Podcasts about Indian

The Rebel News podcasts features free audio-only versions of select RebelNews+ content and other Rebel News long-form videos, livestreams, and interviews. Monday to Friday enjoy the audio version of Ezra Levant's daily TV-style show, The Ezra Levant Show, where Ezra gives you his contrarian and conservative take on free speech, politics, and foreign policy through in-depth commentary and interviews. Wednesday evenings you can listen to the audio version of The Gunn Show with Sheila Gunn Reid the Chief Reporter of Rebel News. Sheila brings a western sensibility to Canadian news. With one foot in the oil patch and one foot in agriculture, Sheila challenges mainstream media narratives and stands up for Albertans. If you want to watch the video versions of these podcasts, make sure to begin your free RebelNewsPlus trial by subscribing at http://www.RebelNewsPlus.com

The ways we feed and care for babies are shaped not only by research, but also by family traditions, cultural values, and generations of shared wisdom.   In this episode, Dr. Rebecca Dekker talks with Yogyata Wadhwa, an IBCLC, childbirth educator, birth doula, sleep consultant, and infant feeding specialist based in India. Drawing on her experience supporting more than 10,000 families, Yogyata shares how parents can honor cultural traditions while making informed decisions about breastfeeding, introducing solids, and navigating the postpartum period.   They explore common breastfeeding challenges, cultural beliefs surrounding infant feeding, and how parents can balance evidence-based recommendations with meaningful family customs. Yogyata also shares postpartum traditions in India, including the Jappa period, family caregiving practices, and the cultural significance of introducing a baby's first foods.   (00:00) Introduction and overview of cultural perspectives on breastfeeding and infant feeding in India (05:34) How Yogyata became a childbirth educator, IBCLC, doula, and infant feeding specialist (08:38) Common breastfeeding challenges: milk supply concerns, latch difficulties, and tongue ties (10:24) Cultural beliefs that influence breastfeeding (16:18) Traditional infant feeding practices in India and the Annaprasan ceremony (21:32) First foods for babies and introducing solids (23:45) What baby-led feeding looks like (28:04) Signs that a baby is ready to start solids (33:41) Maternity leave, workplace accommodations, and postpartum support systems in India (36:20) The Jappa period and postpartum recovery practices (39:09) Balancing evidence-based recommendations with cultural expectations (43:43) Advice for Indian families living abroad and navigating feeding without traditional support systems (47:04) Yogyata's final advice for first-time parents   Resources Connect with Yogyata on Instagram: @thebirth.life Learn more about The Birth Life: thebirthlife.com/   For more information about Evidence Based Birth and a crash course on evidence based care, visit www.ebbirth.com. Follow us on Instagram and YouTube! Ready to learn more? Grab an EBB Podcast Listening Guide or read Dr. Dekker's book, "Babies Are Not Pizzas: They're Born, Not Delivered!" If you want to get involved at EBB, join our Professional membership (scholarship options available) and get on the wait list for our EBB Instructor program. Find an EBB Instructor here, and click here to learn more about the EBB Childbirth Class.

For decades, the H-1B visa program has been the centerpiece of America's high-skilled immigration system.  To its defenders, it is a vital pipeline that brings talented workers from around the world to power the U.S. economy. But, to its critics, it is a system rife with abuse—one that can undermine American workers while also trapping foreign workers in exploitative arrangements. A new book, Wild Wild East: Exiled Americans, Enslaved Indians and the Systemic Abuse of the H-1B Visa Programme, takes readers inside one especially shadowy corner of this world: the universe of so-called “desi consultancies.” These companies—also known as H-1B “body shops”— connect Indian tech workers to American employers through a maze of recruiters, subcontractors, universities, and corporate clients. The book follows the lives of Indian H-1B seekers, displaced American tech workers, and the firms that profit from a deeply broken system. It is at a story about immigration, labor exploitation, globalization, and the darker side of the U.S.-India tech corridor. To talk more about the book, Milan is joined on the show this week by its author, Tanul Thakur. Tanul is an award-winning journalist and film critic. In 2015, he won the National Film Award for Best Film Critic—the youngest critic to receive the honor. Wild Wild East is his first book. Milan and Tanul discuss the latter's firsthand experience with a “desi consultancy,” the exploitation many H-1B workers endure, and the role U.S. higher education plays in this ecosystem. Plus, the two discuss how Andhra Pradesh and Telangana became the epicenter of H-1B-related fraud and the ways in which the H-1B program can be reformed.  Episode notes: 1.        Aditya Mani Jha, “The human cost of H1-B dream: Review of Tanul Thakur's Wild Wild East,” Hindu, June 11, 2026. 2.        Tanul Thakur, “‘Heads they won, tails he lost': How ‘desi consultancies' prey on Indian grads in America,” NewsLaundry, May 24, 2026.  3.        Anant Gupta, “Indians slam MAGA ‘war' over H-1B skilled-worker visas as ‘racist,'” Washington Post, January 7, 2025. The audio of this podcast was optimized using Adobe Podcast Enhancer AI. No alterations were made to the substance of the conversation.

For the twenty-fourth installment of “50 Weeks That Shaped America” we go to the Montana Territory in the spring of 1876. General George Custer (and his cinnamon-scented hair) have been sent to the area to defeat the Plains Indians. But at the Battle Of Little Bighorn (aka Custer's Last Stand) things would go awry. Over two episodes, we discuss the post-Civil-War Westward expansion; how Sitting Bull and Crazy Horse mounted an Indian defense; and how a bloody defeat was spun into a military legend. Plus: How America was celebrating the centennial that year.Join our America250 newsletter community! Subscribe for free to get the latest news and analysis of how America250 is playing out. Paying subscribers get access to early, ad-free versions of the show. Plus bonus features throughout the year. To support our work and get access to everything, subscribe now.This Day is a proud member of Radiotopia from PRX.Your support helps foster independent, artist-owned podcasts and award-winning stories.If you want to support the show directly, you can do so on our website: ThisDayPod.comGet in touch if you have any ideas for future topics, or just want to say hello. Follow us on social @thisdaypodOur team: Jacob Feldman, Researcher/Producer; Khawla Nakua, Transcripts; music by Teen Daze and Blue Dot Sessions; Audrey Mardavich is our Executive Producer at Radiotopia. Learn about your ad choices: dovetail.prx.org/ad-choices

Investor and writer Jayant Bhandari offers a pessimistic assessment of current global geopolitics and the decline of Western civilization. Bhandari argues that the world is entering a period of extreme chaos characterized by persistent conflicts in Iran and Ukraine, as well as rising global inflation. He provides a particularly harsh critique of India, describing it as a dysfunctional and corrupt state that is currently de-industrializing despite international propaganda to the contrary. A central theme of the discussion is the impact of mass migration, which Bhandari claims is importing a “third-world mentality” that threatens the demographic and cultural stability of the West. In contrast, he praises East Asian nations like China and Japan for maintaining social homogeneity and suggests they represent the most stable future for investment. Ultimately, Bhandari warns individuals to diversify their assets and residencies to survive increasing state surveillance and societal decay. Watch on BitChute / Brighteon / Rumble / Substack / YouTube *Support Geopolitics & Empire! Become a Member https://geopoliticsandempire.substack.com Donate https://geopoliticsandempire.com/donations Consult https://geopoliticsandempire.com/consultation **Listen Ad-Free for $4.99 a Month or $49.99 a Year! Apple Subscriptions https://podcasts.apple.com/us/podcast/geopolitics-empire/id1003465597 Supercast https://geopoliticsandempire.supercast.com ***Visit Our Affiliates & Sponsors! Above Phone https://abovephone.com/?above=geopolitics American Gold Exchange https://www.amergold.com/geopolitics Escape The Technocracy (15% off w/ GEOPOLITICS!) https://escapethetechnocracy.com/geopolitics Expat Money (FREE “Plan B” Report!) https://expatmoney.com/geopolitics PassVult https://passvult.com Sociatates Civis https://societates-civis.com StartMail https://www.startmail.com/partner/?ref=ngu4nzr Wise Wolf Gold https://www.wolfpack.gold/?ref=geopolitics Websites Jayant Bhandari Website https://jayantbhandari.com X https://x.com/JayantBhandari5 About Jayant Bhandari Jayant Bhandari is an investor, writer, and speaker who travels extensively in search of investment opportunities, particularly in natural resources and junior mining. He advises institutional investors and is known for combining field-based investing with a broader interest in economics, culture, politics, and the institutional foundations of civilization. He served as a director of Gold Canyon, a publicly listed Canadian company, until its merger with another entity. Earlier, he worked for six years with U.S. Global Investors in San Antonio, Texas, and for one year with Casey Research. Immediately after completing his MBA, he established the Indian subsidiary operations of a British company and a German-Swiss company. Before that, he worked with his father in the family's printing press—an experience that gave him a practical education in business that no formal training could match. Jayant writes on investing, economics, politics, culture, and moral philosophy. His work has appeared in Liberty, the Mises Institute, Casey Research, Acting Man, International Man, Mining Journal, Zero Hedge, Lew Rockwell, Fraser Institute, Le Québécois Libre, Mauldin Economics, Northern Miner, Mining Markets, American Renaissance, and Counter-Currents. He is currently working on a book about the civilizational roots of Third World dysfunction and why societies without deeper moral and cultural transformation decay toward pre-colonial forms. He is also the founder of Capitalism & Morality, an annual seminar in Vancouver focused on the moral and cultural foundations without which capitalism and freedom cannot endure. Jayant holds an MBA from Manchester Business School in the UK and a Bachelor of Engineering from SGSITS in India. *Podcast intro music used with permission is from the song “The Queens Jig” by the fantastic “Musicke & Mirth” from their album “Music for Two Lyra Viols”: http://musicke-mirth.de/en/recordings.html (available on iTunes or Amazon)

Dr. Chirag Chaudhari  is an emergency medicine physician turned real estate syndicator, and the son of Indian immigrants. What began as a few rental properties with his wife has grown into a portfolio spanning nearly 800 units through hotel-to-multifamily conversions, land syndications, ground-up construction, short-term rentals, and even oil & gas funds.

The Global AI Summit just happened in New Delhi, and the message from India was clear: this country is no longer just writing code for the rest of the world. It's becoming an architect of the global AI order. Ivana Bartoletti, Chief Privacy and AI Governance Officer at Wipro and Council of Europe advisor, joins Craig Smith to unpack what that shift actually means. Her frame is the sharpest line of the episode: Europe writes the rules, the US writes the checks, and India is writing the code, in 22 languages. But she's careful to add that the AI race isn't just a technical one. It's about institutional capacity, the ability to absorb AI capability and drive it into real applications that serve real people at scale. The conversation ranges across the full landscape of AI's global moment: why companies that announced 100% AI replacement in customer service quietly had to rehire the humans they let go; why the popular narrative of "Europe regulates, America innovates" is a myth that doesn't survive contact with California's actual AI rules; and why India's strategic choice may prove to be the most durable positioning in a field where trust is becoming the scarcest resource. Bartoletti speaks from a genuinely rare vantage point: a European executive, sitting in Germany, working for an Indian company, advising the Council of Europe, watching the geopolitical AI order reorganize itself in real time. Subscribe to Eye on A.I. for weekly conversations with the people building and deploying the future of AI.

Check out BeerBiceps SkillHouse Courses Here - https://linktr.ee/bbskillhouseFor all BeerBiceps vlog content Watch Life Of BeerBiceps - https://www.youtube.com/@LifeOfBeerBicepsCheck out my Mind Performance app: Level SuperMindLink:- https://app.level.game/?c=zSbmYnShare your guest suggestions hereMail - connect@beerbiceps.comLink - https://forms.gle/aoMHY9EE3Cg3Tqdx9Join the Level Community Here:https://linktr.ee/levelsupermindcommunityFollow BeerBiceps SkillHouse's Social Media Handles:YouTube: https://www.youtube.com/@BeerBicepsSkillHouseInstagram: https://www.instagram.com/beerbiceps_skillhouseWebsite : https://beerbicepsskillhouse.inFor any other queries EMAIL: support@beerbicepsskillhouse.comIn case of any payment-related issues, kindly write to support@tagmango.comFollow Nikhil Dwivedi's Social Media Handles:-Instagram: https://www.instagram.com/nikhildwivedi25/?hl=enLinkedIn: https://www.linkedin.com/in/nikhil-dwivedi-7116b520/In this 513th episode of The Ranveer Show, we are joined by Nikhil Dwivedi, a prominent film producer and actor, who shares deep insights into the evolving landscape of Bollywood in 2026. This episode serves as a comprehensive "Film School 101," exploring his journey from the corporate world to acting, and finally becoming a successful producer. We dive into the changing role of a producer, the economics of filmmaking, and what it truly takes to survive in the Indian film industry.In this conversation with Nikhil Dwivedi, we talk about the Role of a Modern-Day Film Producer, the difference between traditional and contemporary production models, and how revenue streams like Digital, Satellite, and Music rights function today. We also understand the financial risks involved in big-budget projects and the mental toughness required to handle public failures.This episode also covers the Budget Breakdown of a Film, the business of Superstars like Shah Rukh Khan, the working cultures of YRF and Dharma Productions, and the impact of AI on the future of cinema. We discuss the essential skills for directors - Storytelling, Aesthetics, and Budget Management - and the reality of casting in the age of social media.This podcast is a valuable resource for anyone interested in Film Production, Direction, Acting, the Business of Cinema, Bollywood Career Advice, and the Future of Storytelling.(00:00) – Start of the episode(00:44) – Role of a Film Producer in 2026(03:22) – Making a Hit on a Low Budget(08:07) – How Shah Rukh Khan Earns Crores(11:38) – Bankruptcy & Failure in Bollywood(14:15) – Advice for Aspiring Filmmakers(17:54) – 16 Must-Watch Bollywood Classics(21:32) – The Future of Ramayan & Animal Park(24:04) – Inside YRF & Dharma Productions(28:40) – Secret Skills of Great Directors(40:19) – Will AI Replace Bollywood Stars?(46:42) – Social Media vs. Real Talent(52:24) – End of the episode#film #movie

For thousands of years, Opal was considered the Queen of Gems—more precious than diamonds, sacred across cultures, and associated with vision, hope, transformation, and the divine. So how did it become known as a stone of bad luck?In this episode of The Crystal Library, Ashleigh explores the fascinating science, mythology, history, and metaphysical properties of Opal. From Aboriginal Dreamtime stories and Greek mythology to Roman legends and Incan traditions, you'll discover why cultures around the world viewed Opal as a visionary stone connected to magic, sovereignty, and the unseen realms.You'll also learn why Opal is unlike any other crystal in your collection. Unlike most stones, Opal has no crystal lattice structure. Instead, it creates its famous flashes of color through light, water, and microscopic silica spheres—making it a perfect symbol of glamour, perception, and the space between what is seen and unseen.Ashleigh also explores the surprising history behind Opal's reputation, the unique qualities of different varieties of Opal, and a simple Opal scrying practice you can use to deepen your connection with this remarkable stone.In this episode:• The unusual geology that makes Opal unlike any other crystal• Greek, Roman, Aboriginal, Incan, and Indian myths surrounding Opal• Why Opal has long been associated with vision, psychic sight, and glamour magic• The controversy behind Opal's "bad luck" reputation• Black Opal, Fire Opal, Pink Opal, Ethiopian Opal, Boulder Opal, and more• Opal as a stone of transformation, emotional healing, and sovereignty• A guided Opal scrying practice for insight and self-discoveryWhether you're drawn to Opal for its beauty, its folklore, or its mystical reputation, this episode invites you to see the stone—and yourself—in a completely new light.Send me any questions or comments you may have and I will answer them on upcoming podcast episodes!! Looking forward to hearing from you!Please message me with any questions or comments. bigcrystalenergypodcast @gmail.com

In just a few weeks, the United States will mark its 250th birthday, with celebrations all across the country. But when cake artist Grace Pak started looking into it a few months ago, she realized the festivities were missing something crucial: a birthday cake! Now, she's been tasked with making it. It'll take a month to complete and include contributions from dozens of members of Congress. The final cake is supposed to be the size of a car. So how do you make such an ambitious confection? Grace tells me all about the process, then lets me try a sample. After that, I travel to our nation's capital to see Rep. Tom Suozzi put his own decorative flair on the cake. Plus, we go behind the scenes on two collaborations for the Great Nosh summer picnic: a Jewish taco and an Indian bagel. The Sporkful production team includes Dan Pashman, Emma Morgenstern, Andres O'Hara, Kameel Stanley, and Jared O'Connell. Right now, Sporkful listeners can get three months free of the SiriusXM app by going to siriusxm.com/sporkful. Get all your favorite podcasts, more than 200 ad-free music channels curated by genre and era, and live sports coverage with the SiriusXM app. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Adam and Ethan look into the rise of a youth-led political movement in India that has made the lowly cockroach a key figure in the current political landscape in the country of India. What started with a joke response to remarks made by one of India's top justices has quickly grown into a legitimate threat the reign of Prime Minister Narendra Modi, whose time in office has been plagued by broken promises and rampant youth unemployment. Can founder Abhijeet Dipke turn the online attention into real world opposition to the Modi regime, or is the Cockroach Janata Party just a viral moment in history fueled by social media antics? To get the full episode and future episodes follow What In The World at any of these places!Spreaker: https://www.spreaker.com/podcast/what-in-the-world--7104437Apple Podcasts: https://podcasts.apple.com/us/podcast/id1896923936Spotify: https://open.spotify.com/show/033xTvgeDUckV1CxdiPS7CiHeartRadio: https://iheart.com/podcast/336718264Amazon: https://music.amazon.com/podcasts/fbeac0ce-a22a-4f15-adf8-66c163d6b5d5Deezer: https://www.deezer.com/show/1003246141Podcast Addict: https://podcastaddict.com/podcast/what-in-the-world/7084390

First, we speak with The Indian Express' Raakhi Jagga about farmers' protests being staged in five Indian states: Punjab, Haryana, Bihar, Rajasthan and Madhya Pradesh. She shares that the protests stem from a shortage of fertilisers that are required for the paddy season. She discusses the reasons behind this, how it will impact the paddy and more.Next, we speak with The Indian Express' Pratip Acharya about the newly inaugurated Mrinaltai Gore flyover in Mumbai. Videos of the flyover are going viral showing gravel and uneven spots on it. Pratip shares the reasons behind it, what these videos show and mean and what can be expected going forward. (12:12)Lastly, we discuss the turmoil within the Trinamool Congress and the rift developing in the party. (17:59)Hosted by Niharika NandaProduced by Shashank Bhargava, Ichha Sharma and Niharika NandaEdited and mixed by Suresh Pawar

What does great leadership actually look like? Can you make a difference even if you're in the middle of the hierarchy? "If you think you're too small, you've not spent the night under a bedsheet with a mosquito." In this episode, educator and Deming practitioner Balaji Reddie explains why W. Edwards Deming was far more practical about leadership than many people realize. Drawing on both The New Economics and Out of the Crisis, Balaji shares stories and examples that bring Deming's 17 principles of leadership to life. From creating trust and joy in work to understanding variation, coaching people, and improving systems, this conversation challenges conventional management thinking and offers a clear path toward transformation. TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today I'm continuing my discussion with Balaji Reddie, who is an educator and trainer in the teachings of Dr. Deming and quality management generally. And the topic for today is Principles of Leadership. Balaji, take it away.   0:00:27.9 Balaji Reddie: Good morning. Thank you so much, Andrew. We had left our last session with that, we'd be dealing with this. And of course, Dr. Deming gave us the outline of Profound Knowledge and he gave us 14 points. He also gave us the deadly diseases and the 16 Obstacles. So people often talk about the diseases, but very often they forget the obstacles. And there are 16 of them which he highlighted for us. And if you think that they're outdated, they're as relevant as they ever were. So you need to keep revisiting those. I think if you start working on removing the obstacles, it's like you're taking your foot off the brake rather than pressing on the accelerator.   0:01:11.3 Balaji Reddie: So you're removing the things that actually stop you before you actually take things forward. But nevertheless, we start with point number 14 where he says, take action to complete, to make the transformation. And he says that there should be a critical mass of people that you need to educate and train and get them on the same page as you are. I'm gonna quote Hazel Cannon here, who is current president of the British Deming Forum. And she talks about the time when she was very young and she attended the Deming four-day seminar, I think in Birmingham. And at the end of those four days, she was overwhelmed as you normally are when you hear how the man speak. And he spoke... He wanted you to make drastic changes. It's not just tinkering here and there.   0:02:08.2 Balaji Reddie: And so she went up to him and she said, "I'm really taken up by what you just said." And then she made a statement, "I'm too small to make these changes in my organization." I believe she worked as a lab assistant in a chemical manufacturing company. They used to make chemicals for cosmetics. So she said, "I'm too small." And Deming just interrupted her and said, "Never think you're too small. If you think you're too small, you've not spent the night under a bedsheet with a mosquito." So make a change where you are and take it from there. So I would like to now quote Dr. Deming from Out of the Crisis. This is Plan for Action: Take action to accomplish the transformation. So he writes there, there are three points and then I'll come to what he writes below that.   0:03:01.8 Balaji Reddie: So he says, "Management in authority will struggle over every one of the above 13 points, the deadly diseases, and the obstacles. They will agree on their meaning and on the direction to take. They will agree to carry out the new philosophy. Management in authority will take pride in their adoption of the new philosophy and in their new responsibilities. They will have courage to break with tradition, even to the point of exile among their peers." So he talks about courage. He talks about courage of conviction. And then he says, "Management in authority will explain by seminars and other means." So I think he leaves it to people of the ways and means. And now today there are a lot of means of doing that. DemingNEXT is one of them. And he says, "To the critical mass of people in the company why change is necessary and that the change will involve everybody."   0:04:00.9 Balaji Reddie: Now he writes something very interesting. He says, "This whole movement may be instituted and carried out by middle management speaking with one voice." So he gave instructions. Why are people saying that he did not tell us what to do? It is just that he expected maybe a lot. And now let's get to that middle management and what he expected. He says here... Let's see here. I'm coming to chapter four now in The New Economics where he says, "A System of Profound Knowledge. The aim of this chapter: the prevailing style of management must undergo transformation." So we just heard that, that what we need to do. And he says, "A system cannot understand itself. The transformation requires a view from the outside. The aim of this chapter is to provide an outside view, a lens that I call a System of Profound Knowledge.   0:04:59.7 Balaji Reddie: It provides a map of theory by which to understand the organizations that we work in." Then he says, "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding the System of Profound Knowledge." Then he says that "the individual, once transformed, will set an example." So setting an example, I believe, is doing the right thing under adverse circumstances, when you stick to your principles despite the fact that there is an easier way out. As they say, choosing a path between good and bad is easy, you choose good. But good and better, you need to make the right choice. And that needs profound knowledge. "So be a good listener," he says, "but will not compromise. Continually teach other people and help people pull away from their current practice and beliefs and move to the new philosophy without a feeling of guilt about the past."   0:06:02.7 Balaji Reddie: So he explains to us what was needed here, right? And he says this is what we actually need to do. Now I'd like to, I mean, I'll be referring to a document. I don't know how we're gonna get this to people, but for the Principles of Leadership. All right, I think I'll have to send this over to you later, but we will do that. So in the Principles of Leadership, just come to them. I am quoting again from both Out of the Crisis and The New Economics. So you will find this there when he speaks about what needs to be done. Modern Principles of Leadership. And he says, "The modern principles of leadership will replace the annual performance review. The first step in a company will be to provide education in leadership." So that would be introducing people to profound knowledge from what we just heard. Then he said, "The annual performance review may then be abolished." Of course, that will take time. "Leadership will take its place, and this is what Western management should have been doing all along."   0:07:12.6 Balaji Reddie: So he says, "The annual performance review sneaked in and became popular because it does not require anyone to face the problems of people. It is easier to rate them, focus on the outcome. What Western industry needs is methods that will improve the outcome." And he says, "Suggestions follow." So first, institute... The first principle. "Institute education in leadership: the obligations, the principles, and methods." And so I think introduction to the System of Profound Knowledge will help. And then after profound knowledge has been sort of brought to the notice of... Of bringing to the notice of the people then you get into perhaps teaching them about 14 Points, et cetera.   0:07:57.8 Balaji Reddie: Comes the second principle. He says, "Ensure more careful selection of people in the first place." So choosing the people, he says again, now here's where it requires you to understand the purpose of what you're doing, purpose of your organization, purpose of the people you're looking out for and making this change. Because when you know your purpose, you know the aim, then you can choose people in the right way. And I believe he said this somewhere, it's a combination of education, training, skills, and experience. So we need to combine these four factors in choosing the right people. Then he says, after selection of the people, ensure better training and education. So we fine-tune all of their... He says a complete background. He said their aspirations, their goals.   0:08:54.2 Balaji Reddie: I kind of borrowed this idea from a company here in India where they had this thing called roles, responsibilities, and objectives. And they used to meet once in a month, but once in a year they used to decide. So the top management, the HR, would sit down with each and every employee and say that, "In this calendar year, this is what we intend to do and this is what we expect from you." And in turn, they used to ask the employee, "What do you expect from us? Because this is what we want from you." And then the employee had a chance of putting forth what he or she wanted, the management, what help they needed. And I think this is where we have to be... It's a give and take. And they didn't just meet once a year; every month they would meet and the question was, "How are we doing?" not "What have you done?"   0:09:51.1 Balaji Reddie: So I think it wasn't a traditional appraisal. If there was any appraisal, it was appraising what top management were doing or intended to do and not so much the employee. I thought that was a good move. So that's what we need to do here: better training and education. Principle number four states: "A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches his people to understand how the work of the group supports these aims." Now, here's where, you know, when you talk about, say, hiring people in the first place, when you bring in new employees, I believe that there should be a special session by people inside the company who have stayed the longest, who served the company the longest, especially during their bad days. Because the employees need to know what really happened and how the company survived and how we were resilient, we came back despite all the problems that we had.   0:11:00.7 Balaji Reddie: And the historical perspective, especially if there's someone who's in touch with the founding members, that would be a great boon. I know nowadays we talk about the older companies, obviously none of the founders are there, but if there is such a person, exchanging those ideas with the young employees would definitely make a difference. So they would then understand the purpose, the aims, and how your work supports these aims. I think it's the best way to do that. But what I see right now in companies and I'm being very specific about this, because today when new employees join the company, they have an orientation, they have onboarding, as they call it, but that's done by a rookie, someone who's just joined the company and is just making...   0:11:46.8 Andrew Stotz: [0:11:46.8] Following a checklist?   0:11:48.1 Balaji Reddie: Exactly. Like a PowerPoint presentation. They don't talk about the history of the company. And I think there has to be an emotional connect before there is a logical or an intellectual connect. That emotional connect, I think, then makes you feel that pride and you feel good about coming to work and you say, "Oh, I did not know." So I believe this fourth principle is important in that sense, in the way to do that. Now, he says that... Principle five says he helps...   0:12:19.7 Andrew Stotz: By the way, do you know what chapter are you in?   0:12:23.9 Balaji Reddie: Oh, I have combined.   0:12:27.9 Andrew Stotz: Okay.   0:12:29.4 Balaji Reddie: I took some of the text... Okay. If you want to see here, this is management of people, all right? In that chapter. So I've taken... There are 14 principles there, management of people. In the new edition of The New Economics. It appears...   0:12:48.2 Andrew Stotz: So chapter six.   0:12:50.2 Balaji Reddie: Chapter six, yeah. That's chapter six...   0:12:51.8 Andrew Stotz: Yep.   0:12:52.6 Balaji Reddie: All right. And he talks about pictorial effect of transformation, and then he talks about management of people, role of a manager of people. So there were 14 there, but in Out of the Crisis, the first three which were there, he did not include here.   0:13:10.0 Andrew Stotz: Okay. I just just asked...   0:13:11.0 Balaji Reddie: So I just included those. Yeah. No, so that when people read the book, they could read it clearly, right? So, yeah. So he says now principle number five, which in Economics is principle number two or three, right? He says "he helps his people to see themselves as components in a system, to work in cooperation with preceding stages and following stages toward optimization of the efforts of all stages towards achievement of the aim." So we want optimization, not compromise. So you need to sit together. Just if I were to ask a simple question to you, Andrew, and without thinking, if I were to try to answer this question... Okay. I presume you know how to make a cup of tea.   0:13:58.7 Andrew Stotz: Yes.   0:14:00.1 Balaji Reddie: So what is the first step?   0:14:02.7 Andrew Stotz: For me, boil water.   0:14:04.6 Balaji Reddie: Boil water. And what if I say that's not the first step?   0:14:12.0 Andrew Stotz: Well, first of all, I think you probably have more experience with tea than I do, but I have more experience with espresso, probably. But anyways, go ahead and tell me.   0:14:20.9 Balaji Reddie: Okay. The first question is, whom am I making a cup of tea for? So what I just tried to convey is it's not natural to think about the customer. And so the first step is, for whom is the cup of tea? If it's the person...   0:14:30.8 Andrew Stotz: Grandma.   0:14:40.7 Balaji Reddie: That's right. If she's diabetic, then you would not need sugar. So you gather the ingredients accordingly. If he wants black tea, you don't take milk, right? And that's the point he's trying to say here. When you look at different stages, every every person has a customer. So the first question is, who is my customer?   0:15:07.1 Andrew Stotz: Right.   0:15:07.4 Balaji Reddie: And that part of profound knowledge, understanding psychology, I mentioned this last time, is empathy. The word empathy captures this. So you go to the next process as, "Whom am I doing this work for?" and sit down with that person and say, "What do you expect from me? How may I help you?" And that's what decides what you're gonna do. So this this fifth principle here, that he helps his people see themselves as components, I think this is important. The next process is your immediate customer, and the rest of them are customers in a very oblique sense. But what you do is critical to the next person in line, right? So you always spend extra time with that person and of course the other people down the line who your work is gonna be impacting over a period of time, right? But these are the... This is the first step you find out. So who's my customer? So that's principle five.   0:16:09.0 Balaji Reddie: Principle number six: now this comes under psychology again, that a manager of people understands that people are different from each other. He tries to create for everybody interest and challenge and joy in work. Now, if you look at the theory of knowledge, what exactly did he give us when he brought that component of profound knowledge into play? He says that theory is a statement that conveys knowledge by relating cause to effect. So I repeat, theory is a statement which conveys knowledge by relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong.   0:17:04.7 Balaji Reddie: So I'm gonna repeat this whole statement again. Theory is a statement which conveys knowledge. How? By relating some cause to some effect. It fits without fail all the observations of the past and helps us predict the future with the risk of being wrong. So no amount of examples can establish a theory, and even one example can lead to either abandonment of the theory or modification of the theory. That's what he kept saying. Now, how does this work? So he says it's a system of learning, and all of us have this built in, right? Now, he came from the school of Clarence Irving Lewis, Mind and the World-Order. And if you read that book, Lewis says all knowledge is a priori, it's based on what you already know.   0:18:00.9 Balaji Reddie: For example, let me take this example here. Now, suppose I were to start describing the road to my house. Now, you've not been here, but if I start saying that the road bends towards the left and then there is a command you get to see, now you start constructing a picture in your head based on what you have already seen. It's not the same. That's your theory, right? And then when you actually visit, you say, "Oh, it's the difference between theory and what I actually saw," and then you change your theory. So theory is... It's natural. All of us think naturally like this. And that's why he says here that people are different from one another and we need to celebrate those differences. All of us are born with the system of learning, but not all of us learn the same way.   0:18:49.8 Balaji Reddie: There are some who learn by watching, there are some who learn by doing, there's some who learn by reading, there's some who learn by writing. For some people, one word is enough. You utter a word and they say, "I got it." And for some people, you have to repeat the statement maybe 10 times, 11 times, and then the 12th time you repeat it, they say, "Okay, I got it." Now, is that wrong? We're just different, right? And that's why he says here that we need to understand the learning process of people. And when you understand the learning process of a person and then put that person in the right job, you'll have to stop that person from working. That was his definition of joy in work. People enjoy their work when they realize it resonates with them.   0:19:40.4 Balaji Reddie: And how does that resonance come in? When you under... And because this is so difficult to do, we just throw the responsibility on them by saying, "Here's the target." So the target actually distracts them when actually you should be working on understanding their learning process. So it's a lot of hard work. And sometimes people are motivated enough to discover it themselves, which is great, but we need to create that atmosphere for them to enjoy their work. So interest, challenge, et cetera, he tries to optimize. Now, here's the key. This is beautiful. He tries to optimize family background, education, skills, hopes, and abilities of everyone.   0:20:21.7 Balaji Reddie: So this is not ranking people, very clear. It is instead recognition of differences between people and an attempt to put everybody in a position for development. I think this is one of the most important principles in getting things done. When I teach this to the HR students in my college, I keep saying that I don't think you should call this science as human resource management, because the definition of a resource is obtain it, shape it, use it, and throw it away. We don't wanna do that. I think we should change the title of that department to Department of Learning, because that's what exactly this is all about, and it's learning in both ways where you are trying to understand their process of learning and in effect, you're trying to understand how the company is going to be learning.   0:21:17.0 Balaji Reddie: So you put this in... So this principle, he says, combine all of these things: family background, education, hopes, I love that word. Because if you see one of the things that people talk about, customer satisfaction, I think Deming was the only person who said customers should be happy. Not just satisfied, happier, right? Now comes the next principle. "He is an unceasing learner." So you can never say, "I know it all." Unceasing learner, he encourages his people to study. And I think this fits Dr. Deming himself. He made no excuses to learn. "May I not learn," he would keep repeating that. And I remember Bill Cooper getting irritated and said, "The last time I met you, you said this, and now you're saying this. I got that on tape." He said, "Well, you got this on tape now." He said that, "I do, I learn. And as I learn," he said, "that could have been under different circumstances that I said that, but I'm saying this."   0:22:22.4 Balaji Reddie: And so you keep learning. And he encourages his people to study. The word is study. And he provides, when possible and feasible, seminars and courses for advancement of learning, encourages continued education in college or university for people that are so inclined. So I think this bit is in many places getting to be a part of the systems in most companies. I've seen that happen now, which is a good sign. But it doesn't end there, there are a lot of other things to do. This was the Principle 7 in the list of 17. Now comes Principle 8, and this is so difficult to look at. He says "he's a coach and a counsel, not a judge." You judge people, they shut up.   0:23:15.4 Balaji Reddie: So he says coach and counsel. When they need help, guide them, show them the path. Sometimes maybe you need some help in doing that, well, go ahead. So that was principle number eight. Principle number nine says "he understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state." Now, this is amazing. He said this way back in the 1950s when he was in Japan teaching them the control chart, where he took one example where he says that further training to the worker and the process was still in control. And he says, "I think he's reached the limit of his learning. He perhaps needs to be taken to another process or maybe given something more challenging so that we can develop the learning process."   0:24:17.6 Balaji Reddie: So he was speaking about this way back in the 1950s, which today you can say comes under understanding psychology through variation. And he says, upon which furthest the lessons will not bring improvement of performance, and a manager of people knows that in this stable state, it is distracting to tell the worker about a mistake, because he says you'll actually then demotivate someone. So these three principles...   0:24:44.1 Andrew Stotz: Because a mistake may be just normal variation, or are you saying... Okay. Yep. Okay.   0:24:51.0 Balaji Reddie: Yeah. I mean, it could be anything, right? But if you are highlighting that when he's already reached a stable state, it could just work in a detrimental way, the opposite direction.   0:25:05.4 Andrew Stotz: Ultimately you've reached your goal. A steady state is fantastic.   0:25:07.4 Balaji Reddie: A steady state. And then now you say if you want him to... Anything better here, I think you need to move him out from there, since maybe he needs to be given something either more challenging or whatever it is. But use of psychology and variation together. If people are saying that he spoke about this in the 1990s, he actually spoke about this in the 1950s in Japan. And I have proof. If you go and check Elementary Principles of the Statistical Control of Quality, the series of lectures that he gave in Japan, you will see this in one of the chapters, very clearly stating what needs to be done.   0:25:47.9 Balaji Reddie: Now we come to the next principle, which is... I don't know how to explain this, but it's amazing. He says that "the leader has three sources of power: authority of office, knowledge, and personality and persuasive power, tact." So authority, that's your title, knowledge, and personality. Now, personality, persuasive power, and tact is more of a personal thing. It is something that is an attribute. Authority is the title you're given. I think the only thing that you can really work on is your knowledge. And he says that a successful manager of people develops knowledge and personality and persuasive power, does not rely on authority of office. He nevertheless has obligation to use his authority, a source of power, for him to bring changes. He says that maybe some drastic changes to equipment, to materials, to methods, and to reduce variation.   0:26:55.0 Balaji Reddie: So he attributes this to a gentleman, Dr. Robert Klekamp, or Klekamp, I don't know how to pronounce that. So he says, "He in authority, but lacking knowledge or personality, must depend on his formal power. He unconsciously fills a void in his qualifications by making it clear to everybody that he's in position of authority, his will be done." So I think he said if things needed to be done and if he's being guided the right way, then he has to bring his authority into power. I think this brings me to one of the interactions he had with... Was it James McDonald at Ford? When he made him stand up and asked him, "What is your job?" And he said, "I'm vice president, manufacturing," and he sat down. Deming said, "Stand up. That's your title, not your job." And then for the next half an hour, he grilled him on what his job was. And after half an hour, he still didn't get an answer. He said, "You don't know what your job is. Do you think other people in the company know what their jobs are? I think you're running a mess here."   0:28:02.2 Balaji Reddie: So Jim McDonald, instead of feeling insulted, took it in a very different way. Though he said, "I did feel that I wanted to resign and just walk out of there," but he said, "I knew this man was onto something." And that kind of thing of authority of office, I think he did not like if people used it for the wrong reason, but he wanted them to develop knowledge, personality. Personality, well, I think again, on the soft side, persuasive power tact. Not all of us have that, but I think we are living in a knowledge economy, so knowledge would be the key here. And he also says that if you're in a position of authority, use this to get the right work done.   0:28:47.3 Balaji Reddie: Then next he says "he will study the results with the aim to improve his performance as a manager of people." So when the system is not getting what it's supposed to do, then he does not put the blame on the people. He says, "I have... I may be going wrong somewhere." I'd like to share an example of my father in Japan. My father was in Japan in 1964, I said this last time. And he was on this Asian Overseas Technical Scholarship, AOTS. And they run these courses even today. They have three-month, six-month, nine-month, and one-year courses. And from what I remember my father telling me, it's integrated in the sense, I think he was there for six months. So during the morning sessions, they used to have classroom training, sitting in a classroom. And in the afternoon, post-lunch, they would go and work in a company, and that was like their intern. And so it was a combination of theory and practice taking place almost every day.   0:30:02.4 Balaji Reddie: Now, what happened there was on the first day... And that's where he started working with Showa Electric, and said they were called the interns. So on the first day, he was taken to the company and was introduced to his supervisor. The supervisor took him on the shop floor and introduced him to the team that he would be working with. And then, while he was leaving, that supervisor said, "I just need to tell you this, that we also form what is called as a quality circle." And this was... The quality circle movement started in 1962, so '64, the quality circle. And so my father said, "I don't know what you're talking about." And he said, "Well, this is something new. So would you like to be a part of it?" Because quality circle is voluntary, not mandatory. They make you a part of the quality, so if you want to be a part of the quality circle. It's not imposed on you.   0:31:05.0 Balaji Reddie: So my father said, "I need to talk to my teacher, my sensei, at the class." He said, "Yeah. You can talk to him." So he went back to the class the next day in the morning, he asked the teacher, the sensei, that this is what they said. He said, "Oh, it's a very good system. You can become a member of the quality circle." So on the second day, he said, "Yes, I'll be a member of the quality circle." "Great," he said. Now, on the third day, his actual work started. Now, they used to make television screens, CRO, et cetera. And one of the steps there was soldering. They had to solder. And the soldering was the dip soldering. You had to take the printed circuit board and dip it into the solder bath and take it out. Of course you were to... There was a technique.   0:31:52.8 Balaji Reddie: And so his job was that. His first job that he was assigned is to do soldering on these PCBs. And so the supervisor himself sat with my father and demonstrated 10 to 15 times how to do it. Then he told my father, "Now you do it." And then he was guiding him, and he made him make around 10 pieces until he said, "Okay. Now you're getting it right." Okay. Now he said the ground rules. If by any chance you press it down too hard or you keep it too long because of the extreme heat, there will be a superficial crack on the PCB. And that would not be something that affects the customer right away, but over a period of time, it can result in the board cracking and the radio not working. So when you see a superficial crack, you're supposed to pull the cord. There was a cord there. And when you pull the cord, the supervisor will come and help you. Fine.   0:32:56.1 Balaji Reddie: Now my father started doing his work, and his fifth or sixth piece developed a crack. Now, he said, I don't want to sound derogatory, but the Indian in me caught up. Should I report this? What would he think? I hardly left this man alone, and his fifth piece is a rejected piece. And he said, I did not want to pull that cord. But then... He said that, he told me, "Please pull the cord," I decided, let me go ahead and pull it. So when he pulled the cord, a red lamp went on there, and there's a big siren that went on. And the supervisor came running and turned off the siren and turned off that lamp and said, "What happened?" My father showed him the crack. So he said, "Okay, no problem." He put it aside. He demonstrated to my father 10 times again how to do it. And then he made him do it 10 times till he said, "Ah, see, you did this." And he got it right. Now he said, "Let's continue production."   0:33:58.8 Balaji Reddie: Now they went away and now my father got it right. After an hour or so, or maybe two hours, they had their tea break. And they were sitting around a table. Now, this was the quality circle. So the supervisor got up and started speaking in Japanese. Now, this was my father's third day there, so obviously he did not understand what was going on. The only thing he knew that they were referring to him because they could not pronounce his name properly. So instead of Reddie, he was being called Leddie. So Leddie-san, Leddie-san, Leddie-san. So my father said, "I knew he was talking about me." And he said, "I felt so ashamed, I was looking down at my cup of tea rather than looking up." And then when I looked up, he said, all of them were looking at him in admiration and the thumbs up sign. And he was wondering what the hell just happened.   0:34:51.0 Balaji Reddie: And at the end of it, when that supervisor stopped speaking, they all clapped. They clapped. And as they dispersed, each one came and held his hand and they went away. And now my father told the supervisor, "What did you tell them? Did you tell them I made a mistake?" He says, "Yes, yes, I did tell them that." He said, "Then why are they complimenting me? Why are they... Why did they clap? Why did they clap for me? Why are they shaking my hands?" He says, "They're shaking your hand, they're clapping, and they're complimenting because you pulled the cord." So he said, "What do you mean?" He says, "Well, we have a saying here, here in Japan, if after explaining to a person 10 times how to do something, if the person still makes a mistake, then there's something wrong in the way I explained it." So this bit over here is he will study results with the aim to improve his performance as a manager. Don't blame the other guy. What am I doing wrong?   0:35:54.0 Andrew Stotz: You hired him, you train him.   0:35:56.4 Balaji Reddie: Yep. So when Jack Welch used to say, "Sack the bottom 10% of the people every year," and he called them dead wood, well, I would say when you hired them, they weren't dead. You killed them. So that was principle number 11. Now principle number 12 is where he combined both variation and psychology together. He said "he will try to discover who, if anybody, is outside the system, in need of special help." So he draws a normal curve. I'll pass on this document to you so you could share it along with the podcast. And he says here that people belong to the system. These are people who need not be ranked. But a person outside the system on the lower side needs special help. People outside the system on the higher side, well, we need to take the system to that level to improve the system.   0:37:08.4 Balaji Reddie: So he talks about that. He says this can be accomplished with some simple calculations. If there be an individual with figures on production or on failures, special help may be only simple rearrangement of work. It might be more complicated. He in need of special help is not in the bottom 5%. He's clean outside that distribution. So he's trying to use the understanding of variation in a very different sense to understanding people. And he says that we try to reduce that variation in performance between people. That's the job of the system. So this is principle 11 and 12.   0:37:51.0 Balaji Reddie: Now you come to principle 13: "he creates trust." And that creates trust, I would believe, it's a two-way process. And he creates an environment that encourages freedom and innovation. That is the environment where people are unafraid to make mistakes. Because we learned that theory is not the opposite of practice; it's a guide to better practice. And we need all of us working together. And that trust, I think, has got a very funny meaning in my country. I keep joking about this. In India, trust is we will lie a little less to each other. But that's not what this is. We need to be straight honest with each other. And honest is you can only do that by example. Like what happened in my case. I remember when we had installed the ERP system in our company, and there are interlocks. And I remember there was a backlogged order. And I knew that because when we did not deliver the order on time, I negotiated with the customer and I got the delivery date postponed.   0:39:08.0 Balaji Reddie: Now I was trying to test the ERP that month. So I said, let me see if the ERP can capture this because it should show it as a backlogged order. But it showed it as an order that was to be delivered on the new adjusted date. And I said, "How did that happen?" Because that should not have changed. And so I called my assistant. I said, "This should be in backlog. Why is it showing me as a spillover order?" And he said, "No, I changed the date." I said, "Why did you do that?" And he said, "No, because the finance guy will get angry with me." And I said, "That is my problem." I said, "When I told you you're not supposed to change that date..." And I removed his administrative powers in changing the date so that he could not change the date in the system.   0:40:01.7 Balaji Reddie: I removed his powers. And he apologized profusely and said, "Please let me." I said, "No." So till the day I resigned, I kept it. I said, "You're not gonna be doing this because it's not a question..." I said... If I had succumbed to that Andrew, they would have lost my trust. They would have thought that, "Oh, Balaji just talks. He doesn't walk the talk." I said, "No, you're not supposed to do this. We are trying to go by a system. Let's go by the system." So I think you can only create trust through example, through demonstration, if I may say so, and especially under adverse circumstances that you need to demonstrate this.   0:40:46.1 Balaji Reddie: Principle number 14: he says "he does not expect perfection." I think that even he said it in principle of variation. Principle 15: he says "he listens and learns without passing judgment on him that he listens to." This is an extension of the previous points. Principle number 16: he will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, their hopes, and their fears. This meeting will be spontaneous and not planned ahead. So there should be no bias, like an audit.   0:41:41.5 Andrew Stotz: Right.   0:41:42.2 Balaji Reddie: And lastly, principle number 17: "he understands the benefits of cooperation and the losses from competition between people and between groups." So these were the 17 principles of leadership, the beginning of transformation. I think there can be nothing more to do than this. He was so clear in what he wanted us to do. I wonder why people say that there was no method.   0:42:16.5 Andrew Stotz: Yeah. He definitely outlined a lot of stuff there. One of the questions I had for you on that list is, what do you say to people that say that he's kind of a dreamer? The idea that you can sit down with your employees and have this time and everybody's so busy and just talk about your fears and your goals and all that stuff where we live in this age of, we've gotta get the result, we've gotta be focused. How do you respond to that?   0:42:51.1 Balaji Reddie: Well, I say give this a try. All right? You've done it your way, right? You've done it... Let's just forget about it, and you're seeing what's happening. You want a change, you gotta do something different. So why don't you go by what this man is saying? And if you say that, you know, a dreamer or whatever, well, I'd like to quote John Lennon here: "You may say I'm a dreamer, but I'm not the only one."   0:43:16.8 Andrew Stotz: Yep. Yep. Yep. And what do you say for people that feel that you gotta have these targets and goals and KPIs to get the most out of people? And when we think about what Deming's talking about, we're talking about this intrinsic motivation. But it's scary for people to think. It's a lot more comfortable to have these goals and structures than what you could argue is a little bit more unstructured. And how do we balance that? And obviously Deming wasn't saying don't have goals.   0:44:02.1 Balaji Reddie: Yeah, yeah. I think Henry addresses this very well in his 12-day course where he has a specific section on goals, et cetera. And he talks about how Deming said that there are some things called facts of life. Facts of life is, okay, we need to turn out, we need to generate so much of revenue this year because we need to pay for all our salaries and blah, blah, blah, blah, blah, and then we need to have some money for the future. So we need to make so much of money this year. Now that's not a goal, that's a fact of life. But when you are bringing that number out and showing that to everyone, please also indicate to them how we intend to achieve that. Don't just leave it to them and say we need to do this.   0:44:54.4 Balaji Reddie: Okay. I'll give an example here. I don't want to sound... It may sound a little self-serving, but okay, take it in the right spirit. I remember when we had our first strategic meeting at my company, and my boss... Okay, was... He said... I think 20 of us sitting in the room and he said, "Last year, our target was 30 million and we're getting there and we're doing a great job. So this year we're gonna aim for 45 million." Now when he said that, I just put my hand up and he said, "Yes." So I said, "Why 45 million?" And he just stared me down and he looked up at everyone and said, "That's it. Meeting dismissed." He just walked out. These are those days when you had... You know the OHP? You know the overhead transparencies, the projector?   0:45:56.9 Andrew Stotz: Oh, yeah. Overhead transparencies, yep.   0:45:58.8 Balaji Reddie: Yeah. So he had the transparencies, and he just took them and walked out. And all the guys came to me, "Are you mad? You're questioning the owner of the company? Are you nuts?" And I was thinking, "God, what did I say wrong?" And then we started going back to our cabins, and when I sat down at my desk, the phone rang, and it was boss. And he just uttered one word, "Come." So when I was walking towards his cabin, I was thinking to myself, "Nice company, nice friends." And then I knocked on the door, and he said, "Yeah, yeah. Come in." He said, "Sit down." And then he said, "Shut the door." He said, "What the hell were you trying to do today? Are you trying to mock me?" I said, "Please, why would I want to mock you, boss? I wouldn't want to mock you. I just wanted to know why 45 million."   0:46:52.9 Balaji Reddie: He says, "All right." And so he took out what is called the blue book, where we have the yearbook, what happened in our country in the last one year. We have these books that get written, right? So he said, "Look, this is growth in our country in industry. This is our... Sector that we are in, and we are in the organized sector in this industry. And the year-on-year growth for the last five years has been this, and this year the expected growth is so much. And can I expect at least 3 or 4% of that growth?" I said, "Of course, why not?" He said, "That, son, is 45 million." So I said, "Why didn't you tell me this? That's all I wanted to know." He said, "You think these asses..." He was referring to my other colleagues... "Would understand?" I said, "Boss, if I can understand, they can understand. It's one and the same." "Okay. Let's meet tomorrow."   0:47:52.1 Balaji Reddie: So the next day we met again. And he said, "Yesterday, when I uttered 45 million, this genius asked me why, and so I'm gonna tell you why." And he went on to explain. After he finished explaining, my sales guy... Sorry, my marketing guy got up and he said, "I have something to share." "Okay, please come forward." He put the transparency. And he had listed there the top 10 selling items in my company based on revenue, based on profits, and based on quantities. Top 10 for each. There were three products that were common to all the three. So obviously he was sending a message to us, that we had to attain our targets, at least by focusing.   0:48:44.8 Balaji Reddie: The moment he showed that, he underlined these three, the sales guy put his hand up and said, "Yes." "That second product you underlined, our competitor is selling it as a package with another product, but we don't seem to have that on our list." So the R&D guy got up and said, "Could you tell me what the part number..." And he says, "It's part number so-and-so." He said, "Hang on, I've already developed that." You know what was happening, Andrew? We were talking to each other. And that meeting went on for three and a half hours. And at the end of the three and a half hours, all of us knew how to attain 45 million.   0:49:23.8 Andrew Stotz: I thought you were gonna ask a question on the second day, "Hey, boss, so 45 million, why is there no market share gain of our business that we're growing faster than the industry?"   [laughter]   0:49:41.4 Balaji Reddie: So anyway, but this was... This is what I think goals should be transparent in this sense, that why are we giving you this number? And more importantly is the discussion that happens is how are we gonna do this? It just doesn't happen by itself, right? And if you leave it to people, they start distorting numbers, right?   0:50:03.8 Andrew Stotz: Yeah.   0:50:04.2 Balaji Reddie: As Brian Joiner said, "Distort the data, distort the system, or distort both."   0:50:12.2 Andrew Stotz: Yeah. And we're working on a growth plan for my coffee business.   0:50:19.0 Balaji Reddie: A growth.   0:50:19.6 Andrew Stotz: And really what it comes down to is three things. Number one, are we as the owners gonna hire more salespeople? Because salespeople bring in revenue.   0:50:36.3 Balaji Reddie: Right.   0:50:37.0 Andrew Stotz: Number two, are we as the owners going to develop together with the rest of the team a higher value-added offering...   0:50:50.6 Balaji Reddie: Wow.   0:50:50.8 Andrew Stotz: That we can bring more value than what we're bringing right now, which would bring potential customers to us and allow us to sell more easily. Or are we as the owners going to buy another company?   0:51:07.8 Balaji Reddie: Oh, okay.   0:51:09.2 Andrew Stotz: So those are the three things. And Dale and I have been discussing each one of those in a lot of detail, testing out and debating and discussing. But those are the type that... When it comes to growth, that's just... We know the growth we can produce with no change. And that's in line with the inflation rate or whatever the economic growth, for sure. But as long as we don't lose people on our team or something like that. But to go to our team and say, "How are we gonna grow faster?" Well, that whole point is we can see. Also the other thing is that we can see bigger about the industry sometimes. Sometimes they see something at a small level that they bring back to us and think, "Whoa, wait a minute, that's something valuable." And yeah, so we're getting ready for our final decisions on where we're gonna go with that. But yeah, without that type of change, we're not gonna reach the type of growth that we want to get. And really our idea is 5x growth in five years.   0:52:19.9 Balaji Reddie: Okay.   0:52:20.5 Andrew Stotz: And in order to do that, we have to have a completely different level of quality, service, product, thinking. And so, yeah, it's fun... It's challenging. Anyways...   0:52:32.9 Balaji Reddie: Right.   0:52:33.2 Andrew Stotz: So how do we wrap this up? What is it you want people to take away? You've shared a lot of different stuff. What would you like them to take away from it?   0:52:42.0 Balaji Reddie: Yeah. One, I'm trying to shatter that myth that Deming did not tell us what was to be done. I think he was very clear and we need to reread and reread. And we have to take these as guidelines. You may come up with your own method, but see these as a guideline by and large to put you on the right path. And once you do that, you may develop something which works for you, and that's what he wanted. But let us not just say that he only philosophized about things. I think he was very clear in his head. He just wanted us to do things our own way because nobody understood our problems better than we ourselves. And he was just showing us how to understand things around.   0:53:32.6 Balaji Reddie: He wanted us to know, to understand what we do not know. Through these principles, we can address some of the gaps. Perhaps we were getting a few things wrong. So point number 14, take action to accomplish the transformation. I think it begins with leadership. So point number seven comes into the picture. It begins with training and education. Point number six comes into the picture and it also brings in point number 13, which is learning and development. And education and training is different from learning and development. Training can be very company specific and you can measure the outcomes of training, but you cannot measure the outcomes of development because that takes time.   0:54:19.8 Balaji Reddie: So you need to have some things going in your favor. And for that you need to choose, and he told us how to do that. And yes, he wanted top management to be a part of this because he said those in authority need to do this. But that one sentence that middle management can commence, it can commence there, is a telling statement. So he knew it was possible.   0:54:45.0 Andrew Stotz: That's great. And I like that. Commence. That there's... It's not necessarily gonna be completed by middle management, but middle management can start right now, right where you are. So that's a great way, that's a great way to end with the start. So, Balaji, I want to thank you on behalf of everyone at the Deming Institute. And it's an interesting discussion and I'm enjoying it very much. And for listeners out there, remember to go to deming.org and also there, jump on DemingNEXT to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is: "People are entitled to joy in work."   0:55:32.1 Balaji Reddie: Oh, yeah. Andrew, I think saying thank you on behalf of the institute, I am also a part of the institute.   0:55:38.5 Andrew Stotz: Of course. Of course. You are. I appreciate it. Okay.

In this episode, Dr. Farina King and guest co-host Dr. Kiara Vigil talk with the editors and contributors of the new book Lyda Conley and the Fight to Preserve Huron Indian Cemetery, which tells the story of a trailblazing Wyandot lawyer and activist who defended the burial grounds of her family and ancestors in Kansas City. This work focuses on the life and legacy of Eliza ("Lyda") Burton Conley, a Wyandot woman whose fight to protect her people's burial ground continues to shape how we think about federal Indian law, sovereignty, and memory in the United States. Lyda is widely recognized as the first Indigenous woman to argue a case before the U.S. Supreme Court, but as our guests remind us, she never stood alone. Her sisters Ida and Helena, and generations of Wyandot women, shared in the labor of defending their cemetery and their community, both in the courts and on the ground.Our guests—historian and educator Dr. Tai Edwards, Wyandot Nation of Kansas member and editor Stephanie Bennett, researcher and writer Samantha (Sam) Gill, and Wyandotte playwright Madeline (Maddie) Easley—discuss how their collaborative book brings together biography, archival documents, oral histories, and theater. They talk about reading newspapers and treaties against the grain, navigating access to scattered archives, and recording oral histories with living relatives and tribal leaders. The book offers not just a narrative of Lyda's life but a source reader and teaching tool that invites more research and classroom conversation.Together, the editors and contributors frame Lyda's story as a refusal to accept erasure—what they call “fighting for memory, fighting for honor.” Their work reminds us why this story matters now, in a moment when Indigenous lands, ancestors, and rights are still contested, and when community-based scholarship and art can help chart more just futures.The University Press of Kansas launched the Lyda Conley Series on Trailblazing Indigenous Futures several years ago named in honor of Lyda Conley. Kiara Vigil, Tai Edwards, and Farina King serve as co-editors of the series, and they have hoped for a book to acknowledge and highlight the life and work of Lyda Conley. Finally, that hope is realized with this new book.Resources:Order the book Lyda Conley and the Fight to Preserve Huron Indian Cemetery Samantha Gill, blog piece titled, “Lyda Conley: Women's History Everyone Should Know” (March 2026) “As a thank you for reading the UPK blog, enjoy 20% off this new book when you order directly from the University Press of Kansas website. Use code: 24BLOG2026 at checkout. Because protecting scholarship and empowering informed citizens starts with readers like you. Good through the end of 2026.”Madeline Easley websiteNative Circles Episode 20: The Lyda Conley Series on Trailblazing Indigenous Futures

Allen covers Siemens Gamesa’s warning that Europe is 40 GW short on offshore wind, Shell’s plan to sell its offshore wind farms, Maine’s multi-state bidding round, and Egypt’s grid financing deal. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! The wind industry got a warning this week… and it came from the top. Siemens Gamesa, the world's largest maker of offshore wind turbines, says governments in Europe may be running out of time. The company's chief executive sounded the alarm Thursday. Europe is currently forty gigawatts short of its one-hundred-and-twenty gigawatt offshore target for twenty thirty. Sixteen gigawatts of projects in Germany alone are at risk of delay, tangled up in lengthy permitting and grid connection backlogs. The plants are running full today. But without new orders soon, factories could go dark for contracts starting in twenty twenty-eight. “It is not yet an existential threat,” said Siemens Gamesa chief Vinod Philip, “but it could become one.” He stopped short of predicting shutdowns. But he said the company would likely have to downsize resources if governments fail to act quickly. Europe's offshore supply chain has already committed fourteen billion euros to meet the twenty thirty targets. That is roughly sixteen billion dollars… with no guarantee the orders will follow. Meanwhile… one of the world's biggest oil companies is quietly walking away from wind. Shell is preparing to sell its offshore wind farms in a deal that could fetch more than one billion dollars. The company has hired advisers to run the process, which could launch before the year is out, with a sale expected sometime in twenty twenty-seven. Shell once dreamed of becoming the world's largest electricity producer. That vision died when its current chief executive took over in early twenty twenty-three and shifted the focus back to fossil fuels and shareholder returns. Since then, Shell has been unwinding its green power portfolio piece by piece. It sold its European onshore renewables arm. It sold Indian renewable company Sprng Energy, which it had bought just years earlier for one-point-five-five billion dollars. And it walked away from planned offshore wind farms in Scotland. When this latest sale closes, Shell will have little wind left in its portfolio. But where one door closes… another opens. Up in the northernmost corner of Maine, a region that has sat on one of the best wind resources in the country for years, a long-awaited breakthrough may finally be at hand. The Maine Public Utilities Commission is closing its latest round of bidding for wind and solar generation in Aroostook County, plus the new transmission lines needed to move that power south to the rest of New England. The target: at least twelve hundred megawatts. Enough to power hundreds of thousands of homes. Maine is not going it alone this time. Connecticut, Massachusetts, Rhode Island, and Vermont are sharing the cost of the new transmission infrastructure. The previous attempt in twenty twenty-one fell apart. Costs rose. Deals could not be finalized. Landowners fought the proposed one-hundred-forty-mile power line. This time, officials say things are different. The multi-state partnership changes the math. And northern Maine's wind resource has not gone anywhere. Dozens of energy companies have signed up to compete, from local developers to major multinationals. If everything goes to plan, the best-case scenario puts new turbines spinning in the twenty thirties. And half a world away… Egypt is making a major investment to keep pace with its own renewable ambitions. The Egyptian prime minister this week witnessed the signing of a financing agreement worth sixty billion Egyptian pounds, earmarked for the national electricity transmission network. That money will go toward upgrading the grid so it can absorb the solar and wind power Egypt plans to add in the coming years. The target: forty-five percent of national electricity from renewable sources by twenty twenty-eight. The electricity minister said modernizing the grid is a “continuous and evolving process,” and that implementation timelines are being compressed to meet that twenty twenty-eight deadline. The wind is shifting. The question is… who moves with it. And that's the state of the wind industry for the 15th of June 2026. Join us for the Uptime Wind Energy podcast tomorrow.

On Episode 902 of The Core Report, financial journalist Govindraj Ethiraj talks to Bharati Balaji, Deputy Director General at the All India Distillers' Association (AIDA) as well as Sourav Mitra, Partner – Oil & Gas at Grant Thornton Bharat.SHOW NOTES(00:00) Stories of the Day(01:00) Oil Prices Hit 3 Month Low As Global, Indian Markets Rise(04:36) Indian Merchandise Exports Hit A Record High At $42.5 Billion(06:00) How Will India Be Impacted If The Iran-US Deal Stays(13:42) Decoding India's Ethanol Supply Systems As Govt Unveils Fresh Rules For Ethanol Blended VehiclesFor more of our coverage check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecore.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠Youtube⁠⁠⁠⁠⁠⁠

With a population of nearly 70,000, Greater Shepparton has become home to a growing Indian community, many of whom say they have found not just opportunities, but a genuine sense of belonging. During SBS Hindi's recent visit to the region, residents shared stories of building successful careers, raising families and putting down roots in the community. Many said they had felt welcomed by the local community and had not encountered the anti-immigration sentiment that has featured in the broader national debate on migration.

Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/j0TuosYDQe4?si=7mzUwBe4PrQ-eB2E In this insightful session from the Ultimate Partner Live event in Bellevue, Washington, Vince Menzione sits down with Stephen Boyle, Corporate Vice President for Enterprise Partners at Microsoft, to pull back the curtain on the tectonic shifts redefining the tech ecosystem. Boyle details Microsoft's massive organizational pivot into enterprise and SME/channel divisions , explaining how artificial intelligence acts as the foundational thread unifying systems integrators, software vendors, and digital natives. Moving past market noise surrounding competing foundational models , he highlights Microsoft's strategy to become the ultimate “platform of platforms” by prioritizing user choice, security, and trust. Emphasizing a shift away from infrastructure technicalities and toward practical business outcomes , Boyle delivers an urgent mandate for partners to scale technical talent, eliminate traditional operational silos, and brace for the incoming consumption-driven, agent-based future of enterprise computing. Key Takeaways Microsoft has restructured its global sales divisions into distinct Enterprise and SME/Channel organizations to better target its massive total addressable markets. Artificial intelligence is fundamentally altering the partner ecosystem by dismantling traditional software and systems integrator silos to build interconnected, multi-party solutions. Rather than forcing alignment to a singular model, Microsoft aims to be the definitive platform of platforms by offering extensive choice across over 1,100 language models. The enterprise landscape is rapidly moving past experimental AI pilot phases and entering production setups completely focused on transforming core business outcomes. Tomorrow's service organizations are aggressively evolving into software-minded operations that deploy repeatable, highly specialized internal autonomous agents. Managing tokens and monitoring usage metrics represents the emerging operational baseline for balancing efficiency against the scaling expenses of large language models. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags AI frontier, platform of platforms, enterprise partners, global systems integrators, digital natives, language models, token consumption, agent sprawl, citizen developers, shadow IT, business outcomes, technical enablement, marketplace growth, hyper-scalers, processing fluency, sovereign AI, industry ecosystems, data governance. Transcript [00:00:00] Stephen Boyle: This is the biggest, most transformative, iterative change in technology we’ve ever seen, where, if you wanna call it a paradigm shift or whatever word comes after paradigm shift. [00:00:12] Vince Menzione: We just came back from Ultimate Partner live in Bellevue, Washington, where we hosted incredible leaders for two amazing days. Come join us for this next session where we explore the tectonic shifts we’ve all been seeing. Uh, I am thrilled to invite our next guest up on stage. I’ve known this gentleman for several years back in my days at Microsoft, and, um, we’ve been friends, actually Microsoft, and then we both went and did different things, came he’s come back to Microsoft in a big way. [00:00:46] Vince Menzione: Uh, Steven Boyle, for those of you don’t know, is recently a named the C. We will talk about it in a second, but I, I need to announce you properly. Is the corporate vice president, which by the way in Microsoft is a big deal for enterprise partners. He and Nicole De and I would say are the two Microsoft leaders in the organization. [00:01:06] Vince Menzione: Nicole is the channel chief. Steven has a, a big remit and we’ll talk about that up on stage. But I’m just so delightful for his support and for making the time in a very busy week at Microsoft ’cause this is CEO summit this week to make some time to come with us and be on stage with me. Please welcome my good friend Steven Boyle. [00:01:29] Vince Menzione: Good to see you, sir. To see. So I’m gonna put you on this side. [00:01:33] Stephen Boyle: Okay. [00:01:35] Vince Menzione: The hot seat. So I’m gonna, I, I didn’t do a justice and I, I wanted you to explain your role. I, I think I know, but I think for the, for the people in the room, uh, talk to us what Enterprise Partners means at Microsoft and what that role remit and remit looks like. [00:01:50] Stephen Boyle: Um, CVPs may or may not be important, but one thing they don’t do is get invites to the CEO summit. So I’m super pleased to be here with you guys. No, no, it’s totally cool. It’s totally cool if that phone rings. No, I’m kidding. Doesn’t. So what does it mean? So I’d like quickly, um. January last year, uh, we split the sales organization into enterprise and small to medium enterprise and channel. [00:02:15] Stephen Boyle: You guys probably familiar with that? Nicole is the, uh, chief partner officer lives in the SMA and C world and drives the channel, um, drives our marketplace business and, and a lot of other things. Um, for that 60 billion, um, you know, total addressable market that we have. Down there in SME and C. Um, at the same time, we established enterprise partner as part of Nick Parker’s overall organization. [00:02:40] Stephen Boyle: Um, but for most of 2025 we ran it as global systems integrators and advisories, ISVs and digital natives. So three separate footprints all focused entirely on, on, on enterprise. Um, in December, January, we talked about establishing an enterprise partner leader that would. You know, aggregate all of this stuff. [00:03:00] Stephen Boyle: Um, I was fortunate to come through, um, some frankly, pretty hairy, uh, experiences, I bet with some of our senior leaders. Um, I, I’ve loved to [00:03:08] Vince Menzione: been in the room for that [00:03:09] Stephen Boyle: questions like, why Steven Boyle and things like that, right? And really have to dig deep to, uh, to justify. Anyway, uh, I’m blessed and honored, uh, to run that entire portfolio of partners, uh, for the entirety of the enterprise partner world, which now from a chief revenue officer perspective, belongs to Deb. [00:03:25] Stephen Boyle: Deb Co. So Deb is the enterprise leader for all of our sales that we do into that space. Awesome. Um, I have three regional leaders, Nina Harding here in the United States, Ehab Ra in in Europe, and Heather Gordon in Asia that mirror and replicate and flow down the things that we decide to do from a strategy perspective for the, uh, for the core. [00:03:45] Vince Menzione: And we love Nina. She’s been, she was at our last event, [00:03:47] Stephen Boyle: super, super lady. And, uh, you know, the US is still 50% of our overall business. [00:03:53] Vince Menzione: Yeah. [00:03:53] Stephen Boyle: Too big to fabric. Every time I talk to Nina, I’m like, Nina, you’re too big to fail. We can’t cover you anywhere else. So you know, you’ve gotta be successful here in the Americas. [00:04:01] Vince Menzione: So I think just for breaking it up, I, ’cause I do want to like, it’ll lead to the next question, right? So you have the global systems integrators, all these systems integrators. Essentially you have all of the software companies we used to call ISVs, we now call SDCs or software development corporations. [00:04:17] Vince Menzione: And then you also have the AI stack, I’ll call it. Right? So under Jason Grafe. Yeah. Many, many might know. Jason’s been a guest on the podcast and was Satya’s chief of staff at one time, eight years. Eight years. Wow. I didn’t realize there was that many. [00:04:31] Stephen Boyle: Carry carried a lot of bags for Satya over the years. [00:04:34] Vince Menzione: Unbelievable. Well, let’s, I mean, so AI is an important component, right? And you saw Jay’s, Jay talking, just talking about AI and all these things. I would love to start here, right? Because, uh, you’re, you’re, I wanna get your perspective as Microsoft, your perspective as Microsoft on the biggest shifts you’re seeing in defining this we’ll call AI Frontier. [00:04:54] Vince Menzione: We’re seeing right now, how should partners translate that into how they position and go to market externally? How, how do we need to think about this time? [00:05:02] Stephen Boyle: Yeah, that is, uh, that is a huge question and I’m not sure we’ve got enough time to go into the, into all of the detail. Um, so let me sort of up level it a little bit for you. [00:05:10] Stephen Boyle: And I think, look, the move that we meet at made a couple of months ago and pulling together those three aspects. Nicole had already done it in SME and C. Right. One partner organization across the world with a very common set of goals. We were working closely together, Sandy Gupta, on ISV, Jason on ai, and myself on on si. [00:05:29] Stephen Boyle: But we were still working closely together across silos. So the opportunity for me, 60 days into this role is AI just allows you to wire the partner ecosystem together differently. Right? And even if you look at how we’re going to market an AI today, um. You know, with, with, with chat GPT, with Claude, with Anthropic, um, I think there’s something like 1100 different, you know, language models on Microsoft today. [00:05:55] Stephen Boyle: So the way I think about AI is we are absolutely gonna be the ultimate platform of platforms. Yeah, choice is incredibly important. Um. It’s, it’s, you know, turn the clock back 12 months, everybody was chat gpt five point x, you know, and then six months ago it was Gemini and now it seems to be clawed. And honestly I don’t know what it’s gonna be next quarter. [00:06:15] Stephen Boyle: So the only thing I can do is offer you choice. [00:06:18] Vince Menzione: Yeah. [00:06:18] Stephen Boyle: And from a partner perspective, I think that minimizes or reduces the risk that you have betting on the Microsoft platform because you can go in a multitude of different directions. I know we’re not in Europe, but if you were in Europe and you were worried about G-G-D-P-R and Jay mentioned sovereignty, you’d probably be like lining up really closely to Misra. [00:06:37] Stephen Boyle: Yeah. And a bunch of other Europe, European partners. So wherever you are in the globe, I wanna be that platform choice. Um, and we will lead with our own first party solutions. I hope they’re not coming for me. Um. I parked safely in the hotel. It can’t be me. Um, but you weren’t vibe coding in the room. Um, but you know, wherever you are in the world, in whichever industry you are in, um, it is our intent to, to offer that platform of platforms and to give the broadest set of partners the opportunity to engage with us. [00:07:07] Vince Menzione: I think that’s really important because I, I have found, especially in the last month or two, people are, it’s almost like a knee jerk. Don’t you feel like people don’t know what to do? There’s been so much noise in the press and the media and, and the markets around open AI and anthropic especially. Where do I go? [00:07:26] Vince Menzione: Seems to be like when I, when I sit, I watch everybody in the room here. I think they’re, they’ve all been thinking that as well. So you can, [00:07:31] Stephen Boyle: there’s a, a little bit of a deer in the headlights moment. Yes. And even I like, I get that. Yeah. Um, you know, I saw, uh, Jay slides. Jay, love the presentation. Love the slides, man. [00:07:40] Stephen Boyle: I’m gonna steal several of them. Um, we’ll talk about that later. We, we [00:07:43] Vince Menzione: have the deck, [00:07:45] Stephen Boyle: but, but in all seriousness, you know, this, this is like. It’s a new paradigm. I will date myself a little bit. Some of you might heard me say this. I sold many computers in the 1980s. Mini computers. Some of you in the room are going, what’s a mini computer? [00:07:59] Stephen Boyle: Um, I sold client server for Sun Microsystems in the nineties. I sold an awful lot of Oracle databases in the Auts, I think they’re called, and I’ve done two stints with Microsoft. This is the biggest, most transformative. Iterative change in technology we’ve ever seen. What, if you wanna call it a paradigm shift or whatever word comes after paradigm shift. [00:08:18] Stephen Boyle: Um, and we are building intelligent systems at scale faster than we’ve ever seen. Scalable, mission critical solutions being implemented today inside of Microsoft and with our most important customers. So, and we can’t do it without partners, right? There is absolutely nothing we can do in this industry. I will, I will put the, you know, the elephant in the room out there. [00:08:40] Stephen Boyle: Our ISD organization has between five and 7,000 people. Our forward deployed engineering organization is about a thousand people. [00:08:47] Vince Menzione: Yeah. [00:08:48] Stephen Boyle: So when you look at the scale of the total addressable market that Jay just talked about. We are gonna service directly like this much [00:08:55] Vince Menzione: used to be 5%. Was it even, is it even that high? [00:08:58] Stephen Boyle: I doubt it’s, I doubt it’s even that. And the billions of dollars that we spend every year helping our customers transform to what we’re now calling frontier firms is gonna be, have to be driven with every single person in this room in some way, shape, or form. Judson is not asking Marla to significantly increase ISD. [00:09:15] Stephen Boyle: Not asking John to significantly increase FDE, although we probably will hire in that area just because of the, the newness and the, you know, bright shiny object that everybody’s like, oh, FDE, I’ve gotta have those. We’ve got a thousand already today that have been around in John’s organization for 10 plus years doing the things that we are doing today. [00:09:32] Stephen Boyle: But we are gonna build out that muscle. But the real way we’re gonna build out that muscle is with all of you in this room. That’s like categorical. That is my like, probably number one goal for the next one to three years is make sure that, that story that Jay just told about Microsoft not being involved in AstraZeneca. [00:09:48] Stephen Boyle: I probably won’t tell Judson that Jay, but I love the story. Um, like if you could all do that for me, like win, um, that is so, you know, from our worldwide learning, through our skilling enablement through our cloud solution architects that I personally own. We are pivoting aggressively towards making sure that the partners understand our platforms better than any other job, number one for me right now, if you don’t understand what I’m selling, like I’m kind of dead in the water obviously. [00:10:15] Stephen Boyle: Well, [00:10:15] Vince Menzione: I was gonna ask you why now? Why Microsoft? Why now? Right? Because there is a lot of noise. You know, Google just announced, you all announced your results on the same day, which was astounding. That was freaky, wasn’t it? It was. It was the first time. And the, the total commitment, customer commitment is over a trillion dollars now, I think 1.2 trillion is what I counted up. [00:10:33] Stephen Boyle: Yeah. [00:10:34] Vince Menzione: But it’s saying a lot about like, what do I do now, like as these partners in the room. Um, how, I think you kind of already, and you’ve talked about this, about differentiating where Microsoft is, I think J Slide does a lot of justice there. It says how, uh, Microsoft Partners came into the room, surrounded the customer. [00:10:52] Vince Menzione: It feels like Microsoft has always leaned in big time on partners. Uh, more so I would say than any other organization out there. What would [00:10:59] Stephen Boyle: you say Joe Roses, my chief of staff, business manager and so many other things was telling me last night that, you know, we used to say 500,000 partners. [00:11:05] Vince Menzione: Yeah, [00:11:06] Stephen Boyle: it’s a, it’s a significantly higher number than that as well. [00:11:09] Stephen Boyle: So there’s an element of, you know, back to the deer in the headlights, which partners are, are more important. One of my other phrases that I say on a regular basis, the winners and losers are yet to be decided in this next wave. Like, I want all of us to on the right side of that argument. Right? But, but it’s gonna be a challenge and, and companies are going through shifts. [00:11:28] Stephen Boyle: You know, Accenture, maybe, possibly doesn’t need 750,000 employees in the not too distant future. Maybe TCS at 600,000 doesn’t need 600,000 human employees. So we’re going through this dramatic shift of, you know, what’s the right balance going forward. What I would say about Microsoft is notwithstanding the fact that we’ve figured this out for 51 years, which is a little bit mind blowing, um, that you know, all the way back in the seventies we’ve gone through so many iterative changes. [00:11:56] Stephen Boyle: People have questioned just like they’ve questions. A lot of other technology companies, are you gonna be around for the long haul? I think we’ve proven time and time again, and I love Jay’s story. I’ve used that myself about how many companies disappear on a, on a decade to decade, you know, business. 10 years ago I had the opportunity to listen to Craig Clayton Christensen, who’s sadly no longer with us. [00:12:15] Stephen Boyle: Yeah. But you know, the books that he wrote and the story that he told to Microsoft 2014, we were nowhere in cloud. [00:12:21] Vince Menzione: Yeah. [00:12:22] Stephen Boyle: AWS was so far ahead of us, it was crazy. And he came in and he’s like. You know what? You guys need to be successful. You need to figure out how to cross this chasm again, and we’ve done it time and time again. [00:12:32] Stephen Boyle: You can go back. You know, Microsoft used to be known as a fast follower in ai. I don’t think we’re a fast follower. I think we’re right up there. We’re right at the front, but that race is still being run and the winners are losers are yet to be decided. [00:12:44] Vince Menzione: I was in that room with Clayton Christensen with you, by the way. [00:12:46] Vince Menzione: I remember, I remember that. That was at a Prism conference. [00:12:49] Stephen Boyle: Yeah. Yeah. [00:12:50] Vince Menzione: You men, you touched on this with the GSIs a little bit. How do you see the roles evolving? You know, we, we, we bucketed all, we’ve always been. Fantastic about bucketing ISVs or SDCs and sis and digital natives. Yeah. How does it, how does that all come together? [00:13:06] Vince Menzione: Does it come together any differently in this new AI platform era, or is it the same? [00:13:11] Stephen Boyle: I look, I, I’ve said this for a long time, like if you go into AstraZeneca, the six plus, you know, frontline partners, there’s probably a whole board of second, third tier that, that we don’t know about doing, you know, things across the AstraZeneca group. [00:13:25] Stephen Boyle: It takes several villages and sometimes a small town, especially in my world, in the enterprise world, strategic five hundreds. Yeah. Um, you know, we, we ran some reports a few years ago and it is shocking how many global systems integrators have a footprint in Shell or Exxon or, you know, bank of America or whatever else. [00:13:44] Stephen Boyle: So I’ve always believed that partner to partner is critical. Yeah. I think it became even more critical in the, in the AI world, and I’ll take my new friends at Anthropic. So I went to the first Anthropic partner Summit. Some of you might have been down there in, in San Diego, um, just a couple of months ago. [00:13:59] Stephen Boyle: Same partners, same people from the same partners. In the room, you know, talking about what they’re gonna do together with Anthropic. Um, and I’m looking out across this audience going, okay, well I know him and I know her and I know those guys, and like, I need to figure out how I’m gonna weave this together. [00:14:14] Stephen Boyle: So it’s not just an Accenture and Anthropic or an NTT data and anthropic, but it’s an NTT data plus anthropic plus Microsoft. Story going forward. And then who’s best at delivering those services capabilities? So it’s it at every juncture that I see in the, in the partner community, and this is the, the reason why I argued vehemently with Nick, that it has to be one organization I’m gonna create maybe given a little bit away. [00:14:40] Stephen Boyle: So if you’re recording, stop now. Um, I’m gonna create an enablement organization that is partner agnostic. I don’t necessarily care. I do care about the digital natives, but I don’t care about how I train them. Right. What I’m more important of is how do I train the digital natives in what the sis are doing, and how do I train the sis and what the ISVs Plus digital Natives are doing. [00:15:01] Vince Menzione: Yeah. [00:15:01] Stephen Boyle: That is my, that’s my game plan. If I fail there, then I think we fail to raise the bar and be differentiated in an AI world, and I’m not set up like that today. [00:15:12] Vince Menzione: I wanna, I wanna ask you, uh, uh, because I was looking at Jay’s slide and the, the managed piece is. And we have a lot of managed service providers in this room today. [00:15:20] Vince Menzione: A lot of them, by the way, come from the old school of managed services. The managed piece seems to be like, if I’m doing something today with ai, we’re gonna talk about security next, uh, up on stage here. It seems like there’s a new set of skills or a different approach to the customer, don’t you? Don’t you agree? [00:15:37] Stephen Boyle: I I [00:15:37] Vince Menzione: think you need to keep your hands on the steering wheel at all [00:15:39] Stephen Boyle: times. I think what it boils down to is you can’t do AI unless you do certain other things. [00:15:44] Vince Menzione: Yeah. [00:15:44] Stephen Boyle: Right. You could be a modern work specialist and you could make a lot of money being a modern work specialist, or you could be a, a dynamic specialist. [00:15:52] Stephen Boyle: We just held our, uh, inner A in a circle conference last last week, which I was disappointed to miss for the first time in a few years. Those, those days are, are, are fast becoming over. [00:16:03] Vince Menzione: Yeah. [00:16:04] Stephen Boyle: Um, why? Because everything that I’ve just said is tied together by ai. Yes. And in order to do good ai, you need good data. [00:16:12] Stephen Boyle: And in order to trust everything that you’re getting, as Judson talks about trust and intelligence, you need to wrap that in a really secure [00:16:19] Vince Menzione: Yes. [00:16:19] Stephen Boyle: You know, en en environment. Now we will do our best to provide levels of security into how we deliver ai. But that’s not the end of the game, right? You have to take it all, all the way to the edge. [00:16:30] Stephen Boyle: So that’s why a siloed partner or a singular commercial solution area partner in Microsoft’s terms, has got to transform its business. ’cause if you’re gonna do ai, you’ve gotta do those other things as well. [00:16:41] Vince Menzione: Agreed. I must see the model changing, and in fact, I see like bigger organizations becoming managed service providers in many respects. [00:16:48] Stephen Boyle: Yeah. Yeah. I mean, look, there’s still, there’s still a role for all the old terminology you mentioned is SV to sdc. Yeah. I’m like, I’m been around long enough. Look, it’s ANB still anv, it’s still an isv. Thank you. Independent software vendor. Um, and it’s, you know, where, where AI is allowing software to be, you know, frankly developed in a number of different places. [00:17:07] Stephen Boyle: We are all citizen developers. Um, you know, I was on a call with our internal leadership yesterday, um, and you guys might have heard this story ’cause I think it came out at Ignite. When we turn the agent 365, around and on ourselves. We found 130,000 agents running across Microsoft that had been developed and deployed internally with, I mean, you could call it shadow it. [00:17:28] Stephen Boyle: I guess that would be one phrase that you would use for it, but the reality is if you, if you haven’t got something to do your job today, you have the tools. To build it really, really fast. Um, and that, you know, that’s, that’s a great opportunity for people to be able to do their work, you know, in a better and in a different way. [00:17:45] Stephen Boyle: But it’s also a huge opportunity to make sure that data governance and security and all the other things that we need to deliver are there out of, out of the gate and out of the platform that we deliver. So security’s absolutely critical. Not saying that managed services won’t grow, um, at, at some level as well, but only if they transform into this multifaceted way. [00:18:04] Stephen Boyle: Yeah. Thinking [00:18:05] Vince Menzione: about, well, that’s what I was, I was gonna lead to here with innovating. It’s happening across, I mean, we’re talking about chips, we’re talking about foundational models, LLMs, we’re talking about applications, we’re talking about agents. How should we think about where to play and how to differentiate as partners in this room? [00:18:22] Stephen Boyle: I think. [00:18:25] Stephen Boyle: So look, I mean, one, one of the ways that Judson talks about it is I think silicon’s gonna change over time. Yes. NVIDIA’s definitely the 800 pound gorilla, maybe the 8,000 pound gorilla. Yeah. Uh, but you know, if you read the press, there’s, there’s things happening in, in different places as first party silicon, which we clearly are, are developing, um, in a quantum direction for sure. [00:18:45] Stephen Boyle: Um, there’s lots of different language models that haven’t even been launched on, on, on the marketplace yet, so. You know, Judson’s trying to uplevel our conversations. You’ll hear us talking about conversations more and more as we go into FY 27, um, that obviate all of those layers. Just like even when I was selling Sun Microsystems, it was about the business outcome and the business solution that we were solving for not necessarily the fastest piece of hardware or the best client service solution on, on the market. [00:19:17] Stephen Boyle: So I think what’s gonna happen over the next 12 to 24 months is we’ll have so many different models to choose from. We’ll have more silicon to choose from, but those won’t be the real buying decisions. The real buying decisions of what? How am I trying to transform my finance organization, my HR organization, and my supply chain? [00:19:36] Stephen Boyle: Because the underlying technology, Judson says commodity I, I guess I can go with that. It will be commoditized and we’ll really start to focus back on what the important things are. We’re moving a lot from pilot to production. You guys have probably seen that. The numbers that Jay just showed about how many. [00:19:52] Stephen Boyle: Projects are failing, is getting less and less because we’re getting smarter and smarter about what it takes to actually drive the business outcome. And I need all of us to be talking that same language. Yeah. Having conversations with head of HR about how we’re gonna transform human capital management in the, in the age of agents, if you like, like the underlying platform. [00:20:14] Stephen Boyle: It’s not, don’t worry about it. You wanna be on a secure platform. Don’t get me wrong. But at the same time, I don’t think we, we spent too much time worrying about that. [00:20:21] Vince Menzione: Yeah. We’re not, what you’re saying is we’re not spending enough time on outcomes. On the business outcomes. Right. And that’s where we need to focus. [00:20:27] Vince Menzione: We’re, we’re focusing on, I, I feel like we’re, it’s a signal to, to noise ratio that we’re living through right now. There’s too much noise. [00:20:33] Stephen Boyle: Yeah. [00:20:34] Vince Menzione: And we’re not focusing on the signal. I think that’s what you’re saying. [00:20:36] Stephen Boyle: I, it’s got to be, I mean, to be honest with you, it’s always been, you know, even when I sold what I would perceive, you know, sun in the nineties was a rockman ship to the stars and, you know, kind of sad what happened to that company. [00:20:47] Stephen Boyle: Um, but we, we were, we were fixated on, we had the best client server. But, but nobody was buying, you know, a piece of Sun hardware as a room heater, which is all it did, you know, like for the longest. But if you had SAP, if you had Cybase, if you had Bond, remember Bond, I mean all of those applications that drove the business outcomes, we’ve gotta get back to that kind of mentality. [00:21:09] Stephen Boyle: Yes. And worrying a little bit less about the underlying architecture. Yeah. It needs to be, it needs to be part of the conversation. ’cause it needs to deliver trust and security and intelligence and everything else. Then you need to rapidly move to what are you trying to achieve and how can we ensure the, the, the success of, of your business outcome. [00:21:27] Stephen Boyle: And look, I mean, Palantir pri you know, sort of came out and said, well, the way we do that is through forward deployed engineering. Um, and they stole the show. And, and, you know, they’re, they’re doing very well as a result of doing that. Uh, but if you go and talk to, um, Tom Siebel’s organization at C3 ai. [00:21:43] Stephen Boyle: They’ve had FDS for quite a while. You know, I told you about John Chuchu 10 years ago. John Chu, Chuck’s job was to go and get all the applications that we needed on the Microsoft phone. Remember that? [00:21:54] Vince Menzione: Yes. Um, [00:21:55] Stephen Boyle: you know, so we’ve pivoted John o over the years to doing what he’s doing now, which is to go sometimes in partnership with, with partners into the customer and say, what is it you’re trying to achieve? [00:22:05] Stephen Boyle: Let me show you how I can build that for you in three weeks or three months. That might have taken you three years. We literally just did a hackathon with one partner last, last, last week with, uh, with our ISE organization, the, the, the forward deployed, uh, group that John runs. Um, and one of the big customers said, I’ve just done in three days what would’ve taken me three months. [00:22:26] Stephen Boyle: Now he hasn’t productized it and rolled it out and blah, blah, blah. But the reality is that is how fast things are changing. And this was not a small company. This was a very, very large oil company, and they were like blown away by how much we can achieve. We’ve gotta do that at scale. [00:22:41] Vince Menzione: Yeah. [00:22:42] Stephen Boyle: You know, we, we have a commitment to scale our FDE community through partnerships to touch all of the S 500 in a very personalized way. [00:22:51] Stephen Boyle: And then, you know, at a slightly, you know, lower ratios down through the, through the majors and into, into Nicole’s SME and C world as well. [00:22:59] Vince Menzione: Jay talks about the decade of the ecosystem. He coined that term back, back on a podcast way back in nine, in, uh, in 2020. Microsoft has been at the, for, we used to call partner to partner back, back in the day. [00:23:10] Vince Menzione: Mm-hmm. Do you remember those days? How do you think about this ecosystem evolving and what steps are you taking to help bring these organizations together? Because I, I, again, we look at the seven seats or 6.3 seats at the table. The customer has the power now that they didn’t have before. ’cause they have the commitment with like with Microsoft and they can buy off of the marketplace and pull together multiple organizations to go, go do that. [00:23:34] Vince Menzione: How do you think about helping to orchestrate that as the leader of the enterprise partner business? [00:23:39] Stephen Boyle: So I’ll start with a really big example, and I’ll try and sort of scale it down a little bit. But my friends at Accenture, with the Accenture, Microsoft Business Group, we spend an awful lot of time, you know, in, in each other’s pockets, in each other’s deals. [00:23:51] Stephen Boyle: We know everything that’s going on in the Accenture, Microsoft Business Group. And a couple of weeks, or maybe a month or so ago, I was told that the Microsoft Business Group is now larger than the SAP Business group. It probably flip flops. [00:24:03] Vince Menzione: Yeah, [00:24:04] Stephen Boyle: it won’t be too long before the Anthropic Business Group is bigger than both of those. [00:24:08] Stephen Boyle: So what I need my Microsoft team to do is to not spend all of their lives in the. A MBG, the Azure, the Accenture, Microsoft Business group, but to go make friends in the Anthropic Accenture Business group and frankly still to make friends in the SAP business group and maybe in the Oracle Business Group and the list goes on. [00:24:27] Stephen Boyle: So at a macro 11, in the very largest accounts where we haven multiple practices, where we haven’t spent time before, I’m gonna. Push my people into uncomfortable zones and I’m gonna push them to go into those other areas and I’m gonna load them up with technical talent and cloud solution architects and ai, you know, forward deployed engineers. [00:24:45] Stephen Boyle: And I’m gonna force different people to talk together that haven’t talked together. So I can do that in TCS. I can do that, Capgemini, I can do that. Um, you know, in Europe with Capgemini and Misra is a classic example. Um, with the, with the Indian sis, Indian based sis, they’re all big enough where I know all the practices exist. [00:25:04] Stephen Boyle: I just need to do a better job of, of talking to them. Now, when you downsize that into, you know, into a, a company that doesn’t have all of that scale, this the same truth still holds. I need to talk to people who aren’t necessarily motivated every single day to do something with Microsoft. I need to talk to people who are motivated to do something with an AI partner or even a traditional SaaS partner. [00:25:27] Stephen Boyle: I noticed yesterday, actually no, this morning I got a notification that we just passed, um, a billion dollars in revenue on the marketplace with ServiceNow. [00:25:35] Vince Menzione: Nice. [00:25:36] Stephen Boyle: Um, and I think AWS announced the same thing, by the way this month as well. Um, so thank you to the ServiceNow people. Yeah. Um, you know, that is that there’s a tremendous demonstration of how far we’ve come in marketplace. [00:25:48] Stephen Boyle: ’cause that’s another one where we trailed AWS quite significantly. But with the right partnerships. And driving the right motions, we can, you know, we can definitely catch up and we will continue to pass, uh, some of, some of the other hyperscalers in, in, in that way. So really the bottom line to your question is partner to partner is still real. [00:26:08] Vince Menzione: Yeah, [00:26:08] Stephen Boyle: how we do it and what we use to tie things together. And I know that compensation drives behavior and we’re not gonna get into a compensation about like how we get compensated and everything else, but the reality is I’ve gotta break down those barriers and those silos and I’ve gotta deliver real meaningful enablement and practice development so that, so that the people who sit in the Anthropic business group and the people who sit in the Microsoft Business Group are spending as much time together as they are with me. [00:26:34] Stephen Boyle: That makes sense. Simply put, that’s what I, I need to achieve at scale rapidly. [00:26:40] Vince Menzione: So to, we’re getting close to time here, but as you look forward, what would define the most successful partnerships in this ecosystem? Is it, is it what you described, the opening up the aperture or for the, for the leaders in the room here today, what should they go do better and differently? [00:26:58] Stephen Boyle: Um, so obviously we’re closing out this fiscal, we’ve got Microsoft start and Microsoft start for partners coming up in July. Um, I mentioned the fact that we’re, we’re driving. Cu customer engagement through the lens of conversations and how do we achieve business outcomes? I would encourage you to, to gravitate, if you like, above the commercial solution areas where you might have understood, this is how I interact with Microsoft today. [00:27:23] Stephen Boyle: Um, and abstract it up to that AI layer. You know, think about trust, think about intelligence, think about business outcomes, and how do I potentially weave together a story? If I’m in the dynamic space, how do I get better in data? If I’m in the data space, how do I get better in. In that modern work environment, but really use AI as the overlay to, to help tie that together. [00:27:44] Stephen Boyle: That’s one thing. The second thing is if we’re not training you in the right direction, it’s stevenBoyle@microsoft.com. Let me know. Awesome. Um, we’ve got programmatic stuff, um, you know, and we’ve got high touch stuff as well. So I think this is, this is another time where Microsoft is gonna over pivot on all of the training and enablement that we need to do to make sure that you’re, you know, you’re grounded in our platform. [00:28:07] Stephen Boyle: Um, I think there’s a huge opportunity with this agenda future to become more of a software partner. You know, even the deepest services organizations are going to need agents, and the more successful ones will be the ones that can turn on those agents in a repeatable way. So. Our agents, the new SaaS. I’m not exactly saying that, but I think that the agen future is one where even the more services oriented companies will, will have teams of agents that they’re deploying. [00:28:35] Stephen Boyle: In fact, I had a very, very large systems integrator, um, in, in the EBC just about a month ago, three weeks ago. Um, and I was sat next to their head of consulting and he showed me what he called his God dashboard. Uh, and right in the middle of his God dashboard there are like 450 accounts. All of whom I recognized, ’cause they were all in the enterprise, right in the middle of his dashboard was, how many tokens am I spending? [00:29:00] Vince Menzione: Yeah. [00:29:01] Stephen Boyle: Like, not like what’s my daily runway? You know, not am I making a profit on that account or anything else like that is like, how many tokens have I consumed? Yeah. Because there is an awful lot of, that is the new juice, if you like. That’s, that’s driving the success. You can have the smartest people on the planet, but you’ve got to still arm them with all the best tools that are available out there. [00:29:22] Stephen Boyle: So it’s fascinating to listen to him, how he had gone through that thing of, you know, agent sprawl, how many are really working, how many are not working? How can we prove that? You can prove it through, you know, managing your tokens. There’s a new version of. Finops for tokens, for want of a better phrase, that’s gonna be critical for us all to understand. [00:29:40] Stephen Boyle: ’cause they’re not cheap, they’re not free, that’s for sure. And, and they might not be cheap if you’re not, if you’re not managing them and using them effectively. Yeah. So that’s the other thing that I would really get on top of. And, you know, we’re gonna make some announcements in the not too distant future about the consumption driven future. [00:29:56] Stephen Boyle: Um, that, that we will, that we will deliver with our first party and third party platforms going forward. So that’s another. Another critical thing [00:30:03] Vince Menzione: sounds like some exciting announcements. Pretty soon. [00:30:06] Stephen Boyle: Yeah, could look close. Quarter four, help me close. Quarter four. Yes. That’s priority number one, two, and three right now. [00:30:12] Stephen Boyle: Uh, but get ready for some, you know, for some new announcements in July. Um, look, the future is incredibly bright with Microsoft. It’s incredibly bright in the industry as a whole, right? I mean, let, let’s be honest, the, the growth targets that we will have for ne next year are astronomical, and we will not make them without the partner community that we have, without training and enabling the partner community that we need for tomorrow. [00:30:34] Stephen Boyle: So like, stay close, you know, stay engaged. Talk to your partner development managers, talk to the talk to field reps, talk to the accounts that that, that you are in, and stay as close as you possibly can to our emerging strategy. And, um, you know, look, I, I think if I had fivefold or tenfold the people I have today, I still wouldn’t be able to touch everybody that I would like to touch in the partner community. [00:30:58] Stephen Boyle: So I’ll apologize in advance. Um, but we’re gonna have some, you know, some really cool ways of learning. Um, and we’re gonna make sure that they’re available to the widest possible audience. [00:31:07] Vince Menzione: Well, we bring the practitioners and the experts in the room to help with that as well. Right? Yeah. Because you can’t always have a partner development manager tied to everybody in the room. [00:31:14] Stephen Boyle: I, I would do hackathons on AI every week with every partner and every part of the world, but I can’t. [00:31:19] Vince Menzione: Yeah, exactly. Well, so good to have you today. Thank you. So good to see you again. I don’t know what your schedule is like. I, we didn’t, we don’t have enough time for questions. [00:31:28] Stephen Boyle: That’s cool. [00:31:28] Vince Menzione: From the audience. [00:31:29] Stephen Boyle: I’m gonna stay around for a little [00:31:30] Vince Menzione: while this [00:31:30] Stephen Boyle: morning and I’m coming back [00:31:31] Vince Menzione: for cocktails. Alright, terrific. So. Stephen Boyle will be here for cocktail hour. Thank you. Four 30 and uh, I wanna thank you, sir. So good to have you. Thank you. Good to see you. Absolutely. [00:31:42] Stephen Boyle: So much. Absolutely. Hey, thanks everybody. [00:31:43] Stephen Boyle: Thanks for what you do today, and hopefully thank you for what you do tomorrow as well. [00:31:46] Vince Menzione: Thank you. An incredible leader. [00:31:49] Stephen Boyle: Don’t forget, ultimate [00:31:51] Vince Menzione: partner Alive is coming soon, June 18th at our executive breakfast in New York. I hope to see you there.Description The Future of Tech is Here. Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ I

This episode is part of Supernatural India, a new Indian Noir series exploring the monsters, myths, spirits, legends, and folklore of India. Each story in this series draws from the rich supernatural traditions of the subcontinent, where fear is shaped by place, memory, ritual, belief, and the unknown. From forest spirits and cursed beings to village legends and ancient hauntings, Supernatural India maps the creatures and myths that have lived in Indian imagination for generations. Indian Noir is an Indian horror podcast featuring original Indian horror stories, Indian creepypastas, paranormal tales, supernatural fiction, dark fiction, and immersive audio storytelling. Each episode is written, narrated, and produced by Nikesh Murali, Commonwealth Short Story Prize-winning writer, bestselling horror author, and professional narrator. - Buy my collection of horror novellas TALES OF HORROR at https://amzn.to/42XxAu5 - Donate via https://ko-fi.com/U7U03JREM to cover the web hosting and sfx costs. - Follow me on Instagram instagram.com/indiannoir This podcast is rated R 18+. It may contain classifiable elements such as violence, sex scenes and drug use that are high in impact. This podcast may also contain information which may be triggering to survivors of sexual assault, violence, drug abuse or mental health issues. Listener discretion is advised. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

The saltwater crocodile really gets around. It's found throughout the Indian and western Pacific oceans. That makes it one of the most cosmopolitan reptiles on the planet. But it's not quite as widely spread as it once was. Crocodiles that once inhabited the Seychelles islands were members of the same family. But they were exterminated by early settlers. The saltwater croc is the largest reptile on Earth. Adult males can reach 20 feet or longer and weigh more than a ton. They're super-aggressive—they'll eat anything they can catch, and they can catch almost anything—including people. When people first settled on the islands, in 1770, they found plenty of crocs. Within half a century, though, the settlers had wiped them out. That made the islanders safer. But it left modern-day science with a question: Were the crocodiles members of the saltwater family, or were they a separate species? With no living examples, the question has been hard to answer. In a recent study, though, scientists were able to extract DNA from parts of crocodiles preserved in museums. They compared the samples to those of modern saltwater crocs. And the samples matched—the Seychelles monsters were relatives of the crocodiles found across the region. The Seychelles are a long way from any major land mass—about 900 miles from Africa, and 1700 miles from India. So the crocs had to travel a long way to reach them—expanding the range of this cosmopolitan reptile. The post Traveling Crocs appeared first on Marine Science Institute. The University of Texas at Austin..

Welcome to RealAg on the Weekend with your host Shaun Haney! On this week's show, Haney is joined by Ralph Goodale to talk about CUSMA, Chuck Penner of Leftfield Commodity Research to talk India and pulse exports, and Cory Willness of Croptimistic for a discussion on the federal government's AI strategy. Thoughts on something we... Read More

Title of this lecture (speech): "में कौन हूँ? (WHO AM I?--The Self Introduction)". Speaker: OSHO—a renowned Indian philosopher, writer, and teacher (Guru) who aimed

Welcome to RealAg on the Weekend with your host Shaun Haney! On this week's show, Haney is joined by Ralph Goodale to talk about CUSMA, Chuck Penner of Leftfield Commodity Research to talk India and pulse exports, and Cory Willness of Croptimistic for a discussion on the federal government's AI strategy. Thoughts on something we... Read More

Send us Fan MailThe mastermind is back… and the game just got even darker.

For Pete's Sake - Three of the Most Important Stories of the Week

After more than a century of advocacy and decades of federal struggle, the Lumbee Tribe of North Carolina has been officially recognized as America's 575th federally recognized American Indian tribe. In this important episode of The Neoliberal Round Podcast, host Renaldo McKenzie is joined by Phoenix Moon and Dr. Nolan Fontaine to discuss the historic passage of the Lumbee Act (S.107), the significance of federal recognition, and the role the Urban Indian Heritage Society played in supporting Indigenous advocacy and visibility.The conversation explores the Lumbee people's long journey from state recognition in 1885 to federal recognition in 2025, their history as the "People of the Dark Water," and broader questions surrounding Indigenous identity in America. The guests also discuss the work of the Urban Indian Heritage Society, Indigenous education, cultural preservation, reclassification efforts, and the ongoing debate over identity, ancestry, and belonging.Are African Americans, Black Americans, Indigenous Americans, or some combination of these identities? How do history, genealogy, race, and politics shape the way we understand ourselves? This episode tackles these challenging questions while examining the intersections of Native American and African American history.Join us for a thoughtful discussion on history, identity, recognition, and the continuing struggle for Indigenous visibility in America.Hosted by Renaldo McKenzieA production of The Neoliberal Corporation and The Neoliberal Round Podcast.Visit:The Neoliberal CorporationRenaldo McKenzie Official WebsiteSubscribe to The Neoliberal Round Podcast on your favorite podcast platform.

Che Durena and Josie Marcellino join Zac Amico and discuss the beginning of Zac's tour with Crack Amico, the fattest fast food orders, the clown girl on Prison Connect, the antisemitic woman on the subway, racist grandparents, the bi-polar Wolverine guy, the sex worker who refused to work with Indian and Pakistani men and so much more! Air Date: 06/07/26Support our sponsors!YoKratom.com - Check out Yo Kratom (the home of the $60 kilo) for all your kratom needs!BodyBrainCoffee.com - Use promo code: ZOO15 to get 15% off!Zac Amico's Morning Zoo plug music can be found here: https://www.youtube.com/watch?v=oMgQJEcVToY&list=PLzjkiYUjXuevVG0fTOX4GCTzbU0ooHQ-O&ab_channel=BulbyTo advertise your product or service on GaS Digital podcasts please go to TheADSide.com and click on "Advertisers" for more information!Submit your artwork via postal mail to:GaS Digital Networkc/o Zac's Morning Zoo151 1st Ave, #311New York, NY 10003You can sign up at GaSDigital.com with promo code: ZOO for a discount of $1.50 on your subscription and access to every Zac Amico's Morning Zoo show ever recorded! On top of that you'll also have the same access to ALL the shows that GaS Digital Network has to offer!Follow the whole show on social media!Che DurenaTwitter: https://twitter.com/CheDurenaInstagram: https://instagram.com/CheDurenaJosie MarcellinoInstagram: https://instagram.com/JosieMarcellinoYouTube: youtube.com/josiemarcellinoZac AmicoTwitter: https://twitter.com/ZASpookShowInstagram: https://instagram.com/zacisnotfunnyDates: https://punchup.live/ZacAmicoSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Chief Asia Economist Chetan Ahya joins Head of India Research and Chief India Equity Strategist Ridham Desai to break down India's macro outlook, capital flows and sector opportunities.Read more insights from Morgan Stanley.----- Transcript -----Chetan Ahya: Welcome to Thoughts on the Market. I'm Chetan Ahya, Morgan Stanley's Chief Asia Economist.Ridham Desai: And I'm Ridham Desai, Morgan Stanley's Head of India Research and Chief India Equity Strategist.Chetan Ahya: Today, the biggest takeaways from our India Investment Forum in Mumbai. From the shifting outlook for India's markets and flows to the sectors driving the next phase of corporate earnings and CapEx.It's Friday, June 12th at 7PM in Hong Kong.Ridham Desai: And 4:30PM in Mumbai.Chetan Ahya: Ridham, the Morgan Stanley's India Investment Forum took place in Mumbai last week, and I was there with you. These events are a great opportunity to speak with investors who come across from the globe to attend. Now that we have had a few days to process the conversations, what stood out to you? What was the biggest shift in investor sentiment that you picked on?Ridham Desai: So, Chetan, I think it's been the case of a continuing story about India. Domestic investors look that they are bullish, and foreign investors continue to stay rather cautious on the Indian markets. We could see that in the overall attendance. In contrast, I think domestic investors were looking for the next stock that they wanted to buy. They were seeking opportunities, and there was a lot of interest in meeting companies.Before we get into markets, let me turn back to you from a macro side. India's growth story remains strong, but relative growth appears to be cooling. This is in contrast to markets like Japan, Taiwan, Korea, and the US. How should investors think about India's macro positioning in that context?Chetan Ahya: So, Ridham, when I look at the macro data in India, they're all indicating a meaningful upside in the growth trend. So I'll just cite two key cyclically sensitive macro data points. One is the banking system credit growth, and number two is the auto sales, particularly the passenger vehicle. So bank credit growth is growing as of the last biweekly data point that we got. It's growing at seventeen point seven percent year-on-year, and car sales are growing at twenty-seven percent in the month of May.But as you were mentioning earlier, the relative growth opportunity is a challenge for India and to just share the numbers on the earnings growth for the first quarter that we saw across the region. So we saw Korea's earnings growth at one hundred and seventy percent. We saw Taiwan's earnings growth at forty-eight percent year on year. Japan at thirty-three percent. The US has seen a growth of about twenty-seven percent year on year.So in that context, when India is reporting thirteen percent growth, it's becoming a challenge for investors to look for opportunities in India relative to other markets. Either they are more focused on the other markets than India. So let me come back to you, Ridham. Staying with the investment implications, India projects stable valuations and strong corporate earnings, but its relative growth advantage has narrowed. How should investors reconcile this contradiction?Ridham Desai: If I go back thirty-five years, as long as we have the MSCI index series, and as far as I have been in this industry, this is the lowest relative multiple that India has traded at. And indeed, growth last year was weak. But if you see QOQ, we have started to accelerate. The broad market earnings growth trajectory has shown a doubling in the quarter that ended March over the quarter that ended December.But it underscores the point you made about the relative growth complex. It's clearly not in India's favor. And a lot of the capital in the world is short-term oriented, and it cares for what growth is gonna come in the next quarter or two. And that's the state of the market right now.However, what I would say is that equities is a quintessential long-duration asset class. In the long run, what matters is terminal growth. I don't really think India's terminal growth has moved much. It remains far superior to a lot of other countries around the world. And therefore, I think this does present itself as a great opportunity for a long-term investor while the markets are digesting this relative growth disadvantage that India seems to have over the next, say, three or four quarters.Chetan Ahya: And Ridham, another theme from the forum was policy action to attract capital. Policymakers announced a number of measures right as our conference ended and they aimed to withdraw withholding tax on debt investors, also providing banks with an incentive to take up more dollar borrowing. How central are these measures to sustaining foreign inflows into Indian markets?Ridham Desai: I think the measures taken by policymakers are very important, probably amongst the most important policy actions this year. The removal of taxation on debt investors will make a difference. The provision for hedging to external commercial borrowings as well as to foreign currency deposits will make a difference.It should boost flows into India over the next twelve months. That said, these measures may not help the equity flows because the equity flows, I think, are going to depend on the relative growth situation. Now, there's only that much India can do to lift its growth. It may accelerate to the high teens. So growth elsewhere needs to decelerate for equity investors to return. Or India needs to see the start of a major IPO cycle because in primary issuances, foreigners do come to buy, and that may change the net picture on FBI flows in the equity markets.But as far as the debt markets are concerned, I think the measures taken last week are going to prove to be quite potent, and India should see the benefits accruing over the next few weeks and months.Chetan, from your perspective, how important is the policy backdrop right now in determining whether India can keep attracting long-term global capital despite more competitive returns elsewhere in the short run?Chetan Ahya: So Ridham, I think the key focus for the policymakers had been with these measures to boost short-term capital inflows to stabilize the currency. There has been a balance of payment deficit. So from that perspective, the short-term capital inflow augmentation effort as you mentioned, has been the correct move. But from the long-term perspective, we think that the government needs to boost competitiveness of the Indian manufacturing. Because in the context in which AI could affect India's services exports, there is a need to augment more export receipts from the manufacturing sector. At the same time, if they improve the competitiveness of the manufacturing sector, it will help India to attract more capital inflows from long-term investors for the purpose of FDI.And the good news is that the government is on it. They are taking a number of measures to boost that competitiveness in the manufacturing. But we think that there is more action needed and hopefully in the intention to improve the balance of payment dynamics and exports from manufacturing sector, we will see more actions from the government in the coming months.Ridham Desai: Chetan, you've also written extensively about the structural capital spending cycle in Asia and India. Can you walk us through the key details here, especially in the Indian context?Chetan Ahya: I think the key story that we are observing, it's sort of more or less global, but definitely very clearly seen in Asia, that there seems to be a super cycle for CapEx as well as industrial activity. This CapEx cycle is effectively driven by spending in four key sectors, and that is AI and AI-related digital infrastructure, energy, defense, and industrial onshoring-related CapEx.Now, as far as India is concerned, we are seeing investments in all the four segments that I just mentioned. In fact, it's seeing a significant amount of activity in the space of energy. And, similarly, we are seeing a lot of policy measures, I mentioned earlier, in terms of boosting manufacturing competitiveness.But at the heart of it is government's effort to onshore industrial supply chain. So India's CapEx has also inflected higher. Having said that, the difference between India and, let's say, North Asia, which is Korea, Taiwan, Japan and China, is that they are also a big player in the export market for capital goods when there is global CapEx cycle upswing happening. Nevertheless, India will see the benefit of this CapEx cycle in terms of its own growth push, as well as improvement in productivity.So Ridham, how would you think about the sectoral opportunity within the Indian markets?Ridham Desai: We see a lot of interest in some of these sectors which you mentioned. But actually, I would like to start off with financials. I see the banks in a very sweet spot. Balance sheets are in pristine condition. The interest rate cycle has troughed, which means margins for the banks have also bottomed and credit growth is finally accelerating. If this CapEx cycle unfolds like the way you are describing it, I think financials will stand to gain the most.And interestingly, the valuations are quite good, both on an absolute as well as on a relative basis. Also, of course, investors can go directly into those sectors which are doing this capital spend. Energy to start with, semiconductors, fertilizers, data centers and aerospace.The only thing to note here is that not everywhere are the valuations attractive enough because in some cases the market has recognized the coming growth cycle and has started to price that in. So we have to be careful about the valuations. But I think financials and industrials are clearly great opportunities in the context of this CapEx recovery that India is likely to see in the coming five years.Chetan Ahya: And additionally, the most requested companies at the summit, Ridham, were consumer sector companies. What do you think investors are looking for at this sector over others?Ridham Desai: So, Chetan, I think from a structural perspective, the Indian consumer is quite clearly the best place to be. In fact, I would say that it's the leverage that India enjoys over the rest of the world.The one point five billion people in this country are split across, say, a hundred and fifty cohorts of ten million each, and each of these cohorts have got different consumption opportunities. So depending on what product or service you're offering to your consumers, there's a market in India, and which in nominal terms is growing between ten and fifteen percent.As we know, last year India accounted for something around seventeen or eighteen percent of global GDP growth, which means depending again on what you are selling to your consumer, India could be between ten and hundred percent of your revenue growth. So India's consumer is something that hardly anybody can avoid.So in summary, Chetan, when I look at it from an investment opportunity, financials, industrials, and consumption, not necessarily in that particular order, are probably the best places for investors to look at. However, IT services, I think could be the dark horse. It's a sector right now which is disrupted or potentially disrupted by AI, and there's a lot of confusion there.But I think as the dust settles on this, it may emerge as one of the most interesting areas for investors to look at. So there's a lot of stuff in India happening right now. I think growth is accelerating. Valuations are looking quite interesting. In fact, the best that they've been in many, many years.Trading performance suggests that investors are not positioned at all. And if things start looking up, then India could be a very good market in the coming twelve months.Chetan Ahya: Ridham, thanks for taking the time to talk.Ridham Desai: Great speaking with you, ChetanChetan Ahya: And thanks for listening. If you enjoy our Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or a colleague today.

This episode of the Wisdom Podcast, recorded as a Wisdom Dharma Chat, features special guests H. E. Serkong Tsenshap Rinpoche, Atisha Mathur, and Fabrizio Pallotti. Together with host Daniel Aitken, they tackle the topic of Buddhist education in the modern world. Discussing the value of rigorous critical thinking in improving Western Dharma study. How students can benefit from collaboration such as the collaboration with Serkong Institute, Association Manjushri Lotsaw, and University of Pisa to bring traditional Buddhist academic structure to Western academia. They also discuss Rinpoche's course with Wisdom Academy, The Debate Between Wisdom and Ignorance.  They also discuss Serkong Institute's mission to guide students amid abundant online materials and the evolution of AI by grounding them in His Holiness the Dalai Lama's Nalanda tradition; how debate functions as a practical tool to test understanding, refine doubts, and build conviction; how to cultivate correct understanding of the Four Noble Truths, liberation, and critical inquiry through reasoning and debate; and much more! The debate videos referenced in the episode can be viewed in the original Dharma Chat from minutes 40:22 to 41:11 here. Additional content mentioned in this episode: Learn more about the Serkong Institute at https://www.serkonginstitute.org/ Learn more and enroll in The Debate Between Wisdom and Ignorance.  Learn more about Science of Mind and Epistemology for Critical Thinking and Contemplative Sciences. Offered in collaboration with Serkong Institute and Association Manjushri Lotsaw. Available from June 15-July 24 2026.  Wisdom Podcast listeners are invited to save 20% off The Debate Between Wisdom and Ignorance with code WPODDEBATE through July 13. The views and opinions expressed on this program are those of the speakers and do not necessarily reflect the views or positions of Wisdom Publications or any entities they represent. Meet Our Guests: H. E. Serkong Tsenshap Rinpoche H. E. Serkong Tsenshap Rinpoche was born in the Spiti valley, in India, in 1984. At the age of two, Tsenshap Serkong Rinpoche II (1984 – present) pointed to the photo of the recently deceased Assistant Tutor of the 14th Dalai Lama and said, “That's me!” When he was about three years old he was recognized by His Holiness the Dalai Lama as the incarnation of Kyabje Tsenshap Serkong Tugse Rinpoche (1914-1983), who was one of the seven master debate partners to His Holiness the Dalai Lama. Rinpoche began his Buddhist studies and training at Ganden Jangtse Monastery in South India. After deciding to continue his work for the Dharma as a lay person, he completed his education at the Institute of Buddhist Dialectics in Dharamsala. On the advice of the Dalai Lama, Rinpoche completed three years of intensive study of English in Canada. Rinpoche teaches at Dharma Centers around the world, combining his experience of the study and practice of Buddhism with his acquaintance with the Western world. His fascinating teachings are full of wisdom, grace, and humor. Rinpoche feels privileged to continue the responsibilities of Tsenshap Serkong Tugse Rinpoche to teach and benefit people as much as he can. Atisha Mathur, Ph.D. Dr. Atisha Mathur was born and brought up in New Delhi, India. He pursued his undergraduate studies in Language and Literature of South Asia, with a focus on Tibetan studies, at the esteemed Orientale in Naples, Italy. His scholarly pursuits led him to the Central University of Tibetan Studies in Sarnath, India, where he was first immersed in the traditional approach to Buddhist studies.  Atisha then completed a rigorous 10-year study program at the Institute of Buddhist Dialectics in Dharamsala which emphasizes logic, debate, and the major Indian and Tibetan treatises. In 2024, he earned his doctoral degree in Buddhist Studies at L’Orientale in Naples, Italy.  Since 2019, Atisha has generously shared his expertise in logic and debate with groups of students from all over the world. Bio and photo courtesy of https://www.serkonginstitute.org/teachers Fabrizio Pallotti Fabrizio Pallotti (Champa Pelgye) has been studying and practicing Buddhism since 1979. Fully ordained by His Holiness the Dalai Lama in 1982, he lived in India from 1987 to 1993, where he learned Tibetan under the guidance of great first-generation masters such as Lama Zopa Rinpoche, Kirti Tsenshab Rinpoche, Ribur Rinpoche, Denma Locho Rinpoche and His Holiness the Dalai Lama. For eight years, he lived permanently with Kyabje Ribur Rinpoche, one of the great lamas of Tibet, serving as his translator and secretary. At the request of Lama Zopa Rinpoche, he then served at the Lama Tsong Khapa Institute as a Tibetan-to-English translator for the Master’s Program. For many years he has been the official Italian translator of His Holiness the Dalai Lama. He is the founder and president of the Manjushri Lotsawa Association and the Sarva Yoga Citta Academy—Yoga of the Mind. Author of the program “Thought Education and Emotional Hygiene,” he teaches at numerous Buddhist centers and master’s programs in Italy. Bio and photo courtesy of https://www.iltk.org/insegnante/fabrizio-pallotti/ The post H. E. Serkong Tsenshap Rinpoche, Atisha Mathur, and Fabrizio Pallotti: Buddhist Education in the Modern World (#233) appeared first on The Wisdom Experience.

//The Wire//2300Z June 11, 2026// //ROUTINE// //BLUF: IRAN WAR RESUMES AS AMERICAN BOMBING CONTINUES WHILE POLITICAL STATEMENTS CLAIM A HALT TO BOMBING BUT ALSO THE IMPENDING SEIZURE OF KHARG ISLAND. TARGETING OF MERCHANT VESSELS CONTINUES IN THE STRAIT OF HORMUZ. UNREST CONTINUES IN NORTHERN IRELAND.// -----BEGIN TEARLINE------International Events-Middle East: The war continued overnight with renewed strikes taking place around the region. The United States has begun bombing targets within Iran, targeting locations mostly in the southern regions of the country. Mainstream sources claim that approximately 49x Tomahawk standoff munitions were used to conduct the strikes, along with various bombs and other munitions delivered by aircraft platforms. On the Iranian side, missile and drone strikes continued overnight in Jordan, Bahrain, and Kuwait. Battle damage assessment will take some time, however locals report that American bases were hit with at least some munitions in Jordan. The success of the other strikes remains unknown for now. As of this afternoon many statements have been made by President Trump, involving the US intending to seize Kharg Island at some point. Later on in the afternoon President Trump also stated that VP Vance is scheduled to sign a "deal" (likely a Memorandum of Understanding and not a full peace deal) with the Iranians this weekend in Europe. No further clarification on either topic has been conveyed.Strait of Hormuz: The targeting of civilian vessels by both sides has also continued over the past few days. The United States struck the M/T SETTEBELLO two days ago, which resulted in the death of three Indian nationals. This follows a similar attack the day before on the M/T MARIVEX which was conducted under similar circumstances. After last night's wave of American attacks, Iran has claimed to have closed the Strait to all traffic once again.Analyst Comment: Initial reporting indicates that all merchant vessels are holding tight wherever they are, as the new wave of attacks has reduced the chance of success in transiting the Strait. At the time the targeting took place last night, there were several ships in the Strait, some of which may have been targeted in some way. The situation is still very busy, but at least one vessel was struck off the coast of Oman last night, though which side did it remains unknown.Northern Ireland: Riots continued throughout Belfast overnight, with most businesses staying closed or closing early throughout the city, so as to be buttoned-up before nightfall. Most of the rioting and arson attacks have been confined to migrant-run HMOs, with hundreds of facilities being targeted throughout Belfast once night falls. Most of the less-kinetic protests are scheduled to take place outside migrant hotels throughout Northern Ireland, and similar protests have also been reported throughout Great Britain as mass migration concerns remain a critical issue for much of society.-----END TEARLINE-----Analyst Comments: At this point, it's hard to argue that the war in the Middle East has not resumed, despite contradictory rhetoric never being more than a few minutes away. Even since just this morning, the rhetoric has gone from: dozens of Tomahawks launched overnight, and more are on the way tonight, to the attack has been halted, to the US is going to take Kharg Island, to JD Vance will be in Europe over the weekend to sign a peace deal with the Iranians. Whether or not any of that is true remains to be seen, but it's been a rather wild day already.In terms of missiles and bombs, the situation is much more clear. Fighting is not to the level it was during the initial two weeks of the bombing campaign, however the United States and Iran have found themselves conducting "self-defense" strikes against each other every day this week.As of this morning, the White House has indicated that this bombing campaign is expected to continue for at least three days. However, this afternoon, President Trump stated that tonight's bombing raid was canceled due to the Iranians engaging in "discussions" with the United States. Shortly afterward, Iranian state media denied any sort of agreement being made, and several high-ranking officials have stated that while indirect diplomatic talks continue, nothing is set in stone and there's certainly nothing to sign yet. What all of this means is anyone's guess, but this rollercoaster of a week might be explained by the world of finance. This afternoon, SpaceX announced the final details of their IPO filing, taking their company public. As a result a lot of policy makers were scheduled to make a LOT of money, right around the same time bombs were supposed to drop. Publicly announcing the fact that the war has re-entered the hot-shooting phase might cause some hiccups in the markets, so it's possible that a phone call was made and today's strange saga of statements are yet another attempt to manipulate markets by downplaying the truth of what's happening on the ground. As it stands, the rhetoric of the day describes polar opposites: Either the war is over and a deal is pending signature, or the war is back on, and the bombing is ramping up. Time will tell what the truth is, but so far every single time that peace has allegedly been on the table and moments away...bombs tend to fall all the same.Analyst: S2A1 Research: https://publish.obsidian.md/s2underground Disclaimer: No LLMs were used in the writing of this report. //END REPORT//

It's Friday, June 12th, A.D. 2026. This is The Worldview in 5 Minutes heard on 140 radio stations and at www.TheWorldview.com.  I'm Adam McManus. (Adam@TheWorldview.com) By Adam McManus Hundreds of Nigerians freed from Boko Haram captivity after months Ready for some good news? Hundreds of Nigerians, who had been abducted by Boko Haram Muslim militants during a devastating March attack, have just been freed after months in captivity, reports International Christian Concern. It's one of the largest releases of hostages in the region in recent years.  Officials claim that the Nigerian army rescued 360 captives from a remote hideout in the Mandara Mountains of Borno State near the border with the country of Cameroon. However, local community leaders insist that local negotiations, rather than military action, secured their freedom. Pentagon on lock down over “air quality issue” On June 11th, the Pentagon was placed on lockdown after officials detected an “air quality issue” inside the building, reports NewsNation.com. Chief Pentagon spokesman Sean Parnell said the War Department activated standard safety procedures, including a “shelter-in-place order for affected areas. The Pentagon has sophisticated systems to ensure the safety of the building and its occupants. Those systems have detected an air quality issue necessitating precautionary measures until we determine its significance.” Trump adds SAVE Act to Pentagon reconciliation bill Despite the fact that the U.S. Senate has failed to make progress towards passing the much-needed Safeguard American Voter Eligibility Act or SAVE America Act, which would secure our nation's elections, President Donald Trump is not throwing in the towel. In a post on Truth Social, he just announced a huge move to get the act passed by adding it directly to the upcoming $350 billion Pentagon reconciliation bill. This way, the legislation can clear the Senate with a simple majority, rather than the 60 votes needed under current rules. Referencing the SAVE Act, he wrote, “THE SAVE AMERICA ACT … will protect our Elections for Generations to come.  Our Warriors protect our most Sacred Rights, and Voting is at the top. Time to defend that Right for every American!” Yesterday, President Trump made these comments from the Oval Office. TRUMP: “All voters must show photo I.D.  So, you go to vote and show photo ID. Not complicated. But who could oppose it? … “All voters must show a little thing called proof of citizenship. No mail-in ballots except for illness, disability, military, or travel. So, we're being very progressive. We just don't want cheating. You see what's happening in California. They're rigging the election.” Urge your two U.S. Senator to pass the Safeguard American Voter Eligibility Act or SAVE Act by calling 202-224-3121. That's 202-224-3121. Suspicious newly registered homeless votes in LA Mayoral race In a suspicious turn of events to block Spencer Pratt's candidacy for Los Angeles mayor, thousands of homeless voters were registered to vote at Los Angeles  shelters — despite many not living there or the facilities not having any beds at all, reports the New York Post. As Spencer Pratt was eliminated by Nithya Raman in the mayor's race during additional counting of votes on June 8th, one drop-in center, St. Joseph Center in Venice, which had received $600,000 from Nithya Raman, had 185 registered voters at the address but offers absolutely no accommodations.  After the New York Post inquired about this suspicious activity, the photograph of Raman presenting a check to St. Joseph's was taken down from its website. The revelations have prompted U.S. Attorney Bill Essayli to say he will investigate the concerns uncovered by The New York Post and “follow the evidence” to see if the law has been broken.  A review of records shows 7,600 voters tied to homeless shelters and service providers. The largest concentration of homeless voters was at the Midnight Mission in Skid Row, where voting records show 1,160 registrations — but its website shows it only has beds for 9% of that number -- 84 men and 36 women. Something stinks in Denmark! Proverbs 17:23 says, "A wicked man takes a covert bribe from his bosom to pervert the ways of justice." ACLU asserts a “religious right” to abortion in Indiana The Thomas More Society is weighing in on a pending ACLU-inspired abortion case before the Indiana Supreme Court, urging the state's highest jurists not to recognize a so-called “right” to abortion under the guise of religious freedom, reports LifeSiteNews.com. Indiana law bans most surgical abortions. Sadly, chemical abortions persist due to mail-order Abortion Kill Pills, which the state legislature has so far been unable to quash. The ACLU suit claims that denying Indiana mothers abortions would violate Indiana's Religious Freedom Restoration Act, a 2015 law that says that government may not “substantially burden a person's exercise of religion.” Indiana Republican Attorney General Todd Rokita has appealed, and the Indiana Supreme Court agreed in April to take the case. Oral arguments are set to begin in September. Thomas Olp with the Thomas Moore Society, said, “This case is a Trojan Horse. The ACLU and its clients want to call this religious liberty, but it isn't—not under any historically honest understanding of the term. From Cicero to John Locke to the framers of Indiana's Constitution, the natural law tradition that gave us religious freedom has never treated the taking of innocent life as an exercise of religion.” Missionary David Brainerd had a heart to see Indians saved And finally, on June 12, 1744, David Brainerd was ordained by the Presbyterian Church to be a missionary to the New England Indians. He first went to an Indian village on the Housatonic River in Connecticut. Then, he studied the Algonquin languages in Stockbridge, Massachusetts. According to the Generations-published Taking the Americas for Jesus, Brainerd loved the Indians which is why he wanted them to hear the Good News of Jesus Christ. He said, “I taught that men are sinners. All sinners will be judged by God. Then, I told them that Christ could save them. Christ was a great Savior.  All who believe in Jesus will be saved.” Even living in a wigwam and missing many meals, Brainerd was undeterred.  Indian witch doctors tried to poison him. He asked, “Why can't your magic harm me?” Sometimes Indians trusted in Christ. But many did not want to leave their idols. In 1745, Brainerd went to an Indian tribe in New Jersey where 100 Indians converted to Christianity. 2 Corinthians 5:17 says, “Therefore, if anyone is in Christ, the new creation has come. The old has gone, the new is here!” He died from tuberculosis on October 9, 1747, at the young age of 29.  Close And that's The Worldview on this Friday, June 12th, in the year of our Lord 2026. Subscribe for free by Spotify, Amazon Music, or by iTunes or email to our unique Christian newscast at www.TheWorldview.com.  Plus, you can get the Generations app through Google Play or The App Store. I'm Adam McManus. (Adam@TheWorldview.com) Seize the day for Jesus Christ.

Did you know the Declaration of Independence contains a racial slur? When Rebecca Nagle learned that “merciless Indian savages” were a main grievance of America's founders it changed her perspective on history. The Cherokee journalist tells Rosanna how her search for an Indigenous telling of America's history created the backbone of a new podcast, First America. And, filmmaker Brad Munoa – a member of the Pachanga band – zooms into what we currently call California to tell a more complete story of that territory in his 10-part docuseries, People of the West. As America prepares to celebrate 250 years as a nation, we hear from Indigenous scholars and creators on the true story of America told through an Indigenous lens.

In grievance 27 of the Declaration of Independence, Thomas Jefferson denounces “the merciless Indian savages, whose known rule of warfare is the undistinguished destruction of all ages, sexes and conditions.” For Native nations, those words were more than rhetoric; they helped license a policy of removal and erasure that would define the next century of U.S. expansion. In this Outspoken conversation, we ask historian Donald Grinde Jr. how that clause shaped American attitudes toward Native peoples and what the founders also learned, and borrowed, from Indigenous governments.  Learn more about your ad choices. Visit megaphone.fm/adchoices

The story of the Theosophical Society takes a dark turn, as we examine the malignant influence of Charles Leadbeater, how he took an Indian boy from his family, and together with James Wedgwood formed the Liberal Catholic Church and proclaimed himself a Bishop. --- Subscribe to https://patreon.org/tenepod https://bsky.app/profile/tenepod.bsky.social https://x.com/tenepod  

- Get NordVPN with a special discount - https://www.nordvpn.com/goodareas - Get an exclusive 15% discount on Saily data plans! Use code 'goodareas' at checkout. Download Saily app or go to: https://saily.com/goodareas - This week on Wagon Wheel Jarrod answers how much shampoo he buys. Was the ipl mid? Can RCB beat a full strength Indian team? How good is New Zealand's pace bowling depth. And more fun stuff. - - To support the podcast please go to our Patreon page -  https://www.patreon.com/c/goodareaspodcast  - Head over to commbox.tv to learn more about our network. - This podcast is edited and mixed by Ishit Kuberkar,    he's at https://instagram.com/ishitk86   Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On Saturday, voters will elect a new mayor in Frisco for the first time in nine years. Candidate Rod Vilhauer said on a podcast in March that South Asian immigrants were “moving in and out of Frisco like rats” and called Islam a “terrorist group.” In other news, as the Dallas Wings seek answers about when they can move their game-day home to downtown Dallas, the WNBA team has made progress on a new practice facility; New zoning for more than 3,300 acres in South Dallas, a continuation of a wide-ranging community vision, got the green light from Dallas City Council on Wednesday night; and Clark and Dan Hunt said their dad, Lamar, could not have fully fathomed what's happening over the next four weeks with D-FW the epicenter of the World Cup. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Hey guys, Nico and Chai-Z here! On today's episode of Beersos, we are joined by Bibin! From Kerala, India, Bibin sits down with us to enjoy some Indian cuisine. Bibin tells us about his experience in Canada and the overwhelming experience of moving here. We compare Canadian and Indian culture, and Bibin reflects on his past and tells us what the future holds for him.Support the show

First, we speak to The Indian Express' Diplomatic Affairs Editor Shubhajit Roy about the deaths of three Indian sailors aboard MT Settebello after a US strike near the Strait of Hormuz, and what the incident means for India as a close strategic partner of the United States with thousands of citizens working in the region.Next, we talk to The Indian Express' Sukalp Sharma about the Centre's Rs 10,000 crore support package for oil marketing companies, how it is intended to stabilise jet fuel prices, and whether it can offer meaningful relief to Indian airlines grappling with rising costs and disruptions linked to the West Asia conflict. (11:00)And in the end, we look at the latest escalation in the US-Iran conflict, after President Donald Trump threatened fresh strikes on Tehran and announced plans to take over Iran's key oil export hub at Kharg Island, before later signalling that a broader peace deal may be close. (20:00)Hosted by Ichha SharmaProduced and written by Shashank Bhargava and Ichha SharmaEdited and mixed by Suresh Pawar​

Attack on Indian Manned Ships - Revenge for Starlink? | POJK on the Boil | Sumit Peer

You HAVE to see this — Anthropic just hit a $965 BILLION valuation, and now the company is calling for a global AI slowdown … but here's the real question: If America pauses, will China actually stop? Pat Gray tears apart this latest move from Big Tech. After warning that its own models are too dangerous and quietly releasing a “safe” version, Anthropic now wants the world to hit the brakes on frontier AI development. Sounds noble — until you realize China is never going to play along. We also cover: Rest in peace, “Uncle Jimmy” Dodds. Why did Bill Gates testify in Congress? Does America have an Indian immigration problem? Knicks' EPIC comeback in Game 4 Democrats are UPSET at the Bidens. This isn't about safety. It's about crippling American innovation while our biggest adversary races full speed ahead to dominate AI for military, cyber, and economic supremacy. National security experts know the country that leads in AI will lead the world — and right now, elites in Silicon Valley are pushing policies that could hand that advantage straight to the Chinese Communist Party. Drop your hottest take — let's talk about what real America First AI policy should look like. If you're tired of Big Tech elites risking our national security while pretending to be the adults in the room, smash that LIKE button, SUBSCRIBE, and turn on notifications for more hard-hitting conservative analysis. 00:00 Pat Gray UNLEASHED! 00:52 Iran, and the Rising Gas/Oil Prices 01:45 Trump on When Gas/Oil Prices will Go Down 03:34 Current Price of Gas/Oil 05:39 Trey Yingst on Bombing Campaign against Iran 09:41 Trump Signs Homeland Security Bill 10:27 Trump on Bill Pulte for DNI 13:30 Trump on Inflation 17:21 Cowboys & Indians Song Controversy 22:14 News Headline Regarding the Karmelo Anthony Verdict 25:54 Jasmine Crockett on Karmelo Anthony Verdict 27:40 Jasmine Crockett on Race / Austin Metcalf's Family 30:40 Fat Five 40:54 Special 'Disclosure Day' Episode TOMORROW! 43:19 Anthropic Calls for Pausing AI Development Worldwide 50:00 The Advancements & Dangers of AI 57:21 John Thune Sucks! 59:20 Jim Jordan VS. ActBlue 1:03:37 Knicks Fans Burning Down New York 1:07:02 Eric Schmitt Baseball Catch 1:09:04 News Report on Bill Gates/Jeffrey Epstein Connection 1:12:13 RIP James 'Uncle Jimmy' Dodds 1:14:42 Dems Not Happy with Biden Family 1:17:52 Candace Owens Wants Everyone to Go to Russia??? 1:30:39 Texas Judge Denise Hernández Learn more about your ad choices. Visit megaphone.fm/adchoices

The US military has struck another commercial tanker in the Strait of Hormuz, accusing it of violating its blockade of Iranian ports. It's the third ship to be targeted by American missiles this week. All had Indian crews. On Wednesday three Indian seafarers were killed when their vessel was hit off the coast of Oman.Also in the programme: Britain's defence minister has resigned, accusing the prime minister Keir Starmer of failing to deliver on commitments to boost military spending; the Pope's visit to the Spanish islands where many African immigrants have sought sanctuary; and Mexico take on South Africa today in the first game of the tournament at World Cup 2026.(Photo credit: EPA)

The third episode of season one of The Pub Crawlers Podcast was recorded in Nottingham, as Rob Gutmann hosts Steve Graves and Martin Fitzgerald to discuss the local pub scene, Indian restaurants, students, and more... The Pub Crawlers Podcast represents a quest to find the very best authentic UK pubs, filmed on location inside some of the finest boozers across the UK and Ireland. Well, sort of. It's equally about friends having three to four pint-fuelled, quintessential pub conversations, on any subjects that damn well occur to them, in a range of outstanding boozers across the land. So, really, it's as much about what we get up to in pubs as the pubs themselves. The shows are presented by self-styled boozer connoisseur and long-time pub designer and owner, Rob Gutmann, who is on a mission to find the very best pubs in the UK and to define the essence of the ‘true' pub. Featuring a wide range of guests (mainly Rob's mates), we'll be visiting pubs the length and breadth of the country, bedding into the very best of them, and chatting about our lives lived in and around boozers. The first season of the Pub Crawlers focuses on the North of England, taking in Chester, Sheffield, Manchester, Liverpool, and even a brief foray to the north side of the Midlands in Nottingham. Plug yourself in to the ongoing conversation as it disappears down all manner of tenuously pub-related worm holes, with your new mates at TPC. And you don't need a pint to enjoy us, but it might help... Follow @pubcrawlerspod for more! Learn more about your ad choices. Visit podcastchoices.com/adchoices

A new week means new questions! Hope you have fun with these!New Zealanders had the nickname of Enzedder, which was supplanted by what nickname that shares its name with a flightless bird?According to John Green's book, what disease links cowboy hats, the assassins of WWI, and New Mexico becoming a state?Which nymph offered Odysseus immortality if he stayed with her on the island of Ogygia?What is the name given to the fast-drying painting medium involving egg yolks?The Volga flows into the north end of what sea?In the 1981 Donkey Kong arcade game, what does Donkey Kong throw at Mario, who was known as Jumpman at the time?Which renaissance artist painted "The Birth of Venus"?Sam "Mayday" Malone, the bartender in Cheers, played what position for the Boston Red Sox?Which other insect species does the Viceroy species imitate?Premier Cru is a French term that can be used for skincare products but, is normally associated with what?Which country's flag has the most unique colors in it?The name of which Indian currency is from the sanskrit for "coined silver" or "wrought silver"?The entire cast of a film with what specific designation includes Annie Hartley, Adolphe Le Prince, Joseph Whitley, and Sarah Whitley?MusicHot Swing, Fast Talkin, Bass Walker, Dances and Dames, Ambush by Kevin MacLeod (incompetech.com)Licensed under Creative Commons: By Attribution 3.0 http://creativecommons.org/licenses/by/3.0/Don't forget to follow us on social media:Patreon – patreon.com/quizbang – Please consider supporting us on Patreon. Check out our fun extras for patrons and help us keep this podcast going. We appreciate any level of support!Website – quizbangpod.com Check out our website, it will have all the links for social media that you need and while you're there, why not go to the contact us page and submit a question!Facebook – @quizbangpodcast – we post episode links and silly lego pictures to go with our trivia questions. Enjoy the silly picture and give your best guess, we will respond to your answer the next day to give everyone a chance to guess.Instagram – Quiz Quiz Bang Bang (quizquizbangbang), we post silly lego pictures to go with our trivia questions. Enjoy the silly picture and give your best guess, we will respond to your answer the next day to give everyone a chance to guess.Twitter – @quizbangpod We want to start a fun community for our fellow trivia lovers. If you hear/think of a fun or challenging trivia question, post it to our twitter feed and we will repost it so everyone can take a stab it. Come for the trivia – stay for the trivia.Ko-Fi – ko-fi.com/quizbangpod – Keep that sweet caffeine running through our body with a Ko-Fi, power us through a late night of fact checking and editing!

Chris and Ed kick off the second annual Summer of Fear with guests Cassidy and Amanda from "Drinking the Koolaid" for a terrifying deep dive into tsunamis. From the 2004 Indian Ocean tsunami and the 2011 disaster in Japan to ancient waves that may have helped topple civilizations, the crew explores what causes tsunamis, why they don't look like movie waves, and why seeing one usually means it's already too late to run.SHOW NOTESBecome a supporter of this podcast: https://www.spreaker.com/podcast/scared-all-the-time--7084296/support.Get the latest episodes of our bonus show NEW FEAR UNLOCKED -- and a whole lot more! --by supporting the show on Patreon: https://www.patreon.com/ScaredAllTheTime

Photo: Bear Butte State Park in Meade County, S.D. (Courtesy S.D. Department of Tourism) All nine tribes located in South Dakota are unifying in their call to return the public, federal lands in the Black Hills to tribal entities. Each tribe passed a resolution calling on Congress to act. SDPB's C.J. Keene reports. Treaty rights mandate the Black Hills belong to tribes, although that treaty was broken long ago. The most important detail in this new legislative push is the focus on public, federal lands. Put simply, places where people do not live. Valeriah Big Eagle is the director of He Sapa initiatives for Rapid City, S.D.-based nonprofit NDN Collective. She says this is not about private homes in the Black Hills. “That's the myth, that's the misunderstanding. When they're talking about landback in the Black Hills and we're talking about the federal public land, essentially that is the lands that nobody is living on. It's the federal, public lands so we can protect it from extractive activities.” Regardless of outcome, advocates say the inclusion of all South Dakota's tribes is a historic statement of tribal unity. Joseph Brings Plenty is a tribal council representative from Eagle Butte. He says tribes have government-signed and guaranteed rights. “That's something that needs to be remembered – the treaties still exist. That's why we stand on this. For the United States to uphold their end of the bargain.” Brings Plenty says it is a chance for Native peoples to have a meaningful say in the management of the Black Hills. With that, Brings Plenty says healing can happen. “That's a step forward, a positive step forward. The Black Hills are not for sale. I mean, it's not just in a Lakota or Indian sense. We all want clean water, we all want the air to be clear, we all want housing and grandchildren. We all want a life. The more and more, as is inevitable, the cultures mesh, I think this is all important. Why lose it?” This comes on the heels of a mining effort near the Black Hills sacred site of Pe'Sla, that was ultimately defeated in court following widespread opposition from the Indigenous community. Fruit-bearing trees and shrubs line a soon-to-be park near Metlakatla's boat harbor. The plants are part of the village's Community Food Forest Project. (Photo: Hunter Morrison / KRBD) For many communities in rural Alaska, accessing fresh fruit can be challenging. Most of it is shipped in from out of state, and often loses flavor and more along the way. But a program in Metlakatla, on Alaska's only Native reservation, is looking to change that. As KRBD's Hunter Morrison reports, it's one way the small village is trying to combat food insecurity. Near Metlakatla's boat harbor, Gatgyeda Haayk, the village’s Community Garden Champion, strolls past a row of shrubs and small trees, which rustle with the wind. “And then those two down on the end, I believe, are cherry.” The soon-to-be budding cherry trees, planted last year, were brought to the village as part of its Community Food Forest Project. The initiative incorporates fruit-bearing trees and bushes into the village's public landscapes. So far, Haayk says about 50 plants have taken root around town. “In like the next three years, we hope to be able to give fruit back to the community.” The program comes after Metlakatla's tribal council passed a resolution a few years back that required all beautification efforts in the community to be edible. Not long after, the village received a three-year grant from the U.S. Forest Service to fund the project. She says the project has primarily worked with apple trees, but they have also planted plum and nectarine trees. The initiative also deals with plants native to the region, like raspberries, gooseberries, and saskatoon berries. And increasing access to fresh fruit is important, because it is so limited in the village. There is just one grocery store on the island, and the vast majority of the produce comes from out of state. “I am hoping that the community utilizes this, and then it also inspires other communities to kind of do the same thing, so that we don’t have to rely on the Lower 48 so heavily on our food.” While most of the program’s trees and bushes are still young, Haayk is focused on educating the village about the project. She noted that once the plants begin to bloom, community members can harvest the fruit free of charge — with the exception of the village’s main community garden. “It’s astounding how much food gets wasted, and it’s really a shame, because that’s a lot of energy that goes into that little piece of food. Get National Native News delivered to your inbox daily. Sign up for our daily newsletter today. Download our NV1 Android or iOs App for breaking news alerts. Check out today’s Native America Calling episode Thursday, June 11, 2026 — In the parched West, tribes restore waterways to improve quality and quantity

The tenth installment of Fresh Immigrants, Rotten Fascists introduces us to the Gangoli family - first generation Indian immigrants to America. Familiar faces Irrfan Khan and Tabu play the parents, but the big marketing angle was Kal Penn's dramatic turn as their son, he of the multiple names throughout the movie. THE NAMESAKE, based on a novel by Jhumpa Lahiri, directed by Mira Nair, was certainly an important step in Penn branching out from his Harold and Kumar persona, but it's also a gentle, heartfelt portrayal of what it's like to have two homelands.Thank you for checking this new project out, whether you are a long-time Contrarians fan or someone who's just trying to listen to people talking positively about immigrants and negatively about fascism. If you have any recommendations for future entries in the series, let us know!Many thanks to the amazing Jordan Cooper for composing our intro and outro. Fantastic collaborator to work with - and he has a They Might Be Giants podcast: DON'T LET'S START. You can also check out Jordan's band TROUBLE'S AFOOT on Bandcamp!- Interested in more Contrarians goodness? Join THE CONTRARIANS SUPPLEMENTS on our Patreon Page! Deleted clips, extended plugs, bonus episodes free from the Tomatometer shackles… It's everything a Contrarians devotee would want!- Our YouTube page is live! Get some visual Contrarians delight with our Contrarians Warm-Ups and other fun videos!- Our buddy Cory Ahre is being kind enough to lend a hand with the editing of some of our videos. If you like his style, wait until you see what he does over on his YouTube Channel.- THE LATE NIGHT GRIN isn't just a show about wrestling: it's a brand, a lifestyle. And they're very supportive of our Contrarian endeavors, so we'd like to return the favor. Check out their YouTube Channel! You might even spot Alex there from time to time.- Hans Rothgiesser, the man behind our logo, can be reached at @mildemoniospe on Instagram or you can email him at mildemonios@hotmail.com in case you ever need a logo (or comics) produced. And you can listen to him talk about economy on his new TV show, VALOR AGREGADO. Aaaaand you can also check out all the stuff he's written on his own website. He has a new book: a sort of Economics For Dummies called MARGINAL. Ask him about it!

For a video version of this episode or to support our work, head over to our Patreon and join the Khandaan Podcast community! In this episode, Asim, Amrita, and Sujoy discuss the newly released Alpha teaser before diving into two very different films. First up is Anurag Kashyap's Bandar, a dark and unsettling look at power, corruption, and the machinery of the Indian justice system, featuring what Sujoy calls the performance of Bobby Deol's career. Then it's on to Maa Behen, Suresh Triveni's sharp, funny, and surprisingly moving Netflix film starring Madhuri Dixit, Triptii Dimri, and Dharna. The Khandaan gang unpack its commentary on patriarchy, gossip, beauty, motherhood, and survival, while also celebrating one of Madhuri's most interesting performances in years. ⏱️ 3. Timestamps / Segments 00:00 – Catch-ups and Istanbul recommendations04:05 – Alpha teaser reactions17:20 – Bandar (Monkey in a Cage) review23:10 – Maa Behan review24:00 – Madhuri Dixit's performance32:00 – Nostalgia, patriarchy, and Adarsh Colony42:00 – Triptii Dimri, Dharna, and the cast53:00 – Final thoughts and recommendations57:00 – Patreon, YouTube, and where to find us

Trump naps courtside and jinxes the Knicks. Bovino wants 100 million Americans disappeared. And Musk's robots are coming for the rest of us. In this episode: *