Podcasts about IBM

CBS EYE ON THE WORLD WITH JOHN BATCHELOR 11-6-25 THE SHOW BEGINS IN THE DOUBTS ABOUT VENEZUELA. FIRST HOUR 9-915 Anatol Lieven discusses the institutionalization of the Ukraine war, highlighted by children being trained to fly drones in classrooms. This blend of new technology and old societal militarization creates a "bloodless war" perception, potentially making conflict psychologically easier. He also addresses the argument that "stagnating states" are militarizing to maintain power, fueling conflicts and reasserting spheres of influence (a "new economic Monroe Doctrine"). The US is critically involved, enabling Ukrainian targeting capabilities. 915-930 Anatol Lieven discusses the institutionalization of the Ukraine war, highlighted by children being trained to fly drones in classrooms. This blend of new technology and old societal militarization creates a "bloodless war" perception, potentially making conflict psychologically easier. He also addresses the argument that "stagnating states" are militarizing to maintain power, fueling conflicts and reasserting spheres of influence (a "new economic Monroe Doctrine"). The US is critically involved, enabling Ukrainian targeting capabilities. 930-945 Chris Riegel discusses how artificial intelligence (AI) and robotics are transforming labor, citing modest IBM layoffs but predicting heavy impacts in large retail. Advanced robotics in Chinese auto manufacturing drives cost efficiency, and AI combined with robotics enhances manufacturing capability. While seeing demand, Riegel notes characteristics of a bubble, especially in wildly overvalued stock prices, fueled by vast investment in AI data centers. In QSRs and retail, AI adoption is driven by efficiency and, in places like California, high minimum wages. 945-1000 Mary Anastasia O'Grady discusses the strong US military presence near Venezuela, intended to pressure dictator Nicolás Maduro to leave. While the opposition (led by elected President González) is ready to govern, the Trump administration hesitates due to security concerns. The major risk is chaos: following Maduro's exit, drug cartels (like Cartel de los Soles) and other groups (like ELN and Tren de Aragua) might fight dissident generals, leading to instability rather than a smooth transition to democracy. SECOND HOUR 10-1015 Joel Finkelstein discusses how the New York election of socialist Zohran Mamdani was influenced by "subnationalism," where foreign nations subvert democracy. Organizations associated with Islamist Maoist ideals and CCP assets (like Neville Roy Singham, who bankrolled a campaign hub) were central to mobilizing votes. On social media, especially Instagram and TikTok, content favorable to Mamdani was given "engineered virality," with over 50% of viral engagement coming from non-American users, suggesting organized foreign intercession. 1015-1030 Ahmad Fouad Alkhatib discusses the high probability of renewed conflict in Gaza, arguing that the ceasefire is fragile due to Hamas's malign intentions. He estimates Hamas's combat-effective forces are significantly lower than reported (3,000 to 5,000, versus 15,000 to 30,000), noting Hamas pays fighters $20 to $25 a day. He also challenges polls showing widespread Gazan support for Hamas, arguing such results are manipulated and defy logic given the catastrophe following October 7. Disarmament is crucial for any future political process. 1030-1045 Ahmad Fouad Alkhatib argues that disarmament must precede any credible political process in Gaza, citing Hamas's use of medical facilities like Shifa and Nasser hospitals for interrogations and military activities. He criticizes Turkey and Qatar for using Hamas as a bargaining chip for regional leverage, suggesting they now posture Hamas as a potential security guarantor against ISIS. Alkhatib also suggests using Private Military Contractors (PMCs) as an enforcement force to actively fight Hamas and secure territory, given diminishing faith in an International Stabilization Force. 1045-1100 Gregg Roman details Turkey and Qatar's strategy to establish regional hegemony across "five fronts" by replacing the Shia Crescent. Turkey, providing military manpower, and Qatar, providing the budget, are active in Gaza, southern Lebanon, Syria, and Djibouti. Their plan includes securing maritime supremacy in the Eastern Mediterranean via an agreement with Libya and extending air power over Syrian airspace. Erdoğan seeks plausible deniability by empowering Syrian jihadis to attack the Golan Heights and is building bases in Djibouti and Somalia. THIRD HOUR 1100-1115 Professor Evan Ellis discusses Argentina's economic stabilization under President Milei, who resisted dollarization by bringing the peso to a stable, free-market rate through aggressive spending cuts and US/IMF support. This success under the new US "economic Monroe Doctrine" sends a strong signal to the Americas, aimed at countering China's rapid expansion. Ellis also reviews US military readiness near Venezuela and political shifts toward the center-right in Bolivia and potentially Chile, though these nations remain economically engaged with China. 1115-1130 Professor Evan Ellis discusses Argentina's economic stabilization under President Milei, who resisted dollarization by bringing the peso to a stable, free-market rate through aggressive spending cuts and US/IMF support. This success under the new US "economic Monroe Doctrine" sends a strong signal to the Americas, aimed at countering China's rapid expansion. Ellis also reviews US military readiness near Venezuela and political shifts toward the center-right in Bolivia and potentially Chile, though these nations remain economically engaged with China. 1130-1145 Professor Evan Ellis discusses Argentina's economic stabilization under President Milei, who resisted dollarization by bringing the peso to a stable, free-market rate through aggressive spending cuts and US/IMF support. This success under the new US "economic Monroe Doctrine" sends a strong signal to the Americas, aimed at countering China's rapid expansion. Ellis also reviews US military readiness near Venezuela and political shifts toward the center-right in Bolivia and potentially Chile, though these nations remain economically engaged with China. 1145-1200 Professor Evan Ellis discusses Argentina's economic stabilization under President Milei, who resisted dollarization by bringing the peso to a stable, free-market rate through aggressive spending cuts and US/IMF support. This success under the new US "economic Monroe Doctrine" sends a strong signal to the Americas, aimed at countering China's rapid expansion. Ellis also reviews US military readiness near Venezuela and political shifts toward the center-right in Bolivia and potentially Chile, though these nations remain economically engaged with China. FOURTH HOUR 12-1215 Veronique de Rugy critiques the administration's legal argument at the Supreme Court that the International Emergency Economic Powers Act (IEEPA) authorizes the President to impose tariffs. She argues the term "emergency" is used too loosely, defining 50 years of trade deficits as an emergency, potentially granting the President immense, unchecked power to tax. Tariffs are taxes, which Congress should control. De Rugy notes tariffs are already causing damage by raising prices for consumers or forcing companies to cut profits and investment. 1215-1230 Alan Tonelson discusses the Supreme Court oral arguments concerning the President's authority to impose tariffs under the International Emergency Economic Powers Act (IEEPA). The administration argues the President can invoke IEEPA due to emergencies like fentanyl and trade deficits. Tonelson finds arguments against including tariffs under IEEPA's regulatory language "jaw-dropping." He stresses that the President must have sole control over declaring foreign policy emergencies, necessary for rapid response. If rejected, the President has other longstanding tariffing powers. 1230-1245 Dr. AJ Kolhari discusses Russia's successful test of the nuclear-powered Burevestnik cruise missile, which flew 14,000 km for 15 hours. The missile captures and compresses air, heating it over a nuclear reactor to create thrust. Kolhari emphasizes the danger because it flies low (50 to 100 m) and is hard to detect. He notes this nuclear propulsion technology, or similar ramjet designs, could revolutionize commercial travel and be applied to flight on Mars, using its CO₂ atmosphere for heating. 1245-100 AM Conrad Black discusses Canadian politics and trade, noting a misunderstanding between Prime Minister Carney and Ontario Premier Doug Ford regarding an anti-tariff ad that offended President Trump. Black reports that China's General Secretary Xi has been conciliatory toward both Canada and the US. Crucially, Canada needs pipelines built both east, west (Trans Mountain to Vancouver/Pacific), and south (Keystone XL) to move Alberta's oil. Carney's federal government tentatively agreed to approve a second pipeline to Northern British Columbia.

Chris Riegel discusses how artificial intelligence (AI) and robotics are transforming labor, citing modest IBM layoffs but predicting heavy impacts in large retail. Advanced robotics in Chinese auto manufacturing drives cost efficiency, and AI combined with robotics enhances manufacturing capability. While seeing demand, Riegel notes characteristics of a bubble, especially in wildly overvalued stock prices, fueled by vast investment in AI data centers. In QSRs and retail, AI adoption is driven by efficiency and, in places like California, high minimum wages.

What if the most powerful tool for saving time, making money, and transforming your life was already right in front of you? And yet you're most likely using it incorrectly or not using it at all. That tool is AI – artificial intelligence. Have you noticed: it seems like everybody is talking about AI everywhere you turn? You're already living with it every single day, whether you notice it or not. So, you might as well be the one in charge of how you use it. That's why Mel has been searching for the right expert to come on the show to empower you, step by step, on how you can best use AI to benefit your life. That's what you'll hear today from Allie K. Miller, who Mel calls “The AI Whisperer” because she is in the ear advising some of the world's leading brands on AI. Allie launched the first multimodal AI team at IBM, was the Global Head of AI for Startups and Venture Capital at Amazon Web Services, is the most-followed AI voice on LinkedIn and one of TIME Magazine's 100 Most Influential People in AI. And she isn't here to scare you about artificial intelligence. She's here to show you how to use it in ways that can improve your life, starting today. Allie breaks down how AI actually works, what it can do for your day-to-day life, and how you can use it to make your days better and easier. You don't need to be a coder or a tech person to follow along. Mel is right there with you as a beginner to AI. Allie explains it all clearly, with real-life examples. In fact, if you've ever felt behind on technology or overwhelmed by the hype, this episode will leave you feeling empowered. It's time for a real, human conversation about AI – one that will give you the truth, the confidence, and the step-by-step moves that will help you take control of your time, your money, and your life. For more resources related to today's episode, click here for the podcast episode page. If you liked the episode, check out this one next: How to Get Things Done, Stay Focused and Be More ProductiveConnect with Mel:  Get Mel's newsletter, packed with tools, coaching, and inspiration.Get Mel's #1 bestselling book, The Let Them TheoryWatch the episodes on YouTubeFollow Mel on Instagram The Mel Robbins Podcast InstagramMel's TikTok Subscribe to SiriusXM Podcasts+ to listen to new episodes ad-freeDisclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

PREVIEW. AI, Corporate Staffing Reduction, and Consumer Liquidity Issues Threatening a Recession. Chris Riegel discusses how while AI contributes to corporate staff reduction (e.g., IBM), financial results from quick service restaurants like Chipotle indicate consumer challenges. Specifically, younger consumers are financially strained, leading to negative results and consumers trading down. This problem with consumer liquidity represents early signs of what could become a nasty recession, though its progression is unknown. Retry

November 6, 2025: Five major stories reveal how the rules of work are being rewritten worldwide. Australia's landmark ruling makes remote work a legal right, signaling the next phase of the flexibility debate. CEOs from Palantir to AT&T are reasserting control over DEI, AI, and culture after years of hybrid drift. In the U.S., Gen Z and wealthy professionals are returning to cities like New York for career security as urban networks regain power. Tokyo launches a four-day workweek to address burnout and a collapsing birthrate, while IBM's latest layoffs show how automation is reshaping the entry-level job market. Together, these stories mark a global recalibration of power, purpose, and productivity.

From IBM and Microsoft to serving as Chief Business Officer at Google X, Mo Gawdat has spent over three decades at the forefront of technology and innovation. Today, the bestselling author turns his engineer's mind toward life's biggest question: how can we live well and meaningfully in an age defined by artificial intelligence? This monumental 2.5 hour episode, which Mo Islam called “the best I've ever shot”, is a journey through life, loss, and the future of humanity.Mo Gawdat opens up about his late son Ali and the lessons that inspired ‘Solve for Happy', before diving into the decade of disruption ahead: from the rise of AI and autonomous weapons to universal basic income and the impending economic reset. Together, the two Mo's explore why Arabs are so misunderstood in the West, how ethical AI must be grounded in love and empathy, and how the Middle East can lead the next wave of innovation.  They challenge the failures of modern education, the grip of the military-industrial complex, and even the mysteries of the space-time continuum, all while searching for meaning in what Mo calls the “legendary level” of modern life. A very big thanks to Merwas Studios in Riyadh, Saudi Arabia for inviting us to shoot in their WORLD CLASS Studios! 00:00 Intro03:18 IBM, Microsoft & Google X05:07 Losing Ali: The Moment Everything Changed09:27 Writing Solve for Happy11:41 Leaving Google & Launching “1 Billion Happy”13:35 Living with Loss17:05 Fate, Life & the Interconnectedness of Everything23:04 Death as the Opposite of Birth26:02 The Video Game of Life31:23 Ali's Death & Mo's Purpose34:53 Redefining Success: Impact over Ego38:54 Learning, Curiosity & Creation44:08 Solitude & Silent Retreats49:01 Meditation Practices55:13 Mindfulness in Daily Life57:06 The Loneliness Epidemic1:01:02 East vs. West: Community vs. Individualism1:05:10 Surveillance, Privacy & the Illusion of Security1:08:11 Raising Children in a Broken World1:11:03 The Collapse of Capitalism & the Rise of AI1:21:16 China vs. The West1:24:06 The Illusion of Stock Markets & Institutional Control1:30:03 War Economics: How Weapons Drive Profit1:35:19 Humanity's Awakening & Questioning the System1:41:08 Reclaiming the Arab Narrative1:47:27 Building Ethical AI1:52:18 Entrepreneurship, Self-Reliance & Believing in the Region2:00:03 Education is Broken2:07:03 Business vs. Capitalism: Purpose Over Profit2:10:00 Reclaiming Global Perception2:17:13 Governance, Fairness & Leadership in the Arab World2:22:06 Living in Uncertain Times2:25:17 The Ultimate Video Game of Life2:26:57 Closing Reflections

La tertulia semanal en la que repasamos las últimas noticias de la actualidad científica. En el episodio de hoy: Cara B: -La dieta mediterránea puede reducir riesgo de Alzheimer's en algunas personas (00:00) -Un agujero negro supermasivo extremadamente luminoso (38:00) -Test PBR en el ordenador cuántico Heron2 de IBM con 156 cúbits (1:01:30) -Señales de los oyentes (1:42:30) Este episodio es continuación de la Cara A. Contertulios: Luisa Achaerandio, Gastón Giribet, Francis Villatoro, Héctor Socas. Imagen de portada realizada con Midjourney. Todos los comentarios vertidos durante la tertulia representan únicamente la opinión de quien los hace... y a veces ni eso

Sports Geek Rapid Rundown is a daily sports business podcast curated by Sports Geek Reads. We publish it on Sports Geek twice per week. In this episode: Today's episode covers 23XI and Front Row's pretrial victory against NASCAR, the Atlanta Braves' record-breaking $600M revenue despite poor season performance, AI's limited impact on design productivity, Roc Nation's new Athlete Advisory Board, Netflix's simplified advertising metrics, and Andre Agassi's AI-powered tennis coaching platform with IBM - all curated by Sports Geek Reads. Subscribe at https://sportsgeekhq.com/rapidrundown

Tim is a co-founder and Managing Partner at Angeles Equity Partners.  Tim is responsible for overseeing all aspects of the firm's investment activities. Prior to co-founding Angeles Equity Partners in 2014, Tim co-led the Industrials vertical at The Gores Group with Jordan Katz. Tim was responsible for leading due diligence efforts, driving operational transformation and providing portfolio company oversight.  During his tenure at Gores, Tim served as the Chairman and/or Chief Executive Officer of numerous portfolio companies, and was a member of both the Management and Investment Committees.  Prior to Gores, Tim spent two years at Gateway, where he was responsible for the revenue and margin performance of Services, Software, and Enterprise Products in the Professional Business Unit. Prior to Gateway, Tim spent more than five years at Bain & Company, where he led numerous strategy, M&A and operational improvement engagements for corporate and private equity clients.  Before that, Tim served in various sales leadership and transformation positions at AT&T and began his career with IBM. Tim received a B.A. in Finance from Texas A&M University and an M.B.A. with a concentration in Entrepreneurial Finance from The Wharton School of the University of Pennsylvania.

The season continues as we talk with alumni about the impact the David Eccles School of Business has on their lives and careers. In this episode host Frances Johnson talks with Carnell (Nelly) Griffin, an MBA graduate who is now an Indirect Buyer with NVIDIA, and has also established a scholarship at the Eccles School for first generation students in the Opportunity Scholars Program.Nelly shares his remarkable journey of attending North Carolina State University, working at IBM, pursuing an MBA from the David Eccles School of Business, and now working at Nvidia. But he reflects on where it all started when at a young age he recognized the importance of mentorship and took strides to take on a mentor and follow their advice. Nelly also discusses overcoming personal hardships, and the value he has found in staying curious and open to new possibilities. Emphasizing the need for discipline, persistence, and constant self-improvement to succeed, this episode highlights Nelly's unyielding mindset, the importance of creating your own path despite challenges, and what can be gained in life by never giving up.Eccles Business Buzz is a production of the David Eccles School of Business and is produced by University.fm.Eccles Business Buzz is proud to be selected by FeedSpot as one of the Top 70 Business School podcasts on the web. Learn more at https://podcast.feedspot.com/us_business_school_podcasts. Episode Quotes:Nelly shares that while results take time, it's important to keep going.[31:55] But the satisfaction you're going to feel when you finally overcome whatever hurdle is in your way… It's going to get to the point where you're, like, receiving dividends from things that you forgot about, the struggles that you did, that you forgot about. So, just keep going. And, also, that is an important thing I did not mention before, and I probably definitely should have started with that. Things take longer to come back to you than you think they do. They really do. The person that referred me into Nvidia met me in 2013, and I had no idea she was that impressed with me, and I did not seek this job out. I came to her asking for help because we're in the same profession with my job. And her advice to me was to apply to, and I was like, wait, wait. I was like, I didn't even know she thought of me on that level, right? Where she would see me as a peer to hers, right? In a working world. Successful leaders thrive in the unknown[07:22] How many of them actually know where they're going before they get there? They don't. You got to have the confidence. You got to be willing to take a risk. And that risk often comes with more ambiguity.If you want to be successful, you need to be prepared not to fit in.[03:29] I learned that I'm going to have to reach out to people that do not look like me, that do not sound like me, that are not from the same place that I'm from, to get where I want to go. Because I do not see anyone else going there. And I think that was the time I became what I would call, it was really big affirmation to myself that ″success looks weird." And that's when I became a weirdo. Like, if you want to be successful, you need to be prepared not to fit in. And from there on, I became comfortable being the different person because the things she had me doing, even then, those small things like, "Don't waste your summer, do an extracurricular activity. You need to build up a list of things that you can say you do so you can go to college." So, like I had all these thoughts in my head early, and it kind of just pushed me through, and I still keep that mentality today, like, what am I doing that's different, that's going to give someone a reason to push me forward.Nelly opens up about why his alumni network still matters more than ever.[37:19] So, me staying connected and doing the scholarship and giving back is keeping me connected with where I came from personally, which is going to keep me motivated and keep me from complaining when my boss asks me to stay late on a Friday to close a big deal or do anything like that. Professionally, oh my God, even though that was wake up at 4:30 every morning and not go to bed till midnight type of thing, while I was in the MBA program, I met some amazing people, like absolutely amazing people. And it was, I would say, that part of my life where the movie version of life and real life kind of aligned a little bit, right? Like, I met some really cool people. [38:31] We call each other about work and stuff like that. But yeah, those two reasons. They both keep me humble. And then I'm just excited to grow and be part of this network. And at my age, I realize the university isn't great because it's the university. It's great because of the people that continue to contribute and come back to it. That's what makes any organization great. It's not because it's the organization. It's because, collectively, when you all add your knowledge and power, and experience together, it creates this amazing thing. So, I want to be part of that. So that's what I'm trying to do.Show Links:Carnell (Nelly) Griffin | LinkedInDavid Eccles School of Business (@ubusiness) | InstagramUndergraduate Scholars ProgramsRising Business LeadersEccles Alumni Network (@ecclesalumni) | Instagram Eccles Experience Magazine

When you're stuck, sometimes the best solution is to stop thinking conventionally.Paul Sloane, innovation expert and founder of Destination Innovation, joins the Be A Marketer podcast to show how lateral thinking can unlock breakthroughs in business. With over 20 books written and keynote speeches delivered worldwide, Paul has taught companies like Microsoft, IBM, and Disney to reframe challenges and discover fresh solutions.In this episode, you'll hear what lateral thinking looks like in practice, why small businesses have an edge when it comes to agility and innovation, and how Paul uses tools like Constant Contact and AI to keep his own marketing sharp after decades in business.If you love this show, please leave a review. Go to RateThisPodcast.com/bam and follow the simple instructions.Additional Resources:Understanding contact segmentationUsing click segmentation in an emailOverview: Email reportingMeet Today's Guest: Paul Sloane of Destination Innovation

In this episode of Now I Get It, I dive deep into how cultural differences shape the United States—past and present. Drawing from Geert Hofstede's groundbreaking IBM studies, I explore how nations differ across dimensions like inequality, gender roles, religion, and individuality. Through that lens, I connect these global cultural frameworks to America's own fragmented identity—how early immigrant roots, regional histories, and moral certainties have divided and defined the country's political landscape.I also unpack how gender distinctions, religion, and attitudes toward uncertainty influence everything from politics to personality. From Appalachian independence to New England collectivism, from authoritarian comfort to improvisational freedom, these cultural currents still ripple through every debate we have today. Understanding them, I argue, is the first step toward finding balance amid the chaos.In this episode, you will learn:(00:00) How IBM's cultural research helps explain America's divided identity(03:10) Why early immigrant settlements still shape regional attitudes centuries later(04:46) The political fault line between equality and inequality in U.S. ideology(08:51) How gender, religion, and cultural “masculinity” define national outlooks(11:57) The psychology of authoritarianism and the comfort of conformity(15:40) Why improvisers crave freedom while stabilizers seek safety(17:49) How time orientation—past, present, or future—shapes cultural behavior(21:30) The historical tug-of-war between Boston and Charleston—and what it still means todayLet's connect!linktr.ee/drprandy Hosted on Acast. See acast.com/privacy for more information.

In dieser Episode begrüße ich Christian Klezl, einen international erfahrenen Top-Manager, der Führung nicht als reine Funktion, sondern als Haltung lebt. Christian berichtet aus seiner langjährigen Praxis bei internationalen Konzernen wie IBM und Kyndryl sowie von seiner Erfahrung in der Arbeit mit Führungskräften der öffentlichen Verwaltung, und er erklärt, warum Empathie in der Wirtschaft nicht eine Schwäche, sondern eine entscheidende Kompetenz ist.Wir sprechen über den Wert von Begegnungen und Beziehungen, die Rückbesinnung auf den Zweck einer Organisation, eine stärkere Werteorientierung in der Führung, seine Sicht auf Digitalisierung und Künstliche Intelligenz sowie Chancen und Risiken in der Führung. Außerdem erzählt Christian von seinem eigenen Weg, der Transformation vom globalen Führungsjob zum wertebasierten Mentor und Coach, und warum “Sinn und Sicherheit” die Kernaufgaben von Führung sind.Freue dich auf inspirierende Gedanken zum Thema Vertrauen, Authentizität und die Kunst, Momente zu umarmen - im Berufsleben wie privat. Am Ende erwartet dich Christians wichtigster Ratschlag zum Mut zum Selbstsein.Viel Freude beim Hören!Nähere Informationen zu Dr. Erika Maria Kleestorfer:Website: www.kleestorfer.comInstagram: https://www.instagram.com/erikamariakleestorfer/?hl=deLinkedIn: https://www.linkedin.com/in/dr-erika-maria-k-a18426/Buch: Purpose: How Decisions in Life are Shaping Leadership JourneysLove-Cards: https://produkte.kleestorfer.com/love-cardsEmail: office@kleestorfer.com Dieser Podcast wurde bearbeitet von: Denise Berger https://www.movecut.at

00:00 Introducción 00:15 Google busca nuevo director en México  Tras la salida de Julián Coulter, la empresa busca quien mantenga su crecimiento en IA y nube. 01:02 IBM recorta 3,000 empleos El ajuste global forma parte de una reestructuración para centrarse en inteligencia artificial y nube híbrida. 01:51 Qualcomm impulsa la IA en los dispositivos Presentó chips  en devices que corren modelos de IA sin conexión a la nube, marcando la nueva frontera tecnológica.

The Centre on Wednesday has released India AI Governance Guidelines with the goal of harnessing the transformative potential of artificial intelligence (AI) for inclusive development and global competitiveness, while addressing the risks it may pose to individuals and society. However, the government has maintained that it is not a legislation and it would not introduce any regulation, but added that existing regulations can be applied to address many of the risks. For instance, existing laws like information technology, data protection, consumer protection and statutory civil and criminal codes, etc, can be used to govern AI applications, reports S Ronendra Singh. IBM to cut thousands of jobs as focus shifts to AI, cloud software IBM on Tuesday announced layoffs affecting a low single-digit percentage of its global workforce, potentially impacting thousands. Sources told businessline that India is likely to be among the regions impacted. The country accounts for an estimated 30–35% of IBM's global workforce of over 270,000, making it one of the company's largest employee bases, reports Sanjana B. Bihar Election Phase 1: NDA-Mahagathbandhan duel plays on caste and welfarism A bipolar contest between the ruling National Democratic Alliance (NDA) and the opposing Mahagathbandhan has eclipsed prospects of the third hopeful — debutant Prashant Kishor's Jan Suraaj Party (JSP) — as Bihar prepares to vote in the first phase of polling in 121 constituencies spread across 18 districts on Thursday. The fate of Deputy Chief Ministers Samrat Choudhary and Vijay Kumar Sinha as well as Mahagathbandhan leader and chief ministerial candidate Tejashwi Yadav will be sealed in the first phase, reports Poornima Joshi. Russian crude oil flows uninterrupted to India, for now Russian crude oil imports by India were largely stable in October 2025, with cargoes growing almost 2.53 per cent M-o-M to around 1.62 million barrels per day (mb/d), as refiners maintained the momentum in line with rising domestic demand. In September, the Russian crude oil imports were at 1.58 mb/d, according to global real time data and analytics firm Kpler. The sustained flows from Moscow are also aiding Indian refiners in monetising the limited window of opportunity to sell diesel to the European Union (EU) before its January 21, 2026 deadline under latest sanctions comes into effect, writes Rishi Ranjan Kala. Relief for banks, homebuyers: ED–IBBI pact allows return of attached assets under PMLA In a major relief for banks and home buyers, assets of bankrupt companies and their promoters attached by the Enforcement Directorate (ED) under the Prevention of Money Laundering Act (PMLA) can now be restored to affected creditors, following the finalisation of a new standard operating procedure (SOP) jointly framed by the ED and the Insolvency and Bankruptcy Board of India (IBBI). That's a wrap for today's news. Check out the hindu businessline's website. Thank you for joining us. stay informed and stay ahead

When most leaders think about transformation, they reach for tools and tactics. But real, lasting change doesn't start with new methods—it starts with culture. In this episode, I sit down with Phil Gilbert, the former General Manager of Design at IBM, who led one of the boldest reinventions in corporate history. After selling his third startup to IBM in 2010, Phil was asked to transform how IBM's teams worked using design thinking and agile. That effort reshaped the experience of over 400,000 employees and became the subject of a Harvard Business School case study, the documentary The Loop, and coverage in the New York Times and Fortune.We explore how culture drives outcomes, why the team is the atomic unit of change, and how to design a leadership structure that earns trust and creates momentum. Phil brings sharp insight, rich stories, and practical frameworks drawn from a 45-year career spanning startups, scale-ups, and global enterprises. If you're leading change—or trying to get others to believe in it—this conversation is your blueprint.Phil Gilbert is best known for scaling IBM's global design transformation. He was inducted into the New York Foundation for the Arts Hall of Fame in 2018 and named an Oklahoma Creativity Ambassador in 2019. Since retiring from IBM in 2022, Phil has focused on helping business and military leaders shift culture at scale to improve innovation and team performance.Key TakeawaysCulture is the system: Real transformation means rewiring people, practices, and places—not just teaching new skills.Teams are the atomic unit of change: Change doesn't scale through individual mandates. It scales when cross-functional teams deliver new outcomes.Design scales empathy: Phil shares how design thinking isn't just about aesthetics—it's a tool for scaling understanding and improving systems.Transformation needs protection: Change teams need structural support and a leadership “shell” that shields them while engaging the broader org.Momentum beats mandates: Leaders can't impose change—they must earn it by showing results, listening deeply, and integrating across silos.Additional Insights"Every day is a prototype": Phil's mantra that gives teams permission to change, test, and learn continuously.The virus model of leadership: To spread new ways of working, Phil designed his leadership team like a virus—with spikes into HR, finance, comms, and IT.Designers aren't the barrier—systems are: In companies with weak design reputations, the problem isn't the designers. It's the culture around them.Shadow IT kills transformation: Real progress happens when change leaders partner with CIOs—not work around them.Most AI efforts are missing the point: Phil argues that AI transformation fails when it focuses on individuals instead of improving team-level outcomes.Episode Highlights00:00 - Episode RecapBarry O'Reilly recaps the episode's theme, discussing leadership challenges, reclaiming strategic focus, and leveraging frameworks, executive habits, and AI to drive impactful business outcomes.2:26 - Guest IntroductionBarry introduces Phil Gilbert, renowned for leading a major cultural transformation at IBM through human-centered design. He previews Phil's new book, “Irresistible Change,” and sets expectations for a discussion on leadership, empathy, and executing change at scale.3:21 - Official Start of ConversationPhil Gilbert reflects on pivotal career moments, including his experience founding early startups, the challenge of driving adoption for new technologies,...

Episodio 343.Al principio de la piratería, los Mouse brothers, Gente ****que ripea, de Georgia, el país, estaban Perdiendo algunas frecuencias. Las pueden buscar, pero no la van a encontrar en este ambiente bilingüe y Un señor de IBM se rascó durísimo y les dijo “Relajen las orejas”. Hijo de puta, pero brillante.

Send us a textGuest: Kris Kluver, Founder of Life on Your Terms — speaker, facilitator, best-selling author, advisor, and coach helping leaders design fulfillment that matches their ambition.Summary: In this powerful replay, Kris Kluver flips the script on success. Too many high performers master their business but neglect their well-being — Kris shows how to align both. From defining what success really means to knowing when to say no, this conversation is about creating freedom, balance, and impact on your terms.Timestamps: 02:39 Who is Kris Kluver, the coach? 05:33 Are A-type personalities ever truly satisfied? 06:23 The evolution of Kris' brand 12:14 How to grow your business and yourself 20:37 Redefining success 26:09 One action to transform your life 29:59 Just because you can… should you? 31:49 The courage to change 37:39 The Life on Your Terms process 41:31 Rethinking failure 45:59 The offer that changes everythingLinkedin: https://www.linkedin.com/in/kriskluver/Kris' Website: https://lifeon-yourterms.com/Want to be featured as a guest on Making Data Simple? Reach out to us at almartintalksdata@gmail.com and tell us why you should be next. The Making Data Simple Podcast is hosted by Al Martin, WW VP Technical Sales, IBM, where we explore trending technologies, business innovation, and leadership ... while keeping it simple & fun.

Send us a textGuest: Kris Kluver, Founder of Life on Your Terms — speaker, facilitator, best-selling author, advisor, and coach helping leaders design fulfillment that matches their ambition.Summary: In this powerful replay, Kris Kluver flips the script on success. Too many high performers master their business but neglect their well-being — Kris shows how to align both. From defining what success really means to knowing when to say no, this conversation is about creating freedom, balance, and impact on your terms.Timestamps: 02:39 Who is Kris Kluver, the coach? 05:33 Are A-type personalities ever truly satisfied? 06:23 The evolution of Kris' brand 12:14 How to grow your business and yourself 20:37 Redefining success 26:09 One action to transform your life 29:59 Just because you can… should you? 31:49 The courage to change 37:39 The Life on Your Terms process 41:31 Rethinking failure 45:59 The offer that changes everythingLinkedin: https://www.linkedin.com/in/kriskluver/Kris' Website: https://lifeon-yourterms.com/Want to be featured as a guest on Making Data Simple? Reach out to us at almartintalksdata@gmail.com and tell us why you should be next. The Making Data Simple Podcast is hosted by Al Martin, WW VP Technical Sales, IBM, where we explore trending technologies, business innovation, and leadership ... while keeping it simple & fun.

Ce mercredi 5 novembre, François Sorel a reçu Fanny Bouton, directrice du quantique chez OVHcloud, Frédéric Simottel, journaliste BFM Business, Cyril de Sousa Cardoso, président du groupe Polaria, Julien Thibaud, journaliste BFM Business, Sylvain Trinel, journaliste Tech&Co, Delphine Remy-Boutang, fondatrice & CEO de JFD, Iris Maréchal, cofondatrice de Theremia, Margaret Entrepreneure 2025, Imane Fard, consultante technique IBM, Margaret Intrapreneure 2025, et Aya Aïdouni, étudiante en ingénierie logicielle à l'ESIEE IT, Margaret Junior 2025, dans l'émission Tech & Co, la quotidienne sur BFM Business. Retrouvez l'émission du lundi au jeudi et réécoutez la en podcast.

Mercredi 5 novembre, François Sorel a reçu Fanny Bouton, directrice du quantique chez OVHcloud, Frédéric Simottel, journaliste BFM Business, et Cyril de Sousa Cardoso, président du groupe Polaria. Ils se sont penchés sur la priorité nationale accordée à l'intelligence artificielle en Corée du Sud, l'innovation dans le refroidissement des data centers par Valeo, le lancement d'une "usine IA" en Allemagne par Nvidia et Deutsche Telekom, et la suppression de milliers d'emplois chez IBM, dans l'émission Tech & Co, la quotidienne, sur BFM Business. Retrouvez l'émission du lundi au jeudi et réécoutez-la en podcast.

Mercredi 5 novembre, François Sorel a reçu Delphine Remy-Boutang, fondatrice & CEO de JFD (Join Forces & Dare), Iris Maréchal, cofondatrice de Theremia, Margaret Entrepreneure 2025, Imane Fard, consultante technique IBM, Margaret Intrapreneure 2025, et Aya Aïdouni, étudiante en ingénierie logicielle à l'ESIEE IT, Margaret Junior 2025. Elles sont revenues sur les prix Margaret 2025 dédiés à l'IA et se sont aussi penchées sur la place des femmes dans la tech et l'intelligence artificielle, dans l'émission Tech & Co, la quotidienne, sur BFM Business. Retrouvez l'émission du lundi au jeudi et réécoutez la en podcast.

Delphine Remy-Boutang, fondatrice & CEO de JFD, Iris Maréchal, cofondatrice de Theremia, Margaret Entrepreneure 2025, Imane Fard, consultante technique IBM, Margaret Intrapreneure 2025, et Aya Aïdouni, étudiante en ingénierie logicielle à l'ESIEE IT, Marga

Guest post by Isobel Rimmer, who is founder of international training and development consultancy, Masterclass Training, and author of Present with Presence: Everything you need to plan, prepare and deliver with impact in any situation published by Rethink Publishing I've trained hundreds of tech professionals, from IBM mainframe pre-sales engineers to the geekiest white hat hackers, consultants and data analysts, to speak with presence and confidence in customer meetings, conferences and events. In this article, I share what makes the best stand out and truly own the room. Presentation Skills, to Present with Presence There was a time when tech professionals, particularly in high level customer meetings, were expected to stay mute, speak only when spoken to, and then only in words of one syllable. How times have changed - and rightly so. Subject matter experts, SMEs, are critical to success in tech. Whether a systems architect, security specialist, pre-sales engineer, systems integrator or IT services professional explaining how the 'tech' will work, your ability to make what you say meaningful to every member of your audience, however technical, will make you stand out. And that's a key point. Just how technical is your audience? You probably take what you do for granted. You're comfortable with the 'tech' and you know the jargon. But that may not be true of the people you're speaking to. If you want to own the room, the first step is to assess the level of technical skill in the room. Most people are too polite to say they don't understand when things get complicated. They don't want to look foolish not knowing the latest acronym or piece of jargon. I once spent a whole day hearing about the 'uniques' of a major IT vendor when, to my horror (and that of the speaker), one audience member, looking confused, asked which version of 'Unix' he was talking about… No one likes a 'smart Alec' either, so your ability to pitch at the appropriate tech level will make you a star. Rarely does it work to try and impress with superior tech knowledge. One of the best ways to stand out is to introduce 'stories' and 'characters' into your presentations. I remember an amazing tech pitch at a Gartner event when the speaker used two hand puppets (and no notes) to explain his product's roadmap. Unique, fun and incredibly easy to understand. Whether you call them stories, case studies, use cases or citations, the outcome is the same. A story, told well, builds credibility, shows you 'know your stuff,' demonstrates your ability to solve serious technical problems and demonstrates the value you bring. A story is so much more memorable than a list of facts and figures. My 5D framework used by thousands of consultants globally allows you to bring even the most technical use case to life. A good story allows your audience to relate to you, your work, and how that can help them, increasing the likelihood of a 'virtual nod' because they see themselves in your story too. The first D - description - sets the context and gives validity to your story. If you've done similar work for a major global player, your audience will sit up and listen. The second D - dilemma - is where we share the challenges, issues and concerns the other customer faced. This does many things - it boosts your credibility and, if you choose the right story, shows what your audience is facing, too, connecting you more intimately. The third D - desire - is what the characters in your customer story wanted. This makes your story 'human' and relatable. Perhaps the CIO needed to overcome a major security issue, but was struggling to get budget from the Board, wanted to demonstrate a return on their ERP (enterprise resource planning) software to t shareholders, or ensure their systems were safe in the cloud following an outage. Your fourth D - delivered - is what you did. This is a pivotal moment. The best tech presenters, the ones who can really hold a room, understand that this descrip...

Künstliche Intelligenz verändert Softwareteams grundlegend. Wie Führungskräfte ihre Teams auf den Wandel vorbereiten und sich Wettbewerbsvorteile sichern.

In this episode of The Executive Room Podcast, host Kimberly Afonso sits down with James Wood, co-founder and CEO of Bowdark Consulting, a firm helping organizations harness technology to streamline operations, fill knowledge gaps, and free teams to focus on high-impact work. With over 25 years in enterprise software, including leadership roles at SAP America and IBM, James has built a reputation for turning bold ideas into practical, high-value solutions.Listen in as James shares insights on the hidden challenges of enterprise modernization, the evolving “build vs. buy” debate, and how AI and low-code technologies are reshaping innovation. He also reflects on his journey as a bestselling author and the impact of visibility on leadership and company growth.Subscribe to The Executive Room Podcast for more insights from visionary leaders.

Public Speaking Made Easy: Tips, Tricks, and Techniques Do you get nervous before speaking in front of an audience? Or maybe you're already confident but want to sharpen your presentation skills? In this episode, we break down the secrets to powerful public speaking — from crafting a message that connects, to delivering it with confidence and clarity. You'll learn practical techniques to capture attention, structure your speech for maximum impact, and leave your audience inspired. Whether you're giving a business presentation, leading a meeting, or stepping up to the mic for the first time, this episode will help you speak with ease and make every word count. Tune in and take your public speaking skills to the next level!   Sammie Walker Herrera runs a public speaking coaching consultancy called Speak Y'all (yes, she's from Texas), leveraging 10+ years coaching leaders on their impromptu speaking and interviewing skills. Her clients are senior leaders at companies like Amazon, IBM, Oracle, and Microsoft. She focuses on creating a fun, non-judgmental space for folks to hone their speaking strengths. Sammie has completed Certified ADHD Coach training through the ADD/ADHD Coach Academy and is passionate about supporting neurodivergent professionals. Sammie earned two Bachelor's degrees from Carnegie Mellon University and a Master's of Arts in Student Affairs in Higher Education from Slippery Rock University. Sammie is also a Latin dance instructor and performs improv comedy.   Social Media: Website: https://www.speakyall.com  LinkedIn: https://www.linkedin.com/in/sammiemlwalker/ YouTube: https://www.youtube.com/@speakyall TikTok: https://www.tiktok.com/@speakyall Instagram: https://www.instagram.com/speakyall/ Facebook: https://www.facebook.com/speakyall Newsletter: https://subscribe.speakyall.com/  LinkedIn Company Page: https://www.linkedin.com/company/speakyall/   

Phil Nash is a developer relations engineer for Langflow at IBM. Sometimes he writes code on stage in front of a crowd, hoping everything just works. Sometimes he writes open source code, which is much less stressful because if it is wrong someone else can correct it. He writes code in tweets or toots sometimes, but not much fits.You can find Phil on the following sites:WebsiteLinkedInGitHubBlueskyXHere are some links provided by Phil:LangflowPLEASE SUBSCRIBE TO THE PODCASTSpotifyApple PodcastsYouTube MusicAmazon MusicRSS FeedYou can check out more episodes of Coffee and Open Source on https://www.coffeeandopensource.comCoffee and Open Source is hosted by Isaac Levin

Blandvertising [https://marketingexperiments.com/copywriting/writing-meaningful-copy].It's a word I coined 13 years ago to describe a wishy-washy marketing claim.The type of words that fill a copy block. They look right. And it's probably sprinkled with words like “scalable,' ‘ecosystem,' ‘user-centric,' ‘best-in-class,' ‘leading,' and on and on. But after you read them or hear them you realize – they don't really say anything at all. So I loved this lesson I read in a podcast guest application, “A brand that says something is more important than saying everything perfectly.”To hear the lesson behind that story, along with many more lesson-filled stories, I talked to Millie Hogue, CMO, Hakkoda [https://hakkoda.io/].Hakkoda is part of IBM. IBM reported total annual revenue of $62.8 billion in 2024. At Hakkoda, Hogue manages an internal team of nine along with an array of 20 vendors and freelancers.Lessons from the things she madeA marketing and sales team divided cannot standA brand that says something is more important than saying everything perfectlyExpertise matters more than everBuild for your audienceThe success of your team is YOUR successJoin us at our next virtual eventAI Executive Lab: Transform billable hours into scalable AI-powered products [https://www.eventbrite.com/e/ai-executive-lab-transform-billable-hours-into-ai-powered-products-tickets-1872389821359] – Tuesday, November 11th at 2 pm EDT. Discussed in this episodeMarketing Experimentation Strategy: Define and differentiate between experimentation and execution in marketing activities (podcast episode #93) [https://marketingsherpa.com/article/interview/marketing-experimentation]Authentic Brand Transformation: To build a brand that lasts, consider rebranding a team sport (podcast episode #137) [https://marketingsherpa.com/article/interview/authentic-brand]Analytics: Driving business value matters more than perfect models (podcast episode #133) [https://marketingsherpa.com/article/interview/analytics]Get more episodesSubscribe to the MarketingSherpa email newsletter [https://www.marketingsherpa.com/newsletters] to get more insights from your fellow marketers. Sign up for free if you'd like to get more episodes like this one.For more insights, check out...This podcast is not about marketing – it is about the marketer. It draws its inspiration from the Flint McGlaughlin quote, “The key to transformative marketing is a transformed marketer” from the Become a Marketer-Philosopher: Create and optimize high-converting webpages [https://meclabs.com/course/] free digital marketing course.Apply to be a guestIf you would like to apply to be a guest on How I Made It In Marketing, here is the podcast guest application – https://www.marketingsherpa.com/page/podcast-guest-application

Can the grid power AI's future? Join host Nick Schutt on Robots and Red Tape as he chats with Harry Munroe, IBM quantum ambassador and energy expert. Harry explains the U.S.'s three fragmented grids, real-time supply-demand balancing, and massive data center demands (up to terawatt-hours yearly). Discover quantum's role in batteries/solar and grid modernization challenges. A must-listen for tech and energy pros! *Three U.S. grids: West, East, Texas (ERCOT) *Real-time electron matching; *60Hz stability Data centers = small city power (100MW+) *Quantum for materials, optimization

El futuro ya no avisa, te atropella.Hace nada la computación cuántica era ciencia ficción.Hoy, IBM inaugura su primer ordenador cuántico en Donostia… y de repente, lo que parecía un titular lejano se convierte en algo muy real.En este episodio te explico, en cristiano, qué narices es la cuántica, por qué puede romper las reglas del juego y cómo algo que suena tan técnico puede afectar directamente a tu dinero, tu privacidad y tu vida.Hablamos de hackers con superpoderes, de una mudanza digital que ya ha empezado, de helio convertido en el nuevo oro… y del poder que pocos tendrán cuando esto se dispare.Pero tranquilo: no es un episodio para asustarte.Porque donde hay riesgo, también hay oportunidad.Te contaré qué empresas ya están moviendo ficha, cómo están ganando terreno y qué podemos aprender de ellas antes de que el futuro nos pase por encima.Así que ponte cómodo, súbele el volumen y prepárate.Porque la amenaza cuántica ya ha comenzado.════════════════☕ Mi café de Kopi Krate: café de especialidad directo a tu casa. Cupon KOPI10 para 10% de descuento en tu suscripción:⁠https://kopikrate.com⁠⁠⁠⁠════════════════

Explore the podcast → https://ibm.biz/Bdbvh4AI can drive transformation or create new vulnerabilities. The difference lies in how we lead. In this episode of AI in Action, former CISA Director Jen Easterly joins David Levy to discuss the intersection of AI governance and cybersecurity, and how leadership and accountability shape both. Watch the episode to understand how security guardrails, robust systems, and a culture that values safety as much as speed can help organizations innovate boldly yet responsibly. Because real AI-based innovation isn't just smart. It's also safe.Timestamps:0:00 Intro0:55 Jen Easterly's journey from national security to AI governance2:28 How imagination shapes innovation and risk4:06 Innovation under pressure in the field7:04 The power of data and information-driven defense8:25 Agentic AI is transforming both defense and attack9:45 Making security part of software design13:50 Accountability and leadership in AI governance17:39 Creating a culture that values safety and innovation24:17 Collaboration, resilience and the future of AI security28:04 Emerging AI threats and the evolving security landscape30:12 Key takeaways on leadership, accountability and trustAI news is moving fast. Keep your business ahead with updates about AI advancements, strategies and expert perspectives → https://ibm.biz/BdbSUvThe opinions expressed in this podcast are solely those of the participants and do not necessarily reflect the views of IBM or any other organization or entity.

WHAT happens if you don't buy cyber risk insurance? Well, Jaguar Land Rover certainly found out earlier this year. The luxury carmaker was hit by a devastating cyber attack in late August, causing it to shut down its production lines for more than four weeks and costing it £50m a week. It only got things back to normal in early October. It was initially forced to withhold payments from suppliers. That is no small matter, given that the automotive parts supply chain, which famously runs on the just-in-time model, supports 200,000 jobs in the UK. It even had to turn to its bankers to secure a £2bn funding facility, which won't have come cheap. On top of all that, the government saw no choice but to step in with a £1.5bn credit guarantee, simply to avoid the potential economic fallout. Other recent victims of cyber crime include Heathrow Airport and high street retailers Marks & Spencer and the Co-op. Many big players in the maritime industries have also been on the receiving end, from boxship giants Maersk, MSC and CMA CGM to ports giant DP World and top broker Clarksons. A recent report from IBM, which examined data breaches experienced by about 600 organisations worldwide, put the average cost of an incident at $4.4m (or £3.3m). What is clear is that cyber risk is a growing threat, as hackers becoming increasingly more sophisticated. This special joint Insurance Day/Lloyd's List podcast will look at how insurance can at least mitigate the worst impacts for companies in both the maritime and wider business sectors. Joining Insurance Day reporter Queenie Shaikh are: Robert Dorey, chief executive, Astaara William Altman, director, CyberCube Stephen Wares, head of international underwriting, Coalition Subscribe to Lloyd's List: https://www.lloydslistintelligence.com/products/lloyds-list Learn more about Lloyd's List Intelligence: https://www.lloydslistintelligence.com/

professorjrod@gmail.comA census solved with cardboard, a company remade by a $5 billion gamble, and a tiny firmware layer that cracked open the PC market—this is the human story behind how computing became a platform, not a product. We go from Hermann Hollerith's 1890 insight to IBM's sales-first system that taught the world to think in fields and records, and then to the cultural and ethical crosscurrents that come with scale. Those punched holes didn't just count people; they trained generations to quantify work, plan logistics, and make decisions with data.The narrative turns at a crossroads in the early 1960s. Thomas J. Watson Jr. sees a maze of incompatible machines and bets the company on a single, compatible architecture: System/360. It demanded new chips, code, factories, and nerve. Launch day lands with shock and relief—orders flood in for a family of computers that finally speak the same language. That choice redefined the industry's economics: software could live longer than hardware, upgrades didn't mean rewrites, and customers stopped fearing growth. Architecture became destiny, and IBM set the standard that everyone from Apple to ARM would later emulate in their own ecosystems.Then the stage shifts again to 1981, where a humble BIOS turns one machine into a platform. IBM documented how its firmware behaved; Compaq legally reimplemented it; the clone market ignited. Prices dropped, innovation surged, and the Wintel era took shape. IBM lost tight control but the world gained a common PC standard that carried software across brands and borders. From punch card schemas to UEFI, from batch jobs to cloud migrations, the same lesson repeats: design for compatibility, bet on continuity, and accept that openness can multiply impact.If the story made you think differently about the architecture beneath your apps and devices, follow the show, share it with a friend, and leave a review to help others find Technology Tap. What bold standard—or act of openness—should today's tech leaders champion next?Inspiring Tech Leaders - The Technology PodcastInterviews with Tech Leaders and insights on the latest emerging technology trends.Listen on: Apple Podcasts SpotifySupport the showArt By Sarah/DesmondMusic by Joakim KarudLittle chacha ProductionsJuan Rodriguez can be reached atTikTok @ProfessorJrodProfessorJRod@gmail.com@Prof_JRodInstagram ProfessorJRod

¡Bienvenidos a Sergio Ruiz IA! En este análisis profundo, desvelamos los 5 casos más impactantes de opacidad gubernamental y fenómenos anómalos que acaban de ser revelados por The Black Vault, el mayor archivo privado de documentos desclasificados. ¿Qué oculta la NASA sobre el Telescopio James Webb? ¿Por qué el Pentágono admite que su "transparencia" sobre los UAP (OVNIs) es un guion? Y lo más sorprendente: ¿Qué tiene que ver la burocracia de seguridad nacional con los legendarios Skinwalkers? En este video descubrirás: 1. El Secreto del Webb: Cómo la NASA usa la Exención FOIA (b)(5) para silenciar los datos de su telescopio más avanzado. 2. Control de Narrativa AARO: La prueba de que el Pentágono gestiona la información sobre UAP para minimizar el impacto de la verdad. 3. Skinwalkers en el DoD: La sorprendente investigación multi-agencial sobre fenómenos paranormales en una base militar. 4. El Cubo Negro: Registros de la FAA que confirman el avistamiento de un objeto con una geometría imposible sobre Wright-Patterson. 5. El Manual de Grusch: El documento que revela cómo el gobierno instruyó al denunciante David Grusch sobre qué podía decir. La verdad no espera, se exige. Únete a nuestra comunidad para un análisis crítico y sin miedo. #NASA #JamesWebb #UAP #OVNIS #UFOs #Pentagono #TheBlackVault #DavidGrusch #SkinwalkerRanch #SecretosDeEstado #SergioRuizIA #InteligenciaArtificial #Ciberseguridad #Misterios #Conspiracion #DocumentosDesclasificados #Ciencia 📌 Firmado por: 🌐 Web: www.sergioruizia.com 📩 Email: contacto@sergioruizia.com 📲 WhatsApp y teléfono: +34 695 645 316 (Horario: 11:00–14:00 y 18:00–20:00) 📲 Canal de WhatsApp: https://whatsapp.com/channel/0029Vb8TsLf4NViiMJ2iAc05 ☕ Apóyame: Bizum +34 695 645 316 | PayPal: eluniversopordescubrir@gmail.com 📸 Instagram: https://www.instagram.com/sergioruizia/ 🎙️ Podcast oficial: Expediente 404 en Spotify 🎓 Formado en IA, Ciberseguridad e IA Ética por: Stanford, Duke, Vanderbilt, Universidad de Palermo, Universidad de Pensilvania, Politécnico di Milano, Kennesaw State University, IBM y CertiProf. 🎓 Certificado en IA Deportiva – Universidad del Real Madrid. 🎓 Certificado en Prompts – London University. ⟡ Nadinne IA (OpenAI) | ⟡ VerumIA (Gemini) Las herramientas para el conocimiento y la ayuda. Cumpliendo con el Reglamento Europeo de IA (AI Act) y el GDPR. IA&H generated.

In this week's episode of Dividend Talk, we're back with a jam-packed Dividend Announcements & Earnings deep dive.We kick things off with PayPal initiating its first-ever dividend (welcome to the club, Monkey!), Hershey holding flat to stay off the aristocrat chopping block, and a wild stat on revenue-per-employee (OnlyFans crushes tech giants at $37.6M per head). Then it's over to dividend hikes from Iberdrola (+8.2%), Rockwell Automation, AbbVie, and ExxonMobil, before diving into earnings: Nestlé's volume rebound in China, Schneider Electric riding data-center tailwinds, Altria's cash-rich but growth-poor reality, UnitedHealth's margin squeeze, T. Rowe Price outflows, and Shell's $10B FCF buyback machine.In the Q&A, we tackle benchmarking vs. S&P 500, dollar-cost-averaging into falling knives, estate tax broker moves, covered-call ETFs, Finnish gems, Evolution's permanent pivot, and stock-specific takes on Novo Nordisk, APD, Qualcomm, and more.SEE YOU ON THE INSIDE!!Tickers discussed: PYPL, HSY, GOOGL, MSFT, EBAY, AMZN, IBM, MCD, IEP, IBDR.MC, MUM.DE, SIE.DE, APD, LIN, NOVO-B.CO, EVO.ST, QCOM, ARE, ADC, MO, BATS.L, PM, UNH, TROW, SHEL, XOM, TTE, ITW, ABT, ADP, SCHN.PA, ROC.AX, NOVN.SW, NESN.SW, MCD, APH, DHR, TXN, VFC, RELAS, VWS.CO, WSO, GRG.LJoin us:[Facebook] – Https://www.facebook.com/groups/dividendtalk[Twitter] – @DividendTalk_ , @European_DG[Discord] – https://discord.gg/nJyt9KWAB5[Premium Services] – https://dividendtalk.eu/download-your-free-samples/[Malmo Meetup] – https://t.co/STgV1nMWKj

In this eye-opening episode, Animoca Brands co-founder & chairman Yat Siu joins host Constantin Kogan to unpack his extraordinary journey - from a 15-year-old Austrian kid coding MIDI software on Atari and getting paid via mailed checks, to building one of the first ISPs in Hong Kong, dominating early mobile gaming (200M+ downloads!), and getting deplatformed overnight by Apple in 2012.Yat Siu reveals:

What happens when you stop wrestling a motorcycle and start dancing with it? That single shift changed everything for our guest, Nieta De Young, who joins us from Ghent, Belgium to unpack how motorcycling, mindfulness, and daily practice can turn fear into focus and effort into flow. We trade stories about the “bike-dropping era,” the hard-won art of riding slow, and why presence behind the bars feels like stepping into a quiet room—even on a chaotic city street.Nieta takes us inside Belgium's demanding path to a license—written tests, maneuver exams with lasers, and road riding that forces split-second decisions around medieval streets. Those constraints refined her craft and nudged her toward Zen, where she learned to meet herself honestly. On the bike, that honesty shows up as small, crucial choices: wave someone by, breathe through frustration, smooth a line instead of forcing it. We explore how weather helps too. As a daily rider in a rainy country, Nieta explains how wet roads sharpen throttle finesse and judgment, building a resilient mindset that carries into work, relationships, and the rest of life.Community threads through it all. From a peace sign on a mountain highway to rare but instant bonds among women who ride in Belgium, the shared language of helmets, hand signals, and risk creates quick trust. We also talk bike fit and reality—why her Suzuki SV650 is the right partner for city streets, and why comfort and control beat spec-sheet bragging rights. If you're starting later, you'll find practical encouragement: keep the healthy fear, invest in slow-speed drills, and let the motorcycle be a teacher of patience, kindness, and joy.Press play for a grounded conversation about skill, presence, and that simple moment when the engine clicks off and the world feels right. If the blend of Zen and riding resonates, share this with a friend, subscribe for more conversations like this, and leave a quick review to help others find the show.Nieta's Mindfulness@IBM interview:  https://on.soundcloud.com/9a1NNUe1Ba7SL9OOXA Tags: Mindfulness, Motorcycle riding, mindful motorcycling, motorcycle therapy, nature connection, peace on two wheels, Rocky Mountain tours, rider self-discovery, spiritual journey, motorcycle community, open road philosophy.

What does it take to keep a family business thriving for generations? In this episode of Unstoppable Mindset, I talk with Jan Southern, a seasoned business advisor who helps family-owned companies build long-term success through structure, trust, and clarity. We explore why so many family firms lose their way by the third generation—and what can be done right now to change that story. Jan shares how documenting processes, empowering people, and aligning goals can turn complexity into confidence. We unpack her “Three Ps” framework—People, Process, and Product—and discuss how strong leadership, accountability, and smart AI adoption keep growth steady and sustainable. If you've ever wondered what separates businesses that fade from those that flourish, this conversation will show you how to turn structure into freedom and process into legacy. Highlights: 00:10 – Why unexpected stories reveal how real businesses grow. 01:39 – How early life in Liberal, Kansas shaped a strong work ethic. 07:51 – What a 10,000 sq ft HQ build-out teaches about operations. 09:35 – How a trading floor was rebuilt in 36 hours and why speed matters. 11:21 – Why acquisitions fail without tribal knowledge and culture continuity. 13:19 – What Ferguson Alliance does for mid-market family businesses. 14:08 – Why many family firms don't make it to the third generation. 17:33 – How the 3 Ps—people, process, product—create durable growth. 20:49 – Why empowerment and clear decision rights prevent costly delays. 33:02 – The step-by-step process mapping approach that builds buy-in. 36:41 – Who should sponsor change and how to align managers. 49:36 – Why process docs and succession planning start on day one. 56:21 – Realistic timelines: six weeks to ninety days and beyond. 58:19 – How referrals expand projects across departments. About the Guest: With over 40 years of experience in the realm of business optimization and cost-effective strategies, Jan is a seasoned professional dedicated to revolutionizing company efficiency. From collaborating with large corporations encompassing over 1,000 employees to small 2-person offices, Jan's expertise lies in meticulously analyzing financials, processes, policies and procedures to drive enhanced performance. Since joining Ferguson Alliance in 2024, Jan has become a Certified Exit Planning Advisor and is currently in the process of certification in Artificial Intelligence Consulting and Implementation, adding to her ability to quickly provide businesses with an assessment and tools that will enhance their prosperity in today's competitive landscape. Jan's forte lies in crafting solutions that align with each client's vision, bolstering their bottom line and staffing dynamics. Adept in setting policies that align with company objectives, Jan is renowned for transforming challenges into opportunities for growth and longevity. With a knack for unraveling inefficiencies and analyzing net income, Jan is a go-to expert for family-owned businesses looking to extend their legacy into future generations. Ways to connect with Jan: Email address : Jan@Ferguson-Alliance.com Phone: 713 851 2229 LinkedIn: linkedin.com/in/jansouthern cepa Website: https://ferguson alliance.com About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hi everyone. I want to welcome you to unstoppable mindset where inclusion, diversity and the unexpected meet. But the neat thing about it is we don't usually deal with inclusion or diversity. We deal with everything, but that because people come on this podcast to tell their own stories, and that's what we get to do today with Jan southern not necessarily anything profound about inclusion or diversity, but certainly the unexpected. And I'm sure we're going to figure out how that happens and what's unexpected about whatever I got to tell you. Before we started, we were just sitting here telling a few puns back and forth. Oh, well, we could always do that, Jan, well, welcome to unstoppable mindset. We're glad you're here. Thank you so much. Glad to be here. Any puns before we start?   Jan Southern ** 02:09 No, I think we've had enough of those. I think we did it   Michael Hingson ** 02:11 in, huh? Yes. Well, cool. Well, I want to thank you for being here. Jan has been very actively involved in a lot of things dealing with business and helping people and companies of all sizes, companies of all sizes. I don't know about people of all sizes, but companies of all sizes in terms of becoming more effective and being well, I'll just use the term resilient, but we'll get into that. But right now, let's talk about the early Jan. Tell us about Jan growing up and all that sort of stuff that's always fun to start with.   Jan Southern ** 02:50 Yes, I grew up in Liberal Kansas, which is a small town just north of the Oklahoma border and a little bit east of New Mexico kind of down in that little Four Corners area. And I grew up in the time when we could leave our house in the morning on the weekends and come home just before dusk at night, and our parents didn't panic, you know. So it was a good it was a good time growing up. I i lived right across the street from the junior high and high school, so I had a hugely long walk to work, I mean,   Michael Hingson ** 03:28 to school,   Jan Southern ** 03:30 yeah, and so, you know, was a, was a cheerleader in high school, and went to college, then at Oklahoma State, and graduated from there, and here I am in the work world. I've been working since I was about 20 years old, and I'd hate to tell you how many years that's been.   Michael Hingson ** 03:51 You can if you want. I won't tell   03:55 nobody will know.   Michael Hingson ** 03:57 Good point. Well, I know it's been a long time I read your bio, so I know, but that's okay. Well, so when you What did you major in in college psychology? Ah, okay. And did you find a bachelor's degree or just bachelor's   Jan Southern ** 04:16 I did not. I got an Mrs. Degree and had two wonderful children and grew up, they've grown up and to become very fine young men with kids of their own. So I have four grandchildren and one great grandchild, so   Michael Hingson ** 04:33 Wowie Zowie, yeah, that's pretty cool. So when you left college after graduating, what did you do?   Jan Southern ** 04:40 I first went to work in a bank. My ex husband was in pharmacy school at Oklahoma, State University of Oklahoma, and so I went to work in a bank. I was the working wife while he went to pharmacy school. And went to work in a bank, and years later, became a bank consultant. So we we lived in Norman, Oklahoma until he was out of school and and as I began having children during our marriage, I went to work for a pediatrician, which was very convenient when you're trying to take care of kids when they're young.   Michael Hingson ** 05:23 Yeah, and what did you What did you do for a pediatrician?   Jan Southern ** 05:27 I was, I was her receptionist, and typed medical charts, so I learned a lot about medicine. Was very she was head of of pediatrics at a local hospital, and also taught at the university. And so I got a great education and health and well being of kids. It was, it was a great job.   Michael Hingson ** 05:51 My my sister in law had her first child while still in high school, and ended up having to go to work. She went to work for Kaiser Permanente as a medical transcriber, but she really worked her way up. She went to college, got a nursing degree, and so on, and she became a nurse. And eventually, when she Well, she didn't retire, but her last job on the medical side was she managed seven wards, and also had been very involved in the critical care unit. Was a nurse in the CCU for a number of years. Then she was tasked. She went to the profit making side of Kaiser, as it were, and she was tasked with bringing paperless charts into Kaiser. She was the nurse involved in the team that did that. So she came a long way from being a medical transcriber.   Jan Southern ** 06:51 Well, she came a long way from being a single mom in high school. That's a great story of success.   Michael Hingson ** 06:56 Well, and she wasn't totally a single mom. She she and the guy did marry, but eventually they they did divorce because he wasn't as committed as he should be to one person, if it were,   Speaker 1 ** 07:10 that's a familiar story. And he also drank and eventually died of cirrhosis of the liver. Oh, that's too bad. Yeah, that's always sad, but, you know, but, but she coped, and her her kids cope. So it works out okay. So you went to work for a pediatrician, and then what did you do?   Jan Southern ** 07:31 Well, after my husband, after he graduated, was transferred to Dallas, and I went to work for a company gardener, Denver company at the time, they've been since purchased by another company. And was because of my experience in banking prior to the pediatrician, I went to work in their corporate cash management division, and I really enjoyed that I was in their corporate cash management for their worldwide division, and was there for about four years, and really enjoyed it. One of my most exciting things was they were moving their headquarters from Quincy, Illinois down to Dallas. And so I had been hired. But since they were not yet in Dallas, I worked with a gentleman who was in charge of putting together their corporate offices. And so we made all the arrangements. As far as we had a got a 10,000 square foot blank space when we started. And our job was to get every desk, every chair, every pen and pencil. And so when somebody moved from Quincy, Illinois, they moved in and they had their desk all set up. Their cuticles were cubicles were ready to go and and they were they could hit the ground running day one, so that,   Michael Hingson ** 09:02 so you, you clearly really got into dealing with organization, I would would say, then, wouldn't, didn't you?   Jan Southern ** 09:11 Yes, yes, that was my, probably my first exposure to to the corporate world and learning exactly how things could be more efficient, more cost effective. And I really enjoyed working for that company.   Michael Hingson ** 09:30 I remember, after September 11, we worked to provide the technology that we were selling, but we provided technology to Wall Street firms so they could recover their data and get set up again to be able to open the stock exchange and all the trading floors on the 17th of September. So the next Monday. And it was amazing, one of the companies was, I think it was Morgan Stanley. Finally and they had to go find new office space, because their office space in the World Trade Center was, needless to say, gone. They found a building in Jersey City that had a floor, they said, about the size of a football field, and from Friday night to Sunday afternoon, they said it took about 36 hours. They brought in computers, including IBM, taking computers from some of their own people, and just bringing them into to Morgan Stanley and other things, including some of the technology that we provided. And within 36 hours, they had completely reconstructed a trading floor. That's amazing. It was, it was absolutely amazing to see that. And you know, for everyone, it was pretty crazy, but Wall Street opened on the 17th and and continued to survive.   Jan Southern ** 10:57 That's a great story.   Michael Hingson ** 10:59 So what did you do? So you did this, this work with the 10,000 square foot space and other things like that. And then what?   Jan Southern ** 11:08 Well, once, once everyone moved into the space in Dallas. Then I began my work in their in their corporate cash management area. And from there, my next job was working in a bank when my my husband, then was transferred back to Tulsa, Oklahoma, and I went back to work in banking. And from that bank, I was there about three to four years, and I was hired then by John Floyd as a as a consultant for banks and credit unions, and I was with that company for 42 years. My gosh, I know that's unusual these days, but I really enjoyed what I did. We did re engineering work and cost effectiveness and banks and credit unions for those 42 years. And so that was where I really cut my teeth on process improvement and continuous improvement, and still in that industry. But their company was bought by a an equity firm. And of course, when that happens, they like to make changes and and bring in their own folks. So those of us who had been there since day one were no longer there.   Michael Hingson ** 12:26 When did that happen?   Jan Southern ** 12:27 That was in 2022   Michael Hingson ** 12:32 so it's interesting that companies do that they always want to bring in their own people. And at least from my perspective, it seems to me that they forget that they lose all the tribal knowledge that people who have been working there have that made the company successful   Jan Southern ** 12:51 Absolutely. So I guess they're still doing well, and they've done well for themselves afterwards, and but, you know, they do, they lose all the knowledge, they lose all of the continuity with the clients. And it's sad that they do that, but that's very, very common.   Michael Hingson ** 13:13 Yeah, I know I worked for a company that was bought by Xerox, and all the company wanted was our technology. All Xerox wanted was the technology. And they lost all of the knowledge that all the people with sales experience and other kinds of experiences brought, because they terminated all of us when the company was fully in the Xerox realm of influence.   Jan Southern ** 13:39 So you know what I went through? Yeah.   Michael Hingson ** 13:42 Well, what did you do after you left that company? After you left John Floyd,   Jan Southern ** 13:47 I left John Floyd, I was under a I was under a non compete, so I kind of knocked around for a couple of years. I was of age where I could have retired, but I wasn't ready to. So then I found Ferguson Alliance, and I'm now a business advisor for family owned businesses, and so I've been with Ferguson just over a year, and doing the same type of work that I did before. In addition to that, I have become a certified Exit Planning advisor, so that I can do that type of work as well. So that's that's my story in a nutshell. As far as employment,   Michael Hingson ** 14:26 what is Ferguson Alliance?   Jan Southern ** 14:29 Ferguson Alliance, we are business advisors for family owned businesses. And the perception is that a family owned business is going to be a small business, but there are over 500,000 family owned businesses in the United States. Our market is the middle market, from maybe 50 employees up to 1000 20 million in revenues, up to, you know, the sky's the limit, and so we do. Do a lot of work as far as whatever can help a family owned business become more prosperous and survive into future generations. It's a sad statistic that most family owned businesses don't survive into the third generation.   Michael Hingson ** 15:16 Why is that?   Jan Southern ** 15:19 I think because they the first the first generation works themselves, their fingers to the bone to get their their business off the ground, and they get successful, and their offspring often enjoy, if you will, the fruits of the labors of their parents and so many of them, once they've gone to college, they don't have an interest in joining the firm, and so they go on and succeed on their own. And then their children, of course, follow the same course from from their work. And so that's really, I think, the primary reason, and also the the founders of the businesses have a tendency to let that happen, I think. And so our coaching programs try to avoid that and help them to bring in the second and third generations so that they can, you know, they can carry on a legacy of their parents or the founders.   Michael Hingson ** 16:28 So what do you do, and what kinds of initiatives do you take to extend the longevity of a family owned business then,   Jan Southern ** 16:39 well, the first thing is that that Rob, who's our founder of our family owned business, does a lot of executive coaching and helps the helps the people who are within the business, be it the founder or being at their second or third generations, and he'll help with coaching them as to how to, hey, get past the family dynamics. Everybody has their own business dynamics. And then you add on top of that, the family dynamics, in addition to just the normal everyday succession of a business. And so we help them to go through those types of challenges, if you will. They're not always a challenge, but sometimes, if there are challenges, Rob's coaching will take them through that and help them to develop a succession plan that also includes a document that says that that governance plan as to how their family business will be governed, in addition to just a simple succession plan, and my role in a lot of that is to make sure that their business is ready to prosper too. You know that their their assessment of as far as whether they're profitable, whether they are their processes are in place, etc, but one of the primary things that we do is to help them make certain that that if they don't want to survive into future generations, that we help them to prepare to either pass it along to a family member or pass it along to someone who's a non family member, right?   Michael Hingson ** 18:34 So I've heard you mentioned the 3p that are involved in extending longevity. Tell me about that. What are the three P's?   Jan Southern ** 18:41 Well, the first p is your people. You know, if you don't take care of your people, be they family members or non family members, then you're not going to be very successful. So making certain that you have a system in place, have a culture in place that takes care of your people. To us, is very key. Once you make sure that your people are in a culture of continuous improvement and have good, solid foundation. In that regard, you need to make sure that your processes are good. That's the second P that that you have to have your processes all documented, that you've authorized your people to make decisions that they don't always have to go to somebody else. If you're a person in the company and you recognize that something's broken, then you need to have empowerment so that your people can make decisions and not always have to get permission from someone else to make certain that those processes continuously are approved improved. That's how to you. Could have became so successful is they installed a product. They called it, I say, a product. They installed a culture. They called it kaizen. And so Kaizen was simply just continuous improvement, where, if you were doing a process and you ask yourself, why did I do it this way? Isn't there a better way? Then, you know, you're empowered to find a better way and to make sure that that that you can make that decision, as long as it fits in with the culture of the company. Then the third P is product. You know, you've got to have a product that people want. I know that you've seen a lot of companies fail because they're pushing a product that nobody wants. And so you make certain that your products are good, your products are good, high quality, and that you can deliver them in the way that you promise. And so those are really the 3p I'd like to go back to process and just kind of one of the things, as you know, we had some horrendous flooding here in Texas recently, and one of the things that happened during that, and not that it was a cause of it, but just one of the things that exacerbated the situation, is someone called to say, Please, we need help. There's flooding going on. It was one of their first responders had recognized that there was a tragic situation unfolding, and when he called into their system to give alerts, someone says, Well, I'm going to have to get approval from my supervisor, with the approval didn't come in time. So what's behind that? We don't know, but that's just a critical point as to why you should empower your people to make decisions when, when it's necessary.   Michael Hingson ** 21:56 I'm sure, in its own way, there was some of that with all the big fires out here in California back in January, although part of the problem with those is that aircraft couldn't fly for 36 hours because the winds were so heavy that there was just no way that the aircraft could fly. But you got to wonder along the way, since they are talking about the fact that the electric companies Southern California, Edison had a fair amount to do with probably a lot a number of the fires igniting and so on, one can only wonder what might have happened if somebody had made different decisions to better prepare and do things like coating the wires so that if they touch, they wouldn't spark and so on that they didn't do. And, you know, I don't know, but one can only wonder.   Jan Southern ** 22:53 It's hard to know, you know, and in our situation, would it have made any difference had that person been able to make a decision on her own? Yeah, I was moving so rapidly, it might not have made any any difference at all, but you just have to wonder, like you said,   Michael Hingson ** 23:10 yeah, there's no way to, at this point, really know and understand, but nevertheless, it is hopefully something that people learn about for the future, I heard that they're now starting to coat wires, and so hopefully that will prevent a lot, prevent a lot of the sparking and so on. I'd always thought about they ought to put everything underground, but coating wire. If they can do that and do it effectively, would probably work as well. And that's, I would think, a lot cheaper than trying to put the whole power grid underground.   Jan Southern ** 23:51 I would think so we did when I was with my prior company. We did a project where they were burying, they were putting everything underground, and Burlington Vermont, and it was incredible what it takes to do that. I mean, you just, we on the outside, just don't realize, you know, there's a room that's like 10 by six underground that carries all of their equipment and things necessary to do that. And I never realized how, how costly and how difficult it was to bury everything. We just have the impression that, well, they just bury this stuff underground, and that's all. That's all it takes. But it's a huge, huge undertaking in order to do that   Michael Hingson ** 24:36 well. And it's not just the equipment, it's all the wires, and that's hundreds and of miles and 1000s of miles of cable that has to be buried underground, and that gets to be a real challenge.   Jan Southern ** 24:47 Oh, exactly, exactly. So another story about cables. We were working in West Texas one time on a project, and we're watching them stretch the. Wiring. They were doing some internet provisioning for West Texas, which was woefully short on in that regard, and they were stringing the wire using helicopters. It was fascinating, and the only reason we saw that is it was along the roadways when we were traveling from West Texas, back into San Antonio, where flights were coming in and out of so that was interesting to watch.   Michael Hingson ** 25:28 Yeah, yeah. People get pretty creative. Well, you know, thinking back a little bit, John Floyd must have been doing something right to keep you around for 42 years.   Jan Southern ** 25:40 Yes, they did. They were a fabulous country company and still going strong. I think he opened in 1981 it's called advantage. Now, it's not John Floyd, but Right, that was a family owned business. That's where I got to cut my teeth on the dynamics of a family owned business and how they should work and how and his niece is one of the people that's still with the company. Whether, now that they're owned by someone else, whether she'll be able to remain as they go into different elements, is, is another question. But yeah, they were, they were great.   Michael Hingson ** 26:20 How many companies, going back to the things we were talking about earlier, how many companies when they're when they buy out another company, or they're bought out by another company, how many of those companies generally do succeed and continue to grow? Do you have any statistics, or do more tend not to than do? Or   Jan Southern ** 26:40 I think that more tend to survive. They tend to survive, though, with a different culture, I guess you would say they they don't retain the culture that they had before. I don't have any firm statistics on that, because we don't really deal with that that much, but I don't they tend to survive with it, with a the culture of the newer company, if they fold them in, yeah.   Michael Hingson ** 27:15 Well, and the reality is to be fair, evolution always takes place. So the John Floyd and say, 2022 wasn't the same as the John Floyd company in 1981   Jan Southern ** 27:31 not at all. No, exactly, not at all.   Michael Hingson ** 27:34 So it did evolve, and it did grow. And so hopefully, when that company was absorbed elsewhere and with other companies, they they do something to continue to be successful, and I but I think that's good. I know that with Xerox, when it bought Kurzweil, who I worked for, they were also growing a lot and so on. The only thing is that their stock started to drop. I think that there were a number of things. They became less visionary, I think is probably the best way to put it, and they had more competition from other companies developing and providing copiers and other things like that. But they just became less visionary. And so the result was that they didn't grow as much as probably they should have.   Jan Southern ** 28:28 I think that happens a lot. Sometimes, if you don't have a culture of continuous improvement and continuous innovation, which maybe they didn't, I'm not that familiar with how they move forward, then you get left behind. You know, I'm I'm in the process right now, becoming certified in artificial intelligent in my old age. And the point that's made, not by the company necessarily that I'm studying with, but by many others, is there's going to be two different kinds of companies in the future. There's going to be those who have adopted AI and those who used to be in business. And I think that's probably fair.   Michael Hingson ** 29:13 I think it is. And I also we talked with a person on this podcast about a year ago, or not quite a year ago, but, but he said, AI will not replace anyone's jobs. People will replace people's jobs with AI, but they shouldn't. They shouldn't eliminate anyone from the workforce. And we ended up having this discussion about autonomous vehicles. And the example that he gave is, right now we have companies that are shippers, and they drive product across the country, and what will happen to the drivers when the driving process becomes autonomous and you have self driving vehicles, driving. Across country. And his point was, what they should do, what people should consider doing is not eliminating the drivers, but while the machine is doing the driving, find and give additional or other tasks to the drivers to do so they can continue to be contributors and become more efficient and help the company become more efficient, because now you've got people to do other things than what they were used to doing, but there are other things that AI won't be able to do. And I thought that was pretty fascinating,   Jan Southern ** 30:34 exactly. Well, my my nephew is a long haul truck driver. He owns a company, and you know, nothing the AI will never be able to observe everything that's going on around the trucking and and you know, there's also the some of the things that that driver can do is those observations, plus they're Going to need people who are going to program those trucks as they are making their way across the country, and so I'm totally in agreement with what your friend said, or your you know, your guests had to say that many other things,   Michael Hingson ** 31:15 yeah, and it isn't necessarily even relating to driving, but there are certainly other things that they could be doing to continue to be efficient and effective, and no matter how good the autonomous driving capabilities are, it only takes that one time when for whatever reason, the intelligence can't do it, that it's good To have a driver available to to to to help. And I do believe that we're going to see the time when autonomous vehicles will be able to do a great job, and they will be able to observe most of all that stuff that goes on around them. But there's going to be that one time and that that happens. I mean, even with drivers in a vehicle, there's that one time when maybe something happens and a driver can't continue. So what happens? Well, the vehicle crashes, or there's another person to take over. That's why we have at least two pilots and airplanes and so on. So right, exactly aspects of it,   Jan Southern ** 32:21 I think so I can remember when I was in grade school, they showed us a film as to what someone's vision of the country was, and part of that was autonomous driving, you know. And so it was, it was interesting that we're living in a time where we're beginning to see that, yeah,   Michael Hingson ** 32:41 we're on the cusp, and it's going to come. It's not going to happen overnight, but it will happen, and we're going to find that vehicles will be able to drive themselves. But there's still much more to it than that, and we shouldn't be in too big of a hurry, although some so called profit making. People may decide that's not true, to their eventual chagrin, but we shouldn't be too quick to replace people with technology totally   Jan Southern ** 33:14 Exactly. We have cars in I think it's Domino's Pizza. I'm not sure which pizza company, but they have autonomous cars driving, and they're cooking the pizza in the back oven of the car while, you know, while it's driving to your location, yeah, but there's somebody in the car who gets out of the car and brings the pizza to my door.   Michael Hingson ** 33:41 There's been some discussion about having drones fly the pizza to you. Well, you know, we'll see,   Jan Southern ** 33:50 right? We'll see how that goes. Yeah,   Michael Hingson ** 33:53 I haven't heard that. That one is really, pardon the pun, flown well yet. But, you know, we'll see. So when you start a process, improvement process program, what are some of the first steps that you initiate to bring that about? Well, the first   Jan Southern ** 34:11 thing that we do, once we've got agreement with their leadership, then we have a meeting with the people who will be involved, who will be impacted, and we tell them all about what's happening, what's going to happen, and make certain that they're in full understanding. And you know, the first thing that you ever hear when you're saying that you're going to be doing a re engineering or process improvement is they think, Oh, you're just going to come in and tell me to reduce my staff, and that's the way I'm going to be more successful. We don't look at it that way at all. We look at it in that you need to be right. Have your staff being the right size, and so in in many cases, in my past. I we've added staff. We've told them, you're under staffed, but the first thing we do is hold that meeting, make certain that they're all in agreement with what's going to happen, explain to them how it's going to happen, and then the next step is that once management has decided who our counterparts will be within the company. Who's going to be working with us to introduce us to their staff members is we sit down with their staff members and we ask them questions. You know, what do you do? How do you do it? What do you Did someone bring it to you. Are you second in line or next in line for some task? And then once you finish with it, what happens to it? Do you give someone else? Is a report produced? Etc. And so once we've answered all of those questions, we do a little a mapping of the process. And once you map that process, then you take it back to the people who actually perform the process, and you ask them, Did I get this right? I heard you say, this? Is this a true depiction of what's happening? And so we make sure that they don't do four steps. And they told us steps number one and three, so that then, once we've mapped that out, that gives us an idea of two of how can things be combined? Can they be combined? Should you be doing what you're doing here? Is there a more efficient or cost effective way of doing it? And we make our recommendations based on that for each process that we're reviewing. Sometimes there's one or two good processes in an area that we're looking at. Sometimes there are hundreds. And so that's that's the basic process. And then once they've said yes, that is correct, then we make our recommendations. We take it back to their management, and hopefully they will include the people who actually are performing the actions. And we make our recommendations to make changes if, if, if it's correct, maybe they don't need to make any changes. Maybe everything is is very, very perfect the way it is. But in most cases, they brought us in because it's not and they've recognized it's not. So then once they've said, yes, we want to do this, then we help them to implement.   Michael Hingson ** 37:44 Who usually starts this process, that is, who brings you in?   Jan Southern ** 37:48 Generally, it is going to be, depending upon the size of the company, but in most cases, it's going to be the CEO. Sometimes it's the Chief Operating Officer. Sometimes in a very large company, it may be a department manager, you know, someone who has the authority to bring us in. But generally, I would say that probably 90% of our projects, it's at the C   Michael Hingson ** 38:19 level office. So then, based on everything that you're you're discussing, probably that also means that there has to be some time taken to convince management below the CEO or CEO or a department head. You've got to convince the rest of management that this is going to be a good thing and that you have their best interest at heart.   Jan Southern ** 38:43 That is correct, and that's primarily the reason that we have for our initial meeting. We ask whoever is the contract signer to attend that meeting and be a part of the discussion to help to ward off any objections, and then to really bring these people along if they are objecting. And for that very reason, even though they may still be objecting, we involve them in the implementation, so an implementation of a of a recommendation has to improve, has to include the validation. So we don't do the work, but we sit alongside the people who are doing the implementation and guide them through the process, and then it's really up to them to report back. Is it working as intended? If it's not, what needs to be changed, what might improve, what we thought would be a good recommendation, and we work with them to make certain that everything works for them. Right? And by the end of that, if they've been the tester, they've been the one who's approved steps along the way, we generally find that they're on board because they're the it's now. They're now the owners of the process. And when they have ownership on something that they've implemented. It's amazing how much more resilient they they think that the process becomes, and now it's their process and not ours.   Michael Hingson ** 40:32 Do you find most often that when you're working with a number of people in a company that most of them realize that there need to be some changes, or something needs to be improved to make the whole company work better. Or do you find sometimes there's just great resistance, and people say no, there's just no way anything is bad.   Jan Southern ** 40:53 Here we find that 90% of the time, and I'm just pulling that percentage out of the air, I would say they know, they know it needs to be changed. And the ones typically, not always, but typically, the ones where you find the greatest resistance are the ones who know it's broken, but they just don't want to change. You know, there are some people who don't want to change no matter what, or they feel threatened that. They feel like that a new and improved process might take their place. You know, might replace them. And that's typically not the case. It's typically not the case at all, that they're not replaced by it. Their process is improved, and they find that they can be much more productive. But the the ones who are like I call them the great resistors, usually don't survive the process either. They are. They generally let themselves go,   Michael Hingson ** 42:01 if you will, more ego than working for the company.   Jan Southern ** 42:05 Yes, exactly, you know, it's kind of like my mom, you know, and it they own the process as it was. We used to laugh and call this person Louise, you know, Louise has said, Well, we've always done it that way. You know, that's probably the best reason 20 years in not to continue to do it same way.   Michael Hingson ** 42:34 We talked earlier about John Floyd and evolution. And that makes perfect sense. Exactly what's one of the most important things that you have to do to prepare to become involved in preparing for a process, improvement project? I think   Jan Southern ** 42:52 the most important thing there's two very important things. One is to understand their culture, to know how their culture is today, so that you know kind of which direction you need to take them, if they're not in a continuous improvement environment, then you need to lead them in that direction if they're already there and they just don't understand what needs to be done. There's two different scenarios, but the first thing you need to do is understand the culture. The second thing that you need to do, other than the culture, is understand their their business. You need to know what they do. Of course, you can't know from the outside how they do it, but you need to know that, for instance, if it's an we're working with a company that cleans oil tanks and removes toxins and foul lines from oil and gas industry. And so if you don't understand at all what they do, it's hard to help them through the processes that they need to go through. And so just learning, in general, what their technology, what their business is about. If you walk in there and haven't done that, you're just blowing smoke. In my mind, you know, I do a lot of research on the technologies that they use, or their company in general. I look at their website, I you know, look at their LinkedIn, their social media and so. And then we request information from them in advance of doing a project, so that we know what their org structure looks like. And I think those things are critical before you walk in the door to really understand their business in general.   Michael Hingson ** 44:53 Yeah, and that, by doing that, you also tend to. To gain a lot of credibility, because you come in and demonstrate that you do understand what they're doing, and people respond well to that, I would think   Jan Southern ** 45:10 they do. You know, one of our most interesting projects in my past was the electric company that I mentioned. There was an electric company in Burlington, Vermont that did their own electric generation. We've never looked at anything like that. We're a bank consultant, and so we learned all about how they generated energy with wood chips and the, you know, the different things. And, you know, there were many days that I was out watching the wood chips fall out of a train and into their buckets, where they then transferred them to a yard where they moved the stuff around all the time. So, you know, it was, it's very interesting what you learn along the way. But I had done my homework, and I knew kind of what they did and not how they did it in individual aspects of their own processes, but I understood their industry. And so it was, you do walk in with some credibility, otherwise they're looking at you like, well, what does this person know about my job?   Michael Hingson ** 46:20 And at the same time, have you ever been involved in a situation where you did learn about the company you you went in with some knowledge, you started working with the company, and you made a suggestion about changing a process or doing something that no one had thought of, and it just clicked, and everybody loved it when they thought about it,   Jan Southern ** 46:42 yes, yes, exactly. And probably that electric company was one of those such things. You know, when they hired us, they they told us. We said, We don't know anything about your business. And they said, Good, we don't want you to come in with any preconceived ideas. And so some of the recommendations we made to them. They were, it's kind of like an aha moment. You know, they look at you like, Oh my gosh. I've never thought of that, you know, the same I would say in in banking and in family businesses, you know, they just, they've never thought about doing things in a certain way.   Michael Hingson ** 47:20 Can you tell us a story about one of those times?   Jan Southern ** 47:24 Yes, I would say that if you're, if you're talking about, let's talk about something in the banking industry, where they are. I was working in a bank, and you, you go in, and this was in the days before we had all of the ways to store things electronically. And so they were having a difficult time in keeping all of their documents and in place and knowing when to, you know, put them in a destruction pile and when not to. And so I would say that they had an aha moment when I said, Okay, let's do this. Let's get a bunch of the little colored dots, and you have big dots and small dots. And I said, everything that you put away for 1990 for instance, then you put on a purple dot. And then for January, you have 12 different colors of the little dots that you put in the middle of them. And you can use those things to determine that everything that has a purple dot and little yellow.in the middle of that one, you know that that needs to be destructed. I think in that case, it was seven years, seven years from now, you know that you need to pull that one off the shelf and put it into the pile to be destructed. And they said, we've never thought of anything. It was like I had told him that, you know, the world was going to be struck, to be gone, to begin tomorrow. Yeah, it was so simple to me, but it was something that they had never, ever thought of, and it solved. They had something like five warehouses of stuff, most of which needed to have been destroyed years before, yeah,   Michael Hingson ** 49:21 but still they weren't sure what, and so you gave them a mechanism to do that,   Jan Southern ** 49:27 right? Of course, that's all gone out the window today. You don't have to do all that manual stuff anymore. You're just, you know, I'd say another example of that was people who were when we began the system of digitizing the files, especially loan files in a bank. And this would hold true today as well, in that once you start on a project to digitize the files, there's a tendency to take the old. Files first and digitize those. Well, when you do that, before you get to the end of it, if you have a large project, you don't need those files anymore. So you know, our recommendation is start with your latest. You know, anything that needs to be archived, start with the newest, because by the time that you finish your project, some of those old files you won't even need to digitize, just shred them. Yeah, you know, it's, it's just little simple things like that that can make all the difference.   Michael Hingson ** 50:32 When should a family business start documenting processes? I think I know that's what I thought you'd say,   Jan Southern ** 50:40 yes, yes, that is something that is near and dear to my heart. Is that I would even recommend that you maybe do it before you open your doors, if potential is there, so that the day you open your business, you need to start with your documenting your processes, and you need to start on your succession planning. You know, those are the days that once you really start working, you're not going to have time. You know, you're going to be busy working every day. You're you're going to be busy servicing your customers, and that always gets pushed to the back when you start to document something, and so that's the time do it when you first open your doors.   Michael Hingson ** 51:29 So when we talk about processes, maybe it's a fair question to ask, maybe not. But what are we really talking about when we talk about processes and documenting processes? What are the processes?   Jan Southern ** 51:41 Well, the processes are the things that you do every day. Let's take as an example, just when you set up your your files within your SharePoint, or within your computer, if you don't use SharePoint, your Google files, how you set those up, a process could also be during your accounting, what's the process that you go through to get a invoice approved? You know, when the invoice comes in from the vendor, what do you do with it? You know, who has to approve it? Are there dollar amounts that you have to have approvals for? Or can some people just take in a smaller invoice and pay it without any any approvals? We like to see there be a process where it's approved before you get the invoice from the customer, where it's been approved at the time of the order. And that way it can be processed more more quickly on the backside, to just make sure that it says what the purchase order if you use purchase orders or see what your agreement was. So it's the it's the workflow. There's something that triggers an action, and then, once gets triggered, then what takes place? What's next, what's the next steps? And you just go through each one of the things that has to happen for that invoice to get paid, and the check or wire transfer, or or whatever you use as a payment methodology for it to go out the door. And so, you know what you what you do is you start, there's something that triggers it, and then there's a goal for the end, and then you fill in in the center,   Michael Hingson ** 53:38 and it's, it's, it's a fascinating I hate to use the word process to to listen to all of this, but it makes perfect sense that you should be documenting right from the outset about everything that you do, because it also means that you're establishing a plan so that everyone knows exactly what the expectations are and exactly what it is that needs to be done every step of the way,   Jan Southern ** 54:07 right and and one of the primary reasons for that is we can't anticipate life. You know, maybe our favorite person, Louise, is the only one who's ever done, let's say, you know, payroll processing, or something of that sort. And if something happens and Louise isn't able to come in tomorrow, who's going to do it? You know, without a map, a road map, as to the steps that need to be taken, how's that going to take place? And so that's that's really the critical importance. And when you're writing those processes and procedures, you need to make them so that anybody can walk in off the street, if necessary, and do what Louise was doing and have it done. Properly.   Michael Hingson ** 55:00 Of course, as we know, Louise is just a big complainer anyway. That's right, you said, yeah. Well, once you've made recommendations, and let's say they're put in place, then what do you do to continue supporting a business?   Jan Southern ** 55:20 We check in with them periodically, whatever is appropriate for them and and for the procedures that are there, we make sure that it's working for them, that they're being as prosperous as they want to be, and that our recommendations are working for them. Hopefully they'll allow us to come back in and and most do, and make sure that what we recommended is right and in is working for them, and if so, we make little tweaks with their approvals. And maybe new technology has come in, maybe they've installed a new system. And so then we help them to incorporate our prior recommendations into whatever new they have. And so we try to support them on an ongoing basis, if they're willing to do that, which we have many clients. I think Rob has clients he's been with for ever, since he opened his doors 15 years ago. So   Michael Hingson ** 56:19 of course, the other side of that is, I would assume sometimes you work with companies, you've helped them deal with processes and so on, and then you come back in and you know about technology that that they don't know. And I would assume then that you suggest that, and hopefully they see the value of listening to your wisdom.   Jan Southern ** 56:41 Absolutely, we find that a lot. We also if they've discovered a technology on their own, but need help with recommendations, as far as implementation, we can help them through that as well, and that's one of the reasons I'm taking this class in AI to be able to help our customers move into a realm where it's much more easily implemented if, if they already have the steps that we've put into place, you can feed that into an AI model, and it can make adjustments to what they're doing or make suggestions.   Michael Hingson ** 57:19 Is there any kind of a rule of thumb to to answer this question, how long does it take for a project to to be completed?   Jan Southern ** 57:26 You know, it takes, in all fairness, regardless of the size of the company, I would say that they need to allow six weeks minimum. That's for a small company with a small project, it can take as long as a year or two years, depending upon the number of departments and the number of people that you have to talk to about their processes. But to let's just take an example of a one, one single department in a company is looking at doing one of these processes, then they need to allow at least six weeks to for discovery, for mapping, for their people to become accustomed to the new processes and to make sure that the implementation has been tested and is working and and they're satisfied with everything that that is taking place. Six weeks is a very, very minimum, probably 90 days is a more fair assessment as to how long they should allow for everything to take place.   Michael Hingson ** 58:39 Do you find that, if you are successful with, say, a larger company, when you go in and work with one department and you're able to demonstrate success improvements, or whatever it is that that you define as being successful, that then other departments want to use your services as well?   Jan Southern ** 59:00 Yes, yes, we do. That's a very good point. Is that once you've helped them to help themselves, if you will, once you've helped them through that process, then they recognize the value of that, and we'll move on to another division or another department to do the same thing.   Michael Hingson ** 59:21 Word of mouth counts for a lot,   Jan Southern ** 59:24 doesn't it? Though, I'd say 90% of our business at Ferguson and company comes through referrals. They refer either through a center of influence or a current client who's been very satisfied with the work that we've done for them, and they tell their friends and networking people that you know. Here's somebody that you should use if you're considering this type of a project.   Michael Hingson ** 59:48 Well, if people want to reach out to you and maybe explore using your services in Ferguson services, how do they do that?   Jan Southern ** 59:55 They contact they can. If they want to contact me directly, it's Jan. J, a n, at Ferguson dash alliance.com and that's F, E, R, G, U, S, O, N, Dash alliance.com and they can go to our website, which is the same, which is Ferguson dash alliance.com One thing that's very, very good about our our website is, there's a page that's called resources, and there's a lot of free advice, if you will. There's a lot of materials there that are available to family owned businesses, specifically, but any business could probably benefit from that. And so those are free for you to be able to access and look at, and there's a lot of blog information, free eBook out there, and so that's the best way to reach Ferguson Alliance.   Michael Hingson ** 1:00:52 Well, cool. Well, I hope people will take all of this to heart. You certainly offered a lot of interesting and I would say, very relevant ideas and thoughts about dealing with processes and the importance of having processes. For several years at a company, my wife was in charge of document control and and not only doc control, but also keeping things secure. Of course, having the sense of humor that I have, I pointed out nobody else around the company knew how to read Braille, so what they should really do is put all the documents in Braille, then they'd be protected, but nobody. I was very disappointed. Good idea   Speaker 2 ** 1:01:36 that is good idea that'll keep them safe from everybody. Yeah.   Michael Hingson ** 1:01:39 Well, I want to thank you for being here, and I want to thank to thank all of you for listening today. We've been doing this an hour. How much fun. It is fun. Well, I appreciate it, and love to hear from all of you about today's episode. Please feel free to reach out to me. You can email me at Michael H i@accessibe.com or go to our podcast page. Michael hingson, M, I, C, H, A, E, L, H, I N, G, s, O, n.com/podcast, but wherever you're listening, please give us a five star rating. We value your thoughts and your opinions, and I hope that you'll tell other people about the podcasts as well. This has been an interesting one, and we try to make them all kind of fun and interesting, so please tell others about it. And if anyone out there listening knows of anyone who ought to be a guest, Jan, including you, then please feel free to introduce us to anyone who you think ought to be a guest on unstoppable mindset. Because I believe everyone has a story to tell, and I want to get as many people to have the opportunity to tell their stories as we can. So I hope that you'll all do that and give us reviews and and stick with us. But Jan, again, I want to thank you for being here. This has been a lot of fun.   Jan Southern ** 1:02:51 It has been a lot of fun, and I certainly thank you for inviting me.   Michael Hingson ** 1:03:00 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

It's spooky week in AI! This week on our Halloween -edition of Mixture of Experts, we chat about Anthropic's new billion-dollar TPU deal with Google Cloud. Plus, NVIDIA announces bringing data centers to outer space. Two different approaches to the future of AI compute that our experts discuss. Then, OpenAI released how they're strengthening ChatGPT's responses to sensitive conversations. We talk AI governance and AI safety. Finally, we discuss the new paper, Underwriting Superintelligence; would you insure your AGI? Join host Tim Hwang and panelists Chris Hay, Gabe GoodHart and Kate Soule on this week's Mixture of Experts. 00:00 – Intro 01:05 – OpenAI goes for profit, NVIDIA's worth USD 5 Trn, and Amazon smart glasses 02:16 – Anthropic TPU announcement 12:49 – Underwriting Superintelligence 27:54 – ChatGPT sensitive conversations 42:14 – NVIDIA Starcloud The opinions expressed in this podcast are solely those of the participants and do not necessarily reflect the views of IBM or any other organization or entity. Subscribe for AI updates → https://www.ibm.com/account/reg/us-en/signup?formid=news-urx-52120 Visit Mixture of Experts podcast page to get more AI content → https://www.ibm.com/think/podcasts/mixture-of-experts #Anthropic #AIchip #NVIDIA #AIinfrastructure #AGI

Recent advancements in quantum computing are pushing the technology closer to practical application, with companies like Google, IBM, and ICONIC making significant strides in stabilizing quantum systems. This progress poses risks to current encryption methods, as traditional security measures may become obsolete due to quantum capabilities. The National Institute of Standards and Technology (NIST) is advocating for the adoption of post-quantum cryptography (PQC) to protect sensitive data, emphasizing the urgency for organizations to reassess their security protocols. Failure to act could result in severe repercussions, including data breaches and regulatory noncompliance.Google's quantum computing division has published research demonstrating practical applications for quantum computers, such as using quantum technology for nuclear magnetic resonance to estimate atomic structures. The company is shifting its focus from merely proving quantum feasibility to making the technology cost-effective. Sundar Pichai, CEO of Alphabet, expressed optimism about the timeline for commercially viable quantum computing, while industry opinions vary, with some experts suggesting practical applications may still be decades away. This divergence highlights the uncertainty surrounding the timeline for widespread quantum adoption.In addition to quantum computing advancements, the episode discusses the integration of PQC into mainstream technology. Microsoft Windows 11 has begun incorporating PQC algorithms into its cryptographic APIs, allowing for the generation of PQC key pairs and hybrid TLS handshakes. Meanwhile, companies like Palo Alto Networks are updating their software to support quantum-resistant encryption. These developments indicate a growing recognition of the need for quantum-safe security measures as organizations prepare for the potential threats posed by quantum computing.For Managed Service Providers (MSPs) and IT decision-makers, the implications are clear: proactive measures are necessary to prepare for the quantum computing era. MSPs should assist clients in inventorying their cryptographic systems and developing a roadmap for adopting PQC. As the U.S. government urges organizations to transition to quantum-safe encryption by 2035, MSPs must prioritize updating protocols and exploring quantum-resistant solutions. The transition to quantum-safe encryption is a multi-year effort, and early preparation will help mitigate future risks associated with quantum advancements. One thing to know today00:00 All About Quantum Computing This is the Business of Tech.    Supported by:  

As agentic AI becomes a defining force in enterprise innovation, infrastructure has moved from a back-office concern to the beating heart of business transformation. On today's episode of the 'AI in Business' podcast, Ranjan Sinha, IBM Fellow, Vice President, and Chief Technology Officer for watsonx and IBM Research, joins Emerj Editorial Director Matthew DeMello to discuss the future of scalable AI infrastructure — from neuromorphic and quantum processing to open-source AI platforms built for trust and governance. Ranjan explains how enterprises are transitioning from isolated experiments to mission-critical AI applications, revealing why today's Fortune 500 leaders must reimagine compute, governance, and data pipelines to sustain automation and reliability at scale. He details IBM's breakthroughs in specialized processors, including the NorthPole neuromorphic chip and the company's roadmap for fault-tolerant quantum computing by 2029. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the 'AI in Business' podcast! If you've enjoyed or benefited from some of the insights of this episode, consider leaving us a five-star review on Apple Podcasts, and let us know what you learned, found helpful, or liked most about this show! Watch Matthew and Ranjan's conversation on our new YouTube Channel: youtube.com/@EmerjAIResearch.

In this episode of Mainframe Coven, Jessielaine Punongbayan (Product Manager, Dynatrace) and Richelle Anne Craw (Software Engineer, Beta Systems Software) chat with Sudharsana Srinivasan, a champion for mentorship and mainframe advocacy. She opens up about her journey from studying computer science in India to leading firmware development at IBM, sharing the lessons she's learned along the way. Sudharsana talks about her passion for helping the next generation, the value of connecting what you learn to real-world opportunities, and how mentorship can create a ripple effect of growth and empowerment.Links and Resources Mentioned in the Episode:Open Mainframe Project Mentorship Program: https://openmainframeproject.org/projects/mentorship/Open Mainframe Project COBOL Programming Course: https://openmainframeproject.org/projects/cobol-programming-course/ibm.biz/mentor-today: http://ibm.biz/mentor-todayibm.biz/newtoibmz: http://ibm.biz/newtoibmz

The federal government has been shut down for nearly a month, and the economic effects are mounting. IBM vice chairman and former NEC director Gary Cohn discusses the health of the economy, corporate earnings, and how the AI boom is reshaping the labor market. Then, early voting is underway in the New York City mayoral race. CNBC's Robert Frank reports on the billionaires and businesses that are spending millions to defeat Zohran Mamdani. Plus, CNBC's Kristina Partsinevelos has the latest on AI-related layoffs hitting big tech, and Nvidia has become the first company to hit a $5 trillion valuation.  Gary Cohn - 15:56Robert Frank - 35:26Kristina Partsinevelos - 40:51 In this episode:Gary Cohn, @Gary_D_CohnRobert Frank, @robtfrankKristina Partsinevelos, @KristinaPartsJoe Kernen, @JoeSquawkBecky Quick, @BeckyQuickAndrew Ross Sorkin, @andrewrsorkinCameron Costa, @CameronCostaNY Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Malcolm Gladwell sits down with IBM Chairman and CEO Arvind Krishna in a special live episode of Smart Talks with IBM. They discuss the groundbreaking potential of quantum computing, the transformative impact of AI on business, and how Krishna’s visionary predictions from the 90s continue to guide IBM’s innovations. This is a paid advertisement from IBM. The conversations on this podcast don't necessarily represent IBM's positions, strategies or opinions. Visit us at https://www.ibm.com/think/podcasts/smart-talksSee omnystudio.com/listener for privacy information.

Crypto News: Citi bank partners with Coinbase to offer crypto to its clients and using stablecoins for payments. IBM's ‘Digital Asset Haven' aims to turn crypto into corporate infrastructure. Multiple altcoin ETFs will launch tomorrow which includes Solana, HBAR, and Litecoin.Brought to you by

Bitcoin braces for volatility as $10 billion in options approach expiration, potentially triggering major market moves. Meanwhile, IBM launches a new digital assets platform to help financial institutions enter the blockchain era, and U.S. lawmakers debate banning politicians from holding crypto after Trump's pardon of Binance founder CZ. Elsewhere, Hedera's HBAR token surges following the NYSE listing of the first-ever Hedera ETF, even as government uncertainty looms. With institutional activity shifting and regulatory tensions rising, the crypto market could be in for a defining week.

This episode of Crypto Town Hall centers around current events and big moves in the crypto markets, particularly focusing on the upcoming Fed rate cut, the launch of new digital asset ETFs (including Solana, HBAR, and Litecoin staked ETFs), major product launches by companies like IBM, and ongoing developments in the stablecoin and DeFi ecosystems. The conversation weaves through technical analysis, the impact of ETFs on various crypto assets (and why some launches generate less excitement), institutional adoption, and the evolution of crypto market maturity. A featured guest, Matan—the founder and CEO of TFi—joins in the second half to discuss his DeFi superapp and the project's upcoming advances and philosophy. The aim is to better understand both immediate price movements and the longer-term direction of crypto as it goes mainstream, with a practical look at utility, infrastructure, and adoption.

Mark Murphy shares insights from his research on maximizing team effectiveness.— YOU'LL LEARN — 1) Why you don't want a team of all “team players”2) The simple trick for more decisive teams 3) How to get your team to generate 3X more valuable ideas Subscribe or visit AwesomeAtYourJob.com/ep1105 for clickable versions of the links below. — ABOUT MARK — Mark Murphy is a New York Times bestselling author, Senior Contributor to Forbes, andFounder of Leadership IQ, a research and training firm. His latest book is TEAM PLAYERS: The Five Critical Roles You Need to Build A Winning Team. Mark's previous bestselling books include: Hiring for Attitude, Hundred Percenters, HARD Goals, Managing Narcissists, Blamers, Dramatics and more. Mark leads one of the world's largest databases of original leadership research, and his work has appeared in The Wall Street Journal, The New York Times, Fortune, Forbes, Bloomberg, BusinessWeek, Harvard Business Review, and U.S. News & World Report. He's been a featured guest on programs including CBS News Sunday Morning, ABC's 20/20, Fox Business News, CNN International and NPR.Some of his most well-known research studies include “Why New Hires Fail,” “Are SMART Goals Dumb?,” “Why CEO's Get Fired,” “High Performers Can Be Less Engaged,” and “Don't Expect Layoff Survivors to Be Grateful.” Mark has conducted training for The United Nations, Harvard Business School, Microsoft, IBM, MasterCard, Merck, and thousands more.• Book: Team Players: The Five Critical Roles You Need to Build a Winning Team• Quiz: “Team Player Quiz: What Type Of Team Player Are You?"• Website: LeadershipIQ.com— RESOURCES MENTIONED IN THE SHOW — • Study: “Studies in the Principles of Judgments and Attitudes: II. Determination of Judgments by Group and by Ego Standards” by S.E. Asch• Book: Escape from Freedom by Erich Fromm• Past episode: 256: Science-based Solutions for Delivering Tough Truth at Work with Mark Murphy— THANK YOU SPONSORS! — • Strawberry.me. Claim your $50 credit and build momentum in your career with Strawberry.me/Awesome• Vanguard. Give your clients consistent results year in and year out with vanguard.com/AUDIO• Quince. Get free shipping and 365-day returns on your order with Quince.com/Awesome• Cashflow Podcasting. Explore launching (or outsourcing) your podcast with a free 10-minute call with Pete.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this week's Stansberry Investor Hour, Dan and Corey are joined by their colleague Gabe Marshank. Gabe is the editor of the new Market Maven newsletter, an advisory focused on asymmetric risk-versus-reward opportunities in the stock market. He's also senior analyst on Stansberry's Investment Advisory and Commodity Supercycles. Gabe kicks things off by describing how he got his start in finance, including discovering the world of hedge funds and working for investing legends Leon Cooperman, Steve Cohen, and David Einhorn. He shares what he learned from each investor and how those lessons have affected his current strategy. Gabe also discusses how today's financial world has changed since the 20th century, why the idea of value investing from Benjamin Graham's era is outdated, bankruptcy being capitalism's greatest tool, and what the dot-com boom tells us about future AI success stories. (0:00) Next, Gabe dives deep on Apple. He says the company has bungled its lead on agentic AI in phones, similar to how IBM fumbled its lead with PCs. As he points out, most of the top 10 stocks in the S&P 500 Index change each decade. So he's looking forward to finding what companies could replace today's big dogs. This leads Gabe to critique Microsoft and Amazon Web Services as "at risk," advise listeners not to worry about a potential AI market crash, and explain why he's looking outside of tech for opportunities today. (21:28) Finally, Gabe says consumer discretionary would be a good sector to investigate for future winners, as it's likely to benefit from AI transformations. He emphasizes that AI does not just mean chatbots and large language models – it's machine learning, too. Industries like onshore oil drilling have been using that technology already to improve their efficiency. Gabe then closes the show out with a conversation about copper prices and the commodity industry as a whole. (38:18)