Podcast appearances and mentions of christian lang

Erweitere dein Wissen über Cybersicherheit mit Cybersecurity ist Chefsache!In dieser Sonderfolge von Cybersecurity ist Chefsache sprechen wir über das Buch „IT für Anfänger“ – ein Gemeinschaftsprojekt mit über 9 Autor:innen, die komplexe IT-Themen einfach, greifbar und oft mit einer Prise Humor erklären.Zu Gast sind einige der Mitwirkenden:

Erweitere dein Wissen über Cybersicherheit mit Cybersecurity ist Chefsache!In dieser Sonderfolge von Cybersecurity ist Chefsache sprechen wir über das Buch „IT für Anfänger“ – ein Gemeinschaftsprojekt mit über 9 Autor:innen, die komplexe IT-Themen einfach, greifbar und oft mit einer Prise Humor erklären.Zu Gast sind einige der Mitwirkenden:

Erweitere dein Wissen über Cybersicherheit mit Cybersecurity ist Chefsache!In dieser Sonderfolge von Cybersecurity ist Chefsache sprechen wir über das Buch „IT für Anfänger“ – ein Gemeinschaftsprojekt mit über 9 Autor:innen, die komplexe IT-Themen einfach, greifbar und oft mit einer Prise Humor erklären.Zu Gast sind einige der Mitwirkenden:

Join us for an inspiring interview with Dan Wooler and Christian Lang the charismatic force behind the rapidly growing global youth rugby non-profit STAR Scheme. STAR Scheme uses grass roots rugby to positively impact young people and their families who have faced multiple adverse childhood experiences (ACEs) or mental health issues. They provide essential resources, such as equipment, transportation, and specific training to adults to create a supportive environment. This approach helps young individuals build resilience by forming relationships with trusted adults in the rugby community, fostering personal development and leadership by building connections between rugby clubs and local schools to identify and support young people in need.

«Baloise-Arena», «Novartis-Park» oder vielleicht «Feldschlösschen-Stadion». Eine Umbenennung des Stadion «St. Jakob-Park» ist nicht mehr ausgeschlossen. Gemäss dem Protokoll der letzten GV der Stadion-Genossenschaft prüft man derzeit eine Vermarktung. Christian Lang von der Uni St. Gallen schätzt für uns das Potenzial für das Joggeli ein. Die Stadion-Genossenschaft erklärt ihr Vorgehen. 130 Jahre FC Basel. Die Auktion zum Jubiläum brachte 19'000 Franken für das Projekt "FCB-Museum". Vereinspräsident Reto Baumgartner zeigt sich zufrieden und bilanziert die Feierlichkeiten. Rueda, Hunziker, Yakin, Fischer. 4 Namen rund um Rotblau, die diese Woche prägten. Wir ordnen ein und fragen uns, wie die Nati in Basel gegen den Kosovo bestehen will. Den «Penalty-Podcast» gibt es jeden Freitagabend. Gerne nehmen wir Kritik, Lob oder auch Fragen entgegen. Idealerweise über www.basilisk.ch

This week we bring in Christian Lang, the CEO and founder of LEGA, a company that provides a secure platform for law firms and legal departments to safely implement and govern the use of large language models (LLMs) like GPT-3, Bard, and Claude. Christian talks with us about why he started LEGA, the value LEGA provides to law firms and legal departments, the challenges around security, confidentiality, and other issues as LLMs become more widely used, and how LEGA helps solve those problems. Christian started LEGA after gaining experience working with law firms through his previous company, Reynen Court. He saw an opportunity to give law firms a way to quickly implement and test LLMs while maintaining control and governance over data and compliance. LEGA provides a sandbox environment for law firms to explore different LLMs and AI tools to find use cases. The platform handles user management, policy enforcement, and auditing to give firms visibility into how the technologies are being used. Christian believes law firms want to use technologies like LLMs but struggle with how to do so securely and in a compliant way. LEGA allows them to get started right away without a huge investment in time or money. The platform is also flexible enough to work with any model a firm wants to use. As law firms get comfortable, LEGA will allow them to scale successful use cases across the organization. On the challenges law firms face, Christian points to Shadow IT as people will find ways to use the technologies with or without the firm's permission. Firms need to provide good options to users or risk losing control and oversight. He also discusses the difficulty in training new lawyers as LLMs make some tasks too easy, the coming market efficiencies in legal services, and the strategic curation of knowledge that will still require human judgment. Some potential use cases for law firms include live chatbots, document summarization, contract review, legal research, and market intelligence gathering. As models allow for more tailored data inputs, the use cases will expand further. Overall, Christian is excited for how LLMs and AI can transform the legal industry but emphasizes that strong governance and oversight are key to implementing them successfully. Contact Us:  Twitter: ⁠⁠⁠⁠@gebauerm⁠⁠⁠⁠, or ⁠⁠⁠⁠@glambert⁠⁠⁠⁠Voicemail: 713-487-7821Email: geekinreviewpodcast@gmail.comMusic: ⁠⁠⁠⁠Jerry David DeCicca⁠⁠⁠ Listen on mobile platforms:  Apple Podcasts |  Spotify ⁠⁠Transcript⁠

PSG, Man United, der FC Bayern, der BVB, YB, die eiserne Union und der Ex-Big City Club Hertha BSC betreiben alle den Fussballsport professionell. Bieten sie ihren Fans aber auch ein vergleichbares Produkt an? Was zeichnet gut geführte Marken im Profifussball aus? Welche Geschäftsmodelle sind zukunftsfähig? Spitzenathletinnen und -athleten profilieren ihre Marke neben sportlichen Höchstleistungen immer mehr durch Meinungsäusserungen zum politischen und gesellschaftlichen Geschehen. Welche Gefahren und Chancen birgt dies für die Personal Brand?

Tale fra Filadelfia Vennesla.

Christian Lang talks to us about the amazing work that STAR Scheme are doing through Rugby, to make a real difference to the lives of young people who are suffering or have suffered adverse childhood experiences (ACEs). He explains how the Scheme came to be and how he couldn't NOT take action. He say STAR Schemes ambition is to help clubs provide a safe, supportive and encouraging space and to help children overcome the effects of ACE's and become important members of the Rugby, and wider, community. He discusses his own love of Rugby and how it has given him the ability to overcome adversity and that he and the STAR Scheme team are determined to expand to all Rugby playing nations around the world within 10 years. So they need your help. www.starscheme.co.uk Leigh returns and tackles the new RFU tackle height plans head on and James is reminded again why he didn't go into IT.

Herzlich Willkommen beim Massegarage - Podcast, heute haben Christian und ich uns wieder Euren Fragen gewidmet. Diese Fragen gehen wir für euch Durch: - Tracken wir Kalorien? - Planen wir mal KDK auszuprobieren? - Wann macht Dehnen Sinn? - So verbesserst du deine Brust - Macht Keto sinn? So supportest du diesen Podcast: https://amzn.to/3hqpkk3 Viel Spaß und gib mir gerne Feedback! Instagram: julian_dornbach & alex.sntk Youtube: Massegarage

Dan chats to Dan Wooler and Christian Lang from the Star Scheme. The scheme supports clubs in building their junior numbers, with the aim to specifically develop strong, trusted relationships between the club and player. Crucially, they target communities that would not usually engage with rugby and aim to make a difference to young people who are suffering or have suffered adverse childhood experiences, poverty or mental health issues. They discuss the following areas: How the scheme has blossomed in such a short time Who it helps and why What happens for the player, a school and a club How rugby makes a difference Why it makes coaching and recruitment easierFor a video on what they do, click below:https://vimeo.com/754762197/9f6646c29bFor information and how to get involved, go to their website:www.starscheme.co.uk

Herzlich Willkommen beim Massegarage - Podcast, heute gibt es endlich wieder eine Gastepisode. Ich durfte dieses mal Christian Lang bei mir zu gast begrüßen, den Sieger der GNBF 2021 und zweifachen Profi im Natural Bodybuilding. Wir haben über einstieg nach Krankheitsphasen, Deloads und eine kleine lustige "Testo" Story gesprochen. Viel Spaß und gib mir gerne Feedback! I Instagram: christian.lng.fitness & alex.sntk Youtube: Massegarage

00:00 Intro & Vorstellung 02:20 Quarantäne & Wiedereinstieg ins Training 10:50 aktuelle Trainingsplanung Christian 14:50 Progression der Intensität während des Mesozyklus 17:00 Wetkampfvorbereitungen 2015, 2016, 2021 30:05 Profi Status im Naturalbodybuilding 35:00 Kosten beim Bodybuilding 37:30 Was hat sich durch die Zusammenarbeit mit dem Coach geändert? 40:50 Post-Prep Phase & Sportbulemie 46:50 Pläne für die Zukunft 54:10 Tipps für die Wettkampfvorbereitung 56:55 Konakt Christian Instagram Christian Lang: https://www.instagram.com/christian.lng.fitness/ Instagram Alexander Krump: https://www.instagram.com/coachalexanderkrump/a YouTube Alexander Krump: https://youtube.com/c/CoachAlexanderKrump?sub_confirmation=1 Coach Alexander Krump Podcast Spotify: https://open.spotify.com/show/1h77wVuxxKPrXTJAtB9yrU?si=WUm9dpqhRDuwLDNdBx0LRA Website Alexander Krump: http://www.coachalexanderkrump.at/ 5% bei KoRo mit dem Code 'KRUMP': https://www.koro-shop.at/ https://www.korodrogerie.de/ 10% und mehr im DasGym / Intelligent Strength Onlineshop mit dem Code 'KRUMP': https://shop.intelligentstrength.net?sca_ref=1659846.CSbZJ1KqBk 10% auf Supplemements im PowerFitnessShop mit 'KRUMP10': https://www.power-fitness-shop.de/newoffers?code=Krump10

Herzlich Willkommen beim Massegarage - Podcast, heute gab es wieder eine entspannte mit Christian Lang. Wir haben über ein bisschen kram abseits des Sports gequatscht, wie zum Beispiel Pokemon Spiele. Zudem haben wir ein wenig über unseren Fleischkonsum gesprochen und sind am Ende darauf gekommen auch etwas Sporttechnischen Content einzubringen. Viel Spaß und gib mir gerne Feedback! Instagram: christian.lng.fitness & alex.sntk Youtube: Massegarage

Tale av Jens Christian Langås fra Filadelfia Vennesla 13.02.2022

Herzlich Willkommen beim Massegarage - Podcast, heute gibt es endlich wieder eine Gastepisode. Ich durfte dieses mal Christian Lang bei mir zu gast begrüßen, den Sieger der GNBF 2021 und zweifachen Profi im Natural Bodybuilding. Wir haben jeglichen Smalltalk geführt aber auch ein paar eurer Fragen beantwortet. Außerdem hat er auch natürlich seine Lieblingsübungen preisgegeben. Alles in allem eine sehr umfangreiche XXL Episode die bunt gemischt ist mit Wissen und Humor. Viel Spaß und gib mir gerne Feedback! I Instagram: christian.lng.fitness & alex.sntk Youtube: Massegarage

2022 began with exciting news: Chaos is merging with Enscape. Referred to as a slam-dunk for both companies, the business move will combine Chaos' award-winning photorealistic ray tracing expertise with Enscape's flourishing knowledge of real-time rendering. But what will it mean for the companies, their software, and their customers? In this extra-special podcast, host Chris Nichols joins Chaos CEO Peter Mitev, Chaos CTO Vlado Koylazov, and Enscape CEO Christian Lang, to answer burning questions about the merger. The trio explains how they see the future of visualization, and how a combination of real-time and ray-traced rendering could blur the lines between arch-viz and VFX, reach a broader audience — and even power the metaverse

Small law firm owners may not be familiar with the terms "docker," "container," or "Kubernetes." They may even be a bit fuzzy on the definition of “the cloud.” But most firms know that, along with significant opportunities, new technologies often present security risks, interoperability challenges, and significant costs in terms of time and money to vet, test, and deploy. What's a firm to do? Unfortunately, there's no silver bullet for the solo and small firm universe - at least not yet - but, as today's guest explains, that is precisely what Christian Lang, Chief Strategy Officer, and his team at Reynen Court are up to. As part of Gravity Legal's announcement of inclusion in the Reynen Court solution store, I talked with Christian about what he and his team are up to and how it applies to the solo and small firm landscape.

In dieser Episode des „The Age Of Iron Podacst” hatte ich die Freude, unseren KBK-Coaching Klienten Christian Lang als Gast in der Show begrüßen zu dürfen. Christian ist durch seine Gesamtsiege zum einen in der Classic Physique Klasse bei der INBA Hungary und zum anderen in der Mens Bodybuilding Klasse zweifacher Naturalbodybuilding Pro. Neben seiner erfolgreichen Athletenlaufbahn ist er als Personaltrainer und Online Coach tätig. Seit ungefähr einem Jahr ist Christian im Team KBK-Coaching als Klient am Start. Zusammen mit dem Coach Marco Haas haben sie die letzten Wochen und Monate der Offseason zusammengearbeitet und letztlich die Contest Prep bestritten. Im Rahmen dieser Folge sprechen wir über die Herangehensweise bzgl. der Diät. Dabei gehen wir auf die gesamte Struktur ein und sprechen über Christians Vorgehen mit Dietbreaks, Calorie-Cycling, Refeeds, Makronährstoffverteilung, Cardio, Posing und vieles mehr. Insgesamt ermöglicht die Episode einen sehr guten Einblick in die Wettkampfdiät eines Bodybuildingprofis und kann dir somit dabei helfen, deine Diät zielorientiert zu strukturieren und durchzuziehen! Wenn dir die Episode gefällt & du den Podcast unterstützen möchtest, dann lass doch gerne eine 5 Sterne Bewertung und einen kleinen Kommentar bei Apple Podcast dar. Das hilft dem Podcast zu wachsen und noch mehr Leute zu erreichen! Ansonsten lade ich dich gerne dazu ein, den Podcast auf der Plattform deiner Wahl zu abonnieren, sodass du keine Episode mehr verpasst. Viel Spaß bei der Folge! Dein Daniel

On this week's episode of Inside Outside Innovation, we sit down with Atholl Duncan, author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. We talk about his interviews with senior executives from around the world during the first 100 days of lockdown and what he learned about crisis management, leadership development, and what's next in the post COVID hybrid world. 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, pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Atholl Duncan, Author of Leaders in LockdownBrian Ardinger:  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 Atholl Duncan. He is author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. Welcome to the show. Atholl Duncan: Thank you. It's great to be here and great to be a guest of yours. I'm looking forward to chatting about innovation and how we lead out of lock down Brian. Cause that's the question that everyone's trying to get their heads around there.Brian Ardinger: We have gone through disruption and I think people understand a little bit what that means. You have written this book. You spoke to 28 senior executives around the world in the United States, Europe, Asia, during the first hundred days of lockdown, to understand and get their feedback on what we were going through when it comes to disruption. So maybe we'll start with the book, give us a little hint and insights into what it's all about and what did you learn from it? Atholl Duncan: The way the book came about was in March of 2020, I sit on the boards of various businesses. And all of these businesses were in some state of jeopardy and certainly in a state of crisis. And I was pretty stressed by the whole situation. I think as most people were. And I decided that there was what I thought was a crossroads and history. Certainly, a crossroads, probably the defining moments of this century. And I wanted to capture them. So, I followed 28 business leaders, people who, whose businesses were spread from Asia to Europe, to UK, and many leaders in the US. And really to answer a couple of questions from them. How were they leading through the pandemic? And how did they think the world would change because of what we've all been through. Brian Ardinger: When you reached out to these leaders, what was the initial kind of feedback that you got? Was it nervousness? Was it excitement? What kind of what were the emotions that people were going through and specifically, how did they adapt to that sudden disruption? Atholl Duncan: I got remarkable access because these people were locked down in their kitchens. And it was like they'd witnessed some predictably dramatic accident because they just wanted to share with someone. They wanted to talk to someone about what was happening to their businesses, which were getting pretty smashed up at the time.So, they opened their Zooms to me. And they talked to me. They talked from the heart and they talked about how they hoped the world would change. And that the remarkable thing was that many of these people whose businesses, which they had built themselves over many years, lying, smashed round  about them.They remained remarkably humble and remarkably steady in their thoughts. But yeah, they knew this was a major moment. So, you know, even a year ago we knew this was a pretty significant moment. And the general message was that even back then, was this is a time to reset. Is a time to reset how we run our businesses and is a time to reset how we run society.Brian Ardinger: So, in the book and through the conversations you defined, I think seven core themes that came out through that. Can you walk the audience through a little bit about what are those core themes that you uncovered? And let's talk a little bit about each one of them. Atholl Duncan: Yeah. So, seven major themes. The first theme was the new age of purpose. And the feeling as one business leader said to me, that purpose was on steroids at the peak of the crisis. And that purpose now was no longer just words that you emblazoned on a website. It was now something that your employees, your customers and your investors would demand was delivered through action. And not just words. The second theme was the new world of work. Because we saw this remarkable thing that, you know, most people talk about, regarding Covid, which was the move to homeworking. And you know, one of the business leaders that I've talked to is a very senior executive at Tata, which is based in India. They moved 600,000 people to homeworking. Even 6,000 is big Brian, but this is 600,000 people. And you know, many, many major corporations were doing the same thing all around the world. As a crisis went on, people have realized that the new world of work was not just about home or remote or hybrid or flexible. We were really seeing defined probably a new, psychological relationship between the employer and the employee.Third theme was widening inequality. Because the virus widened inequality in so many ways. Obviously, it raised the Black Lives Matter, raised diversity and inclusion in a way that we hadn't seen before, but also homeschooling raised equality. The people who had access to digital. Homeworking raised in equality in terms of it was very comfortable for some people to be working from their homes. But those who had dysfunctional homes are in multi person homes, difficult for them. And then the vaccine. You know, we already see that there's 130 countries around the world, which haven't delivered one jab of the vaccine. 95% of the vaccines have been delivered in the richest countries in the world. So, there's this really quite a defining moment. Roundabout, the widening inequality gap. Fourth theme was about global cooperation, because at that moment when we hope that our politicians would be cooperating across global boundaries, they were doing, they were falling out. And I think generally, wherever you are in the world, we were pretty well let down by our politicians. Whether you were in Asia, Europe, or the U S it was a pretty, sorry ceiling. You actually saw large corporations, doing far better at global cooperation. If you look at the pharmas that developed the vaccines. If you look at the big tech companies who came together to try and work out track and trace. Next thing was resilience. Not just personal resilience, but you know, when the crisis comes, cash is king financial resilience is everything. And the resilience of the operations of these large corporations. Sixth theme was all about resetting the supply chain. Particularly if we're in manufacturing, we couldn't get stuff anymore. Borders were closed and we still see, you know, big shortages and computer chips, big shortage use in raw materials, and the prices of raw materials going up.So, this really brought the global supply chain to a shuttering halt. And I think a major cause to rethink 40 years of decisions that were made on productivity and costs and they all fly out the window, when our pandemic shuts the borders. And then the last theme probably dearest to my own heart is maximizing potential. So, maximizing the potential of your employees. We saw physical welfare and mental welfare, really going up the agenda. And a big debate round about, what kind of leaders do we need now. What kind of leaders were successful in the pandemic? And what kind of leaders do we need to lead us out of lock down?Brian Ardinger: So, what was some of the most surprising or unexpected findings after these conversations that you had? Atholl Duncan: I think an unexpected finding was actually that there were no new trends. What you actually saw here was a massive acceleration of trends that were already out there. Right. Right. And, and I think you would particularly see that in the world of digital. People have talked about 10 years of digital disruption squeezed into 10 months.I think that was a surprise, because I thought we would maybe see some new trends coming up. I think one of the anecdotes that kind of sums up for me is I spoke to Mark Thompson who was at the time Chief Executive of the New York Times. And he had to go into the Time's offices to do his earnings call.Mark Blake says Brompton fold-up bicycle. And when he got into the office, he's I think that was probably about 5,000 people normally in these offices. And when he got in there, there were only about 20 people, security guards, you know, keeping the place safe. And he decided to go for a cycle, round the office on his Brompton bicycle.And as he went around, and he saw the empty savannas of the New York Times offices. He thought it looked like an empty milking parlor. And he had this vision of all these people that went in there to the Times, and they hooked themselves up to their desks for the day. You know, milking out their ideas before removing their headphones and making the painful journey home.And he thought at that moment, maybe I should sell my skyscraper. But he decided I'm not going to sell it, but we have to completely rethink what the relationship is between the worker and the office. You know, and I think that's going to be huge. You know, we see that in cities, all around the world, what's going to happen to the central business districts and, you know, a lot of huge change being seen in Manhattan at the moment.Brian Ardinger: I'd love to get your insight into the emotional feedback that the leaders had.  Did you sense a lot of fear or optimism or at that early stage? How did they react to the disruption? Atholl Duncan: The true entrepreneurs, their attitude is utterly staggering. Because as they are a billion pounds and it's mainly a billion pounds of their own money. As their billion pound plus businesses are lying in tatters, they are thinking about what the opportunity is and what the next thing is, and how they can build back out of the crisis. And they're remarkably calm. And a number of them who repeated to me that the most important thing was health safety of your employees. I worked with a chief executive of a large asset management company in Hong Kong who runs many of the shops and offices in Hong Kong and China. And his view was that things could be worse. You know, we had our health. And he stuck the way as mantra of the three Cs. And the three Cs for him were cooperation, communication, and care. Now cooperation was about working together. Communicating we say was communicating more than you'd ever done before. Communicating what you didn't know, as well as what you did know. And care, care for your people care for your customers and care for all your stakeholders. There was a remarkable humanity and almost the bigger the corporate crisis and the greater humanity that I saw from the leaders. Brian Ardinger: Did you see from a tactical perspective, the leaders that you interviewed, doing similar things, or were there some that stood out that approached the disruption differently and tactically did things. Or did they, you see kind of similarities between what the different leaders did?Atholl Duncan: I think there were a number of similarities. I mean, I think agility was, you know, agility and speed of movement was probably top of their agenda. And if you weren't reacting. Moving quickly then you were tossed. I think focus was very important and the number who repeated to me, but focusing on the right thing. Not falling into the trap of making yourself busy, you know, making yourself busy, I think in that situation as a way of dealing with your anxiety.So, it wasn't about making yourself busy. It was about focusing on the small number of items. That would make the difference between life and death for your business. I think empathy and compassion and leadership was very strong as well. And I think seeing the opportunity, seeing the opportunity again, what was a big thing. And I think these themes will continue as we come out of the crisis. I don't think there will no longer be steady as she goes in many if any businesses. We are into this kind of supersonic age of change. If you're not fast, Brian, you're going to be last. Brian Ardinger: Absolutely. And it's interesting that the themes that you identified and and wrote about, obviously came out of the pandemic itself, but there's similar to what we're hearing today. Like they're not changing much. You know, the idea that you have to have purpose. The world of work is changing. Inequality and resilience, all these things that you've mentioned as the core themes as being identified early on in that we are still wrestling with that and they are evolving. So that leads us to the next, I guess, set of questions around, we are coming out of this "coming out of this pandemic," but what does that mean? And how do you see leaders and companies approaching this reverse culture shock, so to speak, coming out of lockdown? Atholl Duncan: Well, I think one of the things that unlocked then and the pandemic has proven, is that the command and control type of leadership is dead. You know, I think you are going to see an era of more compassionate and more empathetic leadership. Cause I think that was the more successful leadership through the crisis. I think you're going to see people here who will want to hold on to the things that worked well at the peak of the crisis and try and recreate them. So, I mean, I’ve had a number of clients who said to me, how do we recreate the mindset that we had that did remarkable things at the peak here? And how do we recreate the pace of change? The problem with that is it sustainable, the pace of change that we had at the peak of the crisis. You know, you're going to kill or blow up your people. But definitely the mindset is fascinating. You know, how did we manage to do the vaccines in such a short space of time?How did we manage to build the field hospitals in weeks rather than what it would have taken years? And how did we manage to make these huge pivots. So, I don't like that word, but it was a word of the crisis. Yeah. How do we manage to make these huge pivots in so many businesses? And, you know, some people are going to want to get back. They don't like it in this space. You know, change is uncomfortable. And some people are going to want to get back the way we were. But I think that's a false idea, because all your competitors are going to a different place. If you're going back the way, then you're heading back towards an inevitable decline. I would see. Brian Ardinger: Did any of the leaders admit to any kind of failures or things they wish they would have done differently or, you know, things they stubbed their toes on? Atholl Duncan: I think they were all pretty open about mistakes they've made. About not being prepared enough. About underestimating, I mean, we all are underestimated how long it was going to take, didn't we? You know, when we started doing this, Brian, the biggest fear people told me was the book will be out of date by the time it comes out. You know, nobody will be interested in that. How are you going to manage to get this current and keep it relevant? Well, you know, the book first published in the UK in the autumn of 2020. Published in the US now. One criticism of the book could be that the story is still unfolding. You know, are we in the middle of it? Are we in the last quarter? Where are we in this story? And some of the clients I'm working with at the moment, and my executive coaching were saying, well, you know, maybe the difficult bit is still to come, because we're going to get going a game, we're going to get out there. What is hybrid working? What is the new world of work? In many parts of the world, we've been in a steady state. We've got into a routine, sadly over the last weeks and months. Well, that routine is about to change as we try to get back to something resembling the corporate life that we had before.Brian Ardinger: Well, and I think that hybrid environment is going to be even more difficult to manage. You know, it's, it's one thing when you have to move everybody to remote or, you know, everybody is going through the exact same thing and understands that disruption and, and will, has to take place because of it. But now as we come out, the variables and opportunities that different companies are having and different communities are having, is going to make it that much harder to navigate the hybrid nature of it. That's what I'm seeing and hearing. Atholl Duncan: Yeah, definitely. Definitely. Brian Ardinger: Are there any other great stories or interesting stories from the book that would shine some light on people now trying to adapt with this and how they can make this transition even better. Atholl Duncan: If I was to give you two or three quotes from some of these business leaders, you know. One of them was a guy Christian Lang, who's Chief Exec of a tech business, a digital procurement business in San Francisco, called Trade Shift. It's an interesting business because it was formed by three Danes, in a garage in Denmark. And then they moved across to San Francisco. And then he simply said with COVID 19, every single long held belief has been thrown out of the window. Every single long held belief has been thrown out the window.I did a bit of interviews with Will Hammad, who has a business called Whoop up in Boston. And Whoop is a wearable tech. I've got my Whoop around my wrist. And his view was that he fundamentally believed that this moment in time will shift the way humanity thinks about health. And that's another revolution in this.If you look at the home health and the virtual health world, right. You know, that's a shift that, you know, we've, wow, we've gone 10 years or 15 years and they are in, maybe the breakthroughs that we'll see in this next digital revolution will be about of solving some of the big problems in health and our, and our healthcare systems.I think diplomacy for the next generation. If not, several generations are going to be redrawn. There really is just so much change that's coming about it. And we've not really talked much about the diversity and inclusion agenda, but my favorite quote is from a woman called Alison Martin, who’s the Chief Executive of Zurich Insurance Group, in Europe. And she said, why don't we create a world that is fit for our children to live in rather than the one that we were destroying before COVID. Brian Ardinger: You obviously interviewed a lot of business leaders and that. What can the average, middle management or person within a company take from the book to make themselves feel better or understand how to, again, navigate this new world.Atholl Duncan: This is not a complex Harvard academic analysis. This is storytelling in this book. It is telling great stories of people who find themselves in remarkable positions during this crisis. It tries to give you a window seat in their boardroom. And I think there's so much that everyone can take, about leadership. It is not the size of the business. It's the behaviors. It's the Innovation. It's the agility. It’s that mindset of opportunity. When the crisis hits, do you fear? Or do you look for opportunity? And while I think many of these people had a bit of fear, their instinctive reaction is to look for where is the opportunity in the crisis? And that sounds a bit like carpet bagging, but is there true entrepreneurial spirit coming through?For More InformationBrian Ardinger: Everybody's going to have to learn these skillsets. And the world is like you said, moving faster. And I think we saw that before COVID, but COVID just put a, a stake in the ground for everybody to rally around. So, I really do appreciate you coming on Inside Outside Innovation to share your thoughts and share what you learned through this particular process. If people want to find out more about yourself or more about the book, what's the best way to do that? Atholl Duncan: The book is on Amazon.com. One of the companies that clearly did very well, during the pandemic. And I'm doing a lot of executive coaching cause I'm in the U S and you can find me on AthollDuncan.com. And that's Atholl with two L's, AthollDuncan.com.And really for me, now Brian, it's not about selling a book. I've become an evangelist for change. And really what I want to do is to inspire as many leaders to not let us go back to where we were. Because people in some of the workshops that have been doing, are looking for, who's going to reset the world. Who's going to change business. Who's going to change the style of leadership. And I say, guys, it's us. There is nobody else. We are the leaders. If we don't do it, it isn’t going to happen. So come on. Come on the journey. And then let's reset the world. Brian Ardinger: Let's reset the world. Indeed.  Atholl, thank you very much for being on Inside Outside Innovation and looking forward to continuing the conversation like you said, this is an ongoing thing. So, we would love to have you back at some point to continue the conversation and see where the world takes us. Atholl Duncan: It's a pleasure. I'd love to come back at any time because I think the next bit is potentially from a leadership point of view, is as interesting as the last bit 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 Atholl Duncan, author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. We talk about his interviews with senior executives from around the world during the first 100 days of lockdown and what he learned about crisis management, leadership development, and what's next in the post COVID hybrid world. 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, pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Atholl Duncan, Author of Leaders in LockdownBrian Ardinger:  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 Atholl Duncan. He is author of Leaders in Lockdown: Inside Stories of COVID-19 and the New World of Business. Welcome to the show. Atholl Duncan: Thank you. It's great to be here and great to be a guest of yours. I'm looking forward to chatting about innovation and how we lead out of lock down Brian. Cause that's the question that everyone's trying to get their heads around there.Brian Ardinger: We have gone through disruption and I think people understand a little bit what that means. You have written this book. You spoke to 28 senior executives around the world in the United States, Europe, Asia, during the first hundred days of lockdown, to understand and get their feedback on what we were going through when it comes to disruption. So maybe we'll start with the book, give us a little hint and insights into what it's all about and what did you learn from it? Atholl Duncan: The way the book came about was in March of 2020, I sit on the boards of various businesses. And all of these businesses were in some state of jeopardy and certainly in a state of crisis. And I was pretty stressed by the whole situation. I think as most people were. And I decided that there was what I thought was a crossroads and history. Certainly, a crossroads, probably the defining moments of this century. And I wanted to capture them. So, I followed 28 business leaders, people who, whose businesses were spread from Asia to Europe, to UK, and many leaders in the US. And really to answer a couple of questions from them. How were they leading through the pandemic? And how did they think the world would change because of what we've all been through. Brian Ardinger: When you reached out to these leaders, what was the initial kind of feedback that you got? Was it nervousness? Was it excitement? What kind of what were the emotions that people were going through and specifically, how did they adapt to that sudden disruption? Atholl Duncan: I got remarkable access because these people were locked down in their kitchens. And it was like they'd witnessed some predictably dramatic accident because they just wanted to share with someone. They wanted to talk to someone about what was happening to their businesses, which were getting pretty smashed up at the time.So, they opened their Zooms to me. And they talked to me. They talked from the heart and they talked about how they hoped the world would change. And that the remarkable thing was that many of these people whose businesses, which they had built themselves over many years, lying, smashed round  about them.They remained remarkably humble and remarkably steady in their thoughts. But yeah, they knew this was a major moment. So, you know, even a year ago we knew this was a pretty significant moment. And the general message was that even back then, was this is a time to reset. Is a time to reset how we run our businesses and is a time to reset how we run society.Brian Ardinger: So, in the book and through the conversations you defined, I think seven core themes that came out through that. Can you walk the audience through a little bit about what are those core themes that you uncovered? And let's talk a little bit about each one of them. Atholl Duncan: Yeah. So, seven major themes. The first theme was the new age of purpose. And the feeling as one business leader said to me, that purpose was on steroids at the peak of the crisis. And that purpose now was no longer just words that you emblazoned on a website. It was now something that your employees, your customers and your investors would demand was delivered through action. And not just words. The second theme was the new world of work. Because we saw this remarkable thing that, you know, most people talk about, regarding Covid, which was the move to homeworking. And you know, one of the business leaders that I've talked to is a very senior executive at Tata, which is based in India. They moved 600,000 people to homeworking. Even 6,000 is big Brian, but this is 600,000 people. And you know, many, many major corporations were doing the same thing all around the world. As a crisis went on, people have realized that the new world of work was not just about home or remote or hybrid or flexible. We were really seeing defined probably a new, psychological relationship between the employer and the employee.Third theme was widening inequality. Because the virus widened inequality in so many ways. Obviously, it raised the Black Lives Matter, raised diversity and inclusion in a way that we hadn't seen before, but also homeschooling raised equality. The people who had access to digital. Homeworking raised in equality in terms of it was very comfortable for some people to be working from their homes. But those who had dysfunctional homes are in multi person homes, difficult for them. And then the vaccine. You know, we already see that there's 130 countries around the world, which haven't delivered one jab of the vaccine. 95% of the vaccines have been delivered in the richest countries in the world. So, there's this really quite a defining moment. Roundabout, the widening inequality gap. Fourth theme was about global cooperation, because at that moment when we hope that our politicians would be cooperating across global boundaries, they were doing, they were falling out. And I think generally, wherever you are in the world, we were pretty well let down by our politicians. Whether you were in Asia, Europe, or the U S it was a pretty, sorry ceiling. You actually saw large corporations, doing far better at global cooperation. If you look at the pharmas that developed the vaccines. If you look at the big tech companies who came together to try and work out track and trace. Next thing was resilience. Not just personal resilience, but you know, when the crisis comes, cash is king financial resilience is everything. And the resilience of the operations of these large corporations. Sixth theme was all about resetting the supply chain. Particularly if we're in manufacturing, we couldn't get stuff anymore. Borders were closed and we still see, you know, big shortages and computer chips, big shortage use in raw materials, and the prices of raw materials going up.So, this really brought the global supply chain to a shuttering halt. And I think a major cause to rethink 40 years of decisions that were made on productivity and costs and they all fly out the window, when our pandemic shuts the borders. And then the last theme probably dearest to my own heart is maximizing potential. So, maximizing the potential of your employees. We saw physical welfare and mental welfare, really going up the agenda. And a big debate round about, what kind of leaders do we need now. What kind of leaders were successful in the pandemic? And what kind of leaders do we need to lead us out of lock down?Brian Ardinger: So, what was some of the most surprising or unexpected findings after these conversations that you had? Atholl Duncan: I think an unexpected finding was actually that there were no new trends. What you actually saw here was a massive acceleration of trends that were already out there. Right. Right. And, and I think you would particularly see that in the world of digital. People have talked about 10 years of digital disruption squeezed into 10 months.I think that was a surprise, because I thought we would maybe see some new trends coming up. I think one of the anecdotes that kind of sums up for me is I spoke to Mark Thompson who was at the time Chief Executive of the New York Times. And he had to go into the Time's offices to do his earnings call.Mark Blake says Brompton fold-up bicycle. And when he got into the office, he's I think that was probably about 5,000 people normally in these offices. And when he got in there, there were only about 20 people, security guards, you know, keeping the place safe. And he decided to go for a cycle, round the office on his Brompton bicycle.And as he went around, and he saw the empty savannas of the New York Times offices. He thought it looked like an empty milking parlor. And he had this vision of all these people that went in there to the Times, and they hooked themselves up to their desks for the day. You know, milking out their ideas before removing their headphones and making the painful journey home.And he thought at that moment, maybe I should sell my skyscraper. But he decided I'm not going to sell it, but we have to completely rethink what the relationship is between the worker and the office. You know, and I think that's going to be huge. You know, we see that in cities, all around the world, what's going to happen to the central business districts and, you know, a lot of huge change being seen in Manhattan at the moment.Brian Ardinger: I'd love to get your insight into the emotional feedback that the leaders had.  Did you sense a lot of fear or optimism or at that early stage? How did they react to the disruption? Atholl Duncan: The true entrepreneurs, their attitude is utterly staggering. Because as they are a billion pounds and it's mainly a billion pounds of their own money. As their billion pound plus businesses are lying in tatters, they are thinking about what the opportunity is and what the next thing is, and how they can build back out of the crisis. And they're remarkably calm. And a number of them who repeated to me that the most important thing was health safety of your employees. I worked with a chief executive of a large asset management company in Hong Kong who runs many of the shops and offices in Hong Kong and China. And his view was that things could be worse. You know, we had our health. And he stuck the way as mantra of the three Cs. And the three Cs for him were cooperation, communication, and care. Now cooperation was about working together. Communicating we say was communicating more than you'd ever done before. Communicating what you didn't know, as well as what you did know. And care, care for your people care for your customers and care for all your stakeholders. There was a remarkable humanity and almost the bigger the corporate crisis and the greater humanity that I saw from the leaders. Brian Ardinger: Did you see from a tactical perspective, the leaders that you interviewed, doing similar things, or were there some that stood out that approached the disruption differently and tactically did things. Or did they, you see kind of similarities between what the different leaders did?Atholl Duncan: I think there were a number of similarities. I mean, I think agility was, you know, agility and speed of movement was probably top of their agenda. And if you weren't reacting. Moving quickly then you were tossed. I think focus was very important and the number who repeated to me, but focusing on the right thing. Not falling into the trap of making yourself busy, you know, making yourself busy, I think in that situation as a way of dealing with your anxiety.So, it wasn't about making yourself busy. It was about focusing on the small number of items. That would make the difference between life and death for your business. I think empathy and compassion and leadership was very strong as well. And I think seeing the opportunity, seeing the opportunity again, what was a big thing. And I think these themes will continue as we come out of the crisis. I don't think there will no longer be steady as she goes in many if any businesses. We are into this kind of supersonic age of change. If you're not fast, Brian, you're going to be last. Brian Ardinger: Absolutely. And it's interesting that the themes that you identified and and wrote about, obviously came out of the pandemic itself, but there's similar to what we're hearing today. Like they're not changing much. You know, the idea that you have to have purpose. The world of work is changing. Inequality and resilience, all these things that you've mentioned as the core themes as being identified early on in that we are still wrestling with that and they are evolving. So that leads us to the next, I guess, set of questions around, we are coming out of this "coming out of this pandemic," but what does that mean? And how do you see leaders and companies approaching this reverse culture shock, so to speak, coming out of lockdown? Atholl Duncan: Well, I think one of the things that unlocked then and the pandemic has proven, is that the command and control type of leadership is dead. You know, I think you are going to see an era of more compassionate and more empathetic leadership. Cause I think that was the more successful leadership through the crisis. I think you're going to see people here who will want to hold on to the things that worked well at the peak of the crisis and try and recreate them. So, I mean, I’ve had a number of clients who said to me, how do we recreate the mindset that we had that did remarkable things at the peak here? And how do we recreate the pace of change? The problem with that is it sustainable, the pace of change that we had at the peak of the crisis. You know, you're going to kill or blow up your people. But definitely the mindset is fascinating. You know, how did we manage to do the vaccines in such a short space of time?How did we manage to build the field hospitals in weeks rather than what it would have taken years? And how did we manage to make these huge pivots. So, I don't like that word, but it was a word of the crisis. Yeah. How do we manage to make these huge pivots in so many businesses? And, you know, some people are going to want to get back. They don't like it in this space. You know, change is uncomfortable. And some people are going to want to get back the way we were. But I think that's a false idea, because all your competitors are going to a different place. If you're going back the way, then you're heading back towards an inevitable decline. I would see. Brian Ardinger: Did any of the leaders admit to any kind of failures or things they wish they would have done differently or, you know, things they stubbed their toes on? Atholl Duncan: I think they were all pretty open about mistakes they've made. About not being prepared enough. About underestimating, I mean, we all are underestimated how long it was going to take, didn't we? You know, when we started doing this, Brian, the biggest fear people told me was the book will be out of date by the time it comes out. You know, nobody will be interested in that. How are you going to manage to get this current and keep it relevant? Well, you know, the book first published in the UK in the autumn of 2020. Published in the US now. One criticism of the book could be that the story is still unfolding. You know, are we in the middle of it? Are we in the last quarter? Where are we in this story? And some of the clients I'm working with at the moment, and my executive coaching were saying, well, you know, maybe the difficult bit is still to come, because we're going to get going a game, we're going to get out there. What is hybrid working? What is the new world of work? In many parts of the world, we've been in a steady state. We've got into a routine, sadly over the last weeks and months. Well, that routine is about to change as we try to get back to something resembling the corporate life that we had before.Brian Ardinger: Well, and I think that hybrid environment is going to be even more difficult to manage. You know, it's, it's one thing when you have to move everybody to remote or, you know, everybody is going through the exact same thing and understands that disruption and, and will, has to take place because of it. But now as we come out, the variables and opportunities that different companies are having and different communities are having, is going to make it that much harder to navigate the hybrid nature of it. That's what I'm seeing and hearing. Atholl Duncan: Yeah, definitely. Definitely. Brian Ardinger: Are there any other great stories or interesting stories from the book that would shine some light on people now trying to adapt with this and how they can make this transition even better. Atholl Duncan: If I was to give you two or three quotes from some of these business leaders, you know. One of them was a guy Christian Lang, who's Chief Exec of a tech business, a digital procurement business in San Francisco, called Trade Shift. It's an interesting business because it was formed by three Danes, in a garage in Denmark. And then they moved across to San Francisco. And then he simply said with COVID 19, every single long held belief has been thrown out of the window. Every single long held belief has been thrown out the window.I did a bit of interviews with Will Hammad, who has a business called Whoop up in Boston. And Whoop is a wearable tech. I've got my Whoop around my wrist. And his view was that he fundamentally believed that this moment in time will shift the way humanity thinks about health. And that's another revolution in this.If you look at the home health and the virtual health world, right. You know, that's a shift that, you know, we've, wow, we've gone 10 years or 15 years and they are in, maybe the breakthroughs that we'll see in this next digital revolution will be about of solving some of the big problems in health and our, and our healthcare systems.I think diplomacy for the next generation. If not, several generations are going to be redrawn. There really is just so much change that's coming about it. And we've not really talked much about the diversity and inclusion agenda, but my favorite quote is from a woman called Alison Martin, who’s the Chief Executive of Zurich Insurance Group, in Europe. And she said, why don't we create a world that is fit for our children to live in rather than the one that we were destroying before COVID. Brian Ardinger: You obviously interviewed a lot of business leaders and that. What can the average, middle management or person within a company take from the book to make themselves feel better or understand how to, again, navigate this new world.Atholl Duncan: This is not a complex Harvard academic analysis. This is storytelling in this book. It is telling great stories of people who find themselves in remarkable positions during this crisis. It tries to give you a window seat in their boardroom. And I think there's so much that everyone can take, about leadership. It is not the size of the business. It's the behaviors. It's the Innovation. It's the agility. It’s that mindset of opportunity. When the crisis hits, do you fear? Or do you look for opportunity? And while I think many of these people had a bit of fear, their instinctive reaction is to look for where is the opportunity in the crisis? And that sounds a bit like carpet bagging, but is there true entrepreneurial spirit coming through?For More InformationBrian Ardinger: Everybody's going to have to learn these skillsets. And the world is like you said, moving faster. And I think we saw that before COVID, but COVID just put a, a stake in the ground for everybody to rally around. So, I really do appreciate you coming on Inside Outside Innovation to share your thoughts and share what you learned through this particular process. If people want to find out more about yourself or more about the book, what's the best way to do that? Atholl Duncan: The book is on Amazon.com. One of the companies that clearly did very well, during the pandemic. And I'm doing a lot of executive coaching cause I'm in the U S and you can find me on Atholl Duncan.com. And that's Atholl with two L's, Atholl Duncan.com.And really for me, now Brian, it's not about selling a book. I've become an evangelist for change. And really what I want to do is to inspire as many leaders to not let us go back to where we were. Because people in some of the workshops that have been doing, are looking for, who's going to reset the world. Who's going to change business. Who's going to change the style of leadership. And I say, guys, it's us. There is nobody else. We are the leaders. If we don't do it, it isn’t going to happen. So come on. Come on the journey. And then let's reset the world. Brian Ardinger: Let's reset the world. Indeed.  Atholl, thank you very much for being on Inside Outside Innovation and looking forward to continuing the conversation like you said, this is an ongoing thing. So, we would love to have you back at some point to continue the conversation and see where the world takes us. Atholl Duncan: It's a pleasure. I'd love to come back at any time because I think the next bit is potentially from a leadership point of view, is as interesting as the last bit 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.  

In dieser Folge von "Grünstadtmenschen" wird's tierisch – es dreht sich nämlich alles um das Thema Vögel im Garten. Hierzu hat sich Karina Nennstiel einen echten Experten ans Mikro geholt: Christian Lang. Der MEIN SCHÖNER GARTEN-Redakteur kennt sich nämlich nicht nur rund um den Garten gut aus, sondern ist auch Hobby-Ornithologe. Gemeinsam haben sie sich in der Dämmerung auf in Christians Garten gemacht, der ein echtes Paradies für unsere gefiederten Freunde ist. Neben vielen praktischen Tipps zur Gestaltung von vogelfreundlichen Gärten bekommt ihr in dieser Folge deshalb auch noch etwas wirklich Schönes auf die Ohren: ein frühmorgendliches Vogelkonzert!

Christian Lang loved being a lawyer. But after several years of practice, he could not resist the lure of legal tech as a source of community and continuous improvement for the profession. This led to his creation of the NY Legal Tech Meetup which now has more than 1500 members. Today, Christian is Head of Strategy at Reynan Court, a marketplace for legal technology. In that role, he brings his talent for community building to the application vendors, firms, and in-house departments that use the Reynen Court platform. Join us for a wide ranging conversation that covers his early days on political campaigns, to corporate big law, and finally his current stint in legal tech. Learn how Christian brings his passion for grassroots organizing and self-described “builder personality” to everything he does.

▪ Ablekid (Austin, USA) @ablekid ▪ WAVEFORMS on FRISKY RADIO https://www.friskyradio.com/show/waveforms/ ▪ About Ablekid Ablekid aka Daniel Moore is a veteran DJ/producer from the famous Orlando underground now living in Austin, TX. The early 90’s underground music scene in Orlando and Cocoa Beach, Florida was for Daniel home, and the place he began his 27 year and counting sonic voyage of discovery. Surrounded by a plethora of musical talent and with one of America’s greatest underground clubs (Aahz) on his doorstep, Danny’s journey into dance music was as fortuitous as it was inevitable. After picking up a set of decks in 2000, he started buying vinyl by the crate-load and honing his skills – a small following developed. Fast-forward to a move to the musical hotbed of Austin, Texas in 2009, the Ablekid moniker has seen success in various forms. Now signed to Praveen Achary’s Juicebox Music imprint, along with older releases on Christian Lang’s Kindred Recordings (Paris) and Rapid Fire Records (Miami), Daniel has also fostered relationships with many promo services by becoming part of the esteemed Release Promo roster in 2014. His continued success in the US underground is a combination of effective crate digging, silky smooth DJ skills and just the right amount of grit and determination. His mixes and productions are the result of all this hard work and shows a depth of knowledge and attention to detail that has seen his heroes rule the underground for many wonderful tune filled years. ꜜ Free Download ꜜ - Link Soon - ALL EPISODES: https://soundcloud.com/estorsjkebar/sets/estorsjke-bar-series IN ITUNES: https://podcasts.apple.com/ru/podcast/estorsjke-bar/id1320512703 Cover Art © Unknown

Following Inspire.Legal 2.0, Laurence Colletti is joined by Christian Lang, Matt Homann, and Dan Linna to discuss the driving purpose of this year’s conference. Legal innovators came together to define challenges in the profession through highly interactive sessions, hoping to spark new solutions for the future of legal. Christian Lang is head of strategy at Reynen Court LLC and founder of Inspire.Legal. Matt Homann is the founder and CEO of Filament. Dan Linna has a joint appointment at Northwestern Pritzker School of Law and McCormick School of Engineering.

Following Inspire.Legal 2.0, Laurence Colletti is joined by Christian Lang, Matt Homann, and Dan Linna to discuss the driving purpose of this year’s conference. Legal innovators came together to define challenges in the profession through highly interactive sessions, hoping to spark new solutions for the future of legal. Christian Lang is head of strategy at Reynen Court LLC and founder of Inspire.Legal. Matt Homann is the founder and CEO of Filament. Dan Linna has a joint appointment at Northwestern Pritzker School of Law and McCormick School of Engineering.

I spoke with Felicity Conrad, the co-founder & CEO of Paladin, a software platform that empowers pro bono activities in law firms, Christian Lang, the head of strategy at Reynen Court, a secure platform for law firms and corporate legal departments to adopt and manage their software, and Anna McGrane, the co-founder and COO of PacerPro, a system that simplifies access to Pacer, the online federal court filings system. We discussed New York University Law School's series on legal technology, including its upcoming program on October 22, 2019.

I spoke with Felicity Conrad, the co-founder & CEO of Paladin, a software platform that empowers pro bono activities in law firms, Christian Lang, the head of strategy at Reynen Court, a secure platform for law firms and corporate legal departments to adopt and manage their software, and Anna McGrane, the co-founder and COO of PacerPro, a system that simplifies access to Pacer, the online federal court filings system. We discussed New York University Law School’s series on legal technology, including its upcoming program on October 22, 2019.

I spoke with Felicity Conrad, the co-founder & CEO of Paladin, a software platform that empowers pro bono activities in law firms, Christian Lang, the head of strategy at Reynen Court, a secure platform for law firms and corporate legal departments to adopt and manage their software, and Anna McGrane, the co-founder and COO of PacerPro, a system that simplifies access to Pacer, the online federal court filings system. We discussed New York University Law School’s series on legal technology, including its upcoming program on October 22, 2019.

I spoke with Felicity Conrad, the co-founder & CEO of Paladin, a software platform that empowers pro bono activities in law firms, Christian Lang, the head of strategy at Reynen Court, a secure platform for law firms and corporate legal departments to adopt and manage their software, and Anna McGrane, the co-founder and COO of PacerPro, a system that simplifies access to Pacer, the online federal court filings system. We discussed New York University Law School’s series on legal technology, including its upcoming program on October 22, 2019.

It turns out that the West Coast doesn't have a lock on law and tech innovation. On this episode, we talk with four guests who are involved in the upcoming NYU Law and Tech: Impact on Innovation, coming up on October 15, 2019. Our guests today are Felicity Conrad is a NYU grad and CoFounder and CEO of Paladin. Michael Weinberg is the Executive Director at the Engelberg Center on Innovation Law & Policy at NYU. Christian Lang, Head of Strategy at Reynen Court. And, Anna McGrane is also an NYU Law alum, and is the Co-founder and COO of PacerPro. Each discuss their individual experiences with legal tech innovation, and how the NYU campus has become an launching point for many of its grads toward the legal technology and innovation community. From start-ups to meet-ups, our guests believe that NYU is showing that innovation can have a definite East Coast flavor. Information Inspirations The Return of FREE PACER!! Northwestern University's Interdisciplinary team, which includes seven law faculty, including our previous guest, Tom Gaylord, was awarded a National Science Foundation Convergence Accelerator Grant this month. The $1 Million grant will be used to advance Northwestern's AI-Powered data platform which interfaces with the federal PACER system. The Northwestern Open Access to Court Records Initiative (NOACRI) Team includes lawyers, journalists, economists, and policy makers across the different schools at Northwestern, and they are working to create tools needed to make the data locked in PACER available, and then link that data to public information about the litigants, judges, lawyers, and the courts. We wish them luck!! Can Congress Regulate Algorithms used in judicial processes? California Representative, Mark Takano has introduced the “Justice in Forensic Algorithms Act of 2019.” The idea is to create a standards for these algorithms that make them more transparent, especially to the defense teams, not just for the results, but for the entire process. Algorithms used in the courts will also not be able to hide behind trade secrets to prevent those affected by the algorithms from understanding how these results were produced. Can the government actually pull this off? It'll be interesting to see how this progresses. Plus, a bonus inspiration on what law firms should be doing to encourage 1L's and 2L's to learn more about technology while still at the law schools. Listen, Subscribe, Comment Contact us anytime by tweeting us at @gebauerm or @glambert. Or, you can call The Geek in Review hotline at 713-487-7270 and leave us a message. We'd love to hear any ideas you'd like us to cover in future episodes. Also, subscribe, rate, and comment on The Geek In Review on your favorite podcast platform. As always, the great music you hear on the podcast is from Jerry David DeCicca, thanks Jerry!

In this episode, Charlie Uniman, the host of the Legal Tech StartUp Focus Podcast, interviews Christian Lang, the Chief Strategy Officer of Reynen Court. Christian and Charlie cover a wide range of topics about Reynen Court, including (i) just what benefits Reynen Court offers to both legal tech purchasers and legal tech vendors, (ii) how Reynen Court's services help both purchasers and vendors deal with the cloud vs. on-premises app storage dilemma and (iii) just what Reynen Court means when it describes itself as the "App Store" for legal tech. Having just launched in beta, Reynen has become a topic topic among folks who work with and sell legal tech. Here's a chance to learn what Reynen Court is really all about.

#Selbstfahrendes Auto #Innovation #Automobilindustrie #Auto #automatisiertesAuto #Ladeinfrastruktur #Elektromobilität #Elektroauto #AutonomesAuto #Elektromobilität #Ladesäule #AutomatedDriving #AutonomousCar von Jürgen Vagt 30.04.19 heute war Christian Lang von https://chargery.de/ zu Gast bei den Zukunftsmobilisten und wir sprachen über die Elektromobilität in gewerblichen Flotten. Das Start up von Christian Lang also Chargery fokussiert sich auf das Carsharing in großen Städten, weil Carsharing im April 2019 auf große Städte konzentriert und die großen Unternehmen dieser Branche sich auf dieses Einsatzgebiet konzentrieren. Chargery bietet einen elektromobilen Fullservice für Carsharing-Anbieter an und zudem gibt es die ersten Ansätze für die Elektromobilität bei gewerblichen Flotten. Insbesondere das mobile Laden von elektrischen Fahrzeugen ist Rückgrat des Angebotes von Chargery. Ein Carsharing-Anbieter kann den Service bei Chargery buchen und dann werden teure Standzeiten für den Carsharing-Anbieter vermieden. Wenn die Batterieladung bei einem Elektroauto im Carsharing-Dienst zu Ende geht, dann kommt Charegey um die Batterie des Elektoautos wieder flottzumachen. Wenn man ein Carsharing-Unternehmen gründen und aufbauen will, dann kann man die technische Seite des Carsharing an Chargery abgeben. Ob sich das Carsharing in den nächsten Jahren auch auf ländliche Regionen ausbreiten wird, bleibt für Christian Lang fraglich. Im Jahr 2016 hatten 50 % der Bevölkerung bereits einen Zugang zu Carsharing -Fahrzeugen, aber das Angebot konzentriert sich auf Großstädten. Vielleicht werden die Carsharing-Unternehmen in den nächsten Jahren auch ländliche Regionen bedienen, wenn die Märkte in den Großstädten gesättigt sind. Das Rückgrat des Angebotes von Chargery ist das mobile Laden und in Großstädten und eine ähnliche Dienstleistung entwickelt auch gerade auch Volkswagen. Vielleicht entsteht auch ein weiteres Geschäftsfeld, denn man könnte bei Großveranstaltungen und vielen parkenden Elektroautos einen Ladeservice anbieten. Wenn Unternehmen anfangen ihre Flotten zu elektrifizieren, dann könnte für Charegey ein weiteres Wachstumsfeld entstehen. Gegenwärtig fokussiert sich Charegey erstmal auf das Carsharing, aber Christian Lang nimmt bei Fuhrparkmanager ein massives Interesse wahr und im April 2019 hemmen die langen Lieferzeiten seitens der Autohersteller die Elektrifizierung der unternehmerischen Flotten. Besonders in Großstädten wird das Thema immer gravierender und die Regelungen sind vielfältig, ob es sich um die Dieselfahrverbote oder City-Mautsysteme handelt, klar ist, dass die Zukunft den elektromobilen Antrieben. Diese freie Version des Interviews umfasst 25 Minuten und unter https://www.digistore24.com/product/270060 können Sie das vollständige Interview mit 55 Minuten gegen 2,38 € brutto und 2 € netto erwerben.

In this On The Road episode, host Laurence Colletti talks to Christian Lang, organizer of Inspire Legal, about the vision of the conference. The mission was to address common challenges and problems of the legal industry in order to begin to develop innovative solutions. Through crowd-sourced collaboration, they hope to inspire change in pressing legal industry issues.

I spoke with Christian Lang, a former attorney with Davis Polk & Wardwell, who is the new head of strategy at Reynen Court and the founder of the New York Legal Tech Meetup. He is producing a new legal technology conference on February 1, 2019 called Inspire Legal. We discussed his background, the genesis of Inspire.Legal, how this event differs from others, its relationship to the New York Legal Tech Meetup, the Inspire.Legal agenda, and what the creation of Inspire.Legal indicates about the current level of interest in legal innovation.

I spoke with Christian Lang, a former attorney with Davis Polk & Wardwell, who is the new head of strategy at Reynen Court and the founder of the New York Legal Tech Meetup. He is producing a new legal technology conference on February 1, 2019 called Inspire Legal. We discussed his background, the genesis of Inspire.Legal, how this event differs from others, its relationship to the New York Legal Tech Meetup, the Inspire.Legal agenda, and what the creation of Inspire.Legal indicates about the current level of interest in legal innovation.

I spoke with Christian Lang, a former attorney with Davis Polk & Wardwell, who is the new head of strategy at Reynen Court and the founder of the New York Legal Tech Meetup. He is producing a new legal technology conference on February 1, 2019 called Inspire Legal. We discussed his background, the genesis of Inspire.Legal, how this event differs from others, its relationship to the New York Legal Tech Meetup, the Inspire.Legal agenda, and what the creation of Inspire.Legal indicates about the current level of interest in legal innovation.

I spoke with Christian Lang, a former attorney with Davis Polk & Wardwell, who is the new head of strategy at Reynen Court and the founder of the New York Legal Tech Meetup. He is producing a new legal technology conference on February 1, 2019 called Inspire Legal. We discussed his background, the genesis of Inspire.Legal, how this event differs from others, its relationship to the New York Legal Tech Meetup, the Inspire.Legal agenda, and what the creation of Inspire.Legal indicates about the current level of interest in legal innovation.

I spoke with Christian Lang, a former attorney with Davis Polk & Wardwell, who is the new head of strategy at Reynen Court and the founder of the New York Legal Tech Meetup. He is producing a new legal technology conference on February 1, 2019 called Inspire Legal. We discussed his background, the genesis of Inspire.Legal, how this event differs from others, its relationship to the New York Legal Tech Meetup, the Inspire.Legal agenda, and what the creation of Inspire.Legal indicates about the current level of interest in legal innovation.

Christian Lang is a former associate at Davis Polk and the founder of Blacklines and Billables, a blog, forum, and podcast dedicated to sharing practical tips and tricks for success among law firm associates and starting conversations around other important aspects of associate life, such as the state of legal technology. On this episode Christian shares stories about leading Segway tours through Paris, spending hundreds of hours on his law school personal statement, why he chose NYU Law School, choosing corporate law over litigation, clerking in Tampa, Florida, and his years at Davis Polk. Christian also shares some tips for achieving success as a corporate associate and his thoughts on the future of legal tech. See acast.com/privacy for privacy and opt-out information.

Christian Lang, CEO von Chargery im ausführlichen Interview bei uns. Chargery ist „der mobile Ladeservice für Ihre Elektroflotte“. Mit uns spricht Christian Lang, CEO von Chargery, darüber, wie die Idee entstanden ist, wie er seine Mitgründer gefunden hat und er erzählt uns vom Gründungsprozesses seines Start-Ups. Christian beleuchtet, wo das Unternehmen heute steht und was für […]

Christian Lang, CEO von Chargery im ausführlichen Interview bei uns. Chargery ist „der mobile Ladeservice für Ihre Elektroflotte“. Mit uns spricht Christian Lang, CEO von Chargery, darüber, wie die Idee entstanden ist, wie er seine Mitgründer gefunden hat und er erzählt uns vom Gründungsprozesses seines Start-Ups. Christian beleuchtet, wo das Unternehmen heute steht und was für […] Dieser Beitrag Christian Lang, CEO von Chargery (Interview) | 10. Energyload Podcast erschien zuerst auf Energyload.

Leaders emerge early for New York City’s chapter of the first Global Legal Hackathon at American Express headquarters. Hosted by David Fisher and Laurence Colletti, this episode of On The Road features all 5 NYC team leaders (John Scrudato, Christian Lang, Priscilla Fasoro, Olivier Van Borsel, and Max Paterson) as well as the projects they will be working on in the upcoming days and nights. Tune in to get an early glimpse. Who do you think will be the winner?

Episode 4 of the Blacklines & Billables podcast: a panel discussion on callback interview tips for law students. Answering questions about Biglaw callback interviews submitted by members of the B&B community following our blog post entitled “Law Firm Interview Tips: EIW/OCI Edition” and the “Interview Q&A” Associate Intel meetup, host Christian Lang and guests Victoria Coyle and Matt Weinberg explore the dos and don’ts of Biglaw callbacks and offer opinions on common interview-related questions shaped from the experience of interviewing hundreds of candidates on behalf of top firms.Among others, the questions include:What’s the most important information to learn about a law firm before and during a callback interview?How much research about a firm should an interviewee conduct?What are the best and worst things a candidate can do in a Biglaw interview?Is it ok for a candidate to express uncertainty about his or her professional interests in the interview?Should an interviewee proactively address perceived weaknesses in one’s resume or background?What are the best/most effective questions to ask in an interview?Are there any unexpectedly inadvisable fashion or attire choices?Given the choice, should a callback interviewee always go to lunch, and—while at an interview lunch—is there anything an interviewee should not order?How can one to pick the right firm among multiple offers, including balancing a sense of “fit” with firm prestige?Should candidates send interview thank-you notes?Should candidates split their summers or pursue a summer rotation to a foreign office? See acast.com/privacy for privacy and opt-out information.

Guest host Patrick Delaney and host Christian Lang discuss the background of the broader Blacklines & Billables project (its provenance, mission, and content to date) and the vision for the podcast. See acast.com/privacy for privacy and opt-out information.