yet most of us, most of our leaders, 8 of the 10 largest companies in the United States, failed to identify pandemics as a risk in their SEC Risk Filings. So, we were in denial as a, an economy about what was happening. A lot of my job at HP was also to figure out, okay, If the world is changing, what are the new opportunities?Not just what are the risks and how do we become resilient, but how do we turn those into new opportunities? And one of the things our group focused on was how do we deal with disease diagnostics? Because we know that the population is getting older. We know that something like a pandemic can rapidly accelerate this type of work.And I actually just published an HBR article about how to balance that kind of resilience and growth that we experienced at HP over the last year. I've recently left to write this book because it's, and it's really about what I learned as a practitioner. Right. I spent 20 years as a consultant working on contract R and D. All of a sudden was a practitioner and you had to figure out how to actually drive change in the 58,000  person organization. And it turned out that it's a different problem entirely. And so, this book was really about how do you blend that world, that the knowledge of the consultant versus the reality of the practitioner.  What are the simple steps that you can take? And there are really three and I call them the ABCs of Resilient Growth.First, you need to increase your awareness as an organization that the world outside is changing. And you need to think about the range of ways it could impact you. It's really easy to look at the world and say, okay, you know, our technologies have to change, or our workforce has to change or whatever. What we discovered over the last year is actually that all has to change at the same time. A lot of times, things overlap to become unmanageable rogue waves of change. So, you need to create awareness, not just of what the changes are, but what would happen if they overlap. Brian Ardinger: [00:08:56] On that front, is it something where you can't manage it incrementally? It is something where you have to transformationaly change these things to actually be able to keep up, or are there opportunities to, to do a more incremental approach to, to this.Jonathan Brill: [00:09:11] I think there are two answers to that. Yes, there are opportunities to do an incremental approach, and that's the only way that works. You can't change your culture overnight and you can't change all of your processes overnight. And by the way, if you do that, there's a better than even chance that you'll, that you'll sink yourself.So, it's this balance. The first piece is building that awareness of there is stuff going on outside. The second is building the skills, the behavior change within the organization. Because even if you know that the wave's coming, if you don't know how to swim, it's not a good idea to pick up big wave surfing. So, you got to build the skills. And then the third is the culture, right? You have to, I don't believe that you can really change corporate DNA. I think that's consultant speak. But I do believe that you can change the RNA. When you think about DNA, this is the deep code that causes life. That allows life to build itself.But RNA is the code that controls the types of proteins that you use to regulate your body. That RNA can actually be changed relatively quickly. If you take a look at an octopus, for instance, or a Cephalopods, like a squid, a cuddle fish, they can change 60% of their RNA in a  lifetime. And companies do it all the time.You change your processes, you change your hard incentives, right? Bonuses, bonus structure, and whatnot. And you change your soft incentives right? Who do you encourage? Who gets ahead? Those, those kinds of things. So, you can change that stuff pretty much overnight, but the change is incremental, right? The company has to catch up to the reality that you're serious and that you can sustain the change over time.And that's the real challenge. I see a lot of these sort of change efforts. I read, the other day in Harvard Business Review that 70% of change efforts fail. And so there, I think are two things there, right. One is, do they fail or do people just not keep at them long enough? Do the leaders not convince their population that they're serious?And I think there are kind of like four phases in corporate change of any type, but certainly in becoming what I call a resilient growth organization, right. The first is you come, and you say the future is going to be different. The sky's falling, whatever your story is. And everybody looks at you like you're insane. But you get a few early adopters. The second is that people start saying, well, actually you're not the legitimate person to make that argument. I am. Your arguments dumb, my argument's better. It turns out that's actually a win. And as a, as a manager, if you're asking people to be change agents, you need to recognize when that shift occurs. And that that's actually the big win. What you see though, is that people take whatever the change message is, and they start covering the first page of their PowerPoint deck with it. To justify whatever it was they wanted to do, all right. It's a shift. It's an important shift. It's about being future compliant, as opposed to actually thinking about the future.The third one is when they start actually asking for budget to do new things, and this is where I think a lot of change management breaks down, right? You can get through the first one. Sure. You send in your Avant guard; you send out your Scouts. And you send out your missionaries and they, they preach the future.Couple of people believe it. The better politicians figure out how to do what they already wanted to do. But then a couple of people say, no, I want to find out if you're serious and I'm going to start asking for money. Not like a hundred thousand dollars, like a million dollars, $10 million. A meaningful amount of money and, and talking about large organization terms. Right. And if you say no, think about what happens. Their ideal is almost destined to fail, right? It will be right. It's almost destined to fail. And so, if you're a rational manager, you say, well, I'm not going to invest in something that I know is going to fail. And if you don't support them, when they do fail for trying, you cut off the opportunity. You cut off the change.And I think that's where a lot of change management breaks down, right? That you have the senior manager incentives on an annual basis, versus a senior manager incentives on a long-term basis and they get disconnected. And then the third piece is when your senior managers start looking at this as a process and saying, okay, we're going to embed this in the process. We're going to take whatever the change is. In this case, becoming a resiliently, a growth organization. And we're going to have it be part of our annual decision-making process budget process. And we're going to set a minimum that we spend on this thing. And that's when I think you start to see the long tail of growth from this work. But it's often, you know, it's a three-year or five-year process. It doesn't happen in six months, and it doesn't happen because the board woke up on Tuesday and realized that they'd been cutting resilience for 20 years. Brian Ardinger: [00:13:59] Absolutely. On that you've seen and worked with a lot of different companies and have seen this progression. Where are the biggest struggles or obstacles that companies are facing going through that? Are most of them dying at that stage one stage two stage three? Or is it a combination or, or what are the things that people should be preparing for as they go along this journey?Jonathan Brill: [00:14:19] I think there are two answers to that question. The first is really at the board level, you know. Are you serious about this? If the board has a cocktail party and they say we should be more resilient than, you know, that verbals down, like that happens a lot. That happens a lot. That change isn't going to happen.And the people who participate in that change, especially in performance driven organizations, tend to not keep their job. So you've got to figure out, okay, well, are people serious about this? And that's why phases one and two happened. That I was talking about earlier. That's why they happen. The second question is, if you are serious about this, you know, can you be serious about it from the bottom up?Can you make that change from the bottom up? Or do you have to make it from the top down? I think it's probably generally a bi-directional process where you have to link the communications between the senior leadership and the edge of your organization. And that, that's a huge political challenge, especially like in organizations where you have high longevity of career. You know, where you have 20-year careers and whatnot. It gets really hard to do that. You know, people in the middle, don't like, you know, the people in the center talking to the edge, you got to break through that. And I think that's one of the real places where the issue breaks down. And I think the third, and this is really important to, and I think this is why I wrote the book, or one of the main reasons, is that if you have somebody, if you're headquartered in Indonesia and you have somebody who sees a rogue wave on the horizon in Mozambique, right.That person in Mozambique, probably even if they can talk to the CEO, probably doesn't have the skills to the language, the context. They're just going to sound crazy. And we've all been in that conversation, right? We've all been in that conversation. And so the key thing is you also need to increase the executive judgment, executive communication skills far lower in your organization. If you want to have an innovative organization. You can't trust people to innovate if they don't understand the context. You know, and they don't understand how to take risks, as opposed to just manage. Brian Ardinger: [00:16:32] And maybe that comes back to some of that, like you were talking, one of the first themes is, is awareness. And it's not just awareness at the board level or at the CEO level, it's awareness across the organization that these risks are happening and exist. And what can you do to both understand them, as well then do some behavior or cultural things around it to actually execute or, or take advantage of that. On that awareness front. Are there things that you've seen that can help companies think outside their industry and see what's going on and explore in areas that they don't typically explore. Whether it's technology or human resources or whatever.Jonathan Brill: [00:17:08] Right. So, in a pre COVID world. One of the things that I did was I'd bring teams who'd been in Europe and the US their entire careers. High potential leaders or whatever, and I'd bring them to China. And this is one of these things where if you're an American and you try and explain the   Grand Canyon to a European, they just don't get it.If you're an American and you haven't been to Beijing or Shenzhen or Shanghai, you just don't get it. That, you know, every two years, literally they're using the concrete that the U S poured in the United States in the 20th century. The scale is unimaginable. And once you get there, once you see that. Once you see your Grand Canyon, once you see your Beijing, your mind can't go back to the same place.And so that would be my first thing is just kind of, how do you get that cross-cultural awareness of, of what's happening. The scale of change in the world. The second thing that I really suggest is figuring out how to create peer groups outside of your industry, but at your level. And ideally across the world. And that's some of what I do is building those peer groups, so that we can have those conversations. Because otherwise you don't actually understand the challenge. You don't understand the scale of the opportunity. You don't see the rogue wave coming, right. If you were sitting around and you know, you were very specifically, you know, stockpiling face masks for the US government and you see, you know we can get these things cheaper in China. Like let's shut down our supply chains. Let's shut down our local manufacturing. Yeah. That all makes sense. Right? Because it's a price performance issue. Like all the incentives are there to do that. Until you look at the bigger picture, risk is changing. Everyone's going to need all this stuff all at once. And we're going to need it when we need it on a sustained basis. And by the way, it's super cheap. Right. Like there's no, which is the entire problem, right? There's no margin in this. It's so cheap. There's no margin in, this. It totally makes sense, as a middle manager that you'd say let's get rid of that thing. But as a senior manager, as a senior leader, you need to say, okay, that doesn't make any economic sense today, but in the long-term, we're going to have an inevitable need. Brian Ardinger: [00:19:34] So how far out in the future do you think companies should be preparing or looking. To, or is, does it depend on the rogue wave that you're looking at?Jonathan Brill: [00:19:42] How far out should you be preparing and looking are interesting. There, there are two different questions. What I really am interested in is that there's a range of possible futures. There isn't one, the closer you get to that future that, you know, the more the rank shrinks So the farther out you're looking at the broader the range should be obviously. But the goal isn't necessarily to look at 7 years out or 10 years out, or 3 years out, or 1 year out. It's to figure out, am I prepared for the types of threats and opportunities I'm likely to see?And so I think about this as kind of like, what are the financial, operational, external, and strategic aspects of my corporation of my organization. And what types of waves would impact it? What types of challenges or opportunities might you see?  And the same thing applies to customers, by the way. Could a static threat,  a hundred year disease, suddenly become a dynamic threat, right?We're starting to see these more often. Could a symmetric threat, it's going to impact everybody the same become an asymmetric threat? So you take a look at a Toyota. Their investment in semiconductors, after the Daiichi nuclear explosion in 2011. They looked at, you know, we had an asymmetric thing happened to the us, all those American manufacturers they didn't get hit by this nuclear meltdown. But we did. What would happen when the next thing happened. And how could we move that from a situation where we get hit and no one else does, to we survive and then everyone else gets hit. So how do you shift between symmetric and asymmetric threat? And the result of that is in 2016, when there was an earthquake in Taiwan, China had a six-month supply of chips and they kept operating just fine. Everyone else got hit. This past year, same thing happened. How do you move things from synchronous to asynchronous threats or the other way around? So how do you move them from things that hit everybody at the same time to things that hit people at different times, because you know, often all you really need is enough buffer.All you need is enough time to respond. And then the other is to think about which issues are temporary and which ones are permanent. So, what's amazing to me about the U S response to COVID is this thing that really should have been a 10 year, five-year, ten-year issue historically. Appears at the moment, you know, to have been shifted from a permanent issue in the United States to a temporary issue. Now we're going to need to manage our response permanently. Right. But the economic impact may be temporary. It's one of the greatest innovation moments, you know, I think when we look back 50 years from now, we changed the path of nature. It was one of the great innovation moments of the 21st century.Brian Ardinger: [00:22:36] It's, I mean, truly fantastical times, we're living in, in a number of different ways. Are there particular trends or things that you're seeing or want the audience to pay attention to that they may not be as familiar with? Jonathan Brill: [00:22:47] So we can talk about trends you might be unfamiliar with, but I think the question that you should really be asking is what happens when the trends that you're familiar with collide? I mean, a lot of the things that I talk about were in the news. Can you take a look at the growing risk of a pandemic? I mean, and all of the things they talked about, high speed rail Maglev in China, the explosion of urbanization around the world, massive increases in Chinese Asian travel, the explosion of low-cost airlines around South Asia. Right? These were all front-page news. The issue is that people weren't putting them together. For More InformationBrian Ardinger: [00:23:25] It's a fascinating book and I love folks who are listening to this to take a deeper dive. It really is a really good framework for how to start thinking about these things. And you dig into a lot of the tactics and examples around that as well. So I encouraged people to pick that up. But if people want to find out more about yourself or about the book, what's the best way to do that? Jonathan Brill: [00:23:44] Jonathanbrill.com is my website and there's piles of useful tools, HBR articles, Forbes articles, advisory options, surfaces, and they're all focused on being useful to you.Brian Ardinger: [00:23:58] Well Jonathan, I want to thank you again for being on Inside Outside Innovation and sharing your thoughts on this. I'd love to have you back. You know, as the world changes and we get more used to seeing innovations and digging in and being a part of it, I'm sure things will pop out new best practices and that will emerge. So, I appreciate you sharing what you know now, and hopefully we'll have you back on to talk about the future as the world evolves. Jonathan Brill: [00:24:21] I'd be glad to anytime. Thank you very much for having me.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

On this week's episode of Inside Outside Innovation, we sit down with Jonathan Brill, author of the new book Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Jonathan and I discussed the coming rogue waves of change and how to prepare your company for resilient growth, innovation, and decision making under uncertainty. Let's get started. Inside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Jonathan Brill, Author of Rogue WavesBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Jonathan Brill. He is the author of the new book, Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Welcome to the show Jonathan.Jonathan Brill: [00:00:58] Thanks. It's a pleasure to be here. Brian Ardinger: [00:01:00] Well, I'm excited to have you on the show to quite frankly learn about what you've seen over your amazing career, when it comes to innovation. To give the audience some context. You are a senior leader and global futurist at Hewlett Packard. Creative director at Frog Design. You've probably helped create over 300 plus products in the innovation firms that you've worked in. And you've been a contributor to Ted and Singularity University and Forbes and Harvard Business Review. And the list goes on and on. Now you've got a new book coming out. So, I really wanted to dive right into it. The title of the book is called Rogue Waves. So, let's start there. What is a rogue wave and why should companies start preparing for them? Jonathan Brill: [00:01:38] So in the deep ocean, literally out of nowhere at the snap of a finger, 120-foot wave and pop up and sink you know, a 600-foot ship. We used to not think these things were real. We thought they were kind of sailors' tales, but it turns out that as we're having better tracking and satellites and whatnot, that these things are happening every day in a major storm, that one of these things might pop up about every eight or 10 hours. So, the issue isn't that rogue waves are rare it's that the world is large. And to use that metaphor and in many ways, the same types of mathematics apply. We're moving faster as a society. We're becoming more connected as a society. The reason, and so more freak occurrences will occur, and when they do, you'll see more contagion, you'll see more movement between those occurrences. And so, when you think about business. When you think about something like COVID right, why did COVID happen? And SARS was a pandemic. It didn't scale in the same way. Mers was a pandemic. It didn't scale in the same way. Lots of reasons. But I would argue that the biggest was we've put a population, the size of Los Angeles into the wilderness and outside of WuHan. So, we increased density, but we did that at the scale of literally the population of the United States and China, over the last 20 years or so. Connected them by 16 high-speed rails.Since 2010, we've increased travel out of China by 10 times, making China the largest spender on tourism in the world. Literally coming from out of nowhere and that didn't just happen in China. It happened in India. It happened across Southeast Asia and it's happening in Africa. And so, what was containable, 10 years ago, or 20 years ago, is suddenly not containable today. Not because of the disease, but because of all of the things that surrounded. All of those overlapping trends that surrounded. And when you think about a rogue wave, that's what it is. It's these independently manageable waves of change that overlap to become massive and unmanageable.Brian Ardinger: [00:03:43] It's not the one particular thing that is necessarily the disruptor. It's the blending of emerging technologies and changing demographics, and the data economy, and all of this colliding at once that creates that seismic events so to speak.Jonathan Brill: [00:03:57] Absolutely. And there are something like 10 major trends. And I picked these because they're the 10 sort of highly trackable trends by analysts and whatnot. And they tend to be highly quantifiable trends, that are overlapping over the next 10 years to virtually guarantee that the next decade will be more volatile than the last decade. And so, what that means is that we'll have more risk. Risk is a measurement of volatility change over time. And most people sort of, a lot of traditional risk management looks at that and says, okay, well, how do we push back the future? How do we protect ourselves from it? But the reality is when a rogue wave comes at you, you cannot protect yourself from it. What you can do is position yourself to try and ride it. Be more resilient. And if you're more resilient, take advantage while your competitors are trying to recover from being capsized. That's a radically different way of looking at the future. Looking at the world, then business schools have been teaching us for the last 30 or 40 years. They kind of assume that even though new competitor might disrupt you, and a new technology might disrupt you, that the rules that the playing field, the game board will stay the same. And that's simply not true anymore.Brian Ardinger: [00:05:13] Do you think companies are getting it so to speak? I mean, obviously COVID was a major factor, I think for most individuals and companies alike. Where I think we've been talking about change and disruption, you can see examples throughout the ages about this. But rarely did it hit everybody at the same time. So, are you seeing companies being able to fundamentally grasp that this type of change is here? And are they getting better or worse when it comes to navigating this type of change? Jonathan Brill: [00:05:40] So within that question, there are so many other questions, right? At the board level, is there an awareness that we need to focus on resilience? Yes. The number or percentage of meeting topics on agendas, that are focused on resilience has gone through the roof. The number of topics that have focused on innovation and other things is also dropped through the roof. And so, I don't know that at the investor level, at the board level, we yet understand that resilience and growth are intertwined issues. You can't focus on one without the other. It's a balance because if you don't have that resilience, if you don't know where to position yourself, it doesn't matter that you're better, you're faster. That you have a life jacket, right? Like you're still out at sea. Brian Ardinger: [00:06:30] So tell me about this book. How did it come about? And what's in it for the readers? Jonathan Brill: [00:06:35] I spent the last several years at HP as the Global Futurist. And a lot of our study was looking at long-term change. What could happen? What risks did we think were static risks? Like hundred-year pandemics that were actually dynamic risk. And so, if you are in that community of people who look at these things, pandemics were becoming more and more and more likely over time.And yet most of us, most of our leaders, 8 of the 10 largest companies in the United States, failed to identify pandemics as a risk in their SEC Risk Filings. So, we were in denial as a, an economy about what was happening. A lot of my job at HP was also to figure out, okay, If the world is changing, what are the new opportunities?Not just what are the risks and how do we become resilient, but how do we turn those into new opportunities? And one of the things our group focused on was how do we deal with disease diagnostics? Because we know that the population is getting older. We know that something like a pandemic can rapidly accelerate this type of work.And I actually just published an HBR article about how to balance that kind of resilience and growth that we experienced at HP over the last year. I've recently left to write this book because it's, and it's really about what I learned as a practitioner. Right. I spent 20 years as a consultant working on contract R and D. All of a sudden was a practitioner and you had to figure out how to actually drive change in the 58,000  person organization. And it turned out that it's a different problem entirely. And so, this book was really about how do you blend that world, that the knowledge of the consultant versus the reality of the practitioner.  What are the simple steps that you can take? And there are really three and I call them the ABCs of Resilient Growth.First, you need to increase your awareness as an organization that the world outside is changing. And you need to think about the range of ways it could impact you. It's really easy to look at the world and say, okay, you know, our technologies have to change, or our workforce has to change or whatever. What we discovered over the last year is actually that all has to change at the same time. A lot of times, things overlap to become unmanageable rogue waves of change. So, you need to create awareness, not just of what the changes are, but what would happen if they overlap. Brian Ardinger: [00:08:56] On that front, is it something where you can't manage it incrementally? It is something where you have to transformationaly change these things to actually be able to keep up, or are there opportunities to, to do a more incremental approach to, to this.Jonathan Brill: [00:09:11] I think there are two answers to that. Yes, there are opportunities to do an incremental approach, and that's the only way that works. You can't change your culture overnight and you can't change all of your processes overnight. And by the way, if you do that, there's a better than even chance that you'll, that you'll sink yourself.So, it's this balance. The first piece is building that awareness of there is stuff going on outside. The second is building the skills, the behavior change within the organization. Because even if you know that the wave's coming, if you don't know how to swim, it's not a good idea to pick up big wave surfing. So, you got to build the skills. And then the third is the culture, right? You have to, I don't believe that you can really change corporate DNA. I think that's consultant speak. But I do believe that you can change the RNA. When you think about DNA, this is the deep code that causes life. That allows life to build itself.But RNA is the code that controls the types of proteins that you use to regulate your body. That RNA can actually be changed relatively quickly. If you take a look at an octopus, for instance, or a Cephalopods, like a squid, a cuddle fish, they can change 60% of their RNA in a  lifetime. And companies do it all the time.You change your processes, you change your hard incentives, right? Bonuses, bonus structure, and whatnot. And you change your soft incentives right? Who do you encourage? Who gets ahead? Those, those kinds of things. So, you can change that stuff pretty much overnight, but the change is incremental, right? The company has to catch up to the reality that you're serious and that you can sustain the change over time.And that's the real challenge. I see a lot of these sort of change efforts. I read, the other day in Harvard Business Review that 70% of change efforts fail. And so there, I think are two things there, right. One is, do they fail or do people just not keep at them long enough? Do the leaders not convince their population that they're serious?And I think there are kind of like four phases in corporate change of any type, but certainly in becoming what I call a resilient growth organization, right. The first is you come, and you say the future is going to be different. The sky's falling, whatever your story is. And everybody looks at you like you're insane. But you get a few early adopters. The second is that people start saying, well, actually you're not the legitimate person to make that argument. I am. Your arguments dumb, my argument's better. It turns out that's actually a win. And as a, as a manager, if you're asking people to be change agents, you need to recognize when that shift occurs. And that that's actually the big win. What you see though, is that people take whatever the change message is, and they start covering the first page of their PowerPoint deck with it. To justify whatever it was they wanted to do, all right. It's a shift. It's an important shift. It's about being future compliant, as opposed to actually thinking about the future.The third one is when they start actually asking for budget to do new things, and this is where I think a lot of change management breaks down, right? You can get through the first one. Sure. You send in your Avant guard; you send out your Scouts. And you send out your missionaries and they, they preach the future.Couple of people believe it. The better politicians figure out how to do what they already wanted to do. But then a couple of people say, no, I want to find out if you're serious and I'm going to start asking for money. Not like a hundred thousand dollars, like a million dollars, $10 million. A meaningful amount of money and, and talking about large organization terms. Right. And if you say no, think about what happens. Their ideal is almost destined to fail, right? It will be right. It's almost destined to fail. And so, if you're a rational manager, you say, well, I'm not going to invest in something that I know is going to fail. And if you don't support them, when they do fail for trying, you cut off the opportunity. You cut off the change.And I think that's where a lot of change management breaks down, right? That you have the senior manager incentives on an annual basis, versus a senior manager incentives on a long-term basis and they get disconnected. And then the third piece is when your senior managers start looking at this as a process and saying, okay, we're going to embed this in the process. We're going to take whatever the change is. In this case, becoming a resiliently, a growth organization. And we're going to have it be part of our annual decision-making process budget process. And we're going to set a minimum that we spend on this thing. And that's when I think you start to see the long tail of growth from this work. But it's often, you know, it's a three-year or five-year process. It doesn't happen in six months, and it doesn't happen because the board woke up on Tuesday and realized that they'd been cutting resilience for 20 years. Brian Ardinger: [00:13:59] Absolutely. On that you've seen and worked with a lot of different companies and have seen this progression. Where are the biggest struggles or obstacles that companies are facing going through that? Are most of them dying at that stage one stage two stage three? Or is it a combination or, or what are the things that people should be preparing for as they go along this journey?Jonathan Brill: [00:14:19] I think there are two answers to that question. The first is really at the board level, you know. Are you serious about this? If the board has a cocktail party and they say we should be more resilient than, you know, that verbals down, like that happens a lot. That happens a lot. That change isn't going to happen.And the people who participate in that change, especially in performance driven organizations, tend to not keep their job. So you've got to figure out, okay, well, are people serious about this? And that's why phases one and two happened. That I was talking about earlier. That's why they happen. The second question is, if you are serious about this, you know, can you be serious about it from the bottom up?Can you make that change from the bottom up? Or do you have to make it from the top down? I think it's probably generally a bi-directional process where you have to link the communications between the senior leadership and the edge of your organization. And that, that's a huge political challenge, especially like in organizations where you have high longevity of career. You know, where you have 20-year careers and whatnot. It gets really hard to do that. You know, people in the middle, don't like, you know, the people in the center talking to the edge, you got to break through that. And I think that's one of the real places where the issue breaks down. And I think the third, and this is really important to, and I think this is why I wrote the book, or one of the main reasons, is that if you have somebody, if you're headquartered in Indonesia and you have somebody who sees a rogue wave on the horizon in Mozambique, right.That person in Mozambique, probably even if they can talk to the CEO, probably doesn't have the skills to the language, the context. They're just going to sound crazy. And we've all been in that conversation, right? We've all been in that conversation. And so the key thing is you also need to increase the executive judgment, executive communication skills far lower in your organization. If you want to have an innovative organization. You can't trust people to innovate if they don't understand the context. You know, and they don't understand how to take risks, as opposed to just manage. Brian Ardinger: [00:16:32] And maybe that comes back to some of that, like you were talking, one of the first themes is, is awareness. And it's not just awareness at the board level or at the CEO level, it's awareness across the organization that these risks are happening and exist. And what can you do to both understand them, as well then do some behavior or cultural things around it to actually execute or, or take advantage of that. On that awareness front. Are there things that you've seen that can help companies think outside their industry and see what's going on and explore in areas that they don't typically explore. Whether it's technology or human resources or whatever.Jonathan Brill: [00:17:08] Right. So, in a pre COVID world. One of the things that I did was I'd bring teams who'd been in Europe and the US their entire careers. High potential leaders or whatever, and I'd bring them to China. And this is one of these things where if you're an American and you try and explain the   Grand Canyon to a European, they just don't get it.If you're an American and you haven't been to Beijing or Shenzhen or Shanghai, you just don't get it. That, you know, every two years, literally they're using the concrete that the U S poured in the United States in the 20th century. The scale is unimaginable. And once you get there, once you see that. Once you see your Grand Canyon, once you see your Beijing, your mind can't go back to the same place.And so that would be my first thing is just kind of, how do you get that cross-cultural awareness of, of what's happening. The scale of change in the world. The second thing that I really suggest is figuring out how to create peer groups outside of your industry, but at your level. And ideally across the world. And that's some of what I do is building those peer groups, so that we can have those conversations. Because otherwise you don't actually understand the challenge. You don't understand the scale of the opportunity. You don't see the rogue wave coming, right. If you were sitting around and you know, you were very specifically, you know, stockpiling face masks for the US government and you see, you know we can get these things cheaper in China. Like let's shut down our supply chains. Let's shut down our local manufacturing. Yeah. That all makes sense. Right? Because it's a price performance issue. Like all the incentives are there to do that. Until you look at the bigger picture, risk is changing. Everyone's going to need all this stuff all at once. And we're going to need it when we need it on a sustained basis. And by the way, it's super cheap. Right. Like there's no, which is the entire problem, right? There's no margin in this. It's so cheap. There's no margin in, this. It totally makes sense, as a middle manager that you'd say let's get rid of that thing. But as a senior manager, as a senior leader, you need to say, okay, that doesn't make any economic sense today, but in the long-term, we're going to have an inevitable need. Brian Ardinger: [00:19:34] So how far out in the future do you think companies should be preparing or looking. To, or is, does it depend on the rogue wave that you're looking at?Jonathan Brill: [00:19:42] How far out should you be preparing and looking are interesting. There, there are two different questions. What I really am interested in is that there's a range of possible futures. There isn't one, the closer you get to that future that, you know, the more the rank shrinks So the farther out you're looking at the broader the range should be obviously. But the goal isn't necessarily to look at 7 years out or 10 years out, or 3 years out, or 1 year out. It's to figure out, am I prepared for the types of threats and opportunities I'm likely to see?And so I think about this as kind of like, what are the financial, operational, external, and strategic aspects of my corporation of my organization. And what types of waves would impact it? What types of challenges or opportunities might you see?  And the same thing applies to customers, by the way. Could a static threat,  a hundred year disease, suddenly become a dynamic threat, right?We're starting to see these more often. Could a symmetric threat, it's going to impact everybody the same become an asymmetric threat? So you take a look at a Toyota. Their investment in semiconductors, after the Daiichi nuclear explosion in 2011. They looked at, you know, we had an asymmetric thing happened to the us, all those American manufacturers they didn't get hit by this nuclear meltdown. But we did. What would happen when the next thing happened. And how could we move that from a situation where we get hit and no one else does, to we survive and then everyone else gets hit. So how do you shift between symmetric and asymmetric threat? And the result of that is in 2016, when there was an earthquake in Taiwan, China had a six-month supply of chips and they kept operating just fine. Everyone else got hit. This past year, same thing happened. How do you move things from synchronous to asynchronous threats or the other way around? So how do you move them from things that hit everybody at the same time to things that hit people at different times, because you know, often all you really need is enough buffer.All you need is enough time to respond. And then the other is to think about which issues are temporary and which ones are permanent. So, what's amazing to me about the U S response to COVID is this thing that really should have been a 10 year, five-year, ten-year issue historically. Appears at the moment, you know, to have been shifted from a permanent issue in the United States to a temporary issue. Now we're going to need to manage our response permanently. Right. But the economic impact may be temporary. It's one of the greatest innovation moments, you know, I think when we look back 50 years from now, we changed the path of nature. It was one of the great innovation moments of the 21st century.Brian Ardinger: [00:22:36] It's, I mean, truly fantastical times, we're living in, in a number of different ways. Are there particular trends or things that you're seeing or want the audience to pay attention to that they may not be as familiar with? Jonathan Brill: [00:22:47] So we can talk about trends you might be unfamiliar with, but I think the question that you should really be asking is what happens when the trends that you're familiar with collide? I mean, a lot of the things that I talk about were in the news. Can you take a look at the growing risk of a pandemic? I mean, and all of the things they talked about, high speed rail Maglev in China, the explosion of urbanization around the world, massive increases in Chinese Asian travel, the explosion of low-cost airlines around South Asia. Right? These were all front-page news. The issue is that people weren't putting them together. For More InformationBrian Ardinger: [00:23:25] It's a fascinating book and I love folks who are listening to this to take a deeper dive. It really is a really good framework for how to start thinking about these things. And you dig into a lot of the tactics and examples around that as well. So I encouraged people to pick that up. But if people want to find out more about yourself or about the book, what's the best way to do that? Jonathan Brill: [00:23:44] Jonathanbrill.com is my website and there's piles of useful tools, HBR articles, Forbes articles, advisory options, surfaces, and they're all focused on being useful to you.Brian Ardinger: [00:23:58] Well Jonathan, I want to thank you again for being on Inside Outside Innovation and sharing your thoughts on this. I'd love to have you back. You know, as the world changes and we get more used to seeing innovations and digging in and being a part of it, I'm sure things will pop out new best practices and that will emerge. So, I appreciate you sharing what you know now, and hopefully we'll have you back on to talk about the future as the world evolves. Jonathan Brill: [00:24:21] I'd be glad to anytime. Thank you very much for having me.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

It is Day 124 Post Circuit-Breaker, Phase 3. Instilling in our kids the Chinese/Asian tradition of "calling people" or greeting your elders. In Cantonese, parents would say to their kids, "點解冇叫人?" (dim2 gaai2 mou5 giu3 jan4?) Friday, 30th April 2021. After 56 daily episodes in season 1 (Circuit Breaker), and 17 daily episodes in season 2 (Phase 1), and 192 daily episodes in season 3 (Phase 2), season 4 of the show takes place in Phase 3, after the end of Singapore's COVID-19 lockdown. For personal reasons, the podcast was on hiatus from season 4, episode 80 to 99, and episode 101-106. a production of https://mrbrown.com

In this episode Shibby & TheZenMarxist are joined by Jiji to discuss topics on the rising red scare, targeting Chinese & Asian people. We discuss topics on Buddism, Current Events, as well as personal and international racism, known as Sinophobia. It exists both inside and outside Marxist circles so we just had to make this series to document it. Follow Jiji: Twitter:  @nicotinecultech Instagram: @jiji.w.wong Follow us: Bonus Content: www.patreon.com/LumpenPodcast Twitter: https://twitter.com/Lumpen_Radio Podbean:  https://www.podbean.com/podcast-detail/6uz9j-daeaf/Revolutionary-Lumpen-Radio-Podcast Youtube: https://www.youtube.com/revolutionarylumpenradio Discord:https://discord.gg/43AA3tt Reddit:https://reddit.com/r/RevLumpenRadio Twitch: Twitch.tv/RevolutionaryLumpenRadio Outro: Pink Floyd - Great Gig In The Sky Credit forArtwork Goes To@BarbRadical & @StrikePoster

In This Episode... Sofeast's CEO, Renaud, and Adrian from the team discuss everything buyers should know about quality control plans. A QC plan lists all the quality-related checkpoints to be passed during/after a production run. Depending on the buyer's situation (which include factors like order size and value), it can include process, product, or legal checkpoints. Approving QC plans is an essential step before production is allowed to start as you'll see as we go through the topic. There are three types of quality control plans we'll be discussing: The product quality control plan to include in a contract with a Chinese supplier which demonstrates the buyer's expectations for the supplier regarding quality, inspection, and production activities. The process control plan that decomposes production in each process step (often called control plan). The QC plan for a new product being brought to market which outlines in black and white the manufacturer needs to know in order to produce goods at the right quality. You'll learn when these plans are appropriate, or, conversely, if there are buyers who don't require them. Show Notes 00:00 - Introduction. 00:56 - What are QC plans and why are they important to agree on before production starts? A summary of QC plans and for which kind of orders they'd be most appropriate. 03:09 - Discussing the 3 types of QC plan and the different contexts they're used in. 03:48 - 1. The product quality control plan that makes up a part of the manufacturing contract. Defines legalities around access to the facility, testing, product compliance expectations, who pays for testing, what happens if products fail quality tests and don't reach the quality standard, and more. 07:18 - 2. The process control plan. This is a core tool for the automotive industry but can be used by any buyer if their orders are large or expensive enough to warrant a deep investigation into planned production processes in order to ensure quality throughout. Plan what is expected at each production step, how it can be checked, and what to do if an issue is found, and document all of this in the plan. This also applies to upstream suppliers if you're taking quality very seriously. (Read this blog post for more info on setting up your process control plan: 11 Steps To Set Up a Process Control Plan) 13:13 - How to identify suppliers who are capable of adhering to a stringent process control plan? 2 ways, process audits and a tip from Renaud to do it in a simpler way. 15:02 - 3. The QC plan for when developing a new product. This clarifies your needs and takes the form of a number of questions, which we list and discuss in this section, about quality in a type of checklist that the manufacturer really needs answers to have answers to (or be able to answer) before proceeding. It forces both buyer and supplier to think deeply on how to assure the best quality possible when manufacturing a product which is new on the market. (You can see an example QC plan for a new product in this blog post which this episode is based on). 22:46 - How Chinese suppliers' culture can be to disregard planning ahead for quality and instead focus on fixing issues later as they occur. Hint - this flexible approach isn't a good thing, especially for new, complex products. 25:01 - The dangers of not going through the QC planning process with Chinese/Asian suppliers. They will be very encouraging which can lead some buyers to trust in their expertise, but this can be a trap because it's on YOU to define a quality standard and expectations for the supplier to follow, not to be led by them as their ultimate interests may not align with yours as less specific requirements give them more opportunity to cover themselves should they do something wrong. 27:35 - Are all 3 QC plan types appropriate for all kinds of buyers? The product quality control plan (1) should usually be implemented for any size of order if possible, as it's good to have quality expectations in your contract with the supplier. The process control plan (2) is usually more appropriate for buyers with high quality requirements who place large orders (in the tens of thousands of pieces at least). The QC plan for new products (3) is appropriate for buyers developing and launching new products onto the market.  30:55 - Why buyers with large order MUST have a quality standard. For instance, POs in the hundreds of thousands of dollars. 31:12 - What should buyers of existing products (such as off-the-shelf items to be rebranded) be focusing on when it comes to quality? QC plan 1 for the manufacturing contract's terms is still helpful, as is creating a quality standard and documenting any quality issues from the supplier on an ongoing basis. But as a distributor, you will be unlikely to have much of a say about their manufacturing processes or new product development method. Extra information you may find helpful You may like this blog post: How Quality Planning Drives QC and Process Improvement Listen to this episode of the podcast where we discuss process audits. Get professional help from our team of China manufacturing & quality experts to develop your own QC plan, product specifications, testing processes, and more with QA Consulting solution from Sofeast. Get in touch with us Connect with us on LinkedIn Send us a tweet @sofeast Prefer Facebook? Check us out on FB Contact us via Sofeast's contact page Get even more great content or assistance with your own project Visit our website at Sofeast.com  Subscribe to our YouTube channel Subscribe to the podcast  There are more episodes to come, so remember to subscribe! You can do so in your favorite podcast apps here: Apple Podcasts Spotify Stitcher Google Podcasts TuneIn Deezer iHeartRADIO

Brandon brings on 3 Sex & Relationship Coaches, sexological body workers, and somatic therapists to shine light on sex, intimacy, and dating for Asian men. This is a recording of a live Q&A Panel hosted back in May 2020. In this episode, we talked about: 10:41 How do you help your partner achieve an orgasm? 18:52 Does masturbating to porn affect sex drive? 26:50 What advice would you give to someone who never got sex teachings? 37:16 How can I shoot bigger loads? 41:17 How to deal with delayed ejaculation 53:13 Is cumming at the same time important? 53:38 Talking to men and other women about sexual hangups 58:17 The impact of sexuality myths in other cultures 01:04:30 How can we build confidence in our own sexual identity outside of societal expectations? 01:17:51 How do you stay emotionally engaged in relationships? Connect with the coaches!Dori MeltonAs a Sex and Relationship Coach, my mission is to help people prioritize their pleasure as a way to deepen connection in their relationships. I'm a big fan of LOVE but I learned through my own personal experience that it isn't always enough. A few years ago my marriage of almost 30 years exploded and I was forced to go through the most difficult transition of my life. It was through that experience that I came to Somatica Sex & Relationship coaching. Although it was, at times, incredibly painful, I came away transformed and am currently living the life of my dreams, full of passion and more love than I imagined possible. I learned how to access and pursue my own desire and follow where that leads me. Today it has led me to help others like myself to go through similar transformations. A few of the areas that I specialize in are guiding individuals and couples in the journey of consensual non-monogamy and other alternative relationship paradigms and helping individuals explore their sexuality whether that is kink, BDSM, role play or the many other vast sex positive alternatives. I am open to all sexual orientations and identify as queer. I have a MA in Clinical Psychology and worked for 10 years with children and families. That experience has given me a firm foundation in understanding attachment theory and the ability to explore difficult topics in a non-judgmental, non-shaming, compassionate way.    Kai WuKai Wu is a guide and facilitator who works in the realms of love, sex, and familial and ancestral healing. For over a decade she has supported people of all kinds so they can experience greater connection, peace, and freedom in their bodies, relationships, and communities. She believes that cultivating a sense of belonging and pleasure is essential resilience practice for navigating these uncertain times.  Some of her specialties and interests include supporting folks through significant life transitions, illness and trauma, unwinding body shame, and sexual challenges (particularly around performance, low libido and pain). Although she welcomes people of all identities, cultures, gender expressions, orientations, abilities and bodies, she is especially passionate about supporting those who want to be lovingly and fiercely held as they step more fully and authentically onto their lifepaths and missions, folks who are Asian/POC , and those who want to engage in Chinese/Asian cultural reclamation work. Her work is rooted in somatics, science, the erotic and the sacred. It can sometimes be hands-on. It is always trauma-informed, loving, and compassionate. Kai is co-founder of San Francisco-based Embodiment Arts Collective, maintains membership in the American College of Sexologists, and is a senior faculty member of the Ecstatic Living Institute. She has also been faculty at the Somatica Institute. She holds certifications in Sexological Bodywork/Somatic Sex Education, SkyDancing Tantra, and the Somatica Method of sex and relationship coaching. She is multicultural, multilingual, and supports people internationally. For more...

China and Asian cuisine are discussed along with alcohol pairings with the cuisine 

With the spread of COVID-19 in the United States, reports of racism against Asian-Americans have risen sharply, drawing renewed attention to issues of bias, immigration, and the place of Asian-Americans in society. The current surge of anti-Asian incidents highlights a troubling history, and reinforces the urgent need to examine, understand, and confront these issues that affect the lives of Asian-Americans, influence American perceptions of China, and ultimately affect Sino-American relations on the global stage.  On June 2, 2020, the National Committee hosted a virtual discussion with Jennifer Ho, professor of ethnic studies at University of Colorado and president of the Association for Asian American Studies, and John Pomfret, former Washington Post correspondent and author of The Beautiful Country and the Middle Kingdom: America and China, 1776 to the Present, on the history of anti-Chinese/Asian racism in the United States, the impact of coronavirus-related racism, and the importance of uniting across our communities to stand up against all forms of discrimination. For more on the coronavirus and its social impacts on the people of the United States and China, please visit ncuscr.org/coronavirus.

Welcome to But Where Are You From?... A podcast by a late 20-something millennial learning about life as a British Born Chinese. I’m Viv, the host of the podcast.I talk about life as a British Born Chinese (BBC); from family life, to work, dating,...

Ep. 225: Whitney Yang, the second child of Debra (white of European descent) and Philip (Asian of Chinese descent), an interracial couple who met and married in the Untied States in 1974.  Whitney was born in Hong Kong while her parents both worked for the United States government. She feels extremely fortunate to have grown up immersed in Chinese culture and to have attended international schools with peers of diverse backgrounds. Whitney loves being mixed and strongly identifies with her Chinese/Asian heritage. She admits that she feels most comfortable and free from judgement with other mixed race people who share her experiences.  But Whitney also recalls the challenges she faced as a child and adolescent — teachers who couldn’t pronounce her Chinese name, conflicting messages from people in her environment about Chinese culture and people, racist jokes and comments made at her expense, and the constant feeling of being an outsider.  Despite her international upbringing, Whitney has lived thirty years regularly being asked questions like, “what are you?,” “where are you from?,” and “what’s your heritage?”. She never knows quite how to answer in a way that makes her feel whole without being disbelieved or rejected (as she has been, many, many times). Mixed (Me)dia grew out of Whitney’s graduate studies research into everyday forms of political resistance, media representations of people of color, mixed race identity formation, and child development. Mixed (Me)dia is an online resource center for mixed race* children and adults, parents and educators of mixed race children, and anyone who is interested in understanding what it’s like to be mixed race in the United States. For more about Mixed (Me)dia or Whitney, please visit her website: https://wearemixed.org/ For more on host, Alex Barnett, please check out his website: www.alexbarnettcomic.com or visit him on Facebook (www.facebook.com/alexbarnettcomic) or on Twitter at @barnettcomic To subscribe to the Multiracial Family Man, please click here: MULTIRACIAL FAMILY MAN PODCAST Huge shout out to our "Super-Duper Supporters" Elizabeth A. Atkins and Catherine Atkins Greenspan of Two Sisters Writing and Publishing Intro and Outro Music is Funkorama by Kevin MacLeod (incompetech.com) Licensed under Creative Commons - By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/

This week on Travel Today with Peter Greenberg we come to you from Beijing, China. Forget the typical guided tour—Beijing is where Peter goes (often in a sidecar) to get lost in zigzagging hutongs, to explore seven world heritage sites (including the Great Wall and the Forbidden City), to sample Peking Duck, and to ride the fastest train in the world. Lee Williamson, Editor of Time Out Beijing, talks about the Great Leap Forward and Caroline Killmer, managing editor of City Weekend, tells us where to find the best non-Chinese Asian food. All of this and more on this episode of Travel Today with Peter Greenberg.

This week on Travel Today with Peter Greenberg we come to you from Beijing, China. Forget the typical guided tour—Beijing is where Peter goes (often in a sidecar) to get lost in zigzagging hutongs, to explore seven world heritage sites (including the Great Wall and the Forbidden City), to sample Peking Duck, and to ride the fastest train in the world. Lee Williamson, Editor of Time Out Beijing, talks about the Great Leap Forward and Caroline Killmer, managing editor of City Weekend, tells us where to find the best non-Chinese Asian food. All of this and more on this episode of Travel Today with Peter Greenberg.

Listeners and denizens of North Georgia, the Chinese performance art group Shen Yun (http://www.shenyun.com) will be performing next weekend (12/25-12/27) at the Cobb Energy Centre in Atlanta (www.cobbenergycentre.com)! This is an interview with Mary Silver, one of Shen Yun's hardworking volunteers. Mary educates and entertains about the history of the Shen Yun group (and what they reveal about the history of China through song and dance), as well as the orchestra that accompanies them at concerts. You'll hear about about the international and stateside renown that Shen Yun has, and her own introduction to them. There is a sharp purpose to song and dance of Shen Yun, and Mary sheds light on it, and what audiences (with Oscar-nominated directors and actresses) have gotten out of it. If this sounds like something of interest either to you or someone you know who's possessed of a keen interest in Chinese/Asian culture, please share this interview with them, and keep an eye (or two) for the next Shen Yun show near you. Their 2014 season will commence in Houston, Texas, and they'll be in Georgia for a show in Augusta next March. Enjoy! (Special thanks go out to Mary, Jennifer, and Joy Zhou of the Shen Yun family!)

Water is essential to life, and yet 1.1 billion people have no access to safe and plentiful water supplies. Water-borne diseases are a major cause of illness and death, and diversions of water for agriculture and other human uses have restricted water usage. (April 19, 2008)