Podcasts about hewlett packard

In this episode of the Grow A Small Business Podcast host Troy Trewin interviews Adiel Gorel, Founder of International Capital Group, shares how he went from being a Hewlett-Packard engineer to building a 42-year real estate investment business that has helped investors purchase more than 10,000 homes. He explains why long-term thinking, fixed-rate mortgages, and staying calm during market downturns create lasting wealth. Adiel also discusses scaling a business, leading through economic cycles, building the right mindset, and avoiding panic when recessions hit. His journey offers practical lessons on entrepreneurship, resilience, and financial freedom through disciplined investing. Check out Adiel Gorel's book, Remote Control Retirement Riches: How to Change Your Future with Rental Homes. In this practical guide, he shares the proven strategies that have helped investors build long-term wealth through rental properties. Whether you're a first-time investor or looking to grow your portfolio, the book offers actionable insights on creating financial freedom through smart real estate investing. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here.   Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice.   And a snapshot of the final five Grow A Small Business Questions:  What do you think is the hardest thing in growing a small business? Adiel Gorel shares that the hardest part of growing a small business is living with uncertainty and accepting that the responsibility ultimately rests on the owner. Unlike a traditional job, there is no guaranteed paycheck, and every decision affects both the business and the employees who rely on it. He emphasizes that entrepreneurs must stay resilient, take ownership, and remain prepared for both opportunities and setbacks. What's your favorite business book that has helped you the most? Adiel Gorel shares that one of the business books he highly recommends is his own, Remote Control Retirement Riches, which reflects decades of real estate investing experience. He also praises Rich Dad Poor Dad by Robert Kiyosaki for its powerful lessons on wealth creation and financial mindset, noting that its principles have inspired countless aspiring investors and entrepreneurs. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Adiel Gorel shares that while he doesn't regularly follow business podcasts, he spends much of his learning time exploring health and wellness content. He believes maintaining good health gives entrepreneurs the energy, focus, and mental clarity needed to build and grow a successful business over the long term. What tool or resource would you recommend to grow a small business? Adiel Gorel shares that every business needs a balance between simplicity and effective systems. He recommends using reliable accounting software like QuickBooks to stay organized, manage finances efficiently, and gain a clear understanding of the business's financial health as it grows. What advice would you give yourself on day one of starting out in business? Adiel Gorel shares that he would remind his younger self that business moves in cycles, with both booms and downturns. He advises entrepreneurs not to become overconfident during good times or panic during recessions, emphasizing that patience, preparation, and staying the course are often the keys to long-term success.  Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.   Quotable quotes from our special Grow A Small Business podcast guest: You are not a cog in the machine you are the machine - Adiel Gorel Success comes from staying focused while time and patience do the heavy lifting - Adiel Gorel The biggest mistakes in business happen when fear replaces long term thinking - Adiel Gorel      

 "You can't be the most expensive and be the most crap at what you do.” Andrew Griffiths Top Five Tips For Why You Should Proudly Be The Most Expensive1.   When you play in the cheap end of town, you are just another transaction2.  If you're going to be the most expensive you have to be the best, and there is no downside to this3.  The right customers are looking for the best, not the cheapest4.  Being the most expensive differentiates you in so many ways5.  Businesses that charge the most build financial resilience TIME STAMP SUMMARY 01:40  Competing solely on price is a lack of creativity and leads to a lack of emotional connection with customers.04:10  Being the most expensive requires delivering exceptional value in every aspect of the transaction.09:20 Rewriting the stories and mindsets that prevent business owners from charging appropriately.15:25   Attracting the right customers who value quality and are willing to pay more leads to long-term business success.20:10  Financial resilience leads to a more sustainable and less stressful business environment. Where to find Andrew?Website                       https://www.andrewgriffiths.com.auWebsite LinkedIn                       https://au.linkedin.com/in/griffithsandrew  Andrew Griffiths Long BioAndrew Griffiths stands as Australia's #1 small business author and global authority on future-proofing businesses. With 40 years of entrepreneurial wisdom, 14 bestsellingbooks published in 65 countries, and over 1,000 presentations delivered across 25 countries, Andrew brings a rare combination of street-smart experience and profound business insight to every stage. What sets Andrew apart isn't just his impressive credentials – it's his ability to see the human element in an increasinglydigital world. Renowned as one of the greatest storytellers in the speaking profession, Andrew weaves masterful narratives drawn from his vast bank of personal experiencesand business observations, delivering powerful lessons that resonate long after the presentation ends. As an entrepreneurial futurist, he champions the power of human intelligence in business, helping organisations and leaders navigate change while staying authentically connected to their customers. His gift for storytelling  transforms complex business concepts into memorable, actionable insights that inspire real change. Drawing from his extraordinary journey from orphan to international business authority, Andrew delivers more than just insights, he shares battle-tested wisdomthat has helped both Fortune 500 companies and small business owners thrive. His presentations blend powerful storytelling with practical strategies, delivered with anauthenticity that can only come from someone who has lived the entrepreneurial journey in all its ups and downs. Organisations around the world including the EuropeanUnion, CBS, Hewlett Packard and Hertz have trusted Andrew to deliver not just inspiration, but actionable wisdom that creates lasting impact. His unique ability to hold a mirror up to audiences, showing them both challenges and opportunities comes wrapped in his signature style of unapologetic honesty and quick wit.Andrew specialises in helping audiences:• Look at their business from a global trend perspective• Embrace human intelligence as a competitive advantage • Use storytelling in a strategic way to connect and influence • Build deeper customer connections in a digital age• Navigate price increases and value positioning• Transform their definition of success• Create bulletproof brands that stand the test of time• Feel inspired by global stories of innovation in businessWhen Andrew takes the stage, he doesn't just leave a warm impression, he catalyses real change. His mission is to help people of substance build businesses of substance,ensuring they remain relevant and resilient in an ever-evolving marketplace.

Jeremiah Jenson, vice president of North Amiercan channels at HPE In The Channel has gone deep on HPE Discover 2026 – from Justin McGarry’s walkthrough of the compute and AI infrastructure story, to Ben Fallon on the networking pivot and partner program overhaul, to front-line perspectives from Canadian partners CompuGen, Powerland, and Long View. Today, we’re closing the arc with HPE vice president of North America channel and partner ecosystem Jeremiah Jenson, recorded on the final afternoon of the show. Jenson says the temperature on the floor is “white hot,” driven by the clarity of the message and the proof points HPE brought to partners this year. The 30-day quote validity and expanded credit terms – announced at Partner Growth Summit – got what he called the strongest reaction in the room, and he credits Canadian partners specifically as “by no means the quietest voice in the room” in making that change happen. On networking, Jenson says he’s reset targets higher for data center networking and wants the Canadian channel to lead the charge. He points to partners historically from the Juniper and Aruba sides now expanding into HPE’s Private Cloud AI business, and to data center partners adopting Marvis and the data center networking stack to take share from Cisco. He also walks through what he calls the “great VM reset” – HPE’s push around Morpheus Enterprise and VME as alternatives for partners and customers facing Broadcom’s VMware changes – and sets an aggressive target for North American partners to lead globally on VME certifications. On the Canadian front, Jenson highlights conversations around provincial government opportunity and data sovereignty as distinct from the broader North American channel, and offers a direct message to partners: stop worrying about what HPE used to be, and start picking a clear point of view on where the portfolio fits your customer base. Read Full Transcript Hello and welcome to In The Channel from ChannelBuzz.ca, bringing news and information to the Canadian IT channel community for the last 16 years. I’m Robert Dutt, editor of ChannelBuzz.ca and your host for the show. Since HPE Discover 2026, we’ve been all over the subject. You’ve heard from HPE’s Justin McGarry on the compute and AI infrastructure story, from Fallon McCarthy on the networking pivot and partner program changes, and from three Canadian partners, Compugen, Powerland and Long View, on what HPE’s strategy looks like from the front lines of the Canadian channel. Today we close the arc as we sit down once again with HPE’s Vice President of North American Channel and Partner Ecosystems, Jeremiah Jenson. It’s a conversation that takes the temperature of the show floor after three days of partner meetings, looks at where the biggest margin opportunities actually are for partners, and asks what one thing Canadian partners should stop doing and start doing as they head into the second half of 2026. Let’s get right into it. My chat with Jeremiah Jenson. Interview: Robert Dutt: Jeremiah, thanks for taking the time. Once again, good to catch up with you. Jeremiah Jenson: Yeah, great to see you, Rob. Thanks. It’s Wednesday afternoon at Discover as we sit down, and the good news is you’re still standing. That’s a win in its own right at this point. You’ve now sat in a lot of rooms with partners who have heard the full story that we talked about in the previous podcast we did together. I’m curious your thought on the temperature, the reaction, what’s landing differently in the conference room than it did on the keynote stage, that kind of thing. Jeremiah Jenson: I mean, the temperature is phenomenal. There’s so much excitement about… There were a lot of announcements this week, but the clarity of message, while I say it this way, we’ve packed a full month into this week, but the clarity of that message and how it’s being very clearly communicated, clear opportunity for partners to go execute on and take advantage of that very real opportunity that we have right in front of us. So I think it’s landing really well from a temperature standpoint. I mean, white hot, I mean, there’s just a tremendous amount of excitement. Robert Dutt: I want to start with a thing that I felt got one of the strongest reactions on Monday, the 30-day validity terms announced. Now the partners have a few days to process that, as well as the quote-to-cash stuff and the expanded credit terms. Is it changing the feel of the deal conversation or is it still a, you know, we have to see it roll out before it does? Jeremiah Jenson: I think it changes the feel. It did get a very strong reaction. It got the strongest reaction in the room. I think one thing that it says, it’s a very clear proof point about how we’re very in tune with the market. We know that it’s been a very difficult situation with what’s going on in the industry with rising commodity costs and things along those lines. And it’s a very clear proof point around how we’re listening to our customers, how we’re listening to our partners, and changing how we can help support them through this time. So I don’t think it’s a wait and see. We have a very clear proven track record of building and earning trust with our channel community. And now we’re executing. So we are what, two and a half days later, a day and a half later, and executing. Robert Dutt: On Monday, on the podcast we ran Monday, you asked partners to go one more mile to consider bringing, you know, one more HPE product line to their customers. Three days later, are you seeing an appetite for that? And that was certainly also a theme throughout the event is the idea of cross-selling and representing more of the portfolio. But I’m curious what you’ve seen in terms of appetite for that, or is it still a heavy lift in a situation where a lot of partners are trying to go deeper and do better in single areas? Jeremiah Jenson: Yeah. So a little bit more about that for your listeners and for those of you who have not met personally, I use the one more mile thing. I’m known as long distance runner. It’s my hobby. It’s something that I’m passionate about and I’m happy to get distracted talking about. But the analogy lands really well. Can we just do one more? And again, back to how clear the message has been, how clear the opportunity is right in front of us. And we are seeing partners adopt that cross-sell motion, but it’s also beyond just cross-sell or upsell or something along those lines. It’s a very clear opportunity to help them grow their business. It’s not just, okay, would you like fries with that? It’s you’re really good in the data center. Now you have a data center networking opportunity that not only can you take that to your existing customer, but you can build your business around that expanded opportunity that we now offer you. And that is very real. So love for you to run another mile with us. We had our inaugural 10K run this week as well. But at the same time, we want to help you grow your business in yet another direction. Robert Dutt: What’s the signal it tells you that partners are buying into that and are succeeding in expanding beyond? Whether it’s adding networking, if they’re a traditional compute and storage house or whatever that expansion is. Jeremiah Jenson: We see a very clear signal, a very strong signal in how partners are adopting the Partner Ready Vantage Triple Platinum Plus framework. We are seeing partners move up that stack and across the portfolio in a very meaningful way. That is a very clear proof point, not only in the opportunity in the market, but how we’re supporting partners to take advantage of that opportunity. Robert Dutt: And that’s Triple Platinum Plus is a big ask. There’s a lot behind it, but it sounds like there’s some real momentum too. Jeremiah Jenson: There is real momentum. It is a big ask because there’s a lot of very real dollars, but I would also say don’t get consumed with, “Oh my God, I’ve got to get to Triple Platinum Plus.” The framework around how that program lands around the different centers is very attainable to help you grow. Again, back to the mile analogy, one more mile at a time. No one goes from running a 5K to a marathon. We’d love to help get you there. And at the same time, let’s go through the right training, the right enablement, and the right support process to get you there. Robert Dutt: All right. What’s the conversation you’ve had this week that surprised you? Not the one that you expected you have, but the one that partners are bringing to you that maybe caught you a bit off guard or just weren’t expecting to be as big a focus as it has been. Jeremiah Jenson: Yeah, I mean, networking is front and center. I don’t know that I want to say that I was surprised by that, but I will say the energy and excitement around networking, HPE networking, how the progress we have made over the last year has just been absolutely phenomenal. So that’s first and front and center. And it really starts with how we’re integrating and accelerating our efforts there. Another thing that I would say that is really just an equal amount of excitement is the Great VM Reset. So some of the announcements we’ve made around Morpheus Enterprise, VME, how we’re working with partners to take advantage of the Great VM Reset. Look, no one’s looking for a greater expense. So the 90% cost savings opportunity that’s out there, there’s just a lot of momentum in a couple of these very, very strategic areas. And to put a finer point on it, sometimes historically, you get through the base of the business and then you try and work into some strategic areas. We are starting from the strategic areas. We’re starting from networking. We’re starting from Morpheus Enterprise and VME. We’re starting from storage and then bringing the rest of the very strong pieces of the portfolio along with us. Robert Dutt: Canadian partners are a specific cohort and usually aren’t terribly shy about sharing their opinions on things. I’m curious what you’re hearing from the Canadian contingent that feels distinct from the broader North American channel. In terms of data sovereignty, in terms of market relevance, those kinds of things. Jeremiah Jenson: Yeah, I mean, I’d love to meet a shy Canadian partner first and foremost. I mean, they have a very clear voice and a very clear, passionate point of view around what is important to the Canadian market. So certainly there’s data sovereignty. Data sovereignty is really important to them, but then there’s also other pieces around what’s going on with things like provincial governments. I’ve had a number of conversations around what’s going on with what I will call broadly the public sector space in Canada. We had a very deep conversation around provincial business and how we can work together with partners to help capture that. And that was very distinct and a very, well, certainly a new opportunity and an area for us to grow, but also had a very clear point of view that comes from a Canadian perspective. And then of course, there’s data sovereignty. There’s the requirements of how Canadian partners are helping Canadian customers. And I always love the Canadian cohort, just their passion, their commitment to their country and to their business, and the fact that doing business locally is important. And that’s where, just from my standpoint, they have a level of intimacy with their customers that I could never… We as HPE don’t intend to and don’t want to replace. We simply want to help and accelerate that because they have a level of knowledge that I will never understand. Robert Dutt: Fidelma Russo framed the enterprise AI shift this morning as moving from pilots to production systems. For a partner listening to this, what does the unlock look like practically and what do they need to get ready for? Jeremiah Jenson: I mean, the AI phenomenon isn’t a future opportunity. It is here right now. I’ve said that a couple of times. It is here now. So it’s not pilots. It’s how are we helping them just accelerate that with customers? And I say the word accelerate a lot, but to make it a little bit more real, what I would ask Canadian partners to do to get ready for is frame a point of view. AI is a very broad, amorphous topic. Agentic AI is very real, but there are pieces of this phenomenon that partners should have a clear point of view on, whether that’s getting the data structure in the exact right place, whether that’s the security angle and what we’re doing to help with our software components around security for AI, or whether that’s what we’re doing around agentic AI and having the right governance and control. But it all starts with what is the customer business problem that we’re trying to solve and then working backwards from that and how we enable the partner to help solve that business problem. But it’s incumbent upon the partner to have a very clear point of view. And we will underpin that and enable that with our programs, with our technology and with our capability in partnership with them. Robert Dutt: Similar idea, but from a partner financials point of view, where do you see the biggest actual margin opportunities for partners in the AI and the agentic AI shift right now and into the near future? Jeremiah Jenson: I mean, directly the largest margin opportunity is in the services aspect. So partners that have a very mature or have built out a services practice, whether that’s professional services or whether that’s managed services practice customers are looking for a partner who can help them make that requirement to insert AI into their business. They’re looking for them to help that become a reality. So that’s the first part. So we’ve got a number of capabilities, whether that’s partner branded services or things along those lines, but services is always the most profitable piece of the business. Beneath that, I think it’s really important for partners to understand where is their business, where is their business, who is their customer base and what are they looking for and whether that’s our networking business, whether that’s our cloud business or whether that’s our AI business. So we have award winning programs to support that. We’ve announced a number of new things, whether that’s NBO in the new business competitive takeout in the storage space, NBO for compute. There’s new business opportunity compensation on the networking side. So there’s a number of different places and it’ll depend on the partner’s business, but there’s a fantastic margin opportunity across the portfolio. Robert Dutt: There’s a lot of aggressive actions going on here. In terms of you’ve got a Cisco displacement opportunity, you’ve got the VMware migration opportunity, you’ve got some of the things you point out. I’m just, I guess I’m curious how you’re prioritizing those competitive opportunities within the channel and for a partner with limited bandwidth, where would you suggest they focus? Jeremiah Jenson: Yeah, I mean, I think it’s a difficult question to ask and the reason it’s difficult to ask or it’s difficult to answer is because every partner has a different go to market and has a different strategy. We, I wouldn’t prioritize any one area above the other because there are networking partners that have, I’ll give you a couple of examples and proof points. There are networking partners that have come to us from the Juniper side or from the Aruba side, what we now call HPE networking. That are now expanding directly into our PC AI business. I had a meeting this afternoon with a very sizable partner who historically has been from the networking side of the business that saw an opportunity to expand their business into our AI business and they’re leading with PC AI as an example. We see other partners who have historically been very strong data center partners and see an opportunity from networking and have are very strongly adopting our Marvis solutions and our data center networking solutions and are bringing that to their customer base and using that to take new market share with Cisco. So what I would say is partners have chosen a very strong point of view. They understand their customer base and they’re expanding with our portfolio to very strategic adjacent areas. Robert Dutt: I sat down with Brad Shapiro a little while ago from the HPEFS side of things and got the view of how things are going and what kind of struck me about that conversation was the way that they’re getting closer with the business units and being able to sort of better present the whole thing. I’m curious how you’re viewing financial services in the channel org and the opportunity there to remove friction, to make deals easier to do all the things that they’re going to. Jeremiah Jenson: Yeah. HPEFS is a strategic weapon and a strategic enabler of the business. Full stop. What they’ve done with that 90, there’s a current initiative called the 99 promotion that they have around how they’re helping customers overcome some of the financial hurdles to get to a full modernized hybrid IT infrastructure. And so their integration and the just interlock between the different business units to help unlock that opportunity for customers. It was very clearly an opportunity is very clearly a situation where we saw an inhibitor of the business HPEFS as a strategic partner to us to help unlock that opportunity. And I would just use that as an opportunity to say how leaders such as Brad Shapiro or any other leader of any other business unit are working together to solve for customer problems and help them get to where they need to go. It’s just a very clear proof point. So that 99 for your partners out there, have a look at that 99 opportunity and how we can bring that to customers sooner rather than later. Don’t use it as a diving catch. Get it in sooner. Make it a part of what you do day in and day out. Robert Dutt: By the time this episode airs, listeners will have heard from three Canadian partners that I talk to this week, Compugen, Powerland, Long View. Without knowing what they told me, what’s the one thing that you’d hope that they’re telling me about how they’re working with HPE right now? And maybe one thing you worry they might have said. Jeremiah Jenson: Well, I don’t know that I worry about anything that they would have said. Those are all very strong Canadian partners. They’re all very strong HPE partners, Hewlett Packard Enterprise partners. And we’re excited about our growth plan with each of them. They are all leading in different areas. So from a Powerland standpoint, I suspect there’s probably a conversation around GreenLake and how they’re taking GreenLake a little bit more broadly. They have headed back to what I said earlier. That is a partner that has a very clear point of view with their customer base and how they are using some of our more strategic pieces of the portfolio to really drive a strong customer outcome. You mentioned Compugen. Compugen love what they’re doing in Toronto and more broadly and how we’re working together with them to really… That’s a partner we really listen to in terms of what they’re seeing from a market standpoint, from a pricing standpoint, and how we can execute faster. And so they’ve been very tight with us in terms of how we need to frame some of our policies and how we need to accelerate based on real world customer feedback and work from there. And then from a Long View standpoint, I sat down with Dave this week. Great man. Love to see what they’re doing and how they are expanding their business across the portfolio. They’ve got a very strong, again, very strong clear point of view, what we want to do around storage and networking especially. And so again, they’ve understood the pieces of the portfolio that are very relevant to their customers. And we were just very explicit about what we are going to do together to help grow that piece of the business. So that’s what I… If you can learn from those three partners, if nothing else, have a very clear point of view. Robert Dutt: All right. One of the things that Canadian partners always raise is the issue of data sovereignty. The sense that being north of the border means different rules, different customer expectations, sometimes different product availability. Where does that show up in your priorities in the channel org in the second half of the year? Jeremiah Jenson: Well, I guess I would frame my answer this way. The rules are different. And that’s where Canadian partners are so valuable, not only to me, but to the broader Hewlett Packard enterprise. Though the partners that are in that market have a depth of understanding and a depth of knowledge of those requirements and are really helping to put the right, whether that’s, I want to say solutions, a word that is too often used, but at the end of the day, they are solving business problems around those requirements. You know, data sovereignty, product availability, what level of service is offered based on whether that’s location geography, whether that’s in the provincial government or whether that’s in a commercial customer, they have an understanding. And I think that that’s the piece that is so valuable about the channel is they have a level of understanding and a way to work with us to help satisfy the customer. So I’m hearing a lot about data sovereignty. I’m hearing a lot about pricing requirements and things along those lines. I mean, let’s be honest, some of the feedback that we heard from Canada was some of the loudest feedback that we heard in terms of, and that helped us make the change that we did around 30-day quote validity. So we made some very specific changes and Canadians were by no means the quietest voice in the room. And, you know, we’ve mentioned some people here today that were very clear in their escalations and what they needed to service their customers. Robert Dutt: All right. If you’re a Canadian partner listening to this, you know, what’s one thing that you’d like them to stop doing and one thing they should start doing? Degree of difficulty. The answers are not selling the other guys and selling HP. Jeremiah Jenson: No, yeah. You know, I don’t ever have the ask of stop selling the other guys. At the end of the day, we have the right products. We have the right program. And we are going to earn our place based on our channel heritage, based on our predictability and based on the trust we will earn. So I have a tremendous amount of confidence that when we work with channel partners, we will win based on our predictability, based on our trust, based on the quality of products and programs that we put in market. So I don’t have that ask of partners. We are going to earn our place very intentionally. So my ask of them, the one thing to do is, I say it a lot, but pick a point of view. There is a place in this portfolio where we can help one another and help your customer produce the business outcome that they want. Let’s identify what are those one or two things that we can do together to help go that extra mile. How can we run one more mile together? That’s my ask. The other piece that I would ask is to what not to do is, I think the past helps frame where we want to go, but we don’t have to worry about what used to be. We don’t have to worry about what used to be with HPE or going all the way back to HPE or to Compaq or things along those lines. I’ve been back at HPE for a year now and the past helps frame where we want to go. So my what not to do is we don’t have to worry about what used to be. What we do want to help do is where are we going. So that’s the way I would say that is it’s a new day. We are on the front foot. We are very aggressive about where we’re going and what we’re going to do. And come join us. Robert Dutt: Let’s talk about that future a little bit. Where do you want the HPE channel to be on January 1, 2027 that it is today? What are you kind of focused on for the back half of the year? Jeremiah Jenson: A back half of the year, just to be, if you will, a little bit more point in time. I have some very clear goals around our networking business and to make that a little bit more real, the data center networking business, our wireless business, our campus and branch business is performing very well. Our data center networking business is also performing very, very well. And so I’ve reset some targets higher than they were around our data center networking business. So I have some very high expectations around data center networking. So I would love the Canadian channel to lead that charge from a data center networking standpoint. Also our hybrid cloud business. So we have very clear expectations around VME certifications and things along those lines because customers are demanding a different level of outcome from their virtualized environments. I mean, let’s be honest, no one is looking for more Broadcom in their business today. There isn’t customers saying, I’d like some more of that. I want to be treated more like that. And we have a very clear solution. And so we’re looking at VME certifications and you see how we’ve put out the virtualization competency and then we’re helping partners use VME for IT so that they can drink their own champagne. So I want Canadian partners and I want North America to lead the way globally around VME certifications. So I have some very high expectations around our hybrid cloud business. That also extends to our storage business. Our storage business is growing at triple digits. It’s phenomenal with what we’re seeing there. And so storage is another piece. And then by no means last, but the third thing I would say is I have very clear goals around co-selling, what we call co-selling. How are we bringing the HPE Salesforce, which is a very different sales force now. It’s a growing sales force. It’s one, Phil Mottram, our chief revenue officer, is making investments in North America sales. How do we get our sales teams together with our partner sales teams and again, go to a new customer, a new opportunity, go take that extra mile? So it’s those three things. Robert Dutt: All right. Similar idea, but waking up January 1st of next year, what will be the metric or two that would tell you that Discover 2026 was a turning point for some of these important changes that you see coming? Jeremiah Jenson: Yeah. What’s interesting is just the conversation has at Discover or some of these sort of events, you always kind of start with the base of the business, the core of the business, and then you expand the conversation to some of the strategic areas. This year is very different in that we are working from the networking, the hybrid cloud pieces of the business, the software pieces of the business, and that has been the conversation all week, and it’s been really exciting to see. So waking up January 1, knowing that it’s real, we will have surpassed the raised expectations that I had around the networking business. We will have surpassed our expectations around hybrid cloud, Morpheus Enterprise, and storage. And then I also want to see us look at very strongly how do we accelerate our compute business, our AI business? That is, we’re producing very real customer outcomes. How do we take that to the rest of the market that hasn’t yet taken the first step around AI? So that’s the third thing I would put in there. Robert Dutt: Okay. Not so much a strategy question as a human one, but what’s one moment from this week that you’re going to, you think you’re going to remember six months from now? Jeremiah Jenson: Six months from now, what’s a moment? I will certainly remember the 30-day quote announcement. Six months from now, that’s more of a human moment. Also, I mean, just the connections that we’ve had, you know, as much as that’s maybe a straightforward answer, one thing my boss and I did, we had a, I mentioned running earlier, we had a 10K run for the first time that kind of came up as a thing. We had some Canadians join us. It became an international event. We had a South African that was there. We had a couple people from the UK. It just kind of organically grew, and it’s nice to see people really come together. That has been really nice. One other thing, you know, six months from now, the World Cup is ongoing right now. So just to call that out, it’s the first time I believe I don’t have the history that the rest of the world does with the World Cup. But just to see that happen and how that’s brought together, the fact that it’s in North America, and you can have some of those ancillary conversations and really frame some lasting bonds around some of that. You know, the tie for Spain or things along those lines. There have been things like that, and those common experiences that we have together are helping us build strong bonds from which we can grow the business. Robert Dutt: Working for HP, are you contractually required to be a fan of the Argentine? Jeremiah Jenson: I am not. I’m not contractually obligated. I personally, I love a good international competition, whether that’s the World Baseball Classic, the Olympics, the hockey, instead of doing the All-Star Game, you know, what they did with the Tournament of Four, this last. I love that sort of stuff. I’m not an Argent as much as Antonio might be upset about that. Nothing against Messi. I’m sure he’s a phenomenal player. At the end of the day, I’m an American. I’m going to cheer for the United States. But I also back the pack. So when it comes down to it, it’s going to be a, I’m going to cheer for the North America side of things, whoever that may be. Robert Dutt: There you go. Last one for me. When we talk next, whether that’s at Discover Next Year, hopefully sometime ahead of that, what do you hope we’re talking about? Jeremiah Jenson: I mean, I hope we talk about how we’re seeing compounded growth. We’re seeing acceleration in the business across the portfolio now. I hope we’re talking about how we compound that. How do we, you know, it’s, you know, growing at the pace that we’re growing to continue to that growth on a larger number would drive compounded growth. So I would love to see the pace, the percentage at which we’re growing be continued. I’d love to have that conversation next year. And we’re going to do that with partners. Robert Dutt: Good answer. And I don’t know how many partners are going to turn their nose up at the idea of compounding growth. So I think who wouldn’t love that end there. Good. Awesome. I appreciate your taking the time once again, safe journeys home. And thanks for thanks for helping us out so much running the channel over the last, the last couple of weeks. Jeremiah Jenson: You bet. Rob, thanks. Always good to talk to you. Show outro: There you have it, Jeremiah Jenson from HPE. I’d like to thank Jeremiah for making the time at the end of what was a very long week in Las Vegas and the candor he brought to the conversation that could easily have stayed at the level of talking points. A few things I’d like to take away from this one. First, the energy around networking isn’t just keynote rhetoric. Jenson is resetting targets higher for data center networking specifically, and he’s looking to the Canadian channel to lead part of that charge. Second, the 30-day quote validity landed because partners were loud about it, and Canadian partners were among the loudest. That matters. And third, the through line of this whole arc from HPE Discover is that the company is trying to shift from a base of the business story to a strategic front foot story. Networking, hybrid cloud and the VMware reset aren’t afterthoughts anymore. They’re the opening argument. If you’re just catching up on the full series, you can find all of our coverage from HPE Discover 2026 waiting for you on the In The Channel feed, partner interviews, product deep dives and day-to-day dispatches on The Buzz. Thanks for listening. You can find the podcast on Apple Podcasts, Spotify, YouTube, most other podcast directories. If you like what you hear, a rating or review goes a long way to helping other Canadian IT professionals find this channel. Until next time, I’m Robert Dutt for ChannelBuzz.ca and I’ll see you in the channel.

Unlock the secret to turning your story into a powerful, lasting business asset—without wasting years or money. Henry DeVries, a renowned marketing expert, reveals how publishing a book can become your most effective lead magnet, authority builder, and distribution lever in today's digital world. Whether you're a founder, entrepreneur, or dreaming of leaving your nine-to-five behind, this episode uncovers the exact steps to get started—and why acting now can redefine your success in 2026.Henry shares jaw-dropping stories from working with giants like IBM, Kodak, and Hewlett-Packard—showing how a single book or article can open doors you never imagined. He discusses the real leverage today: distribution channels like Amazon, Audible, and print-on-demand that make getting your message to the world easier and more affordable than ever. You'll discover how to navigate the publishing process efficiently, from crafting a compelling framework to utilizing YouTube and social media for maximum reach. Plus, learn Henry's "Magnificent Seven" marketing strategies that turn your book into a sales, speaking, and networking machine.In this episode, we break down:Henry's personal journey from banking on expensive marketing to becoming a bestselling author and publisher.The step-by-step process for authors and founders to create impactful books in months, not years.The distribution hacks—print on demand, e-books, audiobooks—that turbocharge your reach globally.Proven marketing frameworks, including hosting webinars, leveraging podcasts, and building online authority.How to turn your book into a business-building tool that attracts clients, partners, and speaking opportunities.Why does this matter? Because if you ignore the power of publishing and distribution, you risk falling behind in an increasingly content-driven world. The opportunity is enormous: a well-crafted book combined with strategic marketing can catapult your visibility, credibility, and revenue—faster than you think.Henry DeVries is a marketing veteran, author of 20 books, and founder of PersuadeWithAStory.com, known for helping entrepreneurs and executives amplify their reach through publishing and storytelling. His insights are battle-tested from decades working with Fortune 500 companies and countless founders, making this a must-listen for anyone ready to scale with purpose.If you're a founder looking to elevate your influence—whether just starting out or seeking the next big breakthrough—this episode is your blueprint for mastering the art and science of publishing and distribution. Hit play now and learn how to turn your story into your biggest asset in 2026 and beyond.

What if sales isn't about convincing people—but making it easier for the right patients to say yes? In part two of Dr. Lauryn's July From the Vault series, sales expert Nikki Rausch explains how better conversations, clearer invitations, and confident follow-up can help practice owners work toward making an extra $50,000 by the end of 2026—without becoming pushy, scripted, or fake.Nikki breaks down her five-step Selling Staircase, from creating curiosity and building rapport to discovery, proposal, and closing the sale. She shares how to ask better questions, recognize buying signals, gain permission before presenting a solution, reduce decision fatigue with clear closing language, and use circle-back calls when someone needs more time. This episode is a practical guide to treating sales as communication, leadership, and service.Key TakeawaysSuccessful sales begin with rapport. Adjusting your communication style, listening carefully, and asking thoughtful questions can make prospective patients feel understood instead of pressured.Follow the five-step Selling Staircase. Introduction, curiosity, discovery, proposal, and close provide a clear framework for moving conversations forward without prematurely jumping to the offer.Make the buying decision easier. Ask permission before presenting a solution, use direct closing language such as “Which do you prefer?” and give the other person space to process and respond.Follow up without chasing people. Scheduling a specific circle-back call can dramatically improve conversions, while a prospect who refuses the follow-up can be respectfully “blessed and released.”About the GuestNikki Rausch is the CEO of Sales Maven, a sales training and coaching company that helps entrepreneurs and service-based business owners sell with confidence, kindness, and credibility. With nearly 30 years of sales experience, Nikki began her career in the technology and audiovisual industries, becoming a top-producing sales representative and working with organizations including Hewlett-Packard, the Bill & Melinda Gates Foundation, and NASA. Since founding Sales Maven in 2013, she has become known for making the sales process simple, strategic, and authentic. Nikki is also an author and the host of the Sales Maven Podcast, where she shares practical strategies for improving sales conversations and closing more business without feeling pushy or fake.Follow Nikki: Facebook | Instagram | LinkedInListen to Nikki's podcast, Sales Maven: Apple | SpotifyClosing the Sale ebook for free: https://yoursalesmaven.com/slays Resources:Rich Doc Summer Series: A FREE summer training lineup for docs ready to use AI, systems, and strategy to create more freedom from the clinic. Register for one, two, or all three. Add 30-day replay access for $47 for all 3.Find all things Dr. Lauryn B including ways to work with herFollow Dr. Lauryn: Instagram | Facebook | LinkedInFollow She Slays on YouTubeMentioned in this episode:Clinic MindClinic Mind is the all-in-one EHR and practice management platform built for chiropractors — billing, documentation, scheduling, and patient follow-up in one place, whether you run a cash practice, take insurance, or are scaling to multiple locations. She Slays the Day listeners get an exclusive offer.Clinic MindHolistic Marketing HubThis episode is sponsored by Holistic Marketing Hub. Created by marketing strategist Molly Cahill, it's a proven Instagram system with a 500+ caption content library and a step-by-step curriculum that's helped 400+ chiropractors, acupuncturists, and other health pros fill their practices with right-fit patients. Enroll Now!Holistic Marketing HubINSiGHT CLAThis episode is brought to you by the INSiGHT scanning system from CLA, the tool that helps chiropractors show patients objective neurological data so the value of care becomes clear, fueling conversion, retention, and growth. She Slays listeners get preferred pricing, affordable financing, and a free Getting Into Scanning guide.CLA (Current)

When the tribes of Gad and Reuben ask to settle east of the Jordan, Moses hears a threat to Israel's future. Together we'll discover how the Torah and the Book of Joshua model a framework for the people to remain bound by one covenant while living very different realities. In a time when Israeli and Diaspora Jews face different challenges but share one destiny, we'll learn what the Torah teaches about belonging, responsibility, and building a Jewish future together.About Rabbi KotlerRabbi Jamie Kotler teaches Torah and Jewish texts at synagogue communities in the Boston area and beyond. She has served as chaplain at Fireman House (Hebrew Senior Life), and has served on the Boards of The Rashi School, and Mayyim Hayyim, and on the building committee for Newbridge on the Charles at Hebrew Senior Life.Rabbi Kotler grew up in Brazil and Mexico, the daughter of Holocaust survivors, with little religious practice or knowledge. She began studying Torah as a young mother of three. Her desire to steep herself in the texts and traditions she had missed as a child led her to enter rabbinical school at the age of 54 and was ordained by the Rabbinical School of Hebrew College in June 2016. Before entering the rabbinate, she was a computer programmer (EDS, TX and Hewlett-Packard, CA), a financial analyst (Advanced Cardiovascular Systems, CA), and a consultant to small businesses.Rabbi Kotler holds a BA in Biology from Brown University and an MBA from Stanford University Graduate School of Business. She is married to Harold Kotler, and together they have five grown children and six grandchildren.

Przez lata słyszeliśmy historię o genialnych studentach, którzy w garażach stworzyli Apple, Google czy Hewlett-Packard. To jednak tylko część opowieści.Czy sukces Doliny Krzemowej był wyłącznie efektem talentu przedsiębiorców? A może jego fundamenty powstały znacznie wcześniej – podczas II wojny światowej, gdy amerykańskie państwo i Pentagon rozpoczęły finansowanie badań, uczelni oraz technologii, które z czasem zmieniły cały świat?W tym odcinku Studia Bez Fikcji rozmawiam z amerykanistą Rafałem Michalskim o mało znanej historii Palo Alto i Doliny Krzemowej. Inspiracją dla tej rozmowy jest książka Malcolm Harrisa "Palo Alto. Historia Kalifornii, mit Doliny Krzemowej i technokapitalizm" https://mtbiznes.pl/przeswity/wydawnictwo-przeswity/technologie/palo-alto#książka 08:40 Eugenika w Kalifornii – mało znana historia15:05 Dlaczego właśnie Kalifornia?18:50 Dlaczego to USA wygrały wyścig technologiczny?19:57 Roosevelt, II wojna i narodziny nowoczesnej Ameryki24:36 Pentagon finansuje przyszłość27:31 Czy Pentagon stworzył świat nowych technologii?29:05 FBI, smartfony i inwigilacja33:56 Czy Dolina Krzemowa chyli się ku upadkowi?41:46 Teksas kontra Kalifornia47:01 Czy Ameryka oddała Chinom swoją przewagę?To rozmowa o historii, która pozwala lepiej zrozumieć współczesny świat.Jeżeli cenisz materiały pokazujące historię z mniej oczywistej perspektywy, zasubskrybuj kanał i zostaw komentarz. Chętnie poznam Twoją opinię: czy źródłem sukcesu Doliny Krzemowej byli przede wszystkim prywatni przedsiębiorcy, czy jednak państwo amerykańskie?JAK WSPIERAĆ KANAŁ:

Today we’re going to take you through the ins and outs of a technology company that makes the personal computers we use at work and at home. But here’s the twist. The company was founded all the way back in 1939 when there were no fully electronic computers, and where Palo Alto, Califonia was not a Silicon Valley hub, but an area filled with fruit orchards. Make a guess – bingo if you’ve guessed HP! HP’s founding story takes us back to the 1930s, when American culture was dominated by sound film and radio, made possible by electronic signalling. Inspired by the zeitgeist, two Stanford University friends, Bill Hewlett and Dave Packard decided to work part-time building devices in a Palo Alto garage. In 1938 and with only US$538 in capital, the duo invented the HP Model 200A, which was an oscillator that was used to test sound equipment. What was worthy of note was how The Walt Disney Company actually bought 8 of the HP oscillators to get movie theatres ready to screen Fantasia in 1940. The company was formalised as Hewlett-Packard in the 1940s, as a result of a coin toss to decide whether Bill or Dave’s name comes first, and grew in success over the years as the electronic industry expanded. But why are we speaking to HP you might ask? Well, per data by Statista, HP is a market leader in the global PC space, coming in at second place with a market share of 27.2 per cent in 2025. But what is the ongoing demand for PCs like? Also, what will the future of work look like with AI-processes embedded in employees’ workflows, and what does this mean for HP when it comes to new product designs and launches? How will AI adoption augment the firm’s growth trajectory globally and right here in Southeast Asia? Speaking of Southeast Asia, HP chose Singapore to launch Garage 2.0, an initiative where the technology company lends its engineering expertise and business insights to accelerate the growth of AI startups. But why did it choose to launch the programme in sunny Singapore? How important is Singapore or Southeast Asia to the firm? On Under the Radar, finance presenter Chua Tian Tian posed these questions to Koh Kong Meng, Managing Director, Southeast Asia and Singapore, HP.See omnystudio.com/listener for privacy information.

"I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." — Dr. W. Edwards Deming In this episode, Deming educator Balaji Reddie reveals the practices that are hiding in plain sight within most organizations. Practices that feel normal. That get celebrated. And that quietly undermine everything you're building. One example: arbitrary targets. An employee collected 2 million rupees in a single day — four times his target. He told no one and did nothing for four days. Because he knew his manager would just raise the bar. That single moment of silence cost the company a genuine breakthrough. This is what Deming called a "faulty practice." And there are many more where that came from. Host Andrew Stotz and Balaji dig into Chapter 2 of The New Economics — Deming's most overlooked chapter. They cover why ranking employees is built on a mathematical illusion. Why chasing quarterly results destroys long-term value. And why the best leaders, from Steve Jobs to Walt Disney, ignored the pressures that trap most organizations. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussions with Balaji Reddie. He's an educator and a trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is becoming aware of faulty practices. Take it away, Balaji.   0:00:26.0 Balaji Reddie: Good morning. Thank you, Andrew. So part three of our series, what we're looking at. So last time we met, we spoke about essentially Point number 14, because we outlaid his profound knowledge. And then I always said that he gave us a lot of clues as to what needed to be done. So I started out by reading some of the excerpts from the book, which we tend to ignore. And then he said, "Here's what I expect." So he expected leadership, a critical mass to be created, and then he gave attributes of a leader. So we listed 17 of those points, which we said principles of leadership. And now once you've created that critical mass and there's someone who's taken the lead and there are a bunch of leaders, maybe, so what do we do next? So when you start becoming aware that you are now in a prison, so to say, because that's what he said here, that they feel it's a fixture, and this is the way things are, this is how things always have been. So he says, "No, you need to understand that these things are wrong." Right? And you first need to become aware, and then we need to look at what needs to be done, perhaps. So he's given some suggestions, and you could always adapt and adopt this. So most of this would be taken from the book, The New Economics, chapter two, which he has titled as "The Heavy Losses." Now, remember, when he wrote this book, it was after the other book, Out of the Crisis, where he had listed his 14 Points. Yes, but he also listed diseases and obstacles. And people tend to ignore that.   0:02:18.9 Balaji Reddie: In fact, I remember having a chat with Bill Bellows on this, and I said, "Diseases and obstacles." And he said, "Obstacles?" I said, "Yes, he has listed 16 obstacles in Out of the Crisis." And he said, "Oh, wow." And he took his copy and he said, "Oh, yeah, you're right. There are 16 of them." And so sometimes you see things that you normally would not see. So when he wrote this, initially, I think many people thought that it was just an extension of those Diseases. But when you start looking deeper, you'll find that he became more elaborate in what he listed as the heavy losses. So he says here that these are things that you start observing and you say, "This is not normal." So the language that he's used is pretty, pretty clear. Present practice, so faulty practices. The present practice, and he says these are only reactive. You only need certain skills and not nearly any theory of management. Whereas when you opt to go to a better practice, you need a theory. So let's start with the very first faulty practice. And this stems from his 14 points too. He says, "Lack of constancy of purpose, short-term thinking, and emphasis on immediate results. Think in the present tense, no future tense." And then he becomes more elaborate and says, "Keep up the price of the company's stock and maintain dividends."   0:04:02.0 Balaji Reddie: Which, well, okay, it seems like you should not do that. No. He says here, you fail to optimize through time. Make this quarter look good, ship everything on hand at the end of the month or quarter, never mind its quality, mark it as shipped, show it as accounts receivable, and defer till the next quarter repairs, maintenance, and orders for material. Just a word here, in the new edition of The New Economics, there's been a spelling mistake there. So if anyone's listening, you can just correct it in the next edition that comes out. Instead of "defer till the next quarter," he's written "defer toll the next quarter." So we need to correct that in the next printing. Now he says here, a better practice...   0:04:52.1 Andrew Stotz: And before you go to there, can we just talk about this for a second?   0:04:56.1 Balaji Reddie: Sure.   0:04:57.8 Andrew Stotz: One of the things that, having been a financial analyst all my career, we get quarterly results from companies in the stock market. And in my own business, of course, I look at monthly results because we close the books every month. And it's definitely one... Donald Trump recently came up with the idea of telling companies not to report quarterly results. And I believe the Singapore Stock Exchange also came up with the idea of maybe we'll reduce the amount of reporting to maybe half-yearly, because we do have half-yearly reporting in some countries, right?   0:05:39.6 Balaji Reddie: Right.   0:05:40.9 Andrew Stotz: But having learned the teachings of Dr. Deming many years ago, long before I became a financial analyst, I always thought, I never really got this one because I thought, what an idiot you would be if you're running a company and all you could see was the market's demand for quarterly performance. And I've always admired those people, I think Jeff Bezos was one that really made it very explicit. "If you're here for quarterly performance, you're not gonna get it." And so I always have said to CEOs, having seen analysts and fund managers, I've visited, taken fund managers more than 1,000 times to meet with CEOs, and CEOs ask me, "What's your advice from seeing all that?" And I said, "Don't listen to this too much." Take it on board, what the discussions are about, but you're the CEO. Your job is to optimize the value of this business. And that means, that doesn't mean making quarterly numbers, manipulating things to make quarterly numbers. So part of what I've said to people is, "Get a backbone. Don't come and complain to me, 'Oh, yeah, but the pressure of the market's quarterly.' Come on." You know and I know that the job of a CEO is to maximize the value of the business, not the quarterly result. So anyways, that's my little pet peeve.   0:07:13.6 Balaji Reddie: Yeah. Yeah, that's right. And if you look at even Jobs, Steve Jobs, when he came back as Apple CEO, he had the nerve and the spine, like you said, to tell the board, "Don't judge me on this. It's gonna take time. And believe me," he said, "someday you will see results." Now, unfortunately, he was not there to see what he's created, but I think anyone in Apple can safely say that they're growing because of the foundation that he laid so long back, right? And I think that was one of the major reasons why he did not make Jonathan Ive as the CEO, because he wanted him to focus on the product and the customer rather than the quarterly results. And I don't think Apple ever played it by quarterly results.   0:08:04.9 Andrew Stotz: Yeah. And here's a good book called Competition Demystified by Bruce Greenwald. And there's a passage in here that's interesting because he published the book back in 2005, so it was long before Steve Jobs really made the company profitable. And he had basically gone through and explained the situation at that time as a strategist looking at the company. And what he said, it says, he just said that "Jobs had managed to restore operating margins, but Apple survived, it had hardly prospered, its future does not look bright." And I use this as an example in my strategy class to help people understand that when you're building strategy, you're thinking long term. And the ecosystem that Steve Jobs created, the value of that ecosystem didn't really truly appear until many years after he was working on it. So anyways.   0:09:06.6 Balaji Reddie: Yeah, so that's a classic case here.   0:09:11.1 Andrew Stotz: Let's keep going. You're on a roll.   0:09:14.5 Andrew Stotz: Oh, that's okay. So now better practice, he says, theory of management. Now see what he writes here. He says, "Adopt and publish the constancy of purpose." Now, that's one of the things that he also changed in his 14 points in the 1990 edition, which he never really published in a book but he gave as handouts in his seminars. Earlier on, it was "Create a constancy of purpose," but he says now, "Publish it." And it should be a proper statement, right? And he also said not just for the company, but for other organization. Now, he perhaps was envisioning or he already saw what is happening in the world today, that it's not one company against another, it's a family of companies against another family of companies, if I may say so. And these companies are globally dispersed, so there has to be something that binds them together, and that's the constancy of purpose. And purpose is why we exist, right?   0:10:13.4 Andrew Stotz: And I want to ask about this.   0:10:15.3 Balaji Reddie: Right.   0:10:16.2 Andrew Stotz: Professor, can I ask you about this?   0:10:18.4 Balaji Reddie: Sure. Right.   0:10:21.0 Andrew Stotz: Because if we go to Out of the Crisis, he has his section, and this for me is on page 24, but I don't know what edition I... Maybe I have an old edition, but it's the chapter "Principles for Transformation." He's gonna talk about the 14 Points, and I want to talk about the first point. And the first point is "Create constancy of purpose for improvement of product and service."   0:10:45.8 Balaji Reddie: Yeah. This is the old edition, 24.   0:10:48.6 Andrew Stotz: And the question that I have is that was he saying... Because now you've said in The New Economics he says constancy of purpose. He just states constancy of purpose. He doesn't say "for improvement of product and service." So my question to you is, is he saying that the constancy of purpose should be about improvement of product and service, or is he saying your constancy of purpose could be any purpose, but you just need a long-term purpose?   0:11:22.8 Balaji Reddie: Yeah. And he says that anything that help people to live better and have a market. That's on page 25. So whatever you do, your purpose should be to make life better, right?   0:11:40.2 Andrew Stotz: Right.   0:11:40.7 Balaji Reddie: And the product is just the manifestation of that. It's the outcome, correct? For example, if you talk about Walt Disney and his statement of purpose, he made a very telling statement, right? And how he came to write that down as a very fascinating tale. But he said, "I'll do anything to make a child smile. I'll do anything to make a child smile." So all that you see was aimed at the child, right? Whether it was the merchandise, whether it was the animated films, whether it was the actual non-animated films, if I may say so. And then, of course, coming out with Disneyland and then Disney World. So whatever he did was for the child. And then after he passed away, they lost that. I think they wanted to just sustain what they had attained, but there was nothing new coming out of Disney. And slowly people started encroaching on their turf, so to say. You had someone like a Steven Spielberg who made ET, and that really pulled the rug under their feet. And before they knew it, there was Goonies and Gremlins, and they were really crumbling. And they thought, "Let's join hands with the devil," and so they hired him to make a film. And that did very badly.   0:13:01.9 Balaji Reddie: We also know that Hook, which was supposed to be on Peter Pan, et cetera. And then they were in a crisis and said, "What do we do now?" And most of the top people were just washing their hands of everything. They were the employees who were left, many of them who had worked with Disney, and they said, Sony was very keen to buy them out. And they said, "We need to keep them out, and how do we do that? The only way we can do that is to make a comeback and let's make another film. And we've not been doing anything original, so let's go back to the drawing board." But they said, "We need something to guide us." And that's when they discovered what Walt Disney had written, "I'll do anything to make a child smile." And they said, "What a shame. We forgot the child. We hired the best, but we didn't do anything for the child." And they added one more sentence there. "Anything to make a child smile, and there's a child in every adult." That's how they created Honey, I Shrunk the Kids. Unique idea.   0:14:03.0 Andrew Stotz: Right.   0:14:03.9 Balaji Reddie: You can see it's a statement of purpose that brought them back.   0:14:07.6 Andrew Stotz: Okay. That helps me to understand that what he's talking about, according to what you're saying, is come up with your purpose.   0:14:14.4 Balaji Reddie: That's right.   0:14:15.3 Andrew Stotz: Okay.   0:14:15.6 Balaji Reddie: And he of course also added the word "aim" later on, which is that direction, because he says there, "Where do we wish to be? And then by what method?" So you should know whatever you do should go in the right direction. So that's the first faulty practice, and also giving us a theory of what we need to do. So go back and try to rediscover your purpose if you don't have it, or maybe just come out with something and see what really ignites you, what really drives you forward. And he's given some bullet points here. No number of successes in the short-term problems will ensure long-term. Short-term solutions have long-term effects. So that's that statement where he said cause and effect are not closely related in time and space. Of course, management must work on short-term problems as they turn up, but it's fatal to work exclusively on short-term problems. So he tells us that there has to be some place where you need to stop and start focusing on the big picture. So that's the very first faulty practice. Now the next one is a real, real bucket of water on your face. "Present practice, ranking people, salesmen, divisions. Reward at the top, punishment at the bottom. The so-called merit system." At the top and bottom. It's an artificial creation because no matter what scale of measurement you use, there will be an average measure and there will be 50% above the average and 50% below the average. That's exactly what the word average means. So making these stupid claims that this is an above-average person or a below-average person does not really mean anything.   0:16:07.8 Andrew Stotz: Because what you're really doing is rewarding or punishing common cause variation?   0:16:14.9 Balaji Reddie: Well, that's one. But when you're artificially creating something which doesn't even exist, right? You're saying top half, bottom half. In fact, that funny statement where there's a headlines in England, this happened in England, which said studies have shown, and they spent half a million pounds on carrying out the study, that 50% of the children in England are below average nutrition level. You don't need to spend half a million pounds to figure that one out. That's the law of averages. And using that to judge people is crazy on some arbitrary scale that you've invented. And he goes on to...   0:17:06.7 Andrew Stotz: So the first question I asked was, is this just a frivolous or tampering with common cause variation? Or the other question that... Or is this part of psychology and the idea of demoralizing people through this type of behavior? Where does that fall in from the System of Profound Knowledge, let's say? Is it variation, psychology, or is it both?   0:17:34.5 Balaji Reddie: It's a bit of both.   0:17:36.4 Andrew Stotz: Yeah.   0:17:36.6 Balaji Reddie: Because if you talk about understanding psychology, what he meant, I think I used the word empathy, that we need to be empathetic. When you're talking about employees, what do you mean by empathy there? Well, we need to understand their learning processes. Each one of us has a learning process, but we have a different kind of a learning process. And then when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That's joy in work. He says that when you... And that takes time. And the ranking system or the merit rating system is an excuse for not having understood or making an effort to understand your employee. You're becoming lazy. You put the onus on them when actually the onus is on you. You have to find out what makes that person tick, if I may use the word resonates. What resonates with that person, right? And then put that person in the right job. He's been saying this from the beginning. It's fascinating that he said this in Japan when he was teaching the control charting there.   0:18:42.3 Balaji Reddie: He said if you draw the control chart for performance of a worker and then it's all within limits for a long period of time, despite all the training and all the lessons that he or she has been given, then he said, "I think it's time to move that person out from that job and give them some other job." Because they've reached statistical control. Any amount of effort put in will not result in a better output. You're gonna get the same thing. And if you want something else, then you need to shift them or maybe give them some better job, whatever it is. So he always had this, that we need to use these in tandem. And in any case, it's a System of Profound Knowledge, so all the four sciences work together, right? And if you want to ask me, when a person understands their purpose, I'm extending the statement of purpose here to the person, when a person understands why they're doing something, they always do the job better. So that statement of purpose needs to come in here too. Instead of ranking them, sit down with them and have a heart-to-heart with each one of them. This is back again to the 17 principles we discussed last time, that you have to spend some time with them.   0:19:57.9 Andrew Stotz: Okay.   0:19:58.3 Balaji Reddie: And understand what makes them tick. So he says "the better practice is to abolish the merit system and manage the company as a system. The function of every component, every division under good management contributes towards optimization of the system. That is, it's not compromise, it's optimize." We don't say either-or, it's and. And he says "differences there will always be, but the question is, what do the differences mean?" So that's where you can use control charting to figure that one out. And I told you how I did this in my company and I got the HR lady to finally say, "I think we need to remove performance appraisal." Performance management, yes, of course you need to have a system in place because I need to know where I am. Even when we later on come to the 14 Points, one of his most, according to me, most misunderstood points is point number three, cease dependence on inspection. But that doesn't mean you stop inspecting.   0:21:02.8 Balaji Reddie: And we will read that when we come to that as to what he meant. So you need to know what is happening, definitely. For that reason, you do need to have some system in place, but you cannot judge a person based on that. And so he says here that "ranking is a farce. Apparent performance is actually attributable mostly to the system." And a simple equation, that's my favorite, that's what we discussed last night too, Tim Higgins, when he said x + (x * y) = 8. And you've gotta solve this equation when you don't even know both. Both are unknowns. Then how can you figure out what is x and what is y? So the other factor, the Pygmalion effect, right? I think for those who are not conversant with the Pygmalion effect, the play by George Bernard Shaw, Pygmalion, which was made into the movie My Fair Lady, where he picks up a lady from the streets who was a flower seller, a flower lady, a flower girl. And he accepts the challenge of teaching her how to speak good English rather than what they call as Cockney English. And then it's like an experiment and a challenge and he starts teaching her. And then to test himself, he takes her to a party. And there she has one drink too many and she gets a little bit tipsy and then goes back to her old way of speaking, which really shocks the guests in the party.   0:22:41.5 Balaji Reddie: And he's very upset when they come back home and he said, "You'll always be a flower girl." And then she makes a statement, "Treat me like a flower girl, I'll behave like a flower girl. Treat me like a lady, I'll behave like a lady." And that's the Pygmalion effect. You start treating people that they're failures and then they have to live up to that reputation, right? So they continue being failures. You treat them well, so the Pygmalion effect comes into play. And of course, he talks about his red beads. That's an excellent experiment in bringing out many of his principles. Though he did not design it originally for this, that came much later. In fact, in Japan when he carried out the red bead experiment, it was purely for sampling. He invented that experiment for sampling. And he said that he broke down barriers and made things so simple for people. I think the lessons of management came much later at Hewlett-Packard where while he was explaining sampling and then when he went to what he was trying to teach them about management, someone jumped up, I forget the name of the person, who said, "But this is... So this is what you're trying to teach us with that sampling experiment." And then he suddenly realized he could use this. And of course, the so-called, and then raises in pay, et cetera. Yeah, whom to raise? Everybody within the system, blah, blah, blah.   0:24:13.4 Balaji Reddie: So I think last time I explained this about the roles, responsibilities and objectives, right? I borrowed this idea from another company in India where I saw this happen. When we removed the performance appraisal system, we came out with something which was quite different. We used to sit down with the people and explain to them what we intend to do as a company for the next four or five years and what their role is and what we expect them to... How do we expect them to contribute? But then came the next question. We turned around to them, "What do you expect from us as a company to help you grow in this direction or anything else?" And so they would give us certain expectations. And so we negotiated, came down and wrote things down. And then came the best part. We said we're gonna meet not once a year, but every month and as often as possible to discuss. That's why I loved it when the Deming Institute came out and were doing it, I'm sure they're doing it even now, in the two and a half day, from "me" to "we". So when we met every month, we used to ask the question, "How are we doing?" Not "What have you done?" "How are we doing?"   0:25:33.0 Balaji Reddie: And so when I heard that, I wanted to tell Bill Bellows I've been doing this since 2004. And when I heard the "me" to "we" thing, which was around 2017, '18, I think I saw that happen and I was, "Wow. All right." So thinking on the same lines. So the faulty practice, all right, when he talks about this, the second one and what needs to be done. Yeah, he gives some other advice also that if you're faced with problems, cut the dividend, cut it out. And that's, of course, when you're having hardships in the company. So he's given us a set of steps there too. And he says finally, if necessary, cut pay, but nobody loses a job. So, of course, those are extreme cases that we need to do, but he gives us advice what needs to be done. Now, the third faulty practice is incentive pay, pay based on performance. And I think that this has a lot to do with the arbitrary numerical targets that are set, right? And then, "If you do this, I'll give you that." So he says that the performance of an individual cannot be measured except maybe on a long term.   0:27:04.7 Balaji Reddie: He said reward for a good performance may be the same as reward to the weatherman for a pleasant day. He's got no control over it. And he says, "Abolish this incentive pay and pay based on performance. Give everyone a chance to take pride." I think you were talking about this last week too when we said about these arbitrary targets that lead to all of this, where somebody made a statement to me that, "The targets were a distraction to me from what my actual job was. My job is this. The target is just distracting me from my job." So very often people feel that way, right? And pay for performance, "I'm supposed to do this," right? And he gives an example. The top salesman may be a heavy loss to the company by overselling, selling to a customer a bigger copying machine than he, the customer, needs, right? And selling a bigger or fancy insurance policy than the customer can handle, promising immediate delivery, promising unauthorized discounts, et cetera, et cetera, right? It's the same thing, when one of my students was doing this, his internship project, he found that there was excessive inventories that were stocked up at an automotive company, at the authorized service stations and the sellers, and they had excessive stocks of components and that's why the sales had dipped over a period of time.   0:28:42.3 Balaji Reddie: Why were they holding so much of stock? Because the previous purchasing guy, or rather sorry, the marketing guy, forced these guys to buy extra, saying that, "I'll give you a discount," and things like that. And so they overstocked themselves to a point where they did not need anything because he had to meet a target. So he pushed it down their throat without really understanding what repercussions this would have. All right? And the problem with that pay for performance, it sounds good. Get what you pay for, pay what you get for. But the funny thing is you'll get only that much. Another case which I can tell you is how this student of mine was... His job during the internship was to collect receivables from the shops that were buying stuff. This was in the appliances, home appliances industry. And after they trained him to do that, how to call up the retail outlets and outstanding statements and then go collect the money, and his target was 500,000 rupees a day. 500,000 rupees a day collection. Now, one day he collected 2 million. My question is, do you think he reported it? Well, he did. And for the next four days he did nothing.   0:30:22.6 Balaji Reddie: Now, there's also a reason why he didn't report it. Because when you don't have Profound Knowledge, if he reported that he collected 2 million, immediately the manager would have said, "From tomorrow, your target is 2.1 million." Now, this is what happens when you don't understand variation. If you drew a control chart and you said that, "Okay, the average is so much, so I'm telling him to collect 500,000," and he's collected 2 million, he's done something special. As a manager, I'd call him and ask him, "Could you please tell me what exactly you did? Because you've not done what I taught you, otherwise you wouldn't have gone to this extent." Sometimes you don't know why you've been successful. The theory comes from the outside, right? So a manager with Profound Knowledge would sit down and have a talk and say, "Okay, you did this right. Now try doing this again." And he goes the next day and collects 2 million again, and then the next day and 2 million again. And then he comes and says, "Okay, boss, I'm ready for a new target. Raise the bar." Now what have you done? You've improved the system.   0:31:24.9 Andrew Stotz: We have new knowledge.   0:31:26.3 Balaji Reddie: We have new knowledge. And that's why, answering the same question what you asked me, it is a bit of both. So you need to understand that it's beyond... And we need to help the people understand why they've been successful. So better practice, here you go, is "abolish incentive pay, give everyone a chance to take pride." So when they start realizing, like this child, this student of mine, why he hit 2 million rupees that day, it would have been great. Instead, he just kept quiet. So see, you've lost an opportunity to really learn, to find a leverage point in a process which can take the process to another level. The next one he talks about is failure to manage the organization as a system. Instead, components are individual profit centers, everybody loses, right? And I think we have these separate business units, and he says here that they don't optimize for the aim of the whole organization. I think this is again, if you look at his Points number 9, 10, and 11, he very clearly mentions these because one thing leads to another, right? Break down the company into silos, each one focuses on what they're doing, and there's no communication, and they don't know their understanding the relationship of their work with the work of others.   0:32:54.9 Balaji Reddie: They don't even talk to each other. And he says here that "enlarge the boundaries of the system," but that comes when you understand your companies much better. And the system must include the future. Definitely, you start with theory. If this is what's happening in the world right now, this is how the world is going to change. Now he says, encourage communication. Now this part, a lot to do with Point number eight, drive out fear, where he says make physical arrangements for informal dialogue between the various components of the company regardless of level of position. That's a very telling statement. Encourage continual learning and advancement. Some companies have formed groups for comradeship in athletics, et cetera, all right, which provided facilitation for study groups. The company can well afford to underwrite the cost of social gatherings in outside locations. I can give you my personal example here. One of my college friends, and this was the time in the '90s when she came to America to do her Master's and then eventually started working in Ford, right? She did her Masters in applied electronics and she joined there as a design engineer. And that time, the world was a different place, and we Indians from India, we tend to be very, very conservative about a lot of things. We don't want to step on people's toes. So when someone says something, we, instead of opposing it, we keep our mouth shut.   0:34:32.6 Balaji Reddie: And so in meetings when they used to discuss and somebody brought up something and she said, "No, I think there's a problem," and they said, "What's the problem?" and she decided not to say anything, but eventually it turned out that she was right. And so the team members had a grouse against her that she doesn't share and she doesn't talk, she doesn't open up. Now what had happened was the HR lady in Ford, when she'd given her resume, when she asked about her hobbies and activities, one of the things she wrote there was dancing. Now she was learning a form of classical dancing here in India and obviously she could not continue pursue that in the United States at that time. So when that lady read dancing, she said, "You know, Ford sponsors ballroom dancing classes. So would you like to go for that?" So she said, "Oh wait, I learned a classical dance form in India. This has nothing to do with this." So she said, "Well, dancing is dancing. Why don't you just go? And we're paying for it, so why don't you go for it?" So she said, "I just enrolled in that class." Now, the first day when she went for the class, I don't know if you've seen the movie Shall We Dance, Andrew, but Richard Gere and Jennifer Lopez, and if you remember the first day, they tell you to hold your partner's hands and you're blindfolded and you follow your partner. It's about trusting the person in front, right? So she said when she went through that and she had to hold a stranger's hands, the whole barrier was broken.   0:36:08.2 Balaji Reddie: And she said, "I don't know, I had a different kind of a feeling when I came back to work." And she started trusting a lot more and it had an impact. Now, who would have dreamt that a ballroom dancing class could have changed my friend like this? That's Point number 13. You just have a theory that this will make that person a better person. You don't really do things to get a return on investment, but it works. So I think this is a beautiful paragraph by Deming where he says that there are ways and means of doing it and give it a shot. You have nothing to lose, right? Now he comes to the next one. Now this one, I think a lot has been spoken about this, MBO. But very clearly, he says "MBO as practiced." He does not blame Peter Drucker at all. In fact, he says Peter Drucker was clear that the objectives are interdependent and they're not mutually exclusive. He says, "Unfortunately, efforts of the various components do not add up. There is interdependence. Thus, the purchasing people may accomplish saving of 10% over the last year and in doing so raise the costs of manufacture and impair quality.   0:37:31.3 Balaji Reddie: They may take advantage of high-volume discount and thus build up inventory, which will hamper flexibility and responsiveness to meet unforeseen changes in the business." Peter Drucker was clear on this point. It's unfortunate that many people do not bother to read his work. In fact, let me just make a note that it was even Juran who said this, that having these kind of disjointed objectives can lead to a lot of problems. He said, of course, you can't be devoid. And that's why I think Deming has been very clear in chapter one of The New Economics where he says there are some things called as facts, right? Facts of life. So giving an arbitrary target is not a fact of life. He says here how he needs to improve that. So setting numerical goals, arbitrary numerical goals, I would say, right? Work on a method for improvement of a process. By what method? I think even Brian Joiner says that when you set this arbitrary goal. And now he goes on to explain that even further where setting a goal beyond the means of the process, they either distort the systems, distort the data, or distort both. Then management by results.   0:38:56.7 Balaji Reddie: Okay. Take immediate action on any fault, defect, complaint, action on the last data point. I think this again brings to the fore the understanding of variation where you need to look and ask questions and where you say, "Okay, I know this normally happens." So understand and improve the processes that produce that. Understand the distinction between common causes and special causes and understand the kind of action to take. So common causes, most of the time you need management to take action. There's a change in system. Yeah, there are some times when it is when a person close to the process can take that decision. Likewise, a special cause can be taken care of by the person closest to the process, but sometimes you need management action too. So that will always be the case, but it's rare, right? And so he talks about Sears, Roebuck, et cetera, and working on improvement of the process. The other one was buying materials and services at the lowest bid, right? Which he goes back to his Point number four, where he says here that it does not take brains to work with the cheapest. It takes brains to choose the best. Right?   0:40:23.4 Balaji Reddie: And estimating the total cost of materials and services, purchase price. Don't go by purchase price alone. And if I know right, Andrew, this was a point he was working on till the end of his life. You see the lady who was actually looking into the publication, the second edition of The New Economics, Elizabeth DiLorenzo. I was in touch with her because in my early days of my introduction to the Deming world, because I was quoting a lot from Out of the Crisis and The New Economics, and she was working for MIT Center for Advanced Engineering Study that used to originally publish his books. And she told me a very funny tale of how she was expecting her twins and at the same time she had to release this book. So the joke at MIT was, "What's gonna come out first, the twins or the book?" And since Deming was no more, she had to release that very quickly. So March '94 is when she released the book, and she said her twins were born some weeks later. So they are as old as this book. Now, she was telling me that till the end, the one aspect of what he was working on was, if you see the notes in the appendix and purchase of supplies and service. So continuing purchase of supplies and services, World 1, World 2, World 3 and World 4. He made this so clear. I think nobody has made it clearer. Okay, World 3, sorry, there's no World 4. So he talks about this and he talks about how practical you need to be about this, right?   0:42:18.7 Andrew Stotz: Yeah, and I underlined something in there from a long time ago that said, "Sudden jump to a single supplier is inadvisable."   0:42:28.8 Balaji Reddie: Right. He says there's a method of doing that.   0:42:32.5 Andrew Stotz: Yep.   0:42:33.2 Balaji Reddie: And I teach that method, by the way, where you start with the product, then go on to the process, and then go on to the system. And that takes time. You just can't get up one fine morning and say, "You're my sole supplier." It doesn't happen that way. It takes a lot of effort and a lot of doing, right? The next faulty practice is delegate quality to someone else or some group. And this is, I remember my interaction with Dr. Juran on this, right? I had just received my certificate for ISO 9000, I became a lead assessor, and I quite liked the new standard that had come out at that time in the year 2000 because it had a lot of Deming flavor to it. Plan-Do-Study-Act had come in and things like that. I was quite happy, the definitions and this. I said, "It's better than what it was." It's not, they had a long way to go, no doubt about it, but I said at least they've broken away from the defense mode where they copied the whole document from, right? And when he asked me the question that, "What's the status of quality in India?" and I said, "Well, earlier on it was a lot of standards-oriented and ISO 9000 played a huge role in that," and he just raised his hand as to tell me to stop and he said, "I am very disappointed with the ISO." And then he made this statement, "The ISO 9000 is a standard for mediocrity splendidly marketed by the ISO." And I just stared at him. I said, "What?" because I had just received my certificate, so obviously I was very touchy about it. And I said, "Dr. Juran, a little harsh." He said, "I've just begun."   0:44:26.4 Andrew Stotz: Yeah. And the problem is, is there's a lot of money to be made from it and it's an ingrained system.   0:44:30.5 Balaji Reddie: Yeah. So I just asked him, why would you say that? They made a lot of changes. He said, "Yes, but two things are missing." And one of them, he said, is something about leadership. Go back and read it. And then I went and read the standard again, and I realized what he was trying to say here. There was a lot of work that they were delegating to a person called the management representative, and he says, "Sorry, you can't delegate this to someone else. It begins at the top." Ed Deming also said that. He said, "It begins at the top. Only they can do this."   0:45:10.5 Andrew Stotz: I have a little story on that.   0:45:13.5 Balaji Reddie: Sure, sure, sure.   0:45:14.8 Andrew Stotz: In my coffee business, maybe 15 or 20 years ago, we got a big, big customer, and overall, they were a very good customer. But they picked us over all of our competitors. And then they told us, "Okay, in a month we're gonna come and inspect your factory, and if you get below 80%, then you're not gonna be our supplier." And so we said, "Well, I study with Deming, and I know quality, and we've never had a problem with quality ever." And my business partner, Dale, is very focused on the principles of quality. So they came, we were quite proud, and then by the end of the day, they had 600 questions they went through. And by the end of the day, we were like, "Yeah, what's our score?" And they said, "65. You're fired." They said, "You have 10 weeks or five weeks to fix these top 10 things." And then at that moment, we had a revelation, which is, oh, to them, paper is quality. And what I've always said, what I learned from that, was that it wasn't a big deal. We did the paperwork that they asked for, and then we got the job. And they were a customer for 16 years and a very good customer. But what we learned, one of the things I say, is that we had the heart of quality. They asked us for the paperwork that they thought represented quality. That's not such a big deal. But could you imagine having been trained that paperwork is quality, and then you have to try to develop the heart of quality? Very difficult.   0:47:01.9 Balaji Reddie: Very difficult. And now I come to this picture that he's drawn on page 37 of The New Economics, the old edition. I think the new one, let me just see what that is. Okay, that's on page 27. So he says here that unique processes that produce figures, all these principles have been applied to just 3%. Now, I have my own version of this particular picture that he's put here. Imagine an X and a Y axis, all right? And on the X axis, you can put down measures that are known. Close to the origin, you can write "known", and then as it goes away from that, "unknown", right? And then you have on the Y axis "measurable", and as you go up, "unmeasurable". So because he said that most of the things are unknown and unknowable, and among the known, you have only some fraction of those which are measurable. So the 3% deal with those factors or those parameters which are known and measurable. There are many parameters, he says 97%, which are unknown and unmeasurable, but you still need to manage them.   0:48:26.5 Balaji Reddie: And that's where he gives us a lot of advice that comes after this. Okay, when after this diagram, beautiful paragraphs in his book. "Beware of common sense," he says. And of course, he gives the example of Gallery Furniture, salary instead of commissions. Also goals, aims, hopes, facts of life, futility of a numerical goal. And a picture may help, where he talks about the goal being beyond the capability of a system. And will the goal be achieved? And he says redefinition of terms and distortion, et cetera. Gives a lot of examples there. And then he goes on to give even more examples. Okay, if you say merit pay, et cetera. Need to manage by results, wrong. And the last bit, the note where he says America 2000 was originally put together in December 1989 at the educational summit between the President and the governors of the 50 states. These goals were published in February 1990 by the White House, later incorporated into America 2000. This job may be an example of an enlargement of a committee. We shall learn in chapter four, he says, that the enlargement of a committee is not a way to acquire profound knowledge. How could they know?   0:49:57.7 Andrew Stotz: Yeah, and so what's happened to education since then in America?   0:50:00.6 Balaji Reddie: Oh, no comments. And we in India are almost going the same way. Of course, in some cases they've gone back to the roots saying that, no, we need to get back to our original way of educating people, right? We had this thing of exposing a child to all the different kinds of subjects, right? Like you have history, geography, languages, mathematics, science, just about everything. But the idea was to very quickly identify which child is resonating with what, because we need these different kind of people to work together. Some people are good at memorizing, some people are good at analyzing, some people are good at imagination. And so you throw all this out and then you cast the net and then you say the job of the teacher is to identify, okay, you're good at this, you're good at this. The problem is when you start saying if you're good at this, you are intelligent, and if you're not good at this, you're not. There are different kinds of intelligence. I would say the problem is more with the teachers and not with the system.   0:51:16.5 Andrew Stotz: We should wrap up at this point.   0:51:18.9 Balaji Reddie: Absolutely.   0:51:19.6 Andrew Stotz: How would you summarize what you want people to take away from this discussion?   0:51:24.0 Balaji Reddie: Sure. Go back and read chapter two in The New Economics. Dr. Deming has very clearly shown us why we need to do what we need to do. You're gonna be seeing things differently. As he used to say towards the end of his life, "I'm not here to teach you anything new. I'm here to make you see things that you normally would not see." And now he's just shown us what we thought was normal in the working of a company is actually detrimental to the running of a company over the long term. So my advice is go back, read this. You could watch some of the videos of the Deming Institute, especially on the 14 Points. We will be covering the 14 points later, but I would say that this is a real elaboration of his Diseases and he's given us what needs to be done. Not just pointing out what was wrong, but he tells us what needs to be done. That's why the heavy losses form an integral part of the preamble to actually what is the next step that you're taking your foot off the brake, so to say, trying to identify things that are pulling your company back.   0:52:37.8 Andrew Stotz: Well, Balaji, I want to thank you for this discussion. And recently I have been reading chapter two and I saw a lot of new stuff. It's funny how you just keep rereading. And then today you've just made me realize I gotta go back and read that chapter two because he does really the way he did the tables. I kind of forgot all about that. When I went back to it about three or four weeks ago, I was like, oh, this is really great. I kind of forgot about it. And now as you go through it, it's the tables was what I was focused on, but now I'm also seeing the text in between that you're highlighting that's valuable. So for everyone out there, grab your book, go to New Economics, go to chapter two. It's just gold. It's gold.   0:53:30.7 Balaji Reddie: It's gold.   0:53:31.0 Andrew Stotz: So, and for listeners out there, remember to go to deming.org and jump into DemingNEXT to continue your journey.   0:53:37.7 Balaji Reddie: Absolutely. Absolutely.   0:53:39.9 Andrew Stotz: Yep. And this is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work."   0:53:52.2 Balaji Reddie: Absolutely.

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What does it take to run for the U.S. Senate in one of the reddest states in the country with no party machine behind you? On this episode I sit down with Todd Achilles, an independent candidate for U.S. Senate in Idaho who is challenging three-term incumbent Jim Risch. Todd went from Army tank commander to two decades in tech, with leadership roles at companies like Hewlett Packard and T-Mobile, then served in the Idaho House before leaving the parties entirely. He founded Veterans for Idaho Voters and now teaches public policy. Todd makes the case that the core problem in Congress is structural, not partisan. He argues that the same debt, division, and dysfunction show up no matter which party holds power, and that the real divide in the country is top versus bottom rather than left versus right. We get into the issues he says are squeezing working Idahoans: rents inflated by what he calls algorithmic price fixing, non-compete agreements on low wage workers, share buybacks, and corporate consolidation. He also lays out his reform agenda, including his defense of the filibuster paired with a push to reform it, his view on AI guardrails, public school funding in rural communities, and why he believes a small group of independents could change how the Senate works. This is a long form, solutions first conversation with no gotcha moments. Todd's positions are his own. My job is to ask the substantive questions and let you decide. Watch the full episode and judge for yourself. https://www.youtube.com/live/ZMslM-r_8FA?si=obDDqLxpW0a-541W Standard Resource Links & Recommendations The following organizations and platforms represent valuable resources for balanced political discourse and democratic participation: PODCAST NETWORK ALIVE Podcast Network - Check out the ALIVE Network where you can catch a lot of great podcasts like my own, led by amazing Black voices. Link: https://alivepodcastnetwork.com/ CONVERSATION PLATFORMS HeadOn - A platform for contentious yet productive conversations. It's a place for hosted and unguided conversations where you can grow a following and enhance your conversations with AI features. Link: https://app.headon.ai/ Living Room Conversations - Building bridges through meaningful dialogue across political divides. Link: https://livingroomconversations.org/ BALANCED NEWS & INFORMATION OtherWeb - An AI-based platform that filters news without paywalls, clickbait, or junk, helping you access diverse, unbiased content. Link: https://otherweb.com/ VOTING REFORM & DEMOCRACY Equal Vote Coalition & STAR Voting - Advocating for voting methods that ensure every vote counts equally, eliminating wasted votes and strategic voting. Link: https://www.equal.vote/star Future is Now Coalition (FiNC) - A grassroots movement working to restore democracy through transparency, accountability, and innovative technology while empowering citizens and transforming American political discourse FutureisFutureis. Link: https://futureis.org/ POLITICAL ENGAGEMENT Independent Center - Resources for independent political thinking and civic engagement. Link: https://www.independentcenter.org/ Get Daily News: Text 844-406-INFO (844-406-4636) with code "purple" to receive quick, unbiased, factual news delivered to your phone every morning via Informed ( https://informed.now) All Links: https://linktr.ee/purplepoliticalbreakdown The Purple Political Breakdown is committed to fostering productive political dialogue that transcends partisan divides. We believe in the power of conversation, balanced information, and democratic participation to build a stronger society. Our mission: "Political solutions without political bias." Subscribe, rate, and share if you believe in purple politics - where we find common ground in the middle! Also if you want to be apart of the community and the conversation make sure to Join the Discord: https://discord.gg/ptPAsZtHC9 #politics #politicaldebates #purplepoliticalbreakdown

Gérald a passé trente ans à diriger les filiales françaises d'IBM, Hewlett-Packard, Capgemini, HPE, Oracle et SAP. Il est aujourd'hui Partner chez Kalium Investissement, professeur à HEC et co-animateur du podcast Grand Leader avec Franck Ferrand sur Radio Classique. Dans cet épisode, il parle du DAF tel qu'il l'a observé, sollicité et évalué pendant toute sa carrière de CEO.Sur la relation CEO-CFO, sa position est nette. Le DAF est le garant de la confiance, celui qui identifie les risques que les forces commerciales ne voient pas ou ne veulent pas voir, celui qui doit pouvoir mettre le poing sur la table sans rompre le lien. La qualité de ce lien se mesure à une phrase : quand le CEO rentre chez lui le soir, est-ce qu'il se dit "heureusement qu'il est là" ? Si la réponse est non, quelque chose ne fonctionne pas. Gérald illustre ce modèle avec un exemple précis tiré de ses années chez Valeo, et explique pourquoi ce binôme se perçoit immédiatement par les marchés financiers lors des présentations de résultats.Sur le leadership, il défend une thèse qui peut surprendre : la finance, c'est avant tout de la communication. Un DAF qui reste enfermé dans sa technique plafonne, quelle que soit la taille de l'entreprise. Ce qui fait la valeur du poste, c'est la capacité à parler aux commerciaux, aux marchés, aux clients, au Comex, et à casser les silos entre directions. Il décrit le CFO comme un aidant, un sachant, un barycentre du Comex dont le rôle va s'élargir à mesure que les tâches techniques s'automatisent.Sur les outils, Gérald s'appuie sur son expérience chez SAP et Oracle pour poser un constat simple : sans outillage adapté, le DAF ne peut pas se dégager du travail technique pour exercer son rôle de conseil. Il prend l'exemple d'une réunion d'investisseurs où l'incapacité à répondre en temps réel à une question chiffrée suffit à fragiliser la crédibilité.Sur l'avenir de la fonction à cinq ans, il voit deux dynamiques. L'IA va supprimer les rôles à faible valeur ajoutée, ce qui n'est pas une mauvaise nouvelle pour les DAF qui sauront monter en compétences stratégiques. Et le CFO va devenir de plus en plus un coach de dirigeants, un liant entre les fonctions, au moment précis où les silos organisationnels s'accentuent.L'épisode se termine sur son propre parcours : sa formation tardive en master de finance à la demande d'un patron chez IBM, ses années au Japon et à New York, et ce qu'il a retenu de dirigeants comme Lou Gerstner ou Meg Whitman sur la posture de leadership.Je m'appelle Jonathan Plateau. Je suis passé par EY, Valeo et Safran et j'essaye d'engager des échanges et des réflexions sur nos métiers de la finance.Ma mission : vous offrir une expérience éducative, divertissante et parfois surprenante.Ce podcast est fait pour les directeurs financiers (DAF, CFO), les contrôleurs de gestion, qu'ils soient juniors ou confirmés, et qui souhaitent profiter des échanges entre pairs pour enrichir leur pratique de la finance au quotidien et tendre vers le business partner.Joignez-vous à notre communauté passionnée qui explore chaque facette du contrôle de gestion et du business partner.N'oubliez pas que la finance, c'est aussi une question de mindset !N'hésitez pas à partager vos interrogations sur nos discussions ou sur le podcast. Vous pouvez me contacter sur LinkedIn directement.https://www.linkedin.com/in/jonathan-plateau-1980b610/Vous aimerez cette émission si vous aimez aussi :Les Geeks des chiffres • CFO Radio • Une Cession Presque Parfaite • Voie des comptables • Parlons Cash • Le nerf de la guerre • Feedback by la fée • Radio KPMGHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Jan Zadák byl jedním z nejvýše postavených českých manažerů, kteří se prosadili v globálním IT. Vystudoval ČVUT a od roku 1997 spojil svůj osud s korporací Hewlett-Packard. Proč je podle něj klíčové ovládat základní IT kompetence? A kde by se Česko mělo inspirovat, aby bylo konkurenceschopnější? „Kdo byl v Číně, v Singapuru, v Koreji nebo v Indii, vidí, jak tvrdě tam lidi pracují,“ naznačuje investor. Poslechněte si rozhovor.Všechny díly podcastu Host Radiožurnálu můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

Jan Zadák byl jedním z nejvýše postavených českých manažerů, kteří se prosadili v globálním IT. Vystudoval ČVUT a od roku 1997 spojil svůj osud s korporací Hewlett-Packard. Proč je podle něj klíčové ovládat základní IT kompetence? A kde by se Česko mělo inspirovat, aby bylo konkurenceschopnější? „Kdo byl v Číně, v Singapuru, v Koreji nebo v Indii, vidí, jak tvrdě tam lidi pracují,“ naznačuje investor. Poslechněte si rozhovor.Všechny díly podcastu Host Radiožurnálu můžete pohodlně poslouchat v mobilní aplikaci mujRozhlas pro Android a iOS nebo na webu mujRozhlas.cz.

Jan Zadák byl jedním z nejvýše postavených českých manažerů, kteří se prosadili v globálním IT. Vystudoval ČVUT a od roku 1997 spojil svůj osud s korporací Hewlett-Packard. Proč je podle něj klíčové ovládat základní IT kompetence? A kde by se Česko mělo inspirovat, aby bylo konkurenceschopnější? „Kdo byl v Číně, v Singapuru, v Koreji nebo v Indii, vidí, jak tvrdě tam lidi pracují,“ naznačuje investor. Poslechněte si rozhovor.

Ce que le CEO attend vraiment de son DAF (selon un ex-patron d'Oracle et SAP)Gérald a dirigé les filiales françaises d'IBM, Hewlett-Packard, Capgemini, Oracle et SAP avant de rejoindre le private equity comme Partner chez Kalium Investissement. Dans cet extrait, il répond à une question que beaucoup de DAF se posent sans jamais pouvoir la poser directement à leur CEO : qu'est-ce qu'il attend vraiment de moi, au-delà des chiffres ?La réponse est tranchée. Un CFO qui ne comprend pas le secteur dans lequel l'entreprise opère, qui ne saisit pas les problématiques des équipes commerciales, qui ne s'imprègne pas du modèle économique dans ses détails, ne peut pas remplir sa fonction. La maîtrise technique est la condition d'entrée, pas la finalité du poste.Ce que Gérald décrit ensuite, c'est la mécanique de la relation CEO-CFO telle qu'il l'a vécue des deux côtés. Le DAF est celui qui identifie les risques que les autres ne voient pas ou ne veulent pas voir. Il est celui qui doit mettre le poing sur la table quand c'est nécessaire, intelligemment, sans heurter, mais sans se taire. Et la relation entre les deux ne peut tenir que si elle repose sur une confiance réciproque quasi indestructible, au point que le CEO peut pester contre son CFO en réunion et se dire le soir en rentrant : "heureusement qu'il est là."Il va plus loin sur la visibilité de ce lien. Quand Valeo présentait ses comptes devant les marchés financiers, le décalage entre un CEO et un CFO qui ne sont pas en phase se perçoit immédiatement par les analystes et les investisseurs. Inversement, quand l'histoire est bien construite entre les deux, ça rassure et ça coule.Gérald s'appuie aussi sur un exemple précis tiré de ses années chez Valeo, où il a observé de près un binôme CEO-DAF qui fonctionnait exactement sur ce modèle. Ce n'est pas de la théorie. C'est ce qu'il a retenu comme référence pour toute sa carrière de dirigeant.Pour un DAF qui cherche à calibrer sa posture face à son CEO, à peser dans les décisions sans franchir les lignes et à construire une relation de confiance durable, cet extrait donne des repères fondés sur l'expérience terrain.Je m'appelle Jonathan Plateau. Je suis passé par EY, Valeo et Safran et j'essaye d'engager des échanges et des réflexions sur nos métiers de la finance.Ma mission : vous offrir une expérience éducative, divertissante et parfois surprenante.Ce podcast est fait pour les directeurs financiers (DAF, CFO), les contrôleurs de gestion, qu'ils soient juniors ou confirmés, et qui souhaitent profiter des échanges entre pairs pour enrichir leur pratique de la finance au quotidien et tendre vers le business partner.Joignez-vous à notre communauté passionnée qui explore chaque facette du contrôle de gestion et du business partner.N'oubliez pas que la finance, c'est aussi une question de mindset !N'hésitez pas à partager vos interrogations sur nos discussions ou sur le podcast. Vous pouvez me contacter sur LinkedIn directement.https://www.linkedin.com/in/jonathan-plateau-1980b610/Vous aimerez cette émission si vous aimez aussi : Coonter (Les Geeks des chiffres) • CFO Radio • Une Cession Presque Parfaite • Voie des comptables • Parlons Cash • Le nerf de la guerre • Feedback by la fée • Radio KPMGHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Daniel is joined by Nagesh Gupta, CEO of llmda.ai. Nagesh has built a career spanning multiple aspects of system design and development at companies including Hewlett-Packard, Cadence, Xilinx, and Lattice Semiconductor. He is also a serial entrepreneur. Nagesh founded Taray, Inc., which developed memory interface generators… Read More

Nvidia was tot nu toe een van de sloomste chipaandelen van het jaar. Intel, AMD, Samsung, SK Hynix en zelfs ons eigen Besi fietsten de gifgroene chipreus lachend voorbij. Maar misschien is dat nu voorbij! Het bedrijf komt met een nieuwe superchip en dat betekent - naar eigen zeggen - een heel nieuw tijdperk voor computers. Het betekent in ieder geval flinke pijn voor beleggers in Qualcomm en Intel. Iets verderop zitten beleggers in Arm, Microsoft, ServiceNow en Hewlett Packard juist feest te vieren. We bespreken waarom. Verder doet de opvolger van Warren Buffett zijn eerste overname, in een totaal andere business: huizen bouwen in de VS. We bekijken waarom Berkshire opeens 6.8 miljard dollar in een sector plempt waar het kroonjuweel van Buffett al flinke belangen in heeft. Gast Erik Mauritz heeft het te doen met Greg Abel, die moeilijk in de voetsporen van het Orakel van Omaha kan treden. Maar toch ziet hij in Berkshire Hathaway een van de betere manieren om jezelf te beschermen tegen oververhitte AI-aandelen wereldwijd. Oh ja, en vlák voor uitzending diende Anthropic nog even de vertrouwelijke documenten in voor zijn beursgang. Nondeju! Verder in deze aflevering: SpaceX en vage cryptoconstructies, futurecontracten en andere dubieuze derivaatjes SoftBank steekt 75 miljard euro in grootste datacenterproject van Europa Wapengekletter: Czechoslovak Group aast nog steeds op een belang in KNDS, maar moet daarbij Franse en Duitse staat dulden CEO-loos Heineken Te gast: Erik Mauritz van Trade Republic. BNR Beurs is een journalistiek onafhankelijke productie, mede mogelijk gemaakt door Saxo. Over de makers: Jelle Maasbach is presentator van BNR Beurs en freelance financieel journalist. Zijn favoriete aandeel om over te praten is Disney, maar daar lijkt hij de enige in te zijn. Sinds de eerste uitzending van BNR Beurs is 'ie er bij. Maxim van Mil is presentator van BNR Beurs en journalist bij BNR, waar hij zich focust op de financiële markten en ontwikkelingen in de tech-wereld. Je krijgt hem het meest enthousiast als hij kan praten over ASML, of oer-Hollandse bedrijven zoals Ahold of ABN Amro. Jorik Simonides is presentator van BNR Beurs, economieredacteur en verslaggever bij BNR. Hij wordt er vooral blij van als het een keer níet over AI gaat. Milou Brand is presentator van BNR Beurs, freelance podcastmaker en columnist bij het Financieele Dagblad. Jochem Visser is presentator van BNR Beurs, maakt Beursnerd XL en is redacteur bij de podcast Onder Curatoren. Vraag hem naar obscure zaken op financiële markten en hij vertelt je waarom het eigenlijk nóg leuker is dan je al dacht. Over de podcast: Met BNR Beurs ga je altijd voorbereid de nieuwe beursdag in. We praten je in een kleine 25 minuten bij over alle laatste ontwikkelingen op de handelsvloer. We blijven niet alleen bij de AEX of Wall Street, maar vertellen je ook waar nog meer kansen liggen. En we houden het niet bij de cijfers, maar zoeken ook iedere dag voor je naar duiding van scherpe gasten en experts. Of je nu een ervaren belegger bent of net begint met je eerste stappen op de beurs, de podcast biedt waardevolle inzichten voor je beleggingsstrategie. Door de focus op zowel de korte termijn als de lange termijn, helpt BNR Beurs luisteraars om de ruis van de markt te scheiden van de essentie. Van Musk tot Microsoft en van Ahold tot ASML. Wij vertellen je wat beleggers bezighoudt, wie de markten in beweging zet en wat dat betekent voor jouw beleggingsportefeuille.See omnystudio.com/listener for privacy information.

Katie Prescott, Technology Business Editor at The Times in London, discusses her new book on Mike Lynch, founder of Autonomy, one of the UK's most prominent tech companies. The company's allegedly inflated financial results and Hewlett-Packard's acquisition of it led to one of the most closely watched tech fraud cases in recent history. To learn more about Katie Prescott visit: https://www.panmacmillan.com/authors/katie-prescott/49721 To learn more about author Carl Vonderau, visit: www.carlvonderau.com

Katie Prescott, Technology Business Editor at The Times in London, discusses her new book on Mike Lynch, founder of Autonomy, one of the UK's most prominent tech companies. The company's allegedly inflated financial results and Hewlett-Packard's acquisition of it led to one of the most closely watched tech fraud cases in recent history. To learn more about Katie Prescott visit: https://www.panmacmillan.com/authors/katie-prescott/49721 Listen on Spotify: Listen by Apple: Liaten on Youtube: To learn more about author Carl Vonderau, visit: www.carlvonderau.com

Katie Prescott, Technology Business Editor at The Times in London, discusses her new book on Mike Lynch, founder of Autonomy, one of the UK's most prominent tech companies. The company's allegedly inflated financial results and Hewlett-Packard's acquisition of it led to one of the most closely watched tech fraud cases in recent history. Watch of Youtube: https://youtu.be/y4PMD76R-_Q Listen on Spotify: Listen to Soundcloud: To learn more about Katie Prescott visit: https://www.panmacmillan.com/authors/katie-prescott/49721 To learn more about author Carl Vonderau, visit: www.carlvonderau.com

Katie Prescott, Technology Business Editor at The Times in London, discusses her new book on Mike Lynch, founder of Autonomy, one of the UK's most prominent tech companies. The company's allegedly inflated financial results and Hewlett-Packard's acquisition of it led to one of the most closely watched tech fraud cases in recent history. To learn more about Katie Prescott visit: https://www.panmacmillan.com/authors/katie-prescott/49721 Listen on Spotify : Listen on Apple: Watch on YouTube: https://bit.ly/4f9plF5 To learn more about author Carl Vonderau, visit: www.carlvonderau.com

Industrial Talk is talking to Jay Allardyce, CPO at Octave about "Unleashing operational data for greater intelligence and insights for industrial success". Overview Scott Mackenzie hosts the Industrial Talk podcast, featuring Jay Allardyce, Chief Product Officer at Octave. Octave, formerly Hexagon, focuses on asset management and operations, leveraging data to drive efficiency and innovation. Jay discusses the importance of data accuracy and context, emphasizing the need for a robust data foundation to support AI applications. Octave's platform integrates design, construction, and operation phases, aiming to simplify workflows and reduce costs. The company also supports co-creation with customers through Octave Colabs. Upcoming Octave Live event is scheduled for June 17-18 in Austin, Texas. Outline Introduction to Industrial Talk Podcast and Jay Allardyce Scott welcomes listeners to the Industrial Talk podcast, celebrating industry professionals for their bravery, innovation, and problem-solving skills.Scott introduces Jay Allardyce from Octave, a new company in the market, and discusses the importance of technology and the speed of market changes.Scott mentions Octave Live, an event taking place on June 17-18 in Austin, Texas, and encourages listeners to support industrial education and the next generation of industrial leaders. Jay Allardyce's Background and Role at Octave Scott transitions to the main conversation with Jay Allardyce, who is introduced as the Chief Project Officer at Octave.Jay Allardyce shares his extensive background in technology, including roles at Hewlett Packard, GE, Uptake, Google, and Inside Software.Jay discusses his co-founding of Gen AI Works, an AI community focused on helping people discover, learn, and grow through AI.Jay explains his current role at Octave, focusing on the built environment and industrial applications, and his excitement about the future of data-driven experiences in the physical world. Octave's Mission and Market Position Jay elaborates on Octave's mission to drive lifecycle value in the design, build, operate, and protect phases of industrial projects.He emphasizes the importance of data in simplifying workflows and reducing costs for large EPCs (Engineering, Procurement, and Construction) companies.Jay discusses the significance of repeatability and efficiency in the construction industry, and how Octave's platform helps manage changes and costs effectively.Scott and Jay discuss the importance of data in driving innovation and optimizing asset performance, highlighting the need for accurate and trustworthy data. Octave's Platform and Technological Advancements Jay explains the transition from Hexagon to Octave and the benefits of focusing on a pure-play software company.He describes the platform's ability to integrate multiple workflows across the lifecycle of a project, from design to operation.Jay highlights the role of AI in creating new value and optimizing supply chains and maintenance rounds.Scott and Jay discuss the importance of building a robust data foundation to ensure trust and accuracy in AI-driven insights. Octave's Customer Base and Future Plans Jay shares insights into Octave's robust customer base, including large EPCs and public safety organizations.He discusses the company's focus on expanding into new markets and creating new applications using AI.Jay emphasizes the importance of context and trust in data to drive innovation and value for customers.Scott and Jay discuss the potential for Octave's platform to revolutionize asset management and create a more efficient and reliable industrial ecosystem. Conclusion and Call to Action Scott wraps up the conversation by encouraging listeners to support industrial education and inspire the next generation of industrial leaders.He highlights the importance of telling industry stories to bring awareness and attention to the next generation.Scott invites listeners to connect with Jay Allardyce and Octave for more information and to explore the opportunities in the industrial sector.The podcast concludes with a reminder of the Octave Live event in Austin, Texas, and a call to action for listeners to engage with the Industrial Talk community. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! JAY ALLARDYCE'S CONTACT INFORMATION: Personal LinkedIn: https://www.linkedin.com/in/jayallardyce/ Company LinkedIn: https://www.linkedin.com/company/octaveintelligence/ Company Website: https://www.octave.com/ PODCAST VIDEO: https://youtu.be/M3yJCs3t9Ho THE STRATEGIC REASON "WHY YOU NEED TO PODCAST": OTHER GREAT INDUSTRIAL RESOURCES: NEOM: https://www.neom.com/en-us Hexagon: https://hexagon.com/ Arduino: https://www.arduino.cc/ Fictiv: https://www.fictiv.com/ Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/ Industrial Academy: https://industrialtalk.com/industrial-academy/ Industrial Dojo: https://industrialtalk.com/industrial_dojo/ We the 15: https://www.wethe15.org/ YOUR INDUSTRIAL DIGITAL TOOLBOX: LifterLMS: Get One Month Free for $1 – https://lifterlms.com/ Active Campaign: Active Campaign Link Social Jukebox: https://www.socialjukebox.com/ Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader): Business Beatitude the Book Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? 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Katie Prescott, Technology Business Editor at The Times in London, discusses her new book on Mike Lynch, founder of Autonomy, one of the UK's most prominent tech companies. The company's allegedly inflated financial results and Hewlett-Packard's acquisition of it led to one of the most closely watched tech fraud cases in recent history.

What if coaching was never meant to be merely a tool for performance, but a path for human awakening?In this rich and deeply reflective episode of the Sacred Changemakers Podcast, I'm joined by Dr. Pat Williams, one of the founding pioneers of the modern coaching profession and widely regarded as the ambassador of life coaching. A licensed psychologist since 1980, Pat began executive coaching in 1990, well before coaching became the global industry it is today. As a founding member of the International Coaching Federation and one of the profession's earliest Master Certified Coaches, he has spent decades helping shape the field while mentoring generations of coaches worldwide.Together, we explore the origins of coaching, how the profession has evolved over the last three decades, and what has been gained and lost as coaching has grown in scale and popularity. Pat shares profound wisdom on the relationship between consciousness and coaching, why human development must remain central to transformational work, and what it truly means to listen when the soul whispers.This is a powerful conversation about the deeper purpose of coaching, the evolution of the profession, and the responsibility coaches now hold in a rapidly changing world. If you care about where coaching is heading and what it is truly here to serve, this conversation is not to be missed.Key TakeawaysHow coaching began and what the profession was originally designed to serveWhat has changed in the coaching industry over the past three decadesWhy consciousness and human development sit at the heart of transformational coachingWhat it means to “listen when the soul whispers”Why the future of coaching requires greater wisdom from practitionersAbout Dr. Pat WilliamsDr. Pat Williams is one of the early pioneers of the coaching profession and is often referred to as the ambassador of life coaching. A licensed psychologist since 1980, Pat began executive coaching in 1990 with organizations including Hewlett-Packard, IBM, and Kodak. He became a founding member of the International Coaching Federation and received his Master Certified Coach designation in 1998.Pat holds advanced degrees in Humanistic and Transpersonal Psychology, with a doctorate focused on Transpersonal Psychology and the Evolution of Consciousness. He is the author of numerous books, including Becoming a Professional Life Coach and Getting Naked, and continues to mentor, teach, and shape the future of coaching worldwide.Learn More About Today's GuestDr. Pat's website ****→ www.drpatwilliams.comDr. Pat's books on Amazon → https://www.amazon.com/stores/Patrick-Williams/author/B001H6KXOY?ref=ap_rdr&shoppingPortalEnabled=trueDr. Pat on LinkedIn → linkedin.com/in/drpatwilliams/About the HostJayne Warrilow is the founder of Sacred Changemakers, a global community and learning space exploring the intersection of human resonance, regenerative change, and conscious leadership.Learn more at sacredchangemakers.com

Follow optYOUmize Podcast with Brett Ingram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Summary What does it really take to build a life you love — one that feels meaningful, energizing, and authentically yours? In this episode, Brett sits down with Sean Bellerby: entrepreneur, speaker, snowboarder, and living proof that radical personal transformation is possible at any stage of life. Sean spent over 12 years at market-leading software companies, including Mercury Interactive — the fastest-growing software company in the world at the time, later acquired by Hewlett Packard for $4.5 billion — before founding his own ventures. But his most important journey wasn't climbing the corporate ladder. It was the inner work: confronting the habits, thought patterns, and emotional programs that were quietly blocking him from living his best life. Sean opens up about his experience overcoming a pattern of drinking too much in his twenties, and how working with a meditation-based change coach revealed the surprising root of the problem — not the alcohol itself, but an addiction to emotions like guilt, shame, and fear. He shares the moment he walked on Manly Beach in Sydney and — perhaps for the first time in his life — felt genuine joy. From there, he rebuilt everything around what was true to him. This episode is packed with practical mindset tools, grounding practices, and a clear framework for discovering your purpose and designing a life around it. Whether you're stuck in an uninspiring 9-to-5, battling negative thought loops, or simply ready to stop settling, Sean's story and insights will meet you right where you are. About Sean Bellerby Sean Bellerby is an entrepreneur, speaker, business leader, and accomplished snowboarder based in Los Angeles. He spent over 12 years at market-leading software companies, joining Mercury Interactive as one of its earliest employees in Sydney, Australia, and growing into a sales and leadership role before the company was acquired by Hewlett Packard. He has since held senior roles at other major tech organizations and founded multiple businesses, including GoSnow — a pioneer in the snow sports industry. Chapters: 0:00 — Intro — Brett introduces Sean and the show's mission • 1:17 — Sean's origin story: from snowboarder to Mercury Interactive's earliest employees • 3:47 — Why formative career experiences shape your entire trajectory • 6:11 — The power of culture: what great companies do differently • 8:55 — Overcoming personal challenges — Sean opens up about drinking too much in his twenties • 11:33 — The real root of addiction: an emotional dependency on guilt, shame, and fear • 13:56 — The moment on Manly Beach when Sean felt genuine joy for the first time • 15:54 — Mindset fundamentals: how thoughts, feelings, and behavior create your reality • 17:08 — Breaking negative neural pathways and why lifestyle choices matter more than willpower • 20:35 — How to discover your deeper purpose when you feel lost or uninspired • 23:25 — Designing your life around what you love — and why it's simpler than you think • 25:49 — Practical strategies for staying inspired, even if you're stuck in a job you don't love • 30:32 — The Manhattan Beach story: what happens when you choose enjoyment over anxiety • 33:00 — How to attract better people and experiences by leveling up from the inside out • 37:18 — How to know if your transformation is working — the #1 indicator • 40:15 — Sean's programs, free workbook, and where to find him • 41:04 — #1 tip for entrepreneurs: do what's true to you #ghostwriting #bookwriting #authenticity #personaldevelopment #entrepreneurship #optyoumize #brettingram #entrepreneurpodcast #podmatch Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of The Learning & Development Podcast, David James is joined by Becky Willis to break down the essential components of her new book, 7 Steps to Better Learning Engagement: A Blueprint for Creating Impactful L&D. Together, they explore what it truly takes for an organization to shift its attention toward L&D and, more importantly, how to convert that attention into tangible business impact. Becky reflects on the transition from traditional L&D hurdles to a streamlined, step-by-step guide for modern professionals. The conversation covers the entire lifecycle of a successful initiative—from securing executive buy-in and refining strategy to optimizing learning technology. They also delve into the "marketing" side of the industry, discussing how to leverage internal champions and communication tactics to ensure L&D moves from the periphery to the heart of organizational performance. Take your L&D to the next level   Take advantage of thousands of hours of analysis. Hundreds of conversations with industry innovators and 25+ years of hands-on global L&D leadership.   It's all distilled into one framework to help you level up L&D. Access the L&D Maturity Model here - https://360learning.com/maturity-model   KEY TAKEAWAYS ●      Reposition L&D as a business function, not a course factory - move from “we create training” to “we solve business problems,” and prove it using time to proficiency, product quality, and profit KPIs.  ●      Start with one senior sponsor, co‑solve a pressing business issue, prove impact with data and stories, then scale support via a Learning Advisory Board or similar council.   ●      Modern, collaborative, AI‑enabled platforms with strong UX can transform engagement and visibility. But don´t bolt AI onto legacy LMSs and risk turning L&D into a “dinosaur on wheels.”  ●      Market L&D internally like a product - use champions and visible executives and continually showcase success stories. ●      Go way beyond courses, design for moments of need. Build experience sharing, in‑the‑flow support and AI‑enabled coaching - employees need to get exactly what they need, when they need it. BEST MOMENTS “If you have bolted on AI that's just added into there, onto your dinosaur, LMS, then what you have is a dinosaur on wheels.” “I think the mindset of going from I create courses to I solve business problems is a big step.” “The sweet spot of learning and development is to be there at the moment of need - to influence the moment of apply.” Becky Willis Bio Becky Willis is a founder and the chief learning officer at Tractus Learning. She helps guide Tractus customers to implement successful digital learning. She is also the founder of WillLearn Consulting, where she helps companies plan, design, and develop high-performance digital learning ecosystems. Previously, she was the vice president of engagement at EdCast and led learning innovation at Hewlett Packard. You can follow and contact Becky via: LinkedIn: https://www.linkedin.com/in/beckywillis/ Website: https://tractuslearning.com/ VALUABLE RESOURCES The Learning And Development Podcast - https://podcasts.apple.com/gb/podcast/the-learning-development-podcast/id1466927523 L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home ABOUT THE HOST David James  David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa.  As well as being the Chief Learning Officer at 360Learning, David is a prominent writer and speaker on topics around modern and digital L&D.  CONTACT METHOD  ●      Twitter:  https://twitter.com/davidinlearning ●      LinkedIn: https://www.linkedin.com/in/davidjameslinkedin ●      L&D Collective: https://360learning.com/the-l-and-d-collective ●      Blog: https://360learning.com/blog ●      L&D Master Class Series: https://360learning.com/blog/l-and-d-masterclass-home This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

A silent killer hiding in plain sight — and you may not know you're at risk. I talk with a CEO living with this genetic heart condition and what it means for you. Dr. John Phillips and I talk to one of the most respected minds in tech, Phil McKinney, former CTO of Hewlett Packard and now CEO of CableLabs, to talk about something far more personal than innovation: A genetic heart condition he didn't know he had. It's called apical hypertrophic cardiomyopathy, a form of hypertrophic cardiomyopathy where the heart muscle thickens, particularly at the tip of the heart. That thickening can interfere with blood flow and increase the risk of dangerous heart rhythms. And here's what you need to know: Hypertrophic cardiomyopathy affects about 1 in 500 people...many of whom don't even know they have it. For some, the first sign is a life-threatening event. Phil was fortunate. His condition was caught early. Not everyone gets that chance. We break down what this condition actually is, why it's often missed, and how something as simple as knowing your family history could change your outcome. If there's heart disease in your family, or unexplained symptoms like shortness of breath, chest discomfort, dizziness, or fainting, those are not things to brush off. This is about awareness. It's about asking better questions. And it's about catching something early enough to do something about it.

What if the reason your team isn't performing has nothing to do with strategy and everything to do with leadership? In this episode of Wickedly Smart Women, host Anjel B. Hartwell welcomes Kathy Eastwood, CEO and creator of the human-first E3 Leadership Code and a leadership strategist with over thirty years of executive experience across EY, Hewlett-Packard, high-growth startups, and private equity-backed companies. This conversation dives into the real reason most teams struggle, why emotional intelligence is the missing link in leadership. If you've ever questioned your leadership environment, your next career move, or how to build a business that aligns with your values, this episode will challenge how you think about success and performance. What You Will Learn: How misaligned leadership directly impacts culture, performance, and team engagement. What signals indicate it may be time to leave a corporate role and explore something new. How emotional intelligence influences leadership effectiveness and team results. What the E3 Leadership Code is and how it creates sustainable high performance. Why fear-based leadership fails and what to do instead to motivate teams. How to navigate the financial uncertainty of leaving corporate and starting a business. What it really takes to build a people-first organization that drives profit and retention.   Connect with Kathy Eastwood E Equals Why https://marketing.eequalswhy.com/e3-leadership-code   Connect with Wickedly Smart Women® Wickedly Smart Women Wickedly Smart Women on X Wickedly Smart Women on Instagram Wickedly Smart Women Facebook Community Wickedly Smart Women Store on TeePublic [5X Award-Winning Book] Wickedly Smart Women: Trusting Intuition, Taking Action, Transforming Worlds Email: listeners@wickedlysmartwomen.com  

What keeps organizations from getting the innovation they say they want? In this episode, Kevin talks with Lorraine Marchand about why innovation so often stalls inside teams and organizations, even when leaders claim it is a top priority. Lorraine explains that the real barrier is not a lack of ideas, but a culture that punishes failure instead of treating it as experimentation and learning. They discuss the gap between intention and action, the different types of organizational innovation mindsets, and the leadership practices that help create environments where people feel safe to contribute, test, and grow. Lorraine also shares the five principles that support sustainable innovation (culture, customer focus, chance, collaboration, and change), offering practical insight for leaders at the organization level and the individual level. Listen For 00:00 Why We Want Innovation But Don't Get It 02:57 The Big Idea Behind the Book 04:08 Why Innovation Breaks Down 07:00 The 4 Types of Organizations 12:02 What This Means for Team Leaders 14:09 Why Leaders Rush to Solutions 15:32 Creating Psychological Safety 19:07 The 5 C's of Innovation 23:27 The Truth About "Customer First" 26:27 The Role of Risk in Innovation 30:01 Final Advice on Taking Initiative 31:09 What Lorraine Is Reading 32:42 Where to Connect 33:31 The Most Important Question: Now What? 33:51 Closing Thoughts Lorraine's Story: Lorraine H. Marchand is the author of the new book No Fear No Failure: Five Principles for Sustaining Growth Through Innovation. She is an acclaimed consultant, author, and educator on innovation with extensive experience in new product development. She has cofounded several start-ups; held leadership positions at companies including Bristol-Myers Squibb, Covance/LabCorp, and IBM; and served as advisor to Johnson & Johnson and Hewlett Packard. Marchand is the author, with John Hanc, of The Innovation Mindset: Eight Essential Steps to Transform Any Industry. She serves on the boards of several privately held companies and the Healthcare and Pharmaceutical Advisory Board at Columbia Business School, and she teaches at the Wharton School and Yeshiva University. https://www.lorrainemarchand.com/ https://www.linkedin.com/in/lorrainemarchand/ Looking to Develop Stronger Leaders? Want help developing the leaders in your organization? Reach out to explore how the Kevin Eikenberry Group can support your team at info@kevineikenberry.com.  Book Recommendations No Fear, No Failure: Five Principles for Sustaining Growth Through Innovation by Lorraine Marchand and John Hanc The Innovation Mindset: Eight Essential Steps to Transform Any Industry by Lorraine Marchand and John Hanc Invisible Women: Data Bias in a World Designed for Men by Caroline Criado Perez Like this? The Innovation Stack with Jim McKelvey The Human Side of Innovation with Mauro Porcini Where Creativity Meets Innovation with Deepak Ohri Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP   Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes   

Peter Merel: When Telling a Manager "You Don't Have a Role" Backfires — A Lesson in Agile Coaching Humility Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "A failure is not a failure. A failure is just the first step." - Peter Merel   Peter Merel became a Scrum Master by stealth — long before the title existed. Credited in Kent Beck's first XP book and present at the first agile conference, Peter was practicing lightweight processes at Hewlett Packard in the late 1990s. When he took a role at GMAC, the residential finance arm of General Motors, he brought XP practices with him and found early success. After six months of strong results, the project manager, Mike Alakom, sat Peter down and asked the most dangerous management question: "What do I do?" Peter gave what he now calls the stupidest answer possible — "You don't really have a role in this process." The next day, Mike called an all-hands meeting and calmly maneuvered Peter into crediting the entire way of working as Mike's idea. Peter stayed on for another six months, but at arm's length. In hindsight, Peter recognizes Mike did exactly what he should have done. The second failure came at Commonwealth Bank of Australia, where Peter was brought in to coach agile but was actually being set up to fail — a ripcord the organization could pull when it wasn't ready for change. The delivery manager, Des Webster, told Peter directly: "You were set up to fail." Peter walked away, thinking he'd never return. But six years later, every person he had coached had moved up in the organization, and Peter came back as principal coach for 50,000 people. The CIO declared Agile one of the bank's five pillars. Just because you hit the wall doesn't mean it's the end — it might be the beginning.   Self-reflection Question: When was the last time you failed at introducing change, and have you considered that the seeds you planted might still be growing in ways you can't yet see?   [The Scrum Master Toolbox Podcast Recommends]

Ronald Eugene Kmetovicz is an engineer, entrepreneur, investor, and financial mentor whose life's work centers on empowering the next generation to take control of their financial futures. With a BSEE from The Pennsylvania State University and an MSEE from Santa Clara University—plus business training at Hewlett-Packard and Stanford—Ron built a career spanning the Ionosphere Research Lab, Goodyear Aerospace, and Hewlett-Packard before founding multiple successful ventures.Now, as the author of Ghost Money: The Pathway to Financial Independence, Ron distills decades of hands-on investing experience into a practical, inspiring guide for young people ready to break free from dependency and build lasting wealth. His message is clear: financial freedom isn't given—it's earned through knowledge, discipline, and action.At 78, Ron lives what he teaches. He's a proud husband, father, grandfather, and great-grandfather, and still hits the trails as a mountain biker, skier, hiker, and global traveler. His energy and independence aren't just ideals—they're proof of what's possibleBook:  https://www.amazon.com/dp/B0FT1F3242 Connect and tag me at:https://www.instagram.com/realangelabradford/You can subscribe to my YouTube Channel herehttps://www.youtube.com/channel/UCDU9L55higX03TQgq1IT_qQFeel free to leave a review on all major platforms to help get the word out and change more lives!

What if the reason your strategy isn't getting executed has nothing to do with the strategy and everything to do with the model you're using to run your organization?In Part 1 of Shedding the Corporate Bitch, host Bernadette Boas sits down with Norman Wolfe, executive consultant, author, and founder of the Living Organization Framework, to challenge one of the most deeply embedded assumptions in business: that organizations are machines to be optimized. Drawing on his own early career experience at Pratt & Whitney and Hewlett Packard, Norman unpacks why 70% of companies fail to execute their strategies, what organizational maturity really means and why it's the dimension most leaders never measure, and how the leader's role must fundamentally shift from 'plan, organize, lead, and control' to something far more human.What You'll Learn in Part 1:•       Why the machine paradigm of leadership is the root cause of disengagement •       The critical difference between a machine, a living system, and a living organization, and why only one truly reflects how people work•       What the 'execution gap' is and why closing it requires changing how leaders think about their role, not adding more process•       The three dimensions of organizational maturity; dealing with complexity, navigating diverse relationships, and self-reflective growth, and why skills alone will never be enough•       Why 'commitment not compliance' is the operating principle that separates thriving organizations from stagnant ones•       Why leaders who struggle with control are often controlling at the wrong level, and what to do instead Key Timestamps[00:00] — Introduction: The Living Organization Framework and what this episode is about[02:00] — Norman's background: Pratt & Whitney, Hewlett Packard, and what corporate life really taught him[08:00] — Machine vs. living system vs. living organization: breaking down the paradigms[13:00] — Why leaders aren't bad people,they're just unconsciously operating from a limiting narrative[16:00] — Commitment vs. compliance: the paradigm shift in one sentence[23:00] — Defining the execution gap and why KPIs alone will never close it[25:00] — Organizational maturity: the three dimensions and why they matter more than skills[29:00] — Fear of the unknown: the real reason leaders resist the shift[00:32] — Preview of Part 2: The four skills of the Living Organization Framework About the GuestNorman Wolfe is the founder of Quantum Leaders and creator of the Living Organization Framework. He is the author of The Living Organization, available as a free download, and is releasing his second book, Leading a Living Organization, in September 2026. Resources & Links Mentioned•       thelivingorganization.com — Norman's primary hub for the Living Organization Framework•       thelivingorganization.com/book1— Free copy of The Living Organization (Norman's first book)•       quantumleaders.com — Norman's consulting and advisory platformDON'T MISS PART 2 - DROPPING MAY 12TH - Subscribe & Follow - https://pod.link/shedthecorporatebitchSupport the show

In this insightful discussion on leadership and employee development episode, Stop Losing Your Best Employees Now, Tim Staton and Sharyn Abbott explore how growing smarter—not just working harder—drives unstoppable success for individuals, teams, and organizations. Sharyn Abbott, a seasoned speaker, author, and founder of Ultimate Business International with over 30 years of experience training entrepreneurs and Fortune 500 teams, shares proven strategies for developing executives and fostering sustainable growth.   Drawing from her personal journey overcoming stuttering, dyslexia, and a challenging family background marked by abuse, Sharyn learned to deeply understand human behavior. Her 20+ years in the printing industry, including sales roles with companies like Hewlett Packard and Varian, gave her a front-row seat to observe diverse management styles and their real-world impact on employee engagement. Examples of Impersonal Leadership Styles and Their Consequences Sharyn highlights how modern leadership has increasingly become impersonal, contrasting it with heart-centered approaches backed by Institute of HeartMath studies showing greater profitability, productivity, and employee retention. Impersonal leadership examples include a manager threatening an employee's job over a family Thanksgiving trip or the mass layoffs during the 2008 downturn, which eroded loyalty and left workers feeling disposable—prompting many to seek more appreciative environments, such as Tesla opportunities in Texas. These impersonal leadership styles destroy trust, fuel disengagement (as seen in the Cisco example where 21 employees played Solitaire at 9:30 AM), and create high turnover.   Benefits of Flexible Talent Programs for Employee Engagement To counter these issues, Sharyn strongly advocates for flexible talent programs that invest in people from day one. By matching employees to roles aligned with their unique personalities and learning styles—whether kinetic, visual, or auditory—companies can boost excitement, productivity, and long-term commitment. This tailored approach, far superior to rigid training manuals, significantly reduces turnover costs and builds a more engaged workforce.   Delegation and Addressing Conflict: Building and Eroding Trust A core theme is building and eroding trust through effective delegation and addressing conflict. Ownership issues often prevent delegation, as managers claim credit for team ideas, breeding resentment and an “us vs. them” culture between departments. Sharyn recommends open-door meetings, leveraging natural team leaders, and clearly explaining the “why” behind decisions to resolve issues like mandatory overtime. Her personal philosophy—starting with 100% trust and allowing it to adjust based on actions—encourages leaders to avoid carrying past baggage into new relationships.   Evolving Leadership & Ethics with Sharyn Abbott's “Growing into Leadership” Sharyn introduces her book Growing into Leadership, which guides the transition from entrepreneurship to corporate roles while emphasizing evolving leadership & ethics. The focus is on instilling trust and respect without fear, helping managers bring others up through the ranks by recognizing individual strengths and avoiding authoritarian pitfalls.   Self-Care for Leaders: Essential for Sustainable Success Finally, a critical message for busy executives is self-care for leaders. Sharyn compares it to securing your own oxygen mask first—leaders must prioritize rejuvenation through peer discussions, courses, family time, or other restorative activities to prevent burnout and maintain peak performance. For practical support, many leaders turn to the best self-care apps for busy leaders, such as Headspace or Calm for mindfulness, Forest for focused productivity, or habit trackers like Daylio and Finch to build sustainable wellness routines. This episode delivers actionable insights on developing executives who lead with heart, ethics, and flexibility—ultimately creating loyal, high-performing teams and lasting organizational success. Connect with Sharyn Abbott Website: https://sharynabbott.com/press-room/ LinkedIn: https://www.linkedin.com/in/sharyn-abbott-ubu/ Connect With Tim Website: timstatingtheobvious.com Facebook: https://www.facebook.com/timstatingtheobvious YouTube: https://www.youtube.com/channel/UCHfDcITKUdniO8R3RP0lvdw Instagram: @TimStating TikTok: @timstatingtheobvious LinkedIn: https://www.linkedin.com/in/tim-staton-04b41a271/ SKOOL Community: https://www.skool.com/timstatingtheobvious-9537/about?ref=de9c7e65d8ba4eeabc1a8eea413c125b

This week on Conflict Managed we welcome Norman Wolfe. Together we explore: The nature of work Is there a better way to design work? People are not “valuable assets” The universality of love Foundational needs we all have Training people not to grow (old thinking) The Living Organization framework Conflict Managed is available wherever you get your podcasts and on YouTube @3pconflictrestoration Norman Wolfe is the Founder and CEO of Quantum Leaders, and the creator of The Living Organization®, a framework CEOs use to solve execution breakdowns and lead teams in complexity. His work fundamentally reframes why dysfunction sticks around, translating deep systems thinking into tools that help leaders move beyond toxic cultures and into workplaces built on dignity and co-ownership. With over 40 years of leadership experience—including executive roles at Hewlett-Packard and running a $1.2B business unit—the stories Norman brings are filled with tested wisdom. Conflict Managed is produced by Third Party Workplace Conflict Restoration Services and hosted by Merry Brown.  

Hewlett-Packard plans to close its Boise, Idaho site by 2027, ending a 53-year presence that significantly impacted the state's technology industry and economy. HP's arrival in 1973 catalyzed the tech sector in Idaho, attracting other companies and fostering a thriving ecosystem. The company brought thousands of professionals to the area, enriching the community through various initiatives. HP's corporate culture, known as 'The HP Way,' influenced many businesses in Idaho. The development of the LaserJet printer in 1984 became a cornerstone of HP's business, highlighting the innovative spirit of the HP Boise team. HP's contributions to Idaho's tech landscape and community will leave a lasting legacy.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

In June 1994, Intel and Hewlett-Packard - two of Silicon Valley's largest and most powerful companies - announced an alliance. From the union of these two giants, will spring forth the next generation of CPUs. The Great Successor. Chosen to unify two architectures under one umbrella. It was named Itanium and by 2002 Intel had spent $5 billion on it. In today's video, we trace one of Intel's most ambitious products.

In June 1994, Intel and Hewlett-Packard - two of Silicon Valley's largest and most powerful companies - announced an alliance. From the union of these two giants, will spring forth the next generation of CPUs. The Great Successor. Chosen to unify two architectures under one umbrella. It was named Itanium and by 2002 Intel had spent $5 billion on it. In today's video, we trace one of Intel's most ambitious products.

Host: Chitra Gurjar4 decades and counting, always energized to do something, work is my DNAFrom post and telegraph to giving tuitions to creating her own agency to studyAn advocate for herself, nurturing her desire to serveTurning away “assured” job offers to join Defence Labs as a Scientist at CABSMoved onto a “lesser assurance” to join HPPeople and culture at the heart of her 3+decade stay at HPChallenging status quo, try and fail, Innovation has to be a part of one's daily lifeStay focused on problems that you are solving and layer tools and technology to solve your problemFocus on incremental delivery of valueHolding a people vision through the course of her workStrong belief that “AI will improve the quality of jobs”Learning is a constant - continue to build Apply training and learning programs intentionallyWorking on a market analysis - next gen quoterStrong belief on impact of AI on Healthcare and EducationBelieving that coaching is something everyone should learn, enable people as answers lie within each oneWorking with a non-profit Daksham skills and Dreams DesignsArundathi has been working in technology and leadership related roles for the last 40+ years. Shestarted her career as a Scientist at Defence R&D Organisation (DRDO), Ministry of Defence, India.While at DRDO, she was involved in development of Radar transmitter and controller systems.Arundathi joined Hewlett Packard in 1996 and during her 27+ year career in HP and HPE, she hasworked in multiple roles across various business units. Under her leadership, HP rolled out multiplemarket leading internet services related products on HPUX. She was on one of the key leaderresponsible for setting up Global IT teams offshore centre in India in 2004. She has managed a teamof 3000+ technologists delivering for IT, across multiple technologies and multiple business areasenabling HP(E)'s business. She has successfully lead and delivered multiple IT transformationprojects. She has also lead the people transformation to move towards digital technologies inalignment with the market trends and business needs. She has had a short stint of 2 years at EY asthe Engineering leader for India, in Client Technology, building on Product engineering and deliverycapability. In the recent past she was the Global Program Manager for HPE's industry leading NextGeneration IT transformation program. She leads the Global Delivery Services organisation, which isthe internal the delivery engine for GIT. She is also the India leader for HPE's Global IT.Arundathi has led several initiatives in people transformation towards digital transformation,customer centricity and employee engagement. She is passionate about building teams and leaderswho are future proof and future safe. She has a strong passion towards building women leaders intechnology and mentored and coached many women through focussed initiatives. She has also hada stint as the chairperson at HP for Prevention of Sexual Harassment at workplace.Arundathi has as Bachelor of Engineering degree in Electrical and Electronics from GovernmentCollege of Technology, Coimbatore and Master of Technology from Indian Institute of Technology,Madras (IITM). She is a certified coach.During her free time, Arundathi loves to teach, coach, travel and read.

Today on the Invest In Her Podcast, host Catherine Gray talks with Janine Firpo, an accomplished speaker, author, and social entrepreneur who has spent her career working at the intersection of women and their money. From her early days at Apple Computer to leadership roles at Hewlett-Packard, the World Bank, and the Bill & Melinda Gates Foundation, Janine has consistently driven meaningful impact. In 2017, she pivoted from a 35+ year career in technology and international development to focus on empowering women through investing. She is the author of Activate Your Money: Invest to Grow Your Wealth and Build a Better World and co-founder of Invest for Better, a nonprofit dedicated to mobilizing women to use their financial power for positive change.  In this episode, Janine and Catherine dive into the critical role women play in reshaping the financial landscape through intentional investing. They discuss how many women are already investing—often unknowingly—but may not realize the power they have to align their money with their values. Janine shares actionable insights on how to "activate" your money, shift from traditional investing mindsets, and build wealth while supporting companies and initiatives that create a better world. The conversation also highlights the importance of education, community, and confidence in helping more women step into investing as a tool for both personal growth and global impact. Websites Mentioned https://www.showherthemoneymovie.com www.sheangelinvestors.com    Follow Us On Social Facebook @sheangelinvestors Twitter (X) @sheangelsinvest Instagram @sheangelinvestors & @catherinegray_investinher LinkedIn @catherinelgray & @sheangels   #InvestInHer #FinancialWellness #WomenInFinance #FinancialEmpowerment #MoneyMindset #InclusiveFinance #FintechForGood #BehavioralEconomics #WealthBuilding #FinancialHealth #EmpowerWomen #MoneyMatters #SheAngelInvestors #InvestInYourself #FinancialFreedom  

In this episode of The Negotiation, host Todd Embley welcomes Dr. Nici Sweaney, founder of AI Her Way and one of the most compelling voices on ethical AI adoption, gender equity in technology, and responsible AI systems.Nici has an extraordinary background. She started in butterfly ecology, spent 17 years as a quantitative scientist in academia, and has worked with the United Nations, World Bank, WWF, Hewlett-Packard, and Salesforce. Named one of Microsoft's Top 10 Trailblazing Entrepreneurs in AI, she's now helping organizations across over 20 industries adopt AI in ways that drive efficiency while maintaining ethical standards.This conversation explores how AI is fundamentally reshaping consumer behavior and brand discovery. Nici breaks down what AI means for marketing strategy, how brands should be thinking about the funnel differently, and where the biggest operational transformations are happening inside consumer businesses.The discussion also tackles critical equity and representation questions. Nici explains why it matters who builds AI systems, how different global models shape what consumers are exposed to, and the practical implications of bias in training data for brands using AI in customer-facing applications.Finally, Nici shares systems-level thinking on AI adoption. She walks through how leadership teams should be approaching this strategically, why governance and ethics need to be built in from the start, and where overwhelmed organizations should begin.This is essential listening for anyone leading AI adoption, building consumer brands, or trying to understand how AI is changing the way people discover, evaluate, and buy products.Discussion Points·       Nici's journey from butterfly ecology to quantitative science to founding AI Her Way·       What AI Her Way does and who it serves across 20+ industries·       How AI is reshaping consumer behavior, brand discovery, and purchasing decisions·       Marketing transformation: rethinking the funnel, channels, and content creation in an AI-driven world·       Operational impact: where consumer brands are seeing the biggest AI-driven transformations·       Why equity and representation in AI matter for consumer-facing applications·       How different global models (Western vs Chinese vs others) shape what consumers see·       Practical implications of bias in AI training data for brands·       Systems-level thinking: how leadership teams should approach AI adoption strategically·       Building governance and ethical frameworks from the start, not as an afterthought·       Where overwhelmed organizations should start with AI adoption·       Closing the AI gender gap and why women need to help shape AI's future·       Big shifts coming in AI over the next 2-5 years for consumer behavior and brand marketing·       Key takeaway for business leaders and marketers on AI

Raising Expectations with Pastor Joe Schofield, Dr. Paul Hall, Stefanie Thayer, Dr. Craig Thayer, Pastor Ron Greer Reclaiming California, Faith, Policy, and the Path to Prosperity Guest, Elizabeth Wong Ahlers Friends, We are anxious and very happy to have our dear friends Elizabeth Wong Ahlers and her husband Ron with us again this week!  She is making a major “victory headed impact”, continuing a leadership role in statewide “Comeback California” for State Assembly District 40! Elizabeth's values, wisdom, family and faith are game changers for every problem we face in the former Golden State- California! We all know that her insights and ideas are also exactly what America needs to hear! Elizabeth's heartfelt message will encourage and strengthen everyone in all 50 states and around the world…as we “watch God at work” in the coming months! In this episode of Raising Expectations, host Pastor Joe Schofield welcomes Elizabeth Wong Ahlers, a candidate for California's 40th Assembly District. The discussion explores the intersection of Christian faith and urgent political reform, focusing on reversing California's current trajectory regarding energy costs, public safety, and the business climate. A Foundation of Faith and Leadership The program opens by introducing the "Raising Expectations" team, a group of leaders across various fields united by their Christian faith. Pastor Joe emphasizes that the show aims to provide intuitive and encouraging insights into the decisions facing Americans today. The team introduces Elizabeth Wong Ahlers as a "classic California mama bear" and a fifth-generation Californian who transitioned from a career in academia to homeschooling her six children and serving as a councilwoman. Her campaign is presented not merely as a political endeavor but as a spiritual battle for the future of the next generation, rooted in the belief that government should manifest the goodness of God through practical principles. Energy Crisis and the "California Cocktail" A significant portion of the dialogue centers on California's energy policies and the high cost of living. Elizabeth and her husband, Ron, critique the state's "gas tax," which adds approximately $1.60 in fees to every gallon. They argue that while California was once a leading oil producer, regulatory bodies like the California Coastal Commission and the California Air Resources Board (CARB) have "choked off" domestic production. This has forced the state to import oil from foreign countries, ironically increasing the carbon footprint due to shipping. Furthermore, the discussion highlights the "California cocktail"—a unique environmental blend of gasoline that prevents the state from importing cheaper fuel from neighboring states during crises. Restoring Public Safety and Law & Order The team addresses the rise of "smash and grab" robberies, attributing them to Proposition 47, which reclassified many thefts under as misdemeanors. Elizabeth advocates for the full funding and implementation of Proposition 36 to restore consequences for repeat offenders. The conversation takes a critical look at the state′s prison system; while it costs roughly 132,000 annually to incarcerate a single person in California, the team argues that the economic impact of crime—estimated at 60 to 70 billion—is far more damaging. They express concern over the Governor's decision to close prisons while crime remains a primary concern for families and businesses. The Exodus of Innovation and Agriculture The "mismanagement" of the state has led to a notable exodus of iconic companies, including Tesla, Chevron, and Hewlett-Packard. Even In-N-Out Burger has shifted its headquarters focus to Nashville due to the business climate. Beyond the corporate world, the discussion touches on the Central Valley, described as the "breadbasket of the world." The team laments the diversion of water away from orchards to protect the "smelt fish," which they argue has devastated conservative farming communities and turned once-lush lands into dust. Elizabeth calls for a return to "common sense" management of these basic resources to unleash California's creative and innovative potential. Call to Action for District 40 Elizabeth highlights that District 40 (North San Fernando Valley and Santa Clarita) is one of the most targeted seats in the state for a political flip. She emphasizes that the 2022 election was lost by only 522 votes, making every new voter critical. The episode concludes with a spiritual exhortation to "not grow weary in doing good," urging the community to stay, be a light, and pray for the prosperity of the city. The discussion underscores a pivotal moment for California, where the "Raising Expectations" team believes that a combination of faith-led leadership and common-sense policy can reclaim the state's beauty and prosperity. By addressing the "sinister" mismanagement of resources and public safety, Elizabeth Wong Ahlers aims to offer a future of hope and growth for District 40 and the state at large.

Our guest this week is a true creative hustler, a Surfer, skater, musician, and entrepreneur who has been building brands since high school. He got his start launching his first label, Mesa, selling tees straight out of the trunk of his car and even at Hobie in Corona del Mar while he was working there.After graduating from SDSU, he intentionally sharpened his skill set, working with companies like Havas Edge, Hewlett Packard, and Volcom gaining hands-on experience in website design, Shopify development, data analytics, marketing strategy, and production.In 2018, he channeled that experience into launching his own sunglass brand, SAD Eyewear / A Sight And Design Co.We're pumped to dive into his journey from grassroots hustle to brand builder. Please welcome to the show, Mr. Kiefer “KILLA KIEF” Cohen.

Hoy se celebran cinco décadas de Apple, un periodo en el que la empresa de Cupertino ha transformado profundamente la tecnología gracias a avances en computación y telefonía. Durante este tiempo ha pasado de ser un proyecto modesto a convertirse en una de las compañías más valiosas del planeta. Todo comenzó con la visión de dos jóvenes estudiantes, Steve Jobs y Steve Wozniak, quienes abandonaron sus estudios para crear una firma que cambiaría la historia. Durante años se pensó que el origen estaba en un garaje, pero esa idea no es del todo cierta. Wozniak ha explicado repetidamente que aquel espacio en Los Altos, California, era solo un lugar de reunión y a veces servía como almacén de piezas. En realidad no existía un sitio único de trabajo, aunque la historia se difundió tanto que incluso fue reconocido oficialmente como punto histórico. Así arrancó todo: el 1 de abril de 1976, cuando Jobs, Wozniak y Ronald Wayne fundaron Apple Computer Company. El primer producto fue el Apple I, diseñado por Wozniak en su tiempo libre mientras trabajaba en Hewlett-Packard. Aunque apenas se vendieron unas doscientas unidades a una tienda local, ya mostraba rasgos de la creatividad que definiría a la empresa. Era un equipo que no requería ensamblaje complejo, bastaba añadir monitor y teclado. Ocho años después apareció el Macintosh, que introdujo ventanas, iconos, menús y un puntero, en contraste con los sistemas basados en comandos. Además, incorporó el uso del ratón y destacó por un diseño más atractivo que el de sus rivales. Décadas más tarde, el iPhone revolucionó la telefonía al popularizar una pantalla táctil manejada con los dedos y un navegador web completo como Safari. A pesar de no ser el primero, redefinió la experiencia móvil. Tras medio siglo de avances, surge la pregunta: ¿queda algún límite tecnológico que Apple no pueda intentar superar? en los próximos años de innovación constante global

Marc Andreessen is a Co-Founder and General Partner at Andreessen Horowitz. The firm now manages over $90BN and has invested in the likes of OpenAI, Airbnb, Coinbase, Anduril and many more. Marc is an innovator and creator, one of the few to pioneer a software category used by more than a billion people and one of the few to establish multiple billion-dollar companies. Marc co-created the Mosaic internet browser and co-founded Netscape (sold to AOL for $4.2 billion). He also co-founded Loudcloud, which as Opsware, sold to Hewlett-Packard for $1.6 billion.  AGENDA: 05:00 — Why Introspection is Overrated: The Dangers of Learning from the Past 08:00 — The One Trait Marc Andreessen Looks For in Every Founder 14:30 — Are the Best Founders Broken? What Makes the Best Founders? 16:00 — "Extreme Ownership": Why Everything Being Your Fault Changes Everything 19:00 — "Do You Read the Comments?" Fame, Criticism & How to Deal with Haters 26:00 — Is Venture Now Go Big or Go Home? The Real Future of VC 30:00 — Does Price Matter Anymore? The Dangerous Truth About Valuations 33:00 — "Stop Chasing Diamonds in the Rough": Why Most VCs Get This Completely Wrong 36:00 — Do You Actually Need to Like Founders? The Uncomfortable Answer 40:00 — Are Companies 75% Overstaffed? The Most Controversial Take on Hiring 45:00 — When Will a16z Go Public?  50:00 — Why Labour Displacement Theory Around AI is Totally Wrong 55:00 — Why Silicon Valley Is More Dominant Than Ever? 01:00:00 — Why a16z Invested $300M into Adam Neumann  01:05:00 — What Still Drives Marc Andreesen? 01:10:00 — What is the Biggest Mistakes VCs Still Make Today?  

For seventy years, the Mitchell-Hedges crystal skull was celebrated as proof of a lost ancient civilization — a relic so perfectly crafted that Hewlett-Packard's own scientists said it shouldn't exist — and every word of the story behind it was a lie.*No AI Voices Are Used In The Narration Of This Podcast*IN THIS EPISODE: Does the mysterious ancient “Crystal Skull of Doom” really have mystical, paranormal properties? (The Crystal Skull's Stare of Death) *** Was the unidentified man found dead on an Adelaide beach in 1948 a Cold War spy? (The Taman Shud Case) *** Two boys exploring the woods in Long Island, New York, found more than just the chestnuts they were looking for. (The Waldron Woods Mystery) *** One pupil discovers that Mystery Meat Monday isn't the only thing to fear when heading to lunch at the school cafeteria. (The Student In The Cafeteria) *** It's amazing the extraordinary lengths our world leaders will go to in order to cover up reports of alien aircraft sightings and the like. And we know they are covering them up, because occasionally they do come clean about it – as they did in the 1980s in Britain. (UFOs: When Governments Come Clean) *** A woman wake up to discover her husband has disappeared from the bed and she can't find him. But after looking through the house, she finds something surprising waiting for her in the bedroom. (I Went Missing From Our Bed) *** A man begins hearing strange noises – only later to discover something extraterrestrial embedded in his ear. (Alien Ear Implant) *** On a hot, sunny, summer Saturday in 1966, three young women in bathing suits left all of their belongings on crowded beach and climbed aboard a motorboat on Lake Michigan. They were never seen again. (Young Women Lost) *** A young boy braves a snow storm and walks miles to the nearest town to try and get medicine for his ailing mother and siblings. On the verge of giving up, a warm-hearted stranger walking his dog comes into sight. But who walks a dog in the middle of a winter snow storm? (A Warm Meeting in Deadly Winter) *** On a quiet street in California sits a stately brick house swarming with paranormal activity… so much so, that Whaley House has been deemed the most haunted house in America. (The Terrors of Whaley House)CHAPTERS & TIME STAMPS (All Times Approximate)…00:00:00.000 = The Foreboding00:01:12.375 = Show Open00:04:00.610 = The Crystal Skull's Stare of Death00:23:19.300 = Alien Ear Implant ***00:29:18.581 = Young Women Lost00:43:35.686 = A Warm Meeting In Deadly Winter00:49:41.609 = Terrors of Whaley House ***00:55:03.527 = The Taman Shud Case & UPDATE from 202201:34:09.871 = Waldron Woods Mystery ***01:36:32.948 = UFOs: When Governments Come Clean01:41:35.131 = Strange Student in the Cafeteria01:42:59.842 = I Went Missing From Bed01:46:58.934 = Show Close*** = Begins immediately after inserted ad breakHELPFUL LINKS & RESOURCES…https://WeirdDarkness.com/MUSIC = Songs and Videos by our Weird Darkness punk band, #DarkWeirdnesshttps://WeirdDarkness.com/STORE = Tees, Mugs, Socks, Hoodies, Totes, Hats, Kidswear & Morehttps://WeirdDarkness.com/HOPE = Hope For Depression or Thoughts of Self-Harmhttps://WeirdDarkness.com/NEWSLETTER = In-Depth Articles, Memes, Weird DarkNEWS, Videos & Morehttps://WeirdDarkness.com/AUDIOBOOKS = FREE Audiobooks Narrated By Darren Marlar SOURCES and RESOURCES:“The Terrors of Whaley House” by Orin Grey for The Line Up: http://bit.ly/2P6AM3H“The Crystal Skull's Stare of Death” posted at The Unredacted: http://bit.ly/2RCorWS“Alien Ear Implant” posted at PhantomsAndMonsters.com: http://bit.ly/2P86a22“Young Women Lost” by Troy Taylor: http://bit.ly/38m79mx“A Warm Meeting in Deadly Winter” by Piper Lee, submitted directly to Weird Darkness“I Went Missing From Our Bed” posted at PhantomsAndMonsters.com: http://bit.ly/2Yw5Ahm“The Taman Shud Case” posted at The Unredacted: http://bit.ly/2LC2TFQ, and by Susie Beever from UK's “The Mirror”: https://weirddarkness.tiny.us/2p8njkms“The Waldron Woods Mystery” by Robert Wilhelm for Murder By Gaslight: http://bit.ly/38pAH2C“UFOs: When Governments Come Clean” by Nick Redfern for Mysterious Universe: http://bit.ly/2RAoXVd“Strange Student In The Cafeteria” by CR, posted at MyHauntedLifeToo.com: http://bit.ly/2Yw5EO8=====(Over time links may become invalid, disappear, or have different content. I always make sure to give authors credit for the material I use whenever possible. If I somehow overlooked doing so for a story, or if a credit is incorrect, please let me know and I will rectify it in these show notes immediately. Some links included above may benefit me financially through qualifying purchases.)= = = = ="I have come into the world as a light, so that no one who believes in me should stay in darkness." — John 12:46= = = = =WeirdDarkness® is a registered trademark. Copyright ©2026, Weird Darkness.=====Originally aired: August 24, 2018EPISODE PAGE (includes sources): https://weirddarkness.com/CrystalSkullABOUT WEIRD DARKNESS: #WeirdDarkness is a true crime and paranormal podcast narrated by professional award-winning voice actor, Darren Marlar. Seven days per week, Weird Darkness focuses on all things strange and macabre such as haunted locations, unsolved mysteries, true ghost stories, supernatural manifestations, urban legends, unsolved or cold cases, conspiracy theories, and more. Weird Darkness has been named one of the “20 Best Storytellers in Podcasting” by Podcast Business Journal. Listeners have described the show as a blend of “Coast to Coast AM”, “The Twilight Zone”, “Unsolved Mysteries”, and “In Search Of”.DISCLAIMER: Stories and content in Weird Darkness can be disturbing for some listeners and intended for mature audiences only. Parental discretion is strongly advised.

Ronald Eugene Kmetovicz is an engineer, entrepreneur, investor, and financial mentor whose life's work centers on empowering the next generation to take control of their financial futures. With a BSEE from The Pennsylvania State University and an MSEE from Santa Clara University—plus business training at Hewlett-Packard and Stanford—Ron built a career spanning the Ionosphere Research Lab, Goodyear Aerospace, and Hewlett-Packard before founding multiple successful ventures.Now, as the author of Ghost Money: The Pathway to Financial Independence, Ron distills decades of hands-on investing experience into a practical, inspiring guide for young people ready to break free from dependency and build lasting wealth. His message is clear: financial freedom isn't given—it's earned through knowledge, discipline, and action.At 78, Ron lives what he teaches. He's a proud husband, father, grandfather, and great-grandfather, and still hits the trails as a mountain biker, skier, hiker, and global traveler. His energy and independence aren't just ideals—they're proof of what's possible.Pick Up Ron's Book Here: ghostmoneythebook.com

En este capítulo de Pulso en Podcast Paranormal, revisamos la leyenda de las 13 calaveras de cristal, la conexión con civilizaciones antiguas y tecnología extraterrestre. Examinamos el hallazgo de la Calavera de la Perdición por Frederick Mitchell-Hedges en una pirámide colapsada y los reportes científicos de Hewlett-Packard los cuales concluyeron que esa pieza "ni siquiera debería existir". Acompáñanos a descubrir si el cráneo del destino es fraude o es tecnología de otro planeta.

HT2511 - Our Inescapable Reliance on Stuff Just as a thought experiment, what would you do if you could no longer purchase ink for your printer? What if the three big printer manufacturers (Epson, Hewlett-Packard, Cannon)suddenly decided to stop manufacturing printers. What if you could no longer purchase film, batteries, or lenses for your camera? We are so dependent on materials whose manufacturer is beyond our control. Show your appreciation for our free weekly Podcast and our free daily Here's a Thought… with a donation Thanks!

This week, Travis sits down with Lorraine Marchand, acclaimed consultant, author, educator, and innovation leader. Lorraine has spent her career shaping how organizations—from startups to Fortune 500 companies—approach problem solving and sustained growth. She's co-author of No Fear, No Failure: Five Principles for Sustaining Growth Through Innovation and brings decades of experience from roles at Bristol Myers Squibb, IBM, and on advisory boards for Johnson & Johnson and Hewlett Packard. On this episode we talk about: How Lorraine's father sparked her curiosity and entrepreneurial spirit at age 12 The invention of the “Sugar Cube” and her first lesson in innovation and royalties The difference between convergent and divergent problem solving Why fear of failure cripples innovation—and how to overcome it How Lorraine's new book helps leaders build a culture that encourages experimentation Top 3 Takeaways Curiosity and problem solving can be taught early—and they're the foundation of building wealth and innovation. The biggest barrier to innovation isn't lack of ideas; it's fear of failure and organizational rigidity. Success comes from reframing failure as learning, taking consistent risks, and staying commercially focused on solving real customer problems. Notable Quotes “Parents have a powerful role in cultivating curiosity and developing future innovators—don't take it lightly.” “The only problems worth solving are the ones customers will pay you to fix.” “Fear of failure stops innovation before it starts. Reframe it as learning, and you'll open up entirely new possibilities.” Connect with Lorraine Marchand: LinkedIn: Lorraine Marchand on LinkedIn Website: lorrainemarchand.com Book: No Fear, No Failure – available for preorder on Amazon, Barnes & Noble, and Bookshop.org  Travis Makes Money is made possible by High Level – the all-in-one sales & marketing platform built for agencies, by an agency. Capture leads, nurture them, and close more deals—all from one powerful platform. Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices