1979–2014 American multinational software and services company
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UCF football head coach Scott Frost was voted 62/68 for the best coaches in the Power 4 Conferences. Is it justified? Plus, Novell cracks the top 25 despite 2-10 season, put some respect on Billy Napier, and more!
Alex Novell joins us to talk about the story of Jason Itzler aka Mr. Based: pimp, pornographer, lolcow enthusiast, a man who stares directly into the sun daily, and a possible murderer. Watch the documentary here: https://www.youtube.com/@Alex-Novell Support us at Patreon.com/WesternKabuki
Mán-Várhegyi Réka néha jobban, néha kevésbé összefüggő novellái eddig három kötetben jelentek meg: ezek a Boldogtalanság az Auróra-telepen, a Mágneshegy és a Vázlat valami máshoz – utóbbit a karanténirodalomról szóló összeállításunkban méltattuk. Az író hangja című, felolvasós podcastsorozatunkba most egy olyan novellát hozott, amely eddig csak folyóiratban jelent meg, és a Felkészülés egy regényre #4 címet viseli. Korábbi részek: „Mióta elkezdtem a gimit, kitört egy világjárvány és két háború” – Molnár T. Eszter olvassa fel ifjúsági novelláját Szívlapátnyi csigabú – Parti Nagy Lajos verset olvas Simon Márton olvassa fel szilveszteri sztoriját Marék Veronika karácsonyi meséje See omnystudio.com/listener for privacy information.
Stöd mitt arbete med skrivarpodden genom att swisha till 0722-093 789 eller bli patreon här: https://www.patreon.com/kerstinonnebo Av: Kerstin Önnebo, Musik: Maria Eggeling
A Pagony tavaly adott ki egy antológiát Hangulatjelentés címmel, amelybe kortárs szerzők írtak „az elmúlt húsz évről, és arról, milyen ma Magyarországon felnőni”. Ide készült Molnár T. Eszter novellája, a Tesztrepülés is, amely a szerző hamarosan megjelenő novelláskötetében is benne lesz – itt viszont már nyilván nem ifjúsági irodalomként.See omnystudio.com/listener for privacy information.
When it comes to cybersecurity, most people think about firewalls, passwords, and antivirus software. But what about the attackers themselves? Understanding how they operate is just as important as having the right defenses in place. That's where Paul Reid comes in. As the Vice President of Adversary Research at AttackIQ, Paul and his team work to stay one step ahead of cybercriminals by thinking like them and identifying vulnerabilities before they can be exploited. In this episode, we dive into the world of cyber threats, ransomware, and the business of hacking. Paul shares insights from his 25+ years in cybersecurity, including his experience tracking nation-state attackers, analyzing ransomware-as-a-service, and why cybercrime has become such a highly organized industry. We also talk about what businesses and individuals can do to protect themselves, from understanding threat intelligence to why testing your backups might save you from disaster. Whether you're in cybersecurity or just trying to keep your data safe, this conversation is packed with insights you won't want to miss. Show Notes: [00:58] Paul is the VP of Adversary Research at AttackIQ. [01:30] His team wants to help their customers be more secure. [01:52] Paul has been in cybersecurity for 25 years. He began working in Novell Networks and then moved to directory services with Novell and Microsoft, Active Directory, LDAP, and more. [02:32] He also helped design classification systems and then worked for a startup. He also ran a worldwide threat hunting team. Paul has an extensive background in networks and cybersecurity. [03:49] Paul was drawn to AttackIQ because they do breach attack simulation. [04:22] His original goal was actually to be a banker. Then he went back to his original passion, computer science. [06:05] We learn Paul's story of being a victim of ransomware or a scam. A company he was working for almost fell for a money transfer scam. [09:12] If something seems off, definitely question it. [10:17] Ransomware is an economically driven cybercrime. Attackers try to get in through social engineering, brute force attack, password spraying, or whatever means possible. [11:13] Once they get in, they find whatever is of value and encrypt it or do something else to extort money from you. [12:14] Ransomware as a service (RaaS) has brought ransomware to the masses. [13:49] We discuss some ethics in these criminal organizations. Honest thieves? [16:24] Threats look a lot more real when you see that they have your information. [17:12] Paul shares a phishing scam story with just enough information to make the potential victim click on it. [18:01] There was a takedown of LockBit in 2020, but they had a resurgence. It's a decentralized ransomware as a service model that allows affiliates to keep on earning, even if the main ones go down. [20:14] Many of the affiliates are smash and grab, the nation states are a little more patient. [21:11] Attackers are branching out into other areas and increasing their attack service, targeting Linux and macOS. [22:17] The resiliency of the ransomware as a service setup and how they've distributed the risk across multiple affiliates. [23:42] There's an ever growing attack service and things are getting bigger. [25:06] AttackIQ is able to run emulations in a production environment. [26:20] Having the ability to continuously test and find new areas really makes networks more cyber resilient. [29:55] We talk about whether to pay ransoms and how to navigate these situations. [31:05] The best solution is to do due diligence, updates, patches, and separate backups from the system. [35:19] Dealing with ransomware is a no win situation. Everyone is different. Thanks for joining us on Easy Prey. Be sure to subscribe to our podcast on iTunes and leave a nice review. Links and Resources: Podcast Web Page Facebook Page whatismyipaddress.com Easy Prey on Instagram Easy Prey on Twitter Easy Prey on LinkedIn Easy Prey on YouTube Easy Prey on Pinterest Paul Reid - Vice President, Adversary Research AttackIQ Paul Reid on LinkedIn AttackIQ Academy Understanding Ransomware Threat Actors: LockBit
A Deep Dive into HR Consulting and OutsourcingIn this episode, we spoke with Jim Cichanski, founder and CEO of Flex HR, about the evolving landscape of HR consulting and outsourcing. Jim shared his extensive experience in the industry, highlighting how Flex HR has grown over the past 25 years to become the largest HR consulting and outsourcing firm in the Southeast. Flex HR provides a comprehensive range of services, including employee onboarding, payroll management, and compliance oversight, helping businesses navigate the complexities of HR as they scale. Jim emphasized that professional HR support becomes essential as startups grow, enabling leaders to focus on core operations while ensuring compliance and employee satisfaction.Jim also discussed the increasing impact of technology and AI in the HR space. While automation can streamline processes like payroll and benefits management, he stressed the importance of maintaining a human touch in HR interactions to build trust and engagement. Flex HR serves companies with 50 to 500 employees, offering tailored solutions for both small and larger organizations. With a team of 50 consultants across the country, Flex HR is committed to mentoring and supporting HR professionals, ensuring businesses develop strong HR practices and maintain compliance with evolving regulations.As the episode concludes, Jim highlights the value of trust and transparency in leadership, underscoring the importance of clear communication and consistent follow-through. Flex HR also offers webinars, training sessions, and other resources to empower HR professionals and business leaders. For those interested in enhancing their HR functions and fostering a positive work environment, Flex HR provides the expertise and tools needed to ensure long-term success.About Jim Cichanski:Jim, the Founder and CHRO for Flex HR has 50+ years' experience in human resources, holding senior level positions in companies that were privately held, pre-IPO, foreign owned, joint venture, Fortune 50 and one labeled the “fastest growing F1000 in America.” He has a solid background in high tech, manufacturing, services and management.His background in human resources includes organizational process evaluation and improvement, labor laws, integration of businesses, cost reduction, organizational development, and all functional areas of human resources. These include but are not limited to Benefits, Compensation, Staffing, Diversity, ERISA, DOL Compliance, Immigration, Learning & Development, Stock Administration, Executive Compensation, Employee Relations, and over 350 Mergers & Acquisitions. Jim's experience includes operational HR management knowledge globally in 32 countries and has transitioned companies from 30 to 67,000 employees worldwide. Companies he has worked for include Unisys, Novell, Premiere Technologies and PaySys International. Jim is a certified Six Sigma Green Belt.Jim also spent 27 years in the Army National Guard achieving the rank of Colonel, was inducted into the Officer Candidate School Hall of Fame, and received numerous awards including the Legion of Merit. Jim holds a BA in Applied Behavioral Sciences, is a graduate of the Department of Defense Equal Opportunity Institute, has served on the board of HealthSource of Georgia, recently served on the Board of Directors for HomeStretch and was an inside board member of 17 companies. He is an active member of many HR professional organizations.Flex HR has been named one of the “Top 25 Most Promising HR Outsourcing Service Providers” in Outsourcing Gazette Magazine in October 2015. In September 2008, 2012 and 2013 INC Magazine recognized Flex HR as an Inc 5000 “Fastest GrowingAbout Flex HR:Flex HR is co-located in the...
Personally, I have had to inform employees that their jobs were being eliminated. Sometimes because of a budget cut, sometimes due to their performance. How we handle these events is important to the people directly impacted and also to those who remain behind. This podcast will be addressing both topics and how to better structure a layoff scenario—and do it with empathy. Jim Cichanski, the founder, and Chief Human Resources Officer of Flex HR, has 30+ years experience in human resources, holding senior level positions in companies that were privately held, pre-IPO, foreign owned, joint venture, Fortune 50 and one labeled the “fastest growing F1000 in America.” He has a solid background in high tech, manufacturing, services and management. His background in human resources includes organizational process evaluation and improvement, labor laws, integration of businesses, cost reduction, organizational development, and all functional areas of human resources. These include but are not limited to Benefits, Compensation, Staffing, Diversity, ERISA, DOL Compliance, Immigration, Learning & Development, Stock Administration, Executive Compensation, Employee Relations, and over 300 Mergers & Acquisitions. Jim's experience includes operational HR management knowledge globally in 32 countries and has transitioned companies from 30 to 67,000 employees worldwide. Companies he has worked for include Unisys, Novell, Premiere Technologies and PaySys International. Jim is a certified Six Sigma Green Belt. Jim also spent 26 years in the Army National Guard achieving the rank of Colonel.Please visit our sponsors!L3Harris Technologies' BeOn PPT App. Learn more about this amazing product here: www.l3harris.com Impulse: Bleeding Control Kits by professionals for professionals: www.dobermanemg.com/impulseDoberman Emergency Management Group provides subject matter experts in planning and training: www.dobermanemg.com
A szerzőkkel Grancsa Gergely, az antológia szerkesztője és Biacsics Renáta (Renyagyár), a kötet illusztrátora beszélget A Tilos az Á könyvek kiadásában megjelenő Hangulatjelentés – közérzeti novellák címet viselő antológia tizenkilenc, jobbára a 20-as, 30-as éveiben járó szerzője arra tesz kísérletet, hogy közérzeti-közéleti szempontból mutassa be napjaink Magyarországát. Arra keresik a választ, vagy hoznak példákat, hogy milyen is a mai magyarországi fiatal felnőttek, nagykamaszok élete, milyen kérdések foglalkoztatják őket, milyen gondjaik vannak, és mivel van gondjuk. Az antológia mintegy látlelet az elmúlt nem nyolc, hanem tizenhárom évről, hogy milyen is felnőni, elkezdeni azt a bizonyos nagybetűst. Keserédes szövegek ezek, olyan mindenkit érintő kérdésekről, mint a szerelem, közösség és annak hiánya, önmagunk és mások elfogadása, klímaváltozás, politika, szexuális kisebbségek és nők helyzete – nem kevés fanyar humorral, hol dühösen, hol beletörődve, de érzékletesen és pontosan bemutatva napjaink fiataljainak problémát, kétségeit és kihívásait. A kötet borítóját és a belső illusztrációkat a Renyagyár néven alkotó Biacsics Renáta készítette, akinek stílusa és világlátása pontosan illeszkedik a szövegek hangulatához és még inkább átélhetővé teszi, a valószínűleg amúgy is ismerős helyzeteket. A kötet szerzői: Aradi Péter Balássy Fanni Bendl Vera Biró Zsombor Aurél Borda Réka Czakó Zsófia Élő Csenge Enikő Harag Anita Kalapos Éva Veronika Kállay Eszter Luka Klára Mécs Anna Mészöly Ágnes Miklya Luzsányi Mónika Moesko Péter Molnár T. Eszter Nyulász Lelle Rojik Tamás Veszprémi Szilveszter A Pagony Kiadó (Tilos az Á könyvek) programja. A Program a Liszt Ünnep Nemzetközi Kulturális Fesztivál keretében a Müpa szervezésében valósul meg. A programok a Bookline és a Volvo támogatásával valósulnak meg. Az esemény médiapartnere a Könyves Magazin és a We Love Budapest. A beszélgetés a 2024-es Őszi Margó Irodalmi Fesztiválon hangzott el.
Entrevistamos a Carles Martínez Novell, técnico del Toulouse, y analizamos con Pakillo Mariscal lo mejor del fútbol de selecciones.
Are you ready for the unexpected twist in the world of sales coaching? Get ready to be surprised by an unconventional approach to overcoming objections. Stay tuned for the big reveal that will change the way you think about coaching sales teams. Find out the surprising insight that will revolutionize your sales leadership. If you're feeling frustrated with your sales team's performance and struggling to hit quotas, then you are not alone! Sales leaders often face the challenge of coaching their teams to overcome objections, but traditional methods may not be yielding the desired results. It's time to shake things up and find a new approach to drive success. Don't miss out on this game-changing revelation! Mastering Objection Handling Effective objection handling is crucial in sales, requiring sales teams to navigate challenges and turn objections into opportunities. By mastering objection handling, sales reps can build trust with prospects and guide them towards making informed decisions. Coaching sales teams to overcome objections is a key aspect of driving successful sales outcomes. This is Jon Freeman's story: Jon Freeman's entrance into the world of sales was anything but planned. Despite initially pursuing a career in data processing, he found himself immersed in technology and sales. It was through this unexpected journey that Jon discovered his passion for helping people navigate the complexities of decision-making. His personal evolution from a hesitant salesperson to someone who now thrives in the sales environment provides a unique foundation for coaching others to overcome objections. Jon's story is one of unexpected turns and valuable insights, offering a relatable narrative for sales leaders looking to guide and empower their teams to excel in handling objections and driving sales performance. In this episode of The Modern Selling Podcast, Mario Martinez Jr. sits down with Jon Freeman, the Vice President of Global Sales at Innerspace.io, to dive into the intricacies of coaching sales teams to overcome objections. Jon's journey from data processing to sales provides a unique perspective on understanding objections and guiding sales teams through their individual paths. He emphasizes the importance of empathizing with prospects, leveraging the Socratic method for effective coaching, and cultivating strong listening skills within sales teams. Throughout the discussion, Jon's practical advice and insights underscore the value of personalized coaching approaches and empathetic listening skills. His emphasis on the human element of sales and ethical business practices makes this episode a valuable resource for sales leaders and professionals aiming to enhance their sales strategies and team performance. With relatable anecdotes and expertise, Jon's conversation with Mario Martinez Jr. offers a fresh perspective on navigating objections and fostering meaningful sales conversations, making it a must-listen for sales leaders looking to elevate their team's objection handling skills. Your customer is more comfortable not making a decision, even when that decision is better for them. Your job is to help them cross that chasm or jump across that fence. - Jon Freeman This week's special guest is Jon Freeman Jon Freeman, the vice president of global sales at Innerspace.io, brings a refreshing blend of accidental sales experience and strategic leadership to the table. With a background in technology and a career that spans industry giants like Novell and Intel, Jon's journey from reluctant salesperson to sales management offers a unique perspective on coaching sales teams to overcome objections. His approachable demeanor and deep understanding of complex B2B sales make him a valuable resource for sales leaders looking to elevate their teams' objection-handling skills. Jon's ability to blend practical wisdom with a touch of humor creates an engaging and relatable narrative that resonates with sales professionals seeking to navigate the challenges of objection coaching. In this episode, you will be able to: Master objection handling techniques to close more sales and boost team performance. Cultivate lasting customer connections that drive loyalty and repeat business. Navigate the fine line between managing a team and being a successful salesperson. Leverage cutting-edge technology to supercharge your sales approach and stay ahead of the competition. Embrace integrity as the cornerstone of successful and sustainable sales relationships. The key moments in this episode are: 00:00:00 - Overcoming Objections in Sales Coaching 00:01:38 - Jon's Background and Innerspace.io 00:06:45 - Juicy Personal Story 00:09:56 - Coaching Sales Teams to Overcome Objections 00:13:33 - Practical Strategies for Sales Coaching 00:14:37 - Importance of Sales Guide and FAQ Document 00:15:26 - Dealing with Objections and Rejections 00:17:32 - Identifying Ideal Customers 00:20:23 - Testing and Iterating in Sales 00:25:49 - Selling New and Innovative Solutions 00:28:16 - The turning point in sales and statistics 00:33:24 - Importance of emotion in sales 00:35:09 - Building long-term relationships 00:36:56 - Balancing quotas and relationships 00:40:36 - Focus on the customer 00:41:33 - Challenges in Enterprise Sales 00:42:00 - Measuring Sales Team Performance 00:43:31 - Industry-Specific KPIs 00:44:15 - Tracking KPIs 00:45:04 - Connecting with Jon Timestamped summary of this episode: 00:00:00 - Overcoming Objections in Sales Coaching Jon discusses the challenge of coaching sales teams to overcome objections and emphasizes the importance of understanding individual mental maps and using the Socratic method to help sales reps navigate objections effectively. 00:01:38 - Jon's Background and Innerspace.io Jon shares his accidental journey into sales and introduces Innerspace.io, a company specializing in locationing using existing wifi systems to solve organizational challenges and improve productivity. 00:06:45 - Juicy Personal Story Jon reveals his background as a figure skater and being invited to the first U.S. luge team, highlighting his early competitive spirit and the decision not to pursue the opportunity due to family attachment. 00:09:56 - Coaching Sales Teams to Overcome Objections Jon emphasizes the need for sales leaders to understand and respect individual sales reps' unique mental maps, use the Socratic method, and focus on the prospect's point of view to effectively coach them in overcoming objections. 00:13:33 - Practical Strategies for Sales Coaching Jon provides practical strategies for sales coaching, including creating a list of common questions and answers, leveraging the knowledge of top sales reps, and encouraging active listening and empathy to understand the prospect's perspective. 00:14:37 - Importance of Sales Guide and FAQ Document Jon emphasizes the importance of including a QA document in the sales guide for coaching sales reps. He also highlights the misconception CEOs have about the sales guide. 00:15:26 - Dealing with Objections and Rejections Jon shares a humorous yet frustrating experience of facing objections and rejections, including an instance where a prospect responded with a rude message. Mario empathizes with the challenges of handling such situations. 00:17:32 - Identifying Ideal Customers The discussion shifts to the importance of not wasting time on "dumb" customers and using judgment to recognize unproductive interactions. Jon emphasizes the need to recognize when to give up on certain prospects. 00:20:23 - Testing and Iterating in Sales Jon draws insights from statistics and marketing courses, highlighting the significance of testing, especially when selling a new product or targeting a new audience. He stresses the need for continuous iteration and adaptation in the sales process. 00:25:49 - Selling New and Innovative Solutions Jon shares his experience of selling new, innovative solutions and highlights the unique skill set required for such sales. He advises managers to carefully select sales reps for selling new products and emphasizes the importance of early adoption in such scenarios. 00:28:16 - The turning point in sales and statistics Mario shares his experience of struggling in statistics and how it led him to realize his path in sales. He also talks about the importance of perseverance and seeking help when facing challenges. 00:33:24 - Importance of emotion in sales Jon emphasizes the significance of conveying genuine care and emotion in sales interactions. He discusses the impact of sincerity and emotional connection on customer relationships and decision-making. 00:35:09 - Building long-term relationships Mario reflects on the importance of building long-term relationships with clients, highlighting the lasting impact of genuine appreciation and maintaining contact with individuals, even beyond immediate sales transactions. 00:36:56 - Balancing quotas and relationships Jon discusses the balance between meeting sales quotas and building long-term relationships with clients. He underscores the importance of integrity, efficiency, and assertiveness in sales interactions, while also prioritizing long-term value and connections. 00:40:36 - Focus on the customer The conversation concludes with a focus on prioritizing the customer and recognizing the significance of understanding the sales cycle. Mario emphasizes the need to align sales efforts with addressing customer needs, while Jon highlights the role of prospecting, engagement, and problem-solving in sales leadership. 00:41:33 - Challenges in Enterprise Sales Jon discusses the challenges of selling to large enterprise customers, highlighting the lengthy sales process and the complexity of B2B sales. He questions the effectiveness of current sales metrics in this environment. 00:42:00 - Measuring Sales Team Performance Jon emphasizes the importance of tailoring metrics to the experience level and situation of sales reps. He suggests measuring prospecting for new reps and various funnel stages for different types of sales. 00:43:31 - Industry-Specific KPIs Jon stresses the importance of industry-specific KPIs, such as measuring contacts in a company for big ticket items or tracking funnel stages for single transaction sales. He advocates for competition and coaching based on KPI performance. 00:44:15 - Tracking KPIs Jon advocates for tracking as many KPIs as possible and ensuring transparency with reps. He advises using dashboards and discussing KPIs in weekly calls. Jon also emphasizes the need to promote good behavior and take responsibility for underperforming reps. 00:45:04 - Connecting with Jon Jon shares his contact information and willingness to connect with sales professionals. He encourages personalized connection requests and emphasizes the importance of reaching out with a clear purpose. Winning Customer Loyalty Building strong relationships with clients is essential for long-term success in sales, as loyal customers are more likely to make repeat purchases and recommend your business to others. Overcoming objections through effective coaching helps to establish trust and credibility with customers, ultimately winning their loyalty. Sales leaders must focus on coaching their teams to prioritize customer relationships over short-term gains. Leading vs. Selling Sales coaching should emphasize the importance of leading prospects through the sales process rather than simply focusing on making a sale. By guiding prospects with empathy and understanding, sales teams can create meaningful interactions that lead to conversions. Coaching sales reps to adopt a leadership mindset helps them build rapport, address objections, and ultimately close more deals. The resources mentioned in this episode are: Connect with Jon Freeman on LinkedIn and mention that you heard him on the Modern Selling podcast with Mario Martinez Jr. to establish a personalized connection request. Check out Jon Freeman's Twitter profile and follow him for valuable insights and updates on sales and sales management. If you're interested in reaching out to Jon Freeman, make sure to personalize your connection request on LinkedIn and mention whether you liked or hated the movie Megalopolis. Download FlyMSG at flymsg.io for free to save 20 hours or more in a month and increase your productivity with a free text expander and personal writing assistant. Watch the movie The Graduate for a classic coming-of-age story and immerse yourself in the timeless tale that Jon Freeman enjoys.
MeteoMauri que oferir
Domokos Edit 12 éve dolgozik házi betegápolóként Ausztriában, jelenleg Tirolban. Egészségügyi végzettsége van, Magyarországon orvosi asszisztensként dolgozott. Sok mindennel foglalkozott hobbiszerűen, mint például mozigépész, bábművész, amatőr színjátszás, Kolping kórusban énekelt, fotózik, több kiállításon is jelen voltak fotóim. Verseket, novellákat, meséket ír 14 éves kora óta. Több antológiában, illetve irodalmi folyóiratokban megjelentek írásai. Egy saját minikötete kiadásra került 55 haikuval. #költő #kortárs #ausztria Felhőmadár: https://verslista.hu/termek/domokos-edit-felhomadar-kmi-m-009/?v=18bd9197cb1d https://www.youtube.com/watch?v=PjWKs1-x1Fc https://www.youtube.com/watch?v=CErvIT4LhOA https://www.youtube.com/watch?v=Xb0aSKfnO1w https://www.youtube.com/watch?v=jUTUjrvpj7s Az adás témái: 0:00 Beköszönés 2:30 Írás / meseírás gyerekként 5:30 Bábművészet 6:50 Mozigépész 11:30 Amatőr színjátszás 16:00 Kolping kórusban éneklés 18:00 Házi betegápoló, Ausztria 25:00 Irodalmár 29:30 Cinke: művész klub 33:00 Versek 36:00 Kortárs magyar irodalom barátok vers lista 37:00 Felhőmadár, haiku 41:00 Mesekönyv kiadás 43:00 Mesék 45:00 Novellák 46:00 Fotózás 51:00 1. kép - orhidea 53:20 2. Kép - felhő 54:00 Állatok 57:00 Család 1:00:00 Ápolói munka 1:15:20 Elköszönés -----------------
Our Food Network - Sue Novell and Jennie Upton from Our Food Network Dunedin outline upcoming events to engage community in food resilience initiatives. This show was broadcast on OAR 105.4FM Dunedin - oar.org.nz
Send us a Text Message. In this episode, I am joined by one of the top technology investment bankers on wall street, Ted Smith. Ted is the Co-Founder and President of Union Square Advisors, a technology focused investment bank.After graduating with a bachelor's degree from Notre Dame University, Ted began his career at Morgan Stanley, where he was an early member of the firm's technology investment banking group. Prior to co-founding Union Square Advisors he was a Managing Director at Credit Suisse, where he headed the global software investment banking practice. He also served as a corporate executive at Novell, including as Vice President of both Corporate Development and Business Development. In our episode we chat about his time in the early days of Morgan Stanley's tech group, the dot.com era, founding Union Square, his career journey, AI tech trends, work life balance, and his advice for junior investment bankers. Support the Show.
Join Rick as he interviews Patrick Carr, CEO of Slash Next, on the latest trends in cybersecurity. Patrick shares his extensive background, from border manager to Blue Coat, and delves into the impact of generative AI on cybersecurity. Learn about sophisticated phishing attempts and the importance of a layered cybersecurity approach with human augmentation. Plus, discover Patrick's favorite retro tech from his Novell days! Tune in for valuable insights and stories. Connect with Patrick: https://www.linkedin.com/in/patrickharr/ Visit SlashNext: https://slashnext.com/ Read about State of Phishing research done by SlashNext: https://slashnext.com/press-release/slashnext-mid-year-state-of-phishing-report-shows-341-increase-in-bec-and-advanced-phishing-attacks/ Learn more about GenAI for Spam and Graymail Detection: https://slashnext.com/press-release/genai-spam-and-graymail-detection/ Visit ShortArms website: https://www.shortarmsolutions.com/ You can follow us at: Linked In: https://www.linkedin.com/company/shortarmsolutions YouTube: https://www.youtube.com/@shortarmsolutions Twitter/X: https://twitter.com/ShortArmSAS
Join Rick as he interviews Patrick Carr, CEO of Slash Next, on the latest trends in cybersecurity. Patrick shares his extensive background, from border manager to Blue Coat, and delves into the impact of generative AI on cybersecurity. Learn about sophisticated phishing attempts and the importance of a layered cybersecurity approach with human augmentation. Plus, discover Patrick's favorite retro tech from his Novell days! Tune in for valuable insights and stories. Connect with Patrick: https://www.linkedin.com/in/patrickharr/ Visit SlashNext: https://slashnext.com/ Read about State of Phishing research done by SlashNext: https://slashnext.com/press-release/slashnext-mid-year-state-of-phishing-report-shows-341-increase-in-bec-and-advanced-phishing-attacks/ Learn more about GenAI for Spam and Graymail Detection: https://slashnext.com/press-release/genai-spam-and-graymail-detection/ Visit ShortArms website: https://www.shortarmsolutions.com/ You can follow us at: Linked In: https://www.linkedin.com/company/shortarmsolutions YouTube: https://www.youtube.com/@shortarmsolutions Twitter/X: https://twitter.com/ShortArmSAS
Guest Name: Dan Adams LinkedIn page: https://www.linkedin.com/in/danielericadams/ Company: https://up-skill.com Hosts Brian Doyle: https://www.linkedin.com/in/briandoylemetathinq/ Dan Adams brings a wealth of experience to the table with a seasoned career in information technology that stretches back to his days on the initial team integrating Macintoshes onto PC networks. From his early involvement with software company Novell, Dan has seen the IT industry evolve significantly. Today, he proudly holds two pivotal roles: as the CEO of Upskill Consulting, where he's committed to enhancing career progression and success for IT professionals, and as Chairman of NENS, a thriving managed services provider. His remarkable journey through IT demonstrates a track record of leadership, innovation, and dedication to the industry. Episode Summary: In this enlightening session of MSP Business School, host Brian Doyle welcomes back Dan Adams, a returning guest and now a "friend of the show," who has provided Brian and his team invaluable insights on numerous occasions. This episode delves into the nuanced terrains of MSP branding, team building, and the evolution of customer expectations in the IT space; a sector where Dan has decades of impactful contributions. The dialogue begins with a dive into market differentiation, as Dan reflects on the shift from vendor certifications toward more substantive brand distinctions based on process transparency and service delivery. He emphasizes the importance of showing customers a roadmap for success, rather than solely relying on technical accreditation to instill confidence. Moreover, the conversation flows into the strategic importance of setting and exceeding client expectations. Dan advises that understanding the client's definition of success is essential for any MSP aiming to become a true trusted advisor. The episode concludes with rich discussions on the maturity of MSP businesses and the powerful role of systematized processes in both client engagement and operational consistency. Key Takeaways: Vendors' certifications are no longer the key differentiator in the MSP market; instead, clearly defined processes and the customer success roadmap play a more significant role. Successful MSPs must align their service delivery with the client's expectations of success to achieve trusted advisor status. Experience and a proven track record in delivering IT services contribute greatly to establishing credibility and fostering trust. Fostering transparency and showing the methodology behind services not only instills confidence but also sets up a collaborative relationship with clients. The maturation of an MSP i
Welcome back to our podcast series! In this episode, we're delving into the realm of technology certifications, building upon our previous discussion on the deep versus wide skill set dilemma. Certifications have long been a hallmark in the tech industry, offering professionals a tangible validation of their expertise. However, their significance and value have evolved over time, shaping the landscape of technological proficiency. Understanding the Evolution of Technology Certifications We start by tracing the trajectory of certifications, from the early days of Novell to the ubiquitous presence of Microsoft and Java certifications. Each era brought forth its own set of coveted certifications, reflecting the dominant technologies of the time. Today, these span many languages and platforms, with some, like those in the security and project management realms, being almost mandatory. Navigating the Technology Certification Landscape Our discussion highlights the nuanced role of certifications in different career paths within technology. While some sectors demand specific ones as prerequisites, others offer more flexibility. We emphasize the importance of aligning certification pursuits with individual career goals and interests, cautioning against pursuing them solely for title enhancement. The Value of Application and Practical Learning Certifications serve as valuable entry points into new technologies, providing a structured framework for learning. However, we underscore the significance of practical application alongside certification acquisition. Merely obtaining these certs without actively applying the knowledge gained can lead to skill deterioration and render the certificate obsolete. Strategies for Maximizing the Impact of Your Technology Certificates We delve into practical strategies for effectively leveraging certifications. Emphasizing the "use it or lose it" principle, we advocate for ongoing application and reinforcement of certified skills. Moreover, we explore the benefits of aligning certification pursuits with job roles and organizational objectives, thereby ensuring relevance and career advancement. In conclusion, technology certifications are invaluable tools for skill validation and career advancement. However, their true value lies not in the credentials themselves but in the practical application of acquired knowledge. By strategically selecting certifications aligned with career aspirations and actively applying learned skills, professionals can maximize the impact of certifications and chart a path toward sustained growth and success in the dynamic tech industry. Feedback and questions are welcome at info@develpreneur.com. We invite listeners to connect with Develpreneur on YouTube for more insights and discussions. Additional Resources Benefits of Certifications and Training Expired Certifications And Stale Resume Items Three Technical Certifications To Advance Your Career Behind the Scenes Podcast Video
Out with the lawn and in with the food.
Commodore hits the skids, Sega bets big on entertainment centers & The emulation revolution is born! These stories and many more on this episode of the VGNRTM This episode we will look back at the biggest stories in and around the video game industry in January 1994. As always, we'll mostly be using magazine cover dates, and those are of course always a bit behind the actual events. Alex Smith of They Create Worlds is our cohost. Check out his podcast here: https://www.theycreateworlds.com/ and order his book here: https://www.theycreateworlds.com/book Get us on your mobile device: Android: https://www.google.com/podcasts?feed=aHR0cHM6Ly92aWRlb2dhbWVuZXdzcm9vbXRpbWVtYWNoaW5lLmxpYnN5bi5jb20vcnNz iOS: https://podcasts.apple.com/de/podcast/video-game-newsroom-time-machine And if you like what we are doing here at the podcast, don't forget to like us on your podcasting app of choice, YouTube, and/or support us on patreon! https://www.patreon.com/VGNRTM Send comments on Mastodon @videogamenewsroomtimemachine@oldbytes.space Or twitter @videogamenewsr2 Or Instagram https://www.instagram.com/vgnrtm Or videogamenewsroomtimemachine@gmail.com Links: If you don't see all the links, find them here: https://www.patreon.com/posts/100523595 7 Minutes in Heaven: Cliffhanger Video Version: https://www.patreon.com/posts/100523418 TV ad: https://www.youtube.com/watch?v=0EAfkdgcxb4 https://www.mobygames.com/game/23868/cliffhanger/ Corrections: December 1993 Ep - https://www.patreon.com/posts/december-1993-99076522 Ethan's fine site The History of How We Play: https://thehistoryofhowweplay.wordpress.com/ https://www.imdb.com/title/tt0108255/?ref_=nv_sr_srsg_3_tt_8_nm_0_q_super%2520mario%2520bro https://en.wikipedia.org/wiki/Nintendo_64_Game_Pak https://en.wikipedia.org/wiki/RedOctane https://patents.google.com/patent/US20070232374A1/ https://www.mobygames.com/game/15033/donkey-konga/ 1993: Sega goes all in on big arcades "(January 17, 1994). Sega plans amusement parks for ASEAN countries. Report From Japan. https://advance.lexis.com/api/document?collection=news&id=urn:contentItem:3SKM-Y8R0-004C-929W-00000-00&context=1516831. Yomiuri Shimbun. (January 1, 1994, Saturday). Sega, French superhero; open amusement centers. The Daily Yomiuri. https://advance.lexis.com/api/document?collection=news&id=urn:contentItem:3SC6-V1K0-001X-J1FP-00000-00&context=1516831." Play Meter Jan. 1994, pg. 2 https://www.facebook.com/sega.megapolis/ Blockbuster gets in on FEC biz Replay Jan. 1994 pg. 2 https://parkrovers.com/home/2020/10/18/blockbusters-failed-indoor-theme-park VR, meet redemption, redemption, meet VR Play Meter Jan. 1994, pg. 2 Karaoke wars heat up in Japan (January 19, 1994). 'Karaoke wars' intensifies. Report From Japan. https://advance.lexis.com/api/document?collection=news&id=urn:contentItem:3SKM-Y8P0-004C-9293-00000-00&context=1516831. NBA Jam beats records Play Meter Jan. 1994, pg. 2 Japanese recession hitting video game makers Play Meter Jan. 1994, pg. 18 SF2 Turbo ships a million units https://archive.org/details/GamePro_Issue_054_January_1994 p. 259 Acclaim numbers skyrocket https://archive.org/details/GamePro_Issue_054_January_1994 p. 259 Microsoft signs deal with Sega https://www.nytimes.com/1994/01/18/business/company-news-microsoft-will-supply-software-for-sega.html https://microsoft.fandom.com/wiki/Sega_Saturn#Microsoft_technology https://archive.org/details/NEXT_Generation_08/page/n25/mode/2up https://segaretro.org/Windows_CE Namco signs on to Playstation Play Meter Jan. 1994, pg. 20 https://www.mobygames.com/game/company:1043/platform:playstation/sort:-date/page:1/ Sony reveals PSX stats https://archive.org/details/ElectronicGamingMonthly_201902/Electronic%20Gaming%20Monthly%20Issue%20054%20%28January%201994%29/page/n67/mode/2up NEC reveals PCFX stats https://archive.org/details/ElectronicGamingMonthly_201902/Electronic%20Gaming%20Monthly%20Issue%20054%20%28January%201994%29/page/n67/mode/2up https://www.pcengine-fx.com/forums/index.php?PHPSESSID=cv914932bsf7di7a8k17n7oqoj&topic=1420.0 https://retrocdn.net/images/6/60/Edge_UK_004.pdf pg. 54 NeoGeo enters CDRom race https://retrocdn.net/images/6/60/Edge_UK_004.pdf pg. 9 Konix Multisystem is back!! https://retrocdn.net/images/6/60/Edge_UK_004.pdf pg. 7 Sega "delays" SegaVR https://archive.org/details/GamePro_Issue_054_January_1994 p. 259 Video Game monopoly inquiry begun in the UK https://www.newspapers.com/article/the-guardian-video-games-under-monopoly/77456435/ https://www.newspapers.com/article/daily-news-video-game-monopoly-accusatio/92066281/ CDi finally gets Digital Video https://retrocdn.net/images/6/60/Edge_UK_004.pdf pg. 8 Atari test markets expanded https://archive.org/details/Aktueller_Software_Markt_-_Ausgabe_1994.01/page/n113/mode/2up Edge fawns over Cybermorph https://retrocdn.net/images/6/60/Edge_UK_004.pdf pg. 60 Atari sues Sega https://archive.org/details/GamePro_Issue_054_January_1994 pg. 258 Lieberman bill a hidden threat during Senate hearings Play Meter Jan. 1994, pg. 2 https://en.wikipedia.org/wiki/1993%E2%80%9394_United_States_Senate_hearings_on_video_games#Video_Game_Rating_Act_of_1994 ELSPA agrees on ratings system https://archive.org/details/amiga-computing-magazine-069/page/n13/mode/2up https://en.wikipedia.org/wiki/The_Association_for_UK_Interactive_Entertainment https://en.wikipedia.org/wiki/PEGI X marks the spot for CDRom drives https://archive.org/details/eu_BYTE-1994-01_OCR/page/n41/mode/1up?view=theater Sony launches CDR https://archive.org/details/64er_1994_01/page/n8/mode/1up?view=theater PCI becomes the new standard https://archive.org/details/Power.Play.N70.1994.01 pg. 112 Tandy expands retail presence https://www.nytimes.com/1994/01/13/business/company-news-tandy-will-hire-3600-adding-30-superstores.html Apple adds DOS board https://wiki.preterhuman.net/Apple_Now_Ships_Macintosh_Quadra_With_MS-DOS_and_Windows_Compatibility https://en.wikipedia.org/wiki/Macintosh_Quadra_610 https://archive.org/details/eu_BYTE-1994-01_OCR/page/n24/mode/1up?view=theater Mac gamers get Y2K preview https://archive.org/details/Electronic-Games-1994-01/page/n13/mode/2up Chicago enters beta https://archive.org/details/eu_BYTE-1994-01_OCR/page/n23/mode/1up?view=theater Novell gives up UNIX trademark https://archive.org/details/eu_BYTE-1994-01_OCR/page/n41/mode/1up?view=theater Commodore numbers are bad https://archive.org/details/commodoreproxystatement1994/page/n4/mode/1up?view=theater https://archive.org/details/amiga-computing-magazine-069/page/n9/mode/2up C64 emulator beta released https://archive.org/details/64er_1994_01/page/n1/mode/2up https://archive.org/details/64er_1994_01/page/n11/mode/1up?view=theater Activision gets reboot fever https://archive.org/details/Aktueller_Software_Markt_-_Ausgabe_1994.01/page/n113/mode/2up CES dominated by computers and games https://www.nytimes.com/1994/01/10/business/for-consumers-multimedia-shines.html Compton announces patent grant https://archive.org/details/Computer_Gaming_World_Issue_114/page/n9/mode/2up https://www.nytimes.com/1994/10/31/business/patent-barred-for-compton-s.html Race for digital distribution is on! https://www.nytimes.com/1994/01/19/business/company-news-in-terms-of-technology-viacom-might-have-an-edge.html https://archive.org/details/Computer_Gaming_World_Issue_114/page/n9/mode/2up https://www.nytimes.com/1994/01/18/business/company-news-gte-to-test-tv-services.html https://www.nytimes.com/1994/01/14/nyregion/data-highway-accelerating-in-connecticut.html https://www.nytimes.com/1994/01/13/business/company-news-digital-and-usa-video-in-market-test-of-new-technology.html https://www.nytimes.com/1994/01/11/business/company-news-u-s-west-adds-to-voice-and-video-network-plan.html https://www.nytimes.com/1994/01/24/business/the-media-business-hewlett-packard-to-get-big-pacific-bell-order.html Other People's Money - https://youtu.be/62kxPyNZF3Q?si=Ez5F8ZTi_j4dneQx US government pushes for open super highway Play Meter Jan. 1994, pg. 2 Cable TV enters Internet age Infoworld January 10, 1994 pg. 3 Multimedia boom doesn't lead to hiring boom https://www.nytimes.com/1994/01/09/business/the-multimedia-job-mirage.html Babylon 5 premieres https://twitter.com/straczynski/status/1751061515875348865 Mighty Morphin' Power Rangers are all the rage Playthings, January 1994 https://en.wikipedia.org/wiki/Mighty_Morphin_Power_Rangers Anime is on the rise https://www.nytimes.com/1994/01/14/arts/home-video-868930.html EC bans imperial measurements https://archive.org/details/PC-Player-German-Magazine-1994-01/page/n5/mode/2up X-Men movie casting rumor is awesome https://archive.org/details/Aktueller_Software_Markt_-_Ausgabe_1994.01/page/n113/mode/2up Worst Ad of the Month: Wolfenstein 3D - SNES https://retrogamingaus.com/4326/video-game-ad-of-the-day-wolfenstein-3d-2 Quotes of the Month: Virtual reality won't merely replace TV, it will eat it alive" Arthur C. Clarke https://archive.org/details/amiga-computing-magazine-069/page/n31/mode/2up Recommended Links: The History of How We Play: https://thehistoryofhowweplay.wordpress.com/ Gaming Alexandria: https://www.gamingalexandria.com/wp/ They Create Worlds: https://tcwpodcast.podbean.com/ Digital Antiquarian: https://www.filfre.net/ The Arcade Blogger: https://arcadeblogger.com/ Retro Asylum: http://retroasylum.com/category/all-posts/ Retro Game Squad: http://retrogamesquad.libsyn.com/ Playthrough Podcast: https://playthroughpod.com/ Retromags.com: https://www.retromags.com/ Games That Weren't - https://www.gamesthatwerent.com/ Sound Effects by Ethan Johnson of History of How We Play. Copyright Karl Kuras
Today we chat with Doug Kay, a self-branded security-minded network engineer with past roles at multiple networking companies.We tackle Doug's career journey from starting as a Novell and Windows administrator, to working at Juniper, Cisco, Gigamon, Nokia, and Arista, in various roles such as pre-sales, post-sales, and government contractor. He shares some of the challenges and opportunities he faced along the way, as well as some of the skills and technologies he learned.Doug talks about how he learned to prioritize his family and hobbies over work, and how he found satisfaction and validation in his post-sales role at Arista. He also mentions some of his hobbies, such as cars and podcasting, and how they helped him cope with stress and connect with his father.Accompany us to this great interview with our friend Doug Kay.-I remember this great quote from somebody at Juniper,He said “erybody has something that they really care aboutin this world that's important…”and I thought he was gonna say work or money.he said Family.-Doug's Link: LinkedInCars Loved (podcast)--Thanks for being an imposter - a part of the Imposter Syndrome Network (ISN)! We'd love it if you connected with us on LinkedIn: https://www.linkedin.com/company/the-imposter-syndrome-network-podcast Make it a great day.
Bio Bryan is a seasoned Enterprise Transformation Strategist, Coach and Trainer specialising in the practical implementation of Business Agility practices within all types of organisations. He brings a balance of business, technical and leadership expertise to his clients with a focus on how to achieve immediate gains in productivity, efficiency, visibility and flow. Bryan is a key contributor in the development of the AgilityHealth platform, AgileVideos.com and the Enterprise Business Agility strategy model and continues to train, speak and write about leading Business Agility topics. Interview Highlights 02:40 Driving strategy forwards 03:05 Aligning OKRs 06:00 Value-based prioritisation 07:25 An outcome-driven approach 09:30 Enterprise transformation 13:20 The ten elephants in the business agility room 14:10 Misaligned incentives 15:40 Top heavy management 18:50 Being open to change 19:40 Process for improving process 25:15 Being a learning organisation 26:45 Leaders drive cultural change 29:50 Capacity and employee burnout Social Media · LinkedIn: linkedin.com/in/bryantew · Twitter: @B2Agile · Email: bryan@agilityhealthradar.com · Website: www.agilityhealthradar.com Books & Resources · The Compound Effect The Compound Effect: Amazon.co.uk: Perseus: 9781593157241: Books by Darren Hardy · The Trillion Dollar Coach Trillion Dollar Coach: The Leadership Handbook of Silicon Valley's Bill Campbell: Amazon.co.uk: Schmidt, Eric, Rosenberg, Jonathan, Eagle, Alan: 9781473675964: Books by Eric Schmidt and co · Project to Product Project to Product: How Value Stream Networks Will Transform IT and Business: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework: Amazon.co.uk: Mik Kersten: 9781942788393: Books by Mik Kirsten · EBA strategy model: https://agilityhealthradar.com/enterprise-business-agility-model/ Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hello again everyone, welcome back to the Agile Innovation Leaders podcast. My guest today is Bryan Tew, and this episode is going to be covering the second half of the conversation I had with Bryan on all things enterprise and business agility. So in part one, if you've listened to it already, or if you haven't, please go to that first, I'd really, really recommend, because Bryan talked about how to overcome failed deliveries, meeting teams where they're at, establishing and driving strategy forward. Now for this part two, we went into the topic of OKRs, Objectives and Key Results, and how to align these with strategy. He also talked about the ten elephants in the business agility room, and the importance of being open to change and being a learning organisation and how leaders are critical to driving culture change. Without further ado, part two of my conversation with Bryan Tew. There are some things you've said about what leaders need to do and some of them include, you know, looking at the lean portfolio management, taking an outcome-based approach to defining the strategy at all levels and making sure that, you know, it kind of flows, not in a cascaded manner, but in a way that each layer would know how it's feeding into delivering the ultimate strategy of the organisation. Now, how, from a practical perspective, I mean, yes, you use OKRs, or objectives and key results, you know, that's one way of doing that. But how, are you suggesting then that the leaders would have to write the OKRs for every layer? Or is it just about being clear on the intent and direction of travel and letting each area define it within their context, but with some input from them? Bryan Tew No, it's a great question and I'll try to visualise as much as I can, but when you think about it this way, when you start at the top, and let's say that we're coming up with some enterprise level three year OKRs. So where are we going for the next three years? And you know what, things can change, so that's why we check in on those, you know, at least every six months, if not every quarter, because we're learning a lot and we want to adjust. But the thing is, if we have that level of strategy clarified, and not only that, but we're aligned across our leadership group, that means that the priorities that we're focusing on should align as well, and that's the important thing here. So now as we start to move from the enterprise down to maybe a division or portfolio level, all of the OKRs at that level should in some way align up to our enterprise, right? Whether it's around certain objectives that we're trying to accomplish from a financial perspective, or customer goals, or people goals, whatever it is, but now there's something that we can connect to as a foundation. So those senior leaders, although they can provide support and help, typically now it's your portfolio leaders that are taking the lead on building their OKRs that are aligned, and then down to maybe your program or train or whatever level you'd call it, what those OKRs will look like, all the way down to where every single team, which in reality, every single person in the organisation, sees how they fit in driving strategy. Now, I might be in facilities, I might be in HR, I might be in marketing, but I know that what I do is making a difference in making our strategy move forward, even though it's my small part. And I love that, that's where everyone feels connected. Now, what I see more often, and this is really unfortunate, and some people try OKRs and have a bad experience because leaders will just say, okay, everyone go out and do your own OKRs, but they're not aligned to anything. They're aligned to the local priorities, which may or may not be the right things to be working on at all. And so that's where I would say senior leaders need to take the initiative, and they can have help, that's why coaches are there, that's why their directs are there, they can even pull in people that might have expertise in certain areas to craft the OKRs, but even internally, you're going to have great expertise, but the idea is that, let's craft an OKR, even if it's not the senior leaders writing it, but it's actually showing the right message. Here's what we believe we need to do, and these are the outcomes we need to achieve in order for us to actually accomplish a goal. Like, what does that look like for us? And then I love to just press on leaders and ask, how would you know that we're successful? What would you be looking for? And that's a great start to your key results. So we have a really great framework, a very simple framework to build out OKRs, without just putting it into a template to start out, because I just want those main thoughts, like, why are we doing this? What is it going to accomplish for us? Who's going to be involved and what customer is this going to impact? And what's the best way to measure progress, and measure success? Like, those are the things I would start with, which makes OKRs a lot easier. But then from there, I have to have leaders come together to actually look at the work, and which of those items that, maybe, there may be many, which of those are actually going to be the most valuable to move forward with your strategy? You do not want your lower-level people who don't understand the strategy like you do, making those decisions. What are the best things for us to do? And then from there, that's where we can actually bring in the prioritisation, the value-based prioritisation, which we recommend, and starting to build more of your outcome alignment across your organisation. So yeah, there's so many great things that can be done. It's not a ton of work if you start to build a cadence and just a nice process for, how would you do that every quarter? Ula Ojiaku And that's a great starting point, because that reduces the risk of, like you said earlier, you know, the teams working on the wrong thing, you know, executing perfectly, but it's the wrong thing. Now, in terms of the process, because you've talked about how the role leaders need to play, you've given examples of how, what they could do to encourage agility in the enterprise or in the business. Now, would it be the same for a functionary division in an organisation that's going through their, let's call it, for lack of a better term, you know, an agile transformation, quote unquote, would you expect the process and the practices to be the same for each division, say finance versus IT versus procurement? Bryan Tew Well, so that's a great question and I would say yes and no. So, the process is probably going to be similar. For instance, I would always suggest starting with an outcome driven approach where we have some transformation outcomes that we're trying to achieve. You know, without that, how do you know that you've actually made it or that you're actually getting there? So I would suggest that for any type of organisation, regardless of type of work, but the practices will probably look a little bit different. You know, what you start with might look a little bit different. In fact, maybe I'll share a specific example here for a transformation. In fact, this was more around what leaders need to own around business agility, but this was a large financial services organisation with nine different divisions, and they all recognised that there were gaps in how they were delivering and they needed help, you know, and many of them had tried Agile, but when it came to actually applying OKRs and customer seed and organisational design and all these different ideas, especially things around our culture and leadership, there's always going to be some level of resistance, you know, so we need to really clarify what are the benefits that this will provide for us, why is this going to help us, what specific problems will this solve? And I would suggest that's where you start every time, like what are the biggest challenges you as leaders are trying to solve for? Like, what's keeping you up at night? What are you thinking about? That's why the practices are going to be different. Maybe my biggest problem is I have capacity issues, or maybe my people are feeling burned out, or maybe we're just not getting enough done for our customers, or we have changing needs all the time, or we're getting disrupted, whatever it might be, that's where we want to start. And so, in some cases that might mean, well, we need some portfolio management practices and others it might be, well, we need more customer centricity practices. And others it might be, we need to really focus on our teams. So that's why it changed a little bit. So in this organisation, there was one group who had been pretty successful with Agile and they said, you know what, sign us up, we want to do this, you know, we're ready for this leadership level of agility, so sign us up. And it was a good idea, because it's not going to fail. When you have leaders that are super excited about it, they're willing to put in the effort, and that can at least prove that it can work. And so we believe in what we call quarterly Sprints, we're familiar with a Sprint cycle, two, three weeks, whatever it might be, when you're looking at enterprise transformation, we believe in quarterly Sprints, where you have specific goals you're trying to accomplish for the quarter, and a laid out process, a roadmap to get there. So, we built a quarterly process, kind of the first quarter for this group. We had specific milestones we were trying to meet and the reality is they did an excellent job. You know, there were some learnings along the way and there's always some growing pains, but they did an excellent job to the point where, after the quarter, we came back to the leadership group and they were able to describe, you know, some of the real successes and wins they'd had. Now at that point, we have eight other groups who are kind of on the fence or trying to, you know, is this really going to work for us? And this was a brilliant decision by the senior leader. They said, why don't we go next with our most problematic group, the biggest risk group, in fact, this was the biggest PnL. We basically said, if it can work with this group, first of all, it'll drive some excellent change for us, but it'll prove that it can work for anybody. If it can work for you, it can work for anybody. And that's what we did. And luckily we had some leaders that, you know, weren't necessarily super excited about it, but were at least willing to give it a try and willing to put it in the effort to make it a successful trial, or at least a real trial. And it was great, we had great conversations, we started to implement OKRs, we started to look at their strategy, we started to bring teams in to start to build out some of their agility practices. But the leadership would meet together regularly to talk about what's the next step in our process. We had learning sessions, but all of those were hands-on doing. So, for instance, let's build out our three-year OKRs, let's build out our one-year OKRs, let's bring the work in and let's prioritise on a big board to see where things fit and are aligned, let's start to think about our capacity constraints and all of those things. And yeah, we had a lot of lessons learned, a lot of things that we had to adjust, but overall it was pretty successful. And after that quarter of work, we went back to that same group of leaders and every single leader said, sign me up, I'm ready because if it can work for this group and we're seeing benefits there, then I want to try it here as well. And I love that, because ultimately we want to prove out some success that certain practices can work, or let's learn that they're not working and not be married to something that's just not going to help us. But then let's have leaders engaged from start to finish where they know what they're responsible for, and ultimately what I love to see is when a leader says, you know, at the beginning of this quarter or the beginning of the six months from now, we had these three main problems, and those aren't our biggest problems anymore. We've solved those to a point where we can manage, now we have other problems we need to solve for, and that's what you want, right? And the nice thing is if you've solved the biggest problem, or at least you have a good handle on it, now the next biggest problem maybe isn't as big as that first one was, and we can start to make more progress, and maybe new practices become more evident. So, and that's what we try to do with any transformation. If you're just going through the motions to transform your group because it's what everyone else is doing or it's what we were recommended to do or whatever other reason, it's not going to be nearly as impactful as if it's actually solving the things that you know need to be solved for. And that's where you get leaders' attention. Instead of it just being a side project while I focus on my real work, we're saying, this is solving your real work, and that's where they get really excited about, you know, being involved and seeing the day-to-day progress. Ula Ojiaku No, that's awesome. So in terms of, you've already mentioned some of it in terms of what leaders should watch out for, one of it is definitely not being passive, you know, go ye be agile whilst we do the real work. Anything else they should be watching out for? Bryan Tew Well, you know, that may be a good transition to something I like to share sometimes at conferences. This is what I call the 10 elephants in the business agility room, I mentioned one earlier, but these are things really geared towards leaders. So, I hope that our audience here, if you're struggling with any of these that I describe, gosh, there are real solutions, absolutely, but here's the biggest message. Don't ignore these, because they will eventually bite you and potentially even cause a derailment of your transformation efforts. So I'll just walk through these. Certainly, I'm available for more of a deep dive if anyone wants to reach out, but these are what I call the 10 elephants in the business agility room because no one wants to talk about them, right, they're hard topics, they're difficult topics, but you cannot be truly successful from a business agility perspective all around if you ignore these. So the first one, and this is probably one of the biggest ones that we see, is when we see misaligned incentives, so that's number one. And friends, the idea behind this is sometimes you have these transformation goals and you want these to work, but in reality you have incentives that are very much misaligned to those transformation goals, even some of your product level goals, I'll sometimes see, for instance, product managers who part of their compensation package has maybe an incentive goal around how many projects you start or how many products that we deliver. It's like, all about outputs. Nothing to say about how effective they are or what the actual outcomes from those products might be, it's just as long as we get a project started, well, that's very anti-Agile in reality, you know, especially when we're thinking about true value. So you need to really look at your incentives. Now, leadership incentives we could talk all day about, right, sometimes it's around specific financial goals, sometimes about people goals. What I would always suggest is rethink your incentives to become more outcome-oriented, not necessarily tied directly to an OKR or key result, but related, okay, aligned to those, because what your incentives should actually be around would be your business vision, and the business outcomes you're trying to accomplish, why would it make sense to have anything else? So that's one thing that we see oftentimes has to be discussed at some point, right? Ula Ojiaku Definitely, because incentives would determine the behaviour, which leads to the results we get. Bryan Tew So, the second one is kind of related and, and this is around sometimes we see a lot of, especially in large organisations, top heavy management, we see a lot of leaders, and not enough doers, and the reality is I get this, because in large organisations we want to reward people for a great job, and so we continue to promote, but we just add more leaders that are sometimes not necessary. And remember, those are highly paid people who now maybe don't have a lot of responsibility. I've seen, some directors, for instance, with like three direct reports and they don't really do a lot, and it's just unfortunate that we're trying to reward people in a way that actually hurts our business. So, I know it's a hard thing to talk about, but at a certain point I would always suggest that let's take a look at what leaders are necessary and what balance do we need between the leaders and the doers, the people in the trenches doing the work. And we've seen lots of, of managers and supervisors and directors and general managers and operations managers and VPs and senior VPs, and some of them are absolutely needed and they do incredible work, but sometimes there are others that just aren't needed, we just don't know how to handle that. So that's something that would be part of a true transformation, is to think about what's the right balance for us, okay, and make small steps to get there. Now, kind of related though is sometimes we see that they're just bad managers, and that's number three, okay, bad managers, where we are promoting people, let's say they were an excellent developer, as an example, okay, or QA leader, or it could be any type of role, and we promote them to be a manager. They don't have good management skills yet, they have never done this before, what they're still good at is what they were doing before. So they like to solve problems, they like to fight fires, they like to do all of the tactical things. And they, some of them, are just really bad with relationships, and so they become almost despised by their people because they're just very abrasive, sometimes they just don't treat their people well, and you have to watch for that. Now, I'll say this as well. Sometimes you have these great performers who don't even want to be managers, but it's the only opportunity they have in the organisation to progress or get a pay raise or promotion. And so, we find that in, especially large organisations, there are so many other needs that these people can move into, you know, for instance, we need, internally we need coaches, like technical coaches or DevOps coaches or architecture coaches, or even people coaches that these people could start to do some work in, we might have some technical roles, or project management roles or whatever it might be, that these people might move into, RTE roles, or continuous improvement champion roles, and sometimes that's a much better fit, or potentially even managing a process or service or operational area instead of managing people, that can sometimes be a great fit. So that's one thing to watch out for, because not everyone is well equipped to become a manager, and you might lose some of your most talented doers because they're sick of their manager, they're tired of being treated the way they have been, so watch for that. Which leads me to number four, and this is where it goes back to leaders. Sometimes we'll see leaders that say they want change, but they don't want change in my area. Change everywhere else, but don't change me, right, because I'm comfortable with what we're doing and I own it and it's my fiefdom. And friends, if you want true enterprise transformation, and really enterprise delivery that is aligned to your strategy, we all have to be open to what changes make sense. Now, we're not trying to force fit any change, I would never suggest that, and if you have vendors or coaches that are trying to just force fit change for the sake of change, then you need to ask questions about that. But how do we actually improve our process so we can deliver more effectively? And this is where I'll just, I hope that this will be a nugget of wisdom for people. But I would say this, the important thing is not your process. Okay, you can have an agile process, you could have a waterfall process, you could have any process. The important thing is your process for improving your process. How are you continually optimising? How are you looking at what's working or what's not working, more importantly, and really take action to fix those things that are not working to improve and optimise. That is a continual thing, and it never ends, especially with the way that technology advancements are taking place. We are always going to get disrupted in different ways, customer changing needs and so forth, that's always going to change the way we work. So let's continually optimise by improving the way that we improve our process. So, kind of with that, leaders need to really own that yes, we are open to change, but let's make sure it makes sense, let's look at what our needs are and how we can actually improve the way that we deliver. Now, the next one, number five, this is maybe the hardest one, and this is where sometimes we have rigid funding models that are just not allowing for agility and adaptability, and I think every organisation struggles with this. And I'll just tell you, I'll just give you one example of an organisation where we actually went through the work to build OKRs, you know, these really great OKRs that all the leadership team was aligned on, and when we actually went to, okay, what are we going to do about it? They said, well, all of our projects are funded for the year, so we can't do anything about it. And when that realisation came that the work that they were actually having their teams do day-to-day was not the work that would actually drive their most important outcomes, it was like this slap in the face, like, we've got to change this, we've got to do something different. And so, having the conversation, starting out with your finance folks, with your product folks, I find personally in my experience, that it is not hard to have a conversation with finance, bring in your CFO, bring in their staff, it's not hard to have the conversation because in reality, any good CFO would be looking at how can we, as a finance organisation, better support our delivery in product organisation. Like, that's what we should always be thinking about. So I find that they're usually open to ideas, they just don't know what they don't know. And so I'll sometimes talk to IT folks, IT leaders, and they'll say, well, you know, our finance group will never go for this. Have you brought it to them to really consider on, because I would be surprised if they would be that resistant, if this is the way the business is going, right? So I don't find that that's such a hard conversation. Now, making the actual changes needs to be a little incremental. Ula Ojiaku Can I ask a question about that though? And I do agree that, you know, most people, they come to work, wanting to do their best for the organisation and to move things forward, and that includes finance, legal, whatever, you know, division. Now what if it's a publicly traded organisation, you know, they have regulatory, you know, reporting needs, and so how do you navigate through that? Bryan Tew So, in reality, most of the regulatory aspects of your financials are not going to need to change all that much, it's how is the money being used? So for instance, instead of funding projects, which it's easy to see a start and an end date for a project, we're going to adjust this, and that's one of the reasons why using increments like program increments, PIs, is helpful, or even quarterly increments, and saying, we're going to fund teams within a structure, like a value stream potentially, and then we can leave it to the local leaders, the product folks, the product managers, to determine based on our outcomes, what should the teams focus on now. I mean, the reality is we're paying for those people whether they're part of a project or not, right? So if you move the money to fund a backlog of work, rather, that can change and be prioritised based on what we're learning, instead of just a project from start to finish, you'll see tremendous gains in how we can adapt and truly work on the right things in the moment. Now, I will say that maybe that doesn't work for everyone to start out for sure, and that usually is an incremental process to get there, but when you think about it that way, can we still have the same controls in place for how we check in on how the money is being spent? Absolutely. In fact, I would suggest that you're probably going to see a lot more physical evidence that you're providing value as you have Sprint demos and system demos and PI demos to actually see how the work is actually being delivered. And then getting feedback from customers much more effectively. Now it's just a matter of how do we actually look at where our people are, where is the time going? And sometimes that's not even that important when you realise that it's really about how the solutions, the products and solutions, are actually being accomplished. So that, to me, is not the big constraint here, and it's certainly not the problem that I would start with, but it is something that we need to be thinking about. Does that change, and do we have specific nuances based on our regulatory environment, our country, whatever it is, that we have to really consider. And I would say the same thing goes through for Agile capitalisation. So many groups are not capitalising to the maximum benefit that they should be because they're scared that maybe we're going to go off the rails. Friends, there is absolute integrity in doing capitalisation for agile projects or agile buckets of work that you are probably able to really benefit from, and you're probably not, there's a lot of work there that you can actually bring in then for some of your spending around transformation work because of the gains. The sixth one is more at a people level, but can be helped by your leaders. This is an unwillingness to share knowledge and do cross training. Now, sometimes people just don't want to learn new things, maybe we have a fixed mindset. More often, people don't want to share what they know because I feel like I'm the indispensable tiger and that makes me more valuable, or sometimes it's a bigger problem than that, that leadership can manage. It's, I don't have time to do this. I want to share, because I need help, or I want to learn, because this will help my team, but we have so many priorities day to day and deadlines that we're trying to meet, we're working the midnight oil anyway, I don't have time for cross training, I don't have time to teach someone a skill that will actually benefit us for years going forward. So leaders need to actually build time and space and capacity for knowledge sharing, cross training, learning. If you're not a learning organisation, friends, then you are falling behind. And this is the time where we believe that learning may be the only competitive advantage that you'll have, you know, the way that you can learn fast and implement your learning into your delivery system. Ula Ojiaku I came across this material, and well, basically it just said we're no longer in the information era, we're now in the augmented era. So before it's like, you know, you're learning right now, it has to be embedded into how you are working, you are learning as you go, and that's the expected norm moving forward. Bryan Tew So seven is avoiding the cultural impacts of transformation, right, and I think we're kind of overcoming that hump, but the reality is that leaders drive culture change. It's not just a grassroots culture that we're looking at, you know, teams can have their own culture, even a train can have their own culture, but when you're looking at an organisational culture, leaders drive the culture through example, through their behaviours, through the values that we articulate and share and reinforce, but it's also about how do we work and what are we trying to accomplish? And so that's why in our EBA model, we actually have a leadership and culture pillar specifically that leaders need to own, because in reality, culture is one of those top most important things that will actually establish lasting change. Ula Ojiaku And by EBA you mean Enterprise Business Agility. Awesome. Bryan Tew Yeah, which leads us to number eight. And this is where, kind of back to another one, leaders will say something but not really mean it. For instance, leaders will say that they need to prioritise better. Yes, we need better prioritisation. Yes, a value-based scoring system sounds amazing. But then in reality, they'll go and pull the trump cards and they'll escalate and they'll pull things out of the hat because we need this done now instead of actually looking at the value, the business value of the priorities that we should have in place. So it takes some discipline, and yes, we need some level of money to account for those rapid changes or rapid things that come in that we don't want to miss out on. That's why the ability to have adaptive funding is so important. You know, how often can you ask yourselves, have we had an opportunity where if we don't hit this right now, we're going to miss the window of opportunity? And it's shameful when an organisation says, well, we have to approve that in our budgeting process, so that's going to take months. Well, okay, I guess you don't want that opportunity, right? So all of that makes a difference. So how do we prioritise and how do we adjust and look at priorities constantly? We're always reprioritising based on value, and based on what we're seeing in our marketplace, in our industry, with our people. All that matters. But when I see leaders that, you know, they'll kind of say from a word perspective only, yes, I agree, these are the priorities, and then they'll do their very different own thing for their people, that's a problem, right, that's a problem. Ula Ojiaku And where I've seen this happen as well, it kind of ties in with your number one, which is misaligned incentives, but sometimes it's really, okay, yes, this is the right thing to do, but my target says X, so we're not going to do Y because I need to hit my targets and get my bonus. But anyway, so that's number eight. Sorry, go on. Bryan Tew And so Ula, maybe this sounds familiar, but sometimes I'll hear a leader that will be part of our kind of portfolio or enterprise strategy, and then they'll go back to the people and say, you know, don't worry, those are the priorities for the business, but I'll tell you your real priorities. Really? You mean you're not aligned with your business? Because that's a problem. So anyway, that leads us to number nine, which is putting a blind eye to capacity and employee burnout. Sometimes we just don't want to talk about it, right? We don't want to think about it, we know that our people are, you know, probably burning out. We're asking them to work weekends and late nights, but, you know, they'll figure it out. Or sometimes we'll have leaders that will push more work to the teams that are already over capacity, because in their minds they'll think, well, if they feel the pressure, they'll just start to do more, they'll somehow produce more and we'll force them to kind of get these deadlines made. Friends, you're going to lose people that way. You're going to lose quality. Lots of problems from that perspective. And I will tell you this, that there was one organisation where they wanted to bring in business agility and they said their number one problem was that their best people had been burned out and were all leaving. And when your best people leave, that puts you in a really terrible situation, doesn't it? So they realised they had to stop that, and this was year after year of, you know, it's going to get better, just get this project done, it's going to get better, and it never does. So, which leads us to our 10th elephant in the room. And this one I am, I give you kind of as a bonus because it's not really an elephant anymore. It's more of just something that should be part of our initial conversation. It's not having an outcome-oriented measurement strategy for your teams and transformation. So we kind of briefly touched on that earlier, but starting out any kind of change work or transformation work with specific outcomes that will actually help you to know that you're getting the business value or the needs met that you have in mind, that's so important, whether they're OKRs or other type of format, you know, that's not as important for me, but do you have a plan for how you're driving the right results? That's important. And one of the things that, that we do at AgilityHealth is we build a measurement strategy in place for your teams. You know, how healthy are they, how are they maturing, how are they performing? But also, I would say not just your teams, but your individuals. How do you know your individuals are doing well? But also, how about performance level, whether it's a train, a program, and as well as your portfolio and enterprise. If you don't know how you're doing in each of those areas, you know, that's actually what we try to help organisations with. So that's been really exciting for us to be able to work in. And those are the 10 elephants. Ula Ojiaku They're all very thought provoking elephants, if I may say so myself. And this is really great in terms of, and I have attended one of your courses, you took us through the Enterprise Business Agility Strategist course. That was excellent, life changing, I'm saying it not just because you're here, but it's true, it did make me think, it opened my eyes and it gave me a more joined up perspective of, you know, what a true transformation should look like and what are the key principles and pillars that one needs to consider to ensure that their transformation effort is sustainable. And you also have, you know, the tool that you have, you know, the AgilityHealth Radars and the tools, they are quite useful as well. Yeah, so great. Bryan Tew Yeah, absolutely. And I'm glad to hear you say that because ultimately the Enterprise Business Agility Model is really for leaders. It's a strategy model for leaders, you know, leaders, coaches, transformation folks who are really leading transformations, that's the intention, so you can have everything in place so your teams can actually be successful and deliver most effectively. Agile only gets you part of the way, right, and Agile is part of the model for sure, but it's not what leaders focus most on, right? It's what teams will do. Leaders need to do the other things will actually allow your teams to be successful. If anyone's interested in looking at the model, you can actually go to agilityhealthradar.com and that's where you can see our radars, that's where you can also go to the EBA model, and all of that is there. Ula Ojiaku So what books have you recommended most to people, and why? Bryan Tew Yeah, great question. So, you know, one that I've recommended for years that I really have enjoyed, I mean this was lifechanging for me, is called The Compound Effect by Darren Hardy, and the reason for that is this will really help you as an individual, a leader, a coach, whatever role, to really build in excellent habits, and there are many self-help books around how to build good habits. This was by far the best one that I've read, and it really kind of goes through a step by step - here's how you start from your morning routine to how you start to build in the right practices day to day, you know, how you influence others, like it's been tremendous. I'll give two others as well. I really loved the Trillion Dollar Coach, and this was written by some of the Google guys talking about a coach that really helped Silicon Valley organisations think more strategically and become real excellent leaders. So it's called the Trillion Dollar Coach, Eric Schmidt is one of the co-authors there, and he happened to be my CEO at Novell back in the day, so that was kind of exciting, and I recommend that for any type of leadership role or coach role. And then another one that is more recent, but I've just really loved is called Project to Product by Mik Kersten, many of you have heard of this one. I see a lot of organisations right now trying to move from projects to more product-oriented organisations, and he has a great way of thinking about that through his flow model to talk about how do you practically do that, so I highly recommend that one as well. Ula Ojiaku So where can the audience find you? Bryan Tew Well, I am on LinkedIn. I am one of the only Bryan Tews, T-E-W, Bryan with a Y, but I'd be happy to take any emails at bryan@agilityhealthradar.com. I do use Twitter, I don't use it a lot, but you can find me there as well, at B2Agile. Okay. And you know what, I just love having these conversations. So if any of you are interested in whether it's our strategy model or our EBA Radar or our AgilityHealth Radars, we have actually an OKR or outcome dashboard that if you're getting into OKRs, that might be a great thing to try out and utilise, that's been really helpful, we use it internally. And those are all things that we're real excited about. And sometimes I'll be at different conferences, speaking here and there, and I always love to do that, but to certainly reach out, I'd love to share any thoughts and ideas with you, and certainly help in what problems you're trying to solve. Ula Ojiaku Thank you so much, Bryan, these would be in the show notes as well. Any final words for the audience? Bryan Tew You know, I'm just excited that this has been such a big part of our community now, thinking about business agility, enterprise agility, it's a different feel than when we were just talking about Scrum and Kanban and some of these more specific frameworks. Business agility truly is opening up organisations doors to a new level of possibility. So I would say if you're just starting out on your business agility, learning and journey, keep that up, look at the resources that will help you learn what's going to solve your biggest challenge, it's an exciting place to be and I love that there are so many getting into this space because it's kind of the next level of really organisational optimisation, regardless of what kind of organisation you are. And what I love about business agility is it applies to any type of team, any type of group, because there are always things that we can do to improve the way that we either support our business, work in the business, or provide services for our customers. So I'll kind of leave it at that. Ula Ojiaku Well, thank you so much, Bryan. It's been an absolute pleasure and I've also gained insights speaking with you, so thank you for making the time. Bryan Tew Absolutely my pleasure, Ula. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!
In this episode, Daniel Moore speaks with registered architect and Associate at STH, Anna Fox, and Dr Ruby Lipson-Smith who is not a registered architect but a researcher at the MARCS Institute for Brain, Behaviour and Development, at Western Sydney University, specialising in co-design for healthcare environments and services. Ruby's research challenges how traditional healthcare environments, programs, and technologies are designed and used, and how to measure their impact on users' experience, behaviour, health, and cognition. Ruby manages the NOVELL Redesign project, a Living Lab that brings together people with lived experience of stroke, policymakers, researchers, and designers such as Anna and the team at STH to co-design stroke rehabilitation environments. Let's jump in! This has been Hearing Architecture proudly sponsored by Brickworks. Thank you so much for listening. Thank you so much to our guests, registered architect and Associate at STH, Anna Fox, and Dr Ruby Lipson-Smith who is not a registered architect but a researcher at the MARCS Institute for Brain, Behaviour and Development, Western Sydney University. We look forward to seeing the results of the research when it's published. Our sponsor Brickworks also produces architecture podcasts hosted by Tim Ross. You can find ‘The Art of Living', ‘Architects Abroad, and ‘The Power of Two', at brickworks.com.au or your favourite podcast platform. If you'd like to show your support please rate, review, and subscribe to Hearing Architecture in your favourite podcast app. If you want to know more about what the Australian Institute of Architects is doing to support architects and the community please visit architecture.com.au This is a production by the Australian Institute of Architects Emerging Architects and Graduates Network, in collaboration with Open Creative Studio. The Institute production team was Madelynn Jenkins, and Claudia McCarthy, and the EmAGN production team was Daniel Moore. This content is brought to you by the Australian Institute of Architects Emerging Architects and Graduates Network, in collaboration with Open Creative Studio. This content does not take into account specific circumstances and should not be relied on in that way. This content does not constitute legal, financial, insurance, or other types of advice. You should seek independent verification or advice before relying on this content in circumstances where loss or damage may result. The Institute endeavours to publish content that is accurate at the time it is published, but does not accept responsibility for content that may or will become inaccurate over time.
Bio Bryan is a seasoned Enterprise Transformation Strategist, Coach and Trainer specialising in the practical implementation of Business Agility practices within all types of organisations. He brings a balance of business, technical and leadership expertise to his clients with a focus on how to achieve immediate gains in productivity, efficiency, visibility and flow. Bryan is a key contributor in the development of the AgilityHealth platform, AgileVideos.com and the Enterprise Business Agility strategy model and continues to train, speak and write about leading Business Agility topics. Interview Highlights 04:15 Interrogating KGB agents 06:00 Now that I see it – overcoming failed deliveries 07:15 Agile ways of working 09:00 Meeting teams where they are at 11:50 AgilityHealth 14:10 Business Agility vs Enterprise Agility 17:30 Establishing a Strategy 21:25 Driving Strategy forward Social Media LinkedIn: linkedin.com/in/bryantew Twitter: @B2Agile Email: bryan@agilityhealthradar.com Website: www.agilityhealthradar.com Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hi everyone, my guest for this episode, actually, we're going to have a two part episode, is Bryan Tew. Bryan is a seasoned Enterprise Transformation Strategist, a coach and a trainer that specialises in the practical implementation of business agility practices within all types of organisations. I first came across Bryan when I did the Agility Health Enterprise Business Agility Strategist Course. I was mind boggled, my mind opened to possibilities, and I thought this is someone I would really like to speak with. In this episode, Bryan and I, for part one anyway, we talk about overcoming failed deliveries, or overcoming failed transformations, the importance of meeting teams where they're at. We also looked at the term Business Agility versus Enterprise Agility and Bryan explained his view on what that is all about. We also talked about strategy and how to establish that and drive that forward. I hope you enjoy listening to Bryan Tew's episode, as much as I enjoyed having this conversation and recording it with him. So part one, Bryan Tew. So I have with me Bryan Tew, who is a seasoned Business Agility Strategist, coach, trainer extraordinaire. He is just an all-round awesome expert in the Business Enterprise Agility space, and he works with AgilityHealth. Bryan, thank you so much for making time out of your busy schedule to have this conversation with me as my guest on the Agile Innovation Leaders podcast. Bryan Tew It's my pleasure. Thanks for having me on, Ula. Ula Ojiaku Awesome. Thank you again. So, growing up, can you tell us a bit about your experience, your background, and how you wound up to where you are today? Bryan Tew Sure, absolutely! So I grew up in the state of Utah, in the United States. It's a wonderful area, there's lots of mountains, and many outdoor things to do, so I love the outdoors. I grew up skiing and snowboarding and playing outside, hiking, I do a lot of canyoneering and rock climbing and all kinds of outdoors, sometimes extreme sports, I just love those kinds of things, it helps me connect with nature. I had a great growing up, great schooling, but I'll tell you the thing that really changed my life, what's most influential for me is when I was 19 years old, I decided to serve a two year mission for my church, and I was called to St. Petersburg, Russia. You don't get to choose where to go, and that was actually a very interesting area for me. As you can imagine, this was in the early nineties, so a lot of different things changing in that area. And I had the most amazing experience, you know, two years where I wasn't focused on myself at all. It was all about serving others, and we would do things from helping kids in just these terrible orphanages, helping people on the streets, working with youth to try to help change their lives, teaching about God, helping families, it was just such an amazing experience and that really changed me and made me into a person that really was not so much about me, and kind of the selfish environment that we typically are in, but more about what can I do to maybe better myself so I can help others, and that was phenomenal. Now, as part of that, you know, obviously I was able to speak Russian every day, every day, all day, and so I became pretty fluent in the Russian language. And so following my mission, I came back, and as part of my schooling, I decided to use that, and I, just as a part-time National Guardsman, I joined the US Military Intelligence as an interrogator. So I actually was able to use my language to interrogate former KGB agents, Russian scientists, you know, different things to get information, and that was tremendous. And that just helped me through school. I didn't do a lot with that other than, you know, those six years where I was in the Guard. But that was a really influential time as well, and you know, as it came time for a real career, I actually started out in Washington DC, that's where my wife and I, after we were married, we moved there. She was working in congress, as a staffer, and so I started working for a lobbying firm, and that was really cool, you know, in fact, my interrogation skills helped a lot. Ula Ojiaku I can imagine. Bryan Tew Right? But you know, the reality is that it's a sleazy industry, and we saw some things, even just day to day, some things that I just didn't approve of. So I knew that that wasn't going to be a career for me. So, I actually decided to pursue an MBA, a Master's in Business (Administration), and we moved back to the state of Utah where I went to BYU for a Master's degree. And we thought, you know, while we're having our first child, it'd be nice to be close to grandparents. We just loved it back being home, so we've actually been there ever since. And from there, after my Master's degree, I actually started my technology career, that's where I became a Project Manager at Novell, which does infrastructure and networking software… Had a great experience there working waterfall projects. But the problem was we had many failed deliveries. And I remember hearing sometimes these five little words that I've come to dread, which is now that I see it, and maybe you've heard those words, maybe audience you've heard or maybe even said those words, right, usually something bad follows like, now that I see it, I don't think you understood my requirements. Or now that I see it, we have to go back and really fix a lot of things, or now that I see it, we completely missed the boat. And we had some of those experiences. And so it was multiple projects later where we were working on an enterprise service bus and my team had a real need for some expert consulting help. So we had this great gentleman from Australia, can't even remember his name, but he had some expertise in that area, but he also had some ideas on our broken process. So he would talk to our team and he said, you know, because this is such a large and complex project, I recommend that every day, let's just come together as a team, we can invite any of our key stakeholders who want to be part of it, but let's just stand up and talk about who's working on what and what our daily needs are, and how we can resolve some of these dependencies and just try to get on the same page as far as a daily plan. So we started doing that. He didn't call it a daily Standup or anything, it's just, this is something that can work. And so that was helping us for sure. He also said, you know, because we need to be on the same page as a team, I suggest that every couple of weeks or so, let's get together and let's talk about what's working and what's not working and what we can do to improve maybe the next couple of weeks. And again, that was just a really, just great idea to get us starting to think more collaboratively as a team. And he said, you know, because this is such a complex project with lots of moving parts and lots of different stakeholders, let's actually bring them all together. Let's try to help them understand and collectively build out a vision for where this is going. Let's think about how, what some of those customer needs are, and let's start to build a backlog of prioritised work that they can engage with us on. And let's start to deliver that maybe every couple of weeks to show our progress. I mean, as you can tell, just bringing in some of these Agile concepts without calling it a certain methodology. I mean, this was back in 2002, I didn't know anything about the Agile Manifesto at the time. He just said these are some practices that can work. Now having gone through that project, implementing some of those ideas, we just thought, wow, this is such a better way to work. And that's when I started to really start researching, what is this called? What is this all about? And so I got a little bit of agile experience there, and it just so happened that at the time in this area in Utah, we call this area the Silicon Slopes, because it's kind of like Silicon Valley in terms of technical experts here, lots of great developers and that understanding. So there were a lot of technical firms and there was one organisation that was actually looking for some Agile help, so this was about 2005 now, and I was one of the only ones that had Agile experience. And so I was hired on to help lead some of the effort there, and it was tremendous. In fact, I loved going from team to team, helping to introduce Agile concepts and kind of looking at a strategy. We had some software teams, and this was at ancestry.com, but we had software teams and operations teams and all kinds of different types of teams. And that's when I realised that, you know, there are so many different methods and what works for one team may not work for another. And so we have to be very particular about what kind of work do you do? What kind of customers do you have? What type of team are you? And then the methods will fit what you're trying to accomplish from an outcomes perspective. And that was super exciting to me, to implement Scrum for some teams and then others, you know, we had some Kanban methods and maybe a blend with Scrumban. That was exciting. Ula Ojiaku On that point in terms of, you know, what works for one team might not necessarily work exactly, and the fact that you're taking the time to understand their context, their work, what are outcomes they're trying to achieve, and then help them navigate, you know, find the best practice that would help them and processes that would help them get to where they're going to. Did you find out, I mean, that maybe some teams, they might start with a practice and then later on that practice doesn't necessarily work for them and they'll change? Bryan Tew Over the years I found that there are certain agility practices that can work for any kind of team. And at the time I didn't know that, and so we would start them on certain things, you know, let's try at least to prioritise your work or let's try to just put your work in some kind of visual place where you can see how it's moving. Like, just simple things like that. Let's try to think about what your vision is from your customer's perspective and which later became more of an outcome-driven approach. But at the time we knew nothing about this, this was very new. And so we would try certain things, but one thing that I heard over and over was, for instance, like an infrastructure team. An operations team, a support team, like we're not software, so don't try to force fit what they're doing with us. And we still hear that today, don't we? And so just understanding, okay, let's learn about what you do day to day. How does your work flow? What do you focus on each day? And how much of your work is rapid response work? How much of your work is more around projects that you can plan out? And then based on that, that's where we can recommend certain practices. So that was super-exciting and we get a lot of success from that. And to this day I continue to recommend to leaders, if you have different types of teams that are unique or do different work than maybe your traditional Scrum teams, listen to them, don't force fit things that will potentially not work or potentially make them very cynical about the process. Listen first, and meet them where they are. And it just so happened that, you know, after a while, that kind of work was, is super exciting, but now that we were all agile and kind of moving that in that direction, like, well, now I need more, right? And that's when I started consulting. And so I was lucky to have joined Steve Davis with Davisbase. I was, in fact, it was just he and I for a while, and we did some training, we did a little bit of coaching and we started to build that business, and that's where I started traveling all around doing training classes, and it was just really fun, just such a fun time early on. This was about 2008, 2009, and very exciting. After a while I realised that, you know, our goals weren't exactly aligned and I was starting to look at, you know, maybe I just form my own company and start working through things. And it was right around Christmas time. In fact, it was like right after Christmas, and I just got this LinkedIn message out of the blue. And it was from Sally Elatta, who was just starting up a company herself called Agile Transformation, and she said, you know, you come recommended, I'm looking for a partner to start to build this business. And it just was such a perfect time for me as I was looking for, you know, how do we actually build transformations? How do we help organisations from start to finish instead of just doing quick hit training classes? And so she and I hit it off right away and I started working with her back in about 2011 and, you know, it's been just a match made in heaven, I've been working with her ever since. It was about, a few years later when we realised it's more than just transformation work, it's more than just training and coaching. We had a lot of organisations, especially leaders, asking us questions like, how do I know that this transformation is working? How do I know the ROI of the work that we're doing? How do I know how my teams are doing? How do I even know if they're better than when they were doing waterfall? We were trying to do some different flow charts to look at how teams were producing, but it was just not sustainable, it wasn't scalable, and it wasn't answering the right questions. And so that's where Sally's ingenuity to build the AgilityHealth platform came into play and really, we did it for our own clients, but what we found out is this is much bigger than us, so that's when we actually changed our name to AgilityHealth, and since then we've been more of an enablement company, really helping not only our clients, but partners and anyone who's interested in the enablement services that we provide, which include kind of the health and measurement platform and the outcomes dashboard and so forth. But also our Business Agility services. Ula Ojiaku Oh, wow! That's an inspiring story and it's just amazing how things seem to have aligned, hindsight is 20-20, isn't it? And you've nicely segued into, you know, one of the topics we were to discuss, which is Enterprise Agility versus Business Agility. Are they one and the same, or are there differences to the terms? Bryan Tew Well, although there are similarities, they're actually very different things and I'll try my best to describe this, but first of all, Business Agility is really the ability to adapt to change, to be able to learn and pivot as you see disruption. And that's really important to understand, because that can apply at any level in an organisation. I can have one division, or even a single release train, or even team that are adopting some of those practices, and so that would include things like customer centricity and your lean portfolio management and a focus on outcomes and how we prioritise, and our organisational design, and all those different practices, right, which are super important. But that can be done in a small scale, that can be done in a single group or division. When I think about enterprise agility, that's where we're actually applying those practices and those concepts and mindsets to the entire enterprise. That's where you get to see true flow from an outcomes perspective at a company level and where all different leaders are talking the same language. They're collaborating well together, they have the same outcomes, we know what we're trying to accomplish from a vision and purpose perspective. And you can't do that when you're just looking at many moving parts that are all doing their own thing. Now I will also say that when I talk to leaders, I like them to think of business agility as agile for leaders. I mean, we know a lot about Agile for teams, and certainly the support that is needed from leaders, but business agility is what leaders have to own, and their job is to provide the right environment so that teams can actually be successful and provide the most valuable work to customers. Ula Ojiaku And what are those sorts of things that leaders can do? Because what I'm getting from you is there are some things that they would need to influence or change in the environment, what sort of things? Bryan Tew Well I'll kind of frame it this way because you're familiar with our Enterprise Business Agility Strategy model, and I'll just kind of talk about a couple of points from there, because this is what we share with leaders, this is what you need to own. So for instance, how do we take a more customer-focused strategy? And that's where we build in a process for how we can validate that we're actually solving the right customer problems. So leaders, you need to engage your product people, your marketing people, your support people, those who are hearing customer problems and understanding how do we validate that we're solving the right ones? Not just guessing, not just hearing from those who think they know, but actually validating that. And that's where many of the practices around journey mapping and so forth can come in. But then the second part is, how do we validate then that we're actually solving those problems the right way? I mean, if you're solving the right problem, but you have a terrible solution or a solution that doesn't really fit the need, then you're still not winning. So that's where discovery work, and there's so many great approaches now on how to do discovery, which is part of that whole customer solution, okay. So, leaders can help drive that. But then of course there's the lean portfolio management side. How do we establish a strategy? And if there's one thing that I would have leaders start with, it's you need to define and get aligned with your fellow leaders on what your strategy is, and that's an enterprise strategy, but also a division, or portfolio strategy. We need to make sure that that is not only clear, but then the second part of that is how do you communicate that strategy to your people? Not just through a chain of command, but through specifically clarifying what the strategy means and how that applies to each of your groups that are working to move forward on your strategy. So that's really important. And I would say part of that is to build an outcome-based strategy. So we like to use OKRs to do that, and, you know, the way that we suggest building OKRs is a little bit different, where you actually have a hypothesis statement that ties together what you expect to do and the outcomes you expect achieve, and then the key results can help you really measure that. So that's the thing that we ask leaders to do, and not just, give that to your people to try to accomplish, or to try to do for you, but actually think about what are our enterprise and maybe longer term, like three year OKRs, and then from there, how do you align the work there? How do you align the outputs, the projects, the initiatives to your outcomes, and break that down into the prioritised items that you need your groups to own. Like that is something that the teams can't do for themselves, they can guess, but they'll probably get it wrong when it comes to actually looking at strategy. So those are all things that happen. And then one of the things we'll certainly get into is funding models. You've got to be thinking about how do you fund your work? And I know that that's what we call an elephant in the business agility room, because it's hard to talk about. And it's something that's not just a thing that you implement on your first day of moving to business agility, but it needs to be discussed early on, to start getting the balls rolling. So we'll talk through that. And then your org structure and your design of your teams, like that's something that leaders have to own, what is the optimal org structure? Do we look at value streams? What kind of value streams? Is it product focused? Is it journey focused? Is it more around your capabilities? Like, that matters because that's how you start to bring the right people to work together. And then of course, your leadership and culture, you know, you need to be thinking about the culture transformation along with any kind of agile or business agility transformation. So, all of those things are what leaders should be thinking about, including their technology agility, like, how are we potentially providing the right technical environment, and tools and systems, and everything else we need that might need to be modernised, or maybe looking at digital transformation work to support our teams actually providing the best products to our customers. Ula Ojiaku That's amazing. So there are some things you've said about what leaders need to do and some of them include, you know, looking at the lean portfolio management, taking an outcome-based approach to defining the strategy at all levels and making sure that, you know, it kind of flows, not in a cascaded manner, but in a way that each layer would know how it's feeding into delivering the ultimate strategy of the organisation. Now, how, from a practical perspective, I mean, yes, you use OKRs, or objectives and key results, you know, that's one way of doing that. But how, are you suggesting then that the leaders would have to write the OKRs for every layer? Or is it just about being clear on the intent and direction of travel and letting each area define it within their context, but with some input from them? Bryan Tew No, it's a great question and I'll try to visualise as much as I can, but when you think about it this way, when you start at the top, and let's say that we're coming up with some enterprise level three year OKRs. So where are we going for the next three years? And you know what, things can change, so that's why we check in on those, you know, at least every six months, if not every quarter, because we're learning a lot and we want to adjust. But the thing is, if we have that level of strategy clarified, and not only that, but we're aligned across our leadership group, that means that the priorities that we're focusing on should align as well, and that's the important thing here. So now as we start to move from the enterprise down to maybe a division or portfolio level, all of the OKRs at that level should in some way align up to our enterprise, right? Whether it's around certain objectives that we're trying to accomplish from a financial perspective, or customer goals, or people goals, whatever it is, but now there's something that we can connect to as a foundation. So those senior leaders, although they can provide support and help, typically now it's your portfolio leaders that are taking the lead on building their OKRs that are aligned, and then down to maybe your program or train or whatever level you'd call it, what those OKRs will look like, all the way down to where every single team, which in reality, every single person in the organisation, sees how they fit in driving strategy. Ula Ojiaku That was a very, very insightful conversation with Bryan, and this is only part one. In part two of my conversation, Bryan gets to talk about aligning OKRs, that's Objectives and Key Results, the ten elephants in the business agility room, what are those? And the importance for leaders to take the driver's seat in cultural changes and many other things as well. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless.
El ataque al banco filial de Estados Unidos, se realizo en noviembre del 2023, y fue del tipo ransomware, y dejo casi paralizada la actividad del mismo, y lo más ilógico que la solución estuvo de la mano de un servidor Novell de más de 20 años de antigüedad, ademas; MediaTek Dimensity 9400, que llegará en el cuarto trimestre, avisa a Qualcomm; Últimas actualizaciones de Bard: acceda a Gemini Pro globalmente y genere imágenes mucho más... Los temas del día: MediaTek Dimensity 9400, que llegará en el cuarto trimestre, avisa a Qualcomm https://phandroid.com/2024/02/01/mediatek-dimensity-9400-coming-in-q4-puts-qualcomm-on-notice/? Universal Music Group comienza a retirar música de TikTok por negociaciones contractuales fallidas https://www.universalmusic.com/an-open-letter-to-the-artist-and-songwriter-community-why-we-must-call-time-out-on-tiktok/ El banco ICBC sufrió un brutal ciberataque de ransomware y lo salvo Novell https://www.bnnbloomberg.ca/icbc-partners-wary-to-resume-trading-with-bank-after-cyberattack-1.2002300 Por primera vez, Apple dominó el mercado de teléfonos inteligentes en 2023 https://phandroid.com/2024/02/01/for-the-first-time-ever-apple-dominated-the-smartphone-market-in-2023/? Se adelanta el lanzamiento de Nothing Phone (2a) https://www.gsmarena.com/nothing_phone_2a_launch_teased__-news-61433.php El nuevo Quick Share se está implementando en todos los teléfonos y tabletas Galaxy https://www.sammobile.com/news/new-quick-share-released-galaxy-phones-tablets/ Últimas actualizaciones de Bard: acceda a Gemini Pro globalmente y genere imágenes https://blog.google/products/bard/google-bard-gemini-pro-image-generation/? APOYANOS DESDE PAYPAL https://www.paypal.me/arielmcorg APOYANOS DESDE PATREON https://www.patreon.com/radiogeek APOYANOS DESDE CAFECITO https://cafecito.app/arielmcorg Podes seguirme desde Twitter @arielmcorg (www.twitter.com/arielmcorg) También desde Instagram @arielmcorg (www.instagram.com/arielmcorg) Sumate al canal de Telegram #Radiogeekpodcast (http://telegram.me/Radiogeekpodcast) Sumate al canal de WhatsApp #Radiogeek (https://whatsapp.com/channel/0029VaFdW0DGZNCwhP5rVd17)
We're launching 2024 with a brand new edition of our Club Spotlight series and we're taking our first trip to France! David spills the beans on Toulouse FC, the only club in France's 4th largest city. Following a return to Ligue 1 in 2022, Toulouse made waves, not only by staying up, but by becoming surprise winners of the 2023 Coupe de France, and therefore surprise contestants in the 2023-24 Europa League. David charts the club's up and down history, its recent statistical developments in squad building, and its cultural connection to the region. Cheers to Carles Martínez Novell and Philippe Montanier!
Sometimes, having the best product doesn't guarantee success. It can be beaten by a superior brand. This episode's guest has a fascinating story about this. Gabriel Cohen interviews Justin Steinman, whose career that took him from GE Healthcare Digital to Novell taught him great lessons he was able to apply to the rebranding at Definitive Healthcare as its Chief Marketing Officer. From leadership to marketing lessons, Justin takes us from the inside out of their rebrand process and how they have repositioned themselves as the industry leader in healthcare commercial intelligence. He then highlights what makes good change management and lays out some core guiding principles for leading and managing people. If you are at the point of transforming your brand, today's conversation is one you won't want to miss. Tune in!Love the show? Subscribe, rate, review, and share! https://www.monigle.com/
Justin Steinman - Chief Marketing Officer - Definitive Healthcare As Chief Marketing Officer of Definitive Healthcare, Justin is responsible for the strategy, development, and execution of all aspects of marketing for the company, including product marketing, demand generation, corporate marketing, public relations, and corporate communications. Prior to joining Definitive Healthcare, Justin served as the vice president of commercial product management at Aetna, a CVS Health company. Previously, he served as Chief Marketing Officer at GE HealthCare Digital, and in a variety of sales & marketing roles at Novell. Justin holds undergraduate degrees in English and History from Dartmouth College, and an MBA from the MIT Sloan School of Management. When Justin is not debating the finer points of product positioning or lead generation campaigns, you can find him on a Little League baseball field in Natick. --- Support this podcast: https://podcasters.spotify.com/pod/show/dylanconroy/support
The podcast by project managers for project managers. Learn from the intriguing parallels between a jazz ensemble and an effective project team. Gerald J. Leonard demonstrates that music and project management share common principles as he offers a unique perspective on fostering a high-performing project team through the integration of music, productivity, workplace culture, and neuroscience. Table of Contents 01:41 … Combining Jazz and Project Management05:12 … Gerald the Author07:31 … Incorporating Jazz and Project Management09:39 … A Cadence to Managing Projects11:50 … Recognizing the Traits13:57 … Mentoring and Coaching14:52 … Kevin and Kyle16:10 … Jazz and Productivity20:01 … Gerald's Recovery Story23:04 … The Pomodoro Technique and Flow26:03 … Motivation and Accountability31:23 … Employee Burnout34:33 … Getting into the Right Rhythm36:08 … Contact Gerald37:42 … Closing GERALD LEONARD: ...it's like playing jazz where things are moving quickly, meeting every day, things are happening. Every two weeks you're delivering something. So things are happening really rapidly, and they can adjust because the customers say, “Hey, I don't want that. Let's move to this one. I want this requirement now.” And you have to move and adjust. Well, that's like playing jazz. Again, the song is moving pretty quickly. So everyone has to, one, know their part, but also really lean in and listen. WENDY GROUNDS: Welcome, fellow project champions, to Manage This! I'm Wendy Grounds, and joining me in the harmonious studio adventure today is Bill Yates, and Danny Brewer, our sound guy. Hold onto your project plans, because today we're diving headfirst into a fusion of beats and business. You heard it right – jazz and project management are about to collide in a symphony of ideas with a trailblazing maestro of maximizing potential, Gerald J. Leonard. Gerald is an IT project management consultant; but he also has two degrees in music and is an accomplished bass guitarist. As a professional bassist, he uses jazz metaphors to illustrate how to build supportive and effective team cultures. Creating successful projects and high-performing teams is much like building a jazz ensemble. This isn't your average podcast – it's a symphony of ideas, where project management meets the jazzed-up art of success. So, buckle up, hit play, and let the show begin! Hi, Gerald. Welcome to Manage This. Thank you so much for being our guest. GERALD LEONARD: Wendy and Bill, thank you so much for having me. I'm really happy to be here. Combining Jazz and Project Management WENDY GROUNDS: Can you tell us, just as an introduction, how you've combined your dual careers as a professional jazz musician and as a project management consultant? GERALD LEONARD: Yes. I had done my bachelor's and master's in music, studied through the Manhattan School of Music with a gentleman at Juilliard, and played professionally in the city. And then I did some ministry work back in the ‘80s, ‘90s, and I wanted to get back into music, but now I was married with two kids. I was kind of done with clubs and those kinds of things and thought, “Okay, so how can I keep playing and also make a good living and raise my kids?” So I got into IT at a time where, if you could spell IT, they were letting you in. And so I got in. You know, and I had my master's already, so I thought, “I'm not going to go back to school for another degree.” And then I realized they had all these certifications out there, the Novell certifications, the Microsoft certifications, the MCSE certifications, and all these different things like that. So I just started going that route. That led me to a place where for years I was doing project work, became a project management consultant with a number of different companies, did work for the National Archives and major corporations, helping them at the enterprise level. And then I would go and play shows,
I saw a comic from Kendra Little recently, which reminded me of my first SQL Server crisis. I got hired as a contractor to support a large Novell network. In my first chance to work with SQL Server, a new database server running SQL Server 4.2 on OS/2 1.2 was installed on our network to support a new data entry application. This was mandated by a government legal change on Jan 1. As the junior person, I was supporting the installation by corporate developers on Dec 31 at 5 p.m. We finished getting things set up, ate dinner, and then I watched the developers do some smoke testing and prepping the application and database servers for go-live at midnight. It was exciting to me as a young professional to be part of this deployment. Read the rest of Don't (Always) Be a Hero
Itt az ősz, az egyik legjobb évszak, s nincs is jobb ilyenkor, mint egy bögre teával vagy kávéval lehuppanni a kanapéra és végigjátszani az egész napot. Szerintünk nagyszerűen passzolnak ehhez az évszakhoz a vizuális novellák, s elmeséljük nektek, hogy nekünk melyek a kedvenc olvasgatós játékaink.Amik szóba kerülnek:Miért különlegesek a point & click játékok? | Suli (Revenge on School, Army, Police) | Famicom Detective Club | Doki Doki Literature Club | Root Film (van róla külön podcast epizód is) | Arcade Spirits | Beacon Pines | The Book Walker | Strange HorticultureHa támogatnátok minket, vagy beszélgetnétek velünk a Discordon, akkor itt mindent megtaláltok: https://linktr.ee/millennialfalcon This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit millennialfalcon.substack.com/subscribe
In this episode, Host Kirk and Zip are joined by Charlie Novell as a special guest. Charlie holds the distinction of possibly being Street Metal Concepts' very first customer, and he has been a steadfast supporter of SMC since its inception. During the conversation, Charlie delves into the myriad projects he has collaborated on with SMC over the years. His list of cars is as diverse as it is impressive, ranging from exotics like the Ferrari 485 and Audi R8 to iconic muscle cars like his pair of Chevelles. In a testament to his automotive enthusiasm, Charlie even boasts a rather unique addition to his collection: a motorcycle-powered Mini, demonstrating his love for the truly remarkable. He also shares insights into his unique approach to car collecting, treating it as a business practice by constantly improving the vehicles he acquires and ensuring they leave his possession in better condition than when he acquired them. Charlie reflects on the individual who ignited his passion for automobiles, and the episode pays tribute to his enduring commitment to SMC. His early support laid a sturdy foundation upon which SMC has thrived today.
Vår sommarextra med gäster fortsätter i all sin vackra prakt med skådespelerskan Katarina Krogh som läser in en novell på sitt modersmål norska. Magiskt är bara förnamnet och att vi är glada att få bjuda er på detta underbara vore århundradets underdrift. Vi läser såklart också in en novell och den är inte så dum den heller. Den heter: "Kåta bockar få rivet skinn" och något alldeles extra om vi får säga det själva. Och det får vi!Vill du stötta podden och ta del av exklusivt material som exempelvis ett par lite för explicita noveller och annat bus?Gå in https://www.patreon.com/sexnovellerdeluxePuss, kram och lite smek / Jonas & Natalie! Hosted on Acast. See acast.com/privacy for more information.
Today, I welcome Lee Phillips, a seasoned entrepreneur who revolutionized Utah's high-tech industry as the founder of Lee Scientific. Lee's visionary initiatives paved the way for renowned companies like WordPerfect, Novell, and DSearch, laying the foundation for Google's search engine. Despite facing a challenging health crisis, Lee's determination remained unwavering. He founded LegaLees in 1985, focusing on assisting small business owners and real estate investors with asset protection. As a Federal Tax Court attorney, Lee's expertise in addressing tax liabilities and advocating for the utilization of LLCs has made him a respected authority in the field. Today he will share: Why does an LLC have twice the asset protection of a corporation? it has both the corporate shield and the charging order protection.What are the best tax shelters ? real estate and small business.Why is an LLC better tax wise than a corporation? get to choose the tax structureHow do you know what tax structure you want to save taxes? It depends upon how you make your moneyWhat do you have to do to maintain an LLC?Can you set up your own LLC? Website
My first guest is Toby Corey, a personal mentor of mine. Toby is a serial entrepreneur responsible for managing 3 different billion-dollar businesses, including 2 successful IPOs, and the merger of SolarCity into Tesla where I had the pleasure of reporting to him. He currently sits on the board for multiple companies and lectures at Stanford on entrepreneurship. On the show we cover a wide range of topics including a peek inside the world of neuroscience and how different types of brain wave activity can help us have more insights, we will learn about his mission to Inspire creativity for greater good through the Zentrepreneur philosophy and movement he has led, and find out what generation he is most optimistic about. We'll also find out what company Toby feels is the shining example of what a business should look like in the modern world. “A company that is able to walk and chew gum at the same time.” It is revealed by its customers, has a culture that makes the employees love coming to work, has the kind of balance sheet any business would love all the while promoting sustainability and doing the right thing for our planet. This show is jam-packed full of insights like these and others. Toby is an avid surfer, lover of nature and water, and resides in beautiful Santa Cruz California where he says the universe touches planet earth. Toby practices what he preaches and is truly leading a Zen life. I hope you enjoy my conversation with Toby Corey and the inaugural episode of Insight Out! Check out Toby's Zentrepreneur philosophy and mission at Zentrepreneur.life 01:51 - Introduction of Toby Corey 03:32 - Toby quote: "Relationships outlast business cards" 03:42- Toby answers questions about his background 05:31- Importance of finding what you are good at 05:43- Importance of finding great mentors 06:30- Running a billion-dollar business at Novell (third-largest software business in the world) 07:06- Toby put together a business plan and a vision to create the world's largest web development company. Toby shares his experience becoming an entrepreneur. 07:42- Question to Toby: What challenges did you face when you became an entrepreneur? 08:01 - Toby quote: "Everything in life starts with confidence" 08:32 - Embrace naivete instead of it being a liability turn it into an asset. 10:14 - Question to Toby: What insights stand out in your life? 10:47- Difficulties are where you learn the greatest lessons Learn more about Toby Corey: Website: www.getvirtual.org Linkedin: https://www.linkedin.com/in/tobycorey/ Twitter: https://twitter.com/tobycorey Insight Out Links: Email > billy@insightoutshow.com Instagram > @insightoutpodcast YouTube > https://www.youtube.com/channel/UCXgR9qVXhRvXVqbb0FQoCmg Facebook: https://www.facebook.com/insightoutshow/ LinkedIn: https://www.linkedin.com/company/insightoutshow/ TikTok > @insightout Twitter > @insightoutshow For full show notes please visit our website: https://insightoutshow.com/index.php/podcast/leading-a-zentrepreneur-life-with-toby-corey/ Support the show (https://www.patreon.com/bePatron?u=23010497) This is an encore episode and was originally published on September 09, 2019 Learn more about your ad choices. Visit megaphone.fm/adchoices
Nelumbo nucifera, or the sacred lotus, is a plant that grows in flood plains, rivers, and deltas. Their seeds can remain dormant for years and when floods come along, blossom into a colony of plants and flowers. Some of the oldest seeds can be found in China, where they're known to represent longevity. No surprise, given their level of nitrition and connection to the waters that irrigated crops by then. They also grow in far away lands, all the way to India and out to Australia. The flower is sacred in Hinduism and Buddhism, and further back in ancient Egypt. Padmasana is a Sanskrit term meaning lotus, or Padma, and Asana, or posture. The Pashupati seal from the Indus Valley civilization shows a diety in what's widely considered the first documented yoga pose, from around 2,500 BCE. 2,700 years later (give or take a century), the Hindu author and mystic Patanjali wrote a work referred to as the Yoga Sutras. Here he outlined the original asanas, or sitting yoga poses. The Rig Veda, from around 1,500 BCE, is the oldest currently known Vedic text. It is also the first to use the word “yoga”. It describes songs, rituals, and mantras the Brahmans of the day used - as well as the Padma. Further Vedic texts explore how the lotus grew out of Lord Vishnu with Brahma in the center. He created the Universe out of lotus petals. Lakshmi went on to grow out of a lotus from Vishnu as well. It was only natural that humans would attempt to align their own meditation practices with the beautiful meditatios of the lotus. By the 300s, art and coins showed people in the lotus position. It was described in texts that survive from the 8th century. Over the centuries contradictions in texts were clarified in a period known as Classical Yoga, then Tantra and and Hatha Yoga were developed and codified in the Post-Classical Yoga age, and as empires grew and India became a part of the British empire, Yoga began to travel to the west in the late 1800s. By 1893, Swami Vivekananda gave lectures at the Parliament of Religions in Chicago. More practicioners meant more systems of yoga. Yogendra brought asanas to the United States in 1919, as more Indians migrated to the United States. Babaji's kriya yoga arrived in Boston in 1920. Then, as we've discussed in previous episodes, the United States tightened immigration in the 1920s and people had to go to India to get more training. Theos Bernard's Hatha Yoga: The Report of a Personal Experience brought some of that knowledge home when he came back in 1947. Indra Devi opened a yoga studio in Hollywood and wrote books for housewives. She brought a whole system, or branch home. Walt and Magana Baptiste opened a studio in San Francisco. Swamis began to come to the US and more schools were opened. Richard Hittleman began to teach yoga in New York and began to teach on television in 1961. He was one of the first to seperate the religious aspect from the health benefits. By 1965, the immigration quotas were removed and a wave of teachers came to the US to teach yoga. The Beatles went to India in 1966 and 1968, and for many Transcendental Meditation took root, which has now grown to over a thousand training centers and over 40,000 teachers. Swamis opened meditation centers, institutes, started magazines, and even magazines. Yoga became so big that Rupert Holmes even poked fun of it in his song “Escape (The Piña Colada Song)” in 1979. Yoga had become part of the counter-culture, and the generation that followed represented a backlash of sorts. A common theme of the rise of personal computers is that the early pioneers were a part of that counter-culture. Mitch Kapor graduated high school in 1967, just in time to be one of the best examples of that. Kapor built his own calculator in as a kid before going to camp to get his first exposure to programming on a Bendix. His high school got one of the 1620 IBM minicomputers and he got the bug. He went off to Yale at 16 and learned to program in APL and then found Computer Lib by Ted Nelson and learned BASIC. Then he discovered the Apple II. Kapor did some programming for $5 per hour as a consultant, started the first east coast Apple User Group, and did some work around town. There are generations of people who did and do this kind of consulting, although now the rates are far higher. He met a grad student through the user group named Eric Rosenfeld who was working on his dissertation and needed some help programming, so Kapor wrote a little tool that took the idea of statistical analysis from the Time Shared Reactive Online Library, or TROLL, and ported it to the microcomputer, which he called Tiny Troll. Then he enrolled in the MBA program at MIT. He got a chance to see VisiCalc and meet Bob Frankston and Dan Bricklin, who introduced him to the team at Personal Software. Personal Software was founded by Dan Fylstra and Peter Jennings when they published Microchips for the KIM-1 computer. That led to ports for the 1977 Trinity of the Commodore PET, Apple II, and TRS-80 and by then they had taken Bricklin and Franston's VisiCalc to market. VisiCalc was the killer app for those early PCs and helped make the Apple II successful. Personal Software brought Kapor on, as well as Bill Coleman of BEA Systems and Electronic Arts cofounder Rich Mellon. Today, software developers get around 70 percent royalties to publish software on app stores but at the time, fees were closer to 8 percent, a model pulled from book royalties. Much of the rest went to production of the box and disks, the sales and marketing, and support. Kapor was to write a product that could work with VisiCalc. By then Rosenfeld was off to the world of corporate finance so Kapor moved to Silicon Valley, learned how to run a startup, moved back east in 1979, and released VisiPlot and VisiTrend in 1981. He made over half a million dollars in the first six months in royalties. By then, he bought out Rosenfeld's shares in what he was doing, hired Jonathan Sachs, who had been at MIT earlier, where he wrote the STOIC programming language, and then went to work at Data General. Sachs worked on spreadsheet ideas at Data General with a manager there, John Henderson, but after they left Data General, and the partnership fell apart, he worked with Kapor instead. They knew that for software to be fast, it needed to be written in a lower level language, so they picked the Intel 8088 assembly language given that C wasn't fast enough yet. The IBM PC came in 1981 and everything changed. Mitch Kapor and Jonathan Sachs started Lotus in 1982. Sachs got to work on what would become Lotus 1-2-3. Kapor turned out to be a great marketer and product manager. He listened to what customers said in focus groups. He pushed to make things simpler and use less jargon. They released a new spreadsheet tool in 1983 and it worked flawlessly on the IBM PC and while Microsoft had Multiplan and VisCalc was the incumbent spreadsheet program, Lotus quickly took market share from then and SuperCalc. Conceptually it looked similar to VisiCalc. They used the letter A for the first column, B for the second, etc. That has now become a standard in spreadsheets. They used the number 1 for the first row, the number 2 for the second. That too is now a standard. They added a split screen, also now a standard. They added macros, with branching if-then logic. They added different video modes, which could give color and bitmapping. They added an underlined letter so users could pull up a menu and quickly select the item they wanted once they had those orders memorized, now a standard in most menuing systems. They added the ability to add bar charts, pie charts, and line charts. One could even spread their sheet across multiple monitors like in a magazine. They refined how fields are calculated and took advantage of the larger amounts of memory to make Lotus far faster than anything else on the market. They went to Comdex towards the end of the year and introduced Lotus 1-2-3 to the world. The software could be used as a spreadsheet, but the 2 and 3 referred to graphics and database management. They did $900,000 in orders there before they went home. They couldn't even keep up with the duplication of disks. Comdex was still invitation only. It became so popular that it was used to test for IBM compatibility by clone makers and where VisiCalc became the app that helped propel the Apple II to success, Lotus 1-2-3 became the app that helped propel the IBM PC to success. Lotus was rewarded with $53 million in sales for 1983 and $156 million in 1984. Mitch Kapor found himself. They quickly scaled from less than 20 to 750 employees. They brought in Freada Klein who got her PhD to be the Head of Employee Relations and charged her with making them the most progressive employer around. After her success at Lotus, she left to start her own company and later married. Sachs left the company in 1985 and moved on to focus solely on graphics software. He still responds to requests on the phpBB forum at dl-c.com. They ran TV commercials. They released a suite of Mac apps they called Lotus Jazz. More television commercials. Jazz didn't go anywhere and only sold 20,000 copies. Meanwhile, Microsoft released Excel for the Mac, which sold ten times as many. Some blamed the lack os sales on the stringent copy protection. Others blamed the lack of memory to do cool stuff. Others blamed the high price. It was the first major setback for the young company. After a meteoric rise, Kapor left the company in 1986, at about the height of their success. He replaced himself with Jim Manzi. Manzi pushed the company into network applications. These would become the center of the market but were just catching on and didn't prove to be a profitable venture just yet. A defensive posture rather than expanding into an adjacent market would have made sense, at least if anyone knew how aggressive Microsoft was about to get it would have. Manzi was far more concerned about the millions of illegal copies of the software in the market than innovation though. As we turned the page to the 1990s, Lotus had moved to a product built in C and introduced the ability to use graphical components in the software but not wouldn't be ported to the new Windows operating system until 1991 for Windows 3. By then there were plenty of competitors, including Quattro Pro and while Microsoft Excel began on the Mac, it had been a showcase of cool new features a windowing operating system could provide an application since released for Windows in 1987. Especially what they called 3d charts and tabbed spreadsheets. There was no catching up to Microsoft by then and sales steadily declined. By then, Lotus released Lotus Agenda, an information manager that could be used for time management, project management, and as a database. Kapor was a great product manager so it stands to reason he would build a great product to manage products. Agenda never found commercial success though, so was later open sourced under a GPL license. Bill Gross wrote Magellan there before he left to found GoTo.com, which was renamed to Overture and pioneered the idea of paid search advertising, which was acquired by Yahoo!. Magellan cataloged the internal drive and so became a search engine for that. It sold half a million copies and should have been profitable but was cancelled in 1990. They also released a word processor called Manuscript in 1986, which never gained traction and that was cancelled in 1989, just when a suite of office automation apps needed to be more cohesive. Ray Ozzie had been hired at Software Arts to work on VisiCalc and then helped Lotus get Symphony out the door. Symphony shipped in 1984 and expanded from a spreadsheet to add on text with the DOC word processor, and charts with the GRAPH graphics program, FORM for a table management solution, and COM for communications. Ozzie dutifully shipped what he was hired to work on but had a deal that he could build a company when they were done that would design software that Lotus would then sell. A match made in heaven as Ozzie worked on PLATO and borrowed the ideas of PLATO Notes, a collaboration tool developed at the University of Illinois Champagne-Urbana to build what he called Lotus Notes. PLATO was more more than productivity. It was a community that spanned decades and Control Data Corporation had failed to take it to the mass corporate market. Ozzie took the best parts for a company and built it in isolation from the rest of Lotus. They finally released it as Lotus Notes in 1989. It was a huge success and Lotus bought Iris in 1994. Yet they never found commercial success with other socket-based client server programs and IBM acquired Lotus in 1995. That product is now known as Domino, the name of the Notes 4 server, released in 1996. Ozzie went on to build a company called Groove Networks, which was acquired by Microsoft, who appointed him one of their Chief Technology Officers. When Bill Gates left Microsoft, Ozzie took the position of Chief Software Architect he vacated. He and Dave Cutler went on to work on a project called Red Dog, which evolved into what we now know as Microsoft Azure. Few would have guessed that Ozzie and Kapor's handshake agreement on Notes could have become a real product. Not only could people not understand the concept of collaboration and productivity on a network in the late 1980s but the type of deal hadn't been done. But Kapor by then realized that larger companies had a hard time shipping net-new software properly. Sometimes those projects are best done in isolation. And all the better if the parties involved are financially motivated with shares like Kapor wanted in Personal Software in the 1970s before he wrote Lotus 1-2-3. VisiCalc had sold about a million copies but that would cease production the same year Excel was released. Lotus hung on longer than most who competed with Microsoft on any beachhead they blitzkrieged. Microsoft released Exchange Server in 1996 and Notes had a few good years before Exchange moved in to become the standard in that market. Excel began on the Mac but took the market from Lotus eventually, after Charles Simonyi stepped in to help make the product great. Along the way, the Lotus ecosystem created other companies, just as they were born in the Visi ecosystem. Symantec became what we now call a “portfolio” company in 1985 when they introduced NoteIt, a natural language processing tool used to annotate docs in Lotus 1-2-3. But Bill Gates mentioned Lotus by name multiple times as a competitor in his Internet Tidal Wave memo in 1995. He mentioned specific features, like how they could do secure internet browsing and that they had a web publisher tool - Microsoft's own FrontPage was released in 1995 as well. He mentioned an internet directory project with Novell and AT&T. Active Directory was released a few years later in 1999, after Jim Allchin had come in to help shepherd LAN Manager. Notes itself survived into the modern era, but by 2004 Blackberry released their Exchange connector before they released the Lotus Domino connector. That's never a good sign. Some of the history of Lotus is covered in Scott Rosenberg's 2008 book, Dreaming in Code. Others are documented here and there in other places. Still others are lost to time. Kapor went on to invest in UUNET, which became a huge early internet service provider. He invested in Real Networks, who launched the first streaming media service on the Internet. He invested in the creators of Second Life. He never seemed vindictive with Microsoft but after AOL acquired Netscape and Microsoft won the first browser war, he became the founding chair of the Mozilla Foundation and so helped bring Firefox to market. By 2006, Firefox took 10 percent of the market and went on to be a dominant force in browsers. Kapor has also sat on boards and acted as an angel investor for startups ever since leaving the company he founded. He also flew to Wyoming in 1990 after he read a post on The WELL from John Perry Barlow. Barlow was one of the great thinkers of the early Internet. They worked with Sun Microsystems and GNU Debugging Cypherpunk John Gilmore to found the Electronic Frontier Foundation, or EFF. The EFF has since been the nonprofit who leads the fight for “digital privacy, free speech, and innovation.” So not everything is about business.
Episode #9 wikipedia: MS-DOS is an operating system for x86-based personal computers mostly developed by Microsoft. freedos: FreeDOS is a complete, free, DOS-compatible operating system. While we provide some utilities, you should be able to run any program intended for MS-DOS. wikipedia: Linux (/ˈliːnʊks/ (listen) LEE-nuuks or /ˈlɪnʊks/ LIN-uuks) is a family of open-source Unix-like operating systems based on the Linux kernel, an operating system kernel first released on September 17, 1991, by Linus Torvalds. wikipedia: Token Ring is a computer networking technology used to build local area networks. It was introduced by IBM in 1984, and standardized in 1989 as IEEE 802.5. wikipedia: The BNC connector (initialism of "Bayonet Neill–Concelman") is a miniature quick connect/disconnect radio frequency connector used for coaxial cable. wikipedia: GPRS core network. wikipedia: Novell, Inc. /noʊˈvɛl/ was an American software and services company headquartered in Provo, Utah, that existed from 1980 until 2014. wikipedia: BITNET. wikipedia: DECnet. wikipedia: 3Com. realtek: realtek. tp: TP-Link Vastly Expands Smart Home Lineup With Tapo Full Home Security Solutions, Tapo Robot Vacuums and Various Matter Compatible Products. cisco: Cisco Systems, Inc., commonly known as Cisco, is an American-based multinational digital communications technology conglomerate corporation headquartered in San Jose, California. wikipedia: The International Business Machines Corporation (IBM), nicknamed Big Blue, is an American multinational technology corporation headquartered in Armonk, New York, with operations in over 175 countries. It specializes in computer hardware, middleware and software and provides hosting and consulting services in areas ranging from mainframe computers to nanotechnology. duckduckgo: Bootleg stuff search. wikipedia: VM (often: VM/CMS) is a family of IBM virtual machine operating systems used on IBM mainframes System/370, System/390, zSeries, System z and compatible systems, including the Hercules emulator for personal computers. wikipedia: Disk partitioning or disk slicing is the creation of one or more regions on secondary storage, so that each region can be managed separately. wikipedia: The IBM System/360 is a family of mainframe computer systems that was announced by IBM on April 7, 1964, and delivered between 1965 and 1978. wikipedia: The IBM System/370 (S/370) is a model range of IBM mainframe computers announced on June 30, 1970, as the successors to the System/360 family. cisco: What Is Routing? wikipedia: The Internet protocol suite, commonly known as TCP/IP, is a framework for organizing the set of communication protocols used in the Internet and similar computer networks according to functional criteria. wikipedia: The Open Systems Interconnection protocols are a family of information exchange standards developed jointly by the ISO and the ITU-T. The standardization process began in 1977. perl: Perl is a highly capable, feature-rich programming language with over 30 years of development. wikipedia: An FTP server is computer software consisting of one or more programs that can execute commands given by remote client(s) such as receiving, sending, deleting files, creating or removing directories, etc. wikipedia: The Defense Advanced Research Projects Agency (DARPA) is a research and development agency of the United States Department of Defense responsible for the development of emerging technologies for use by the military. wikipedia: The Advanced Research Projects Agency Network (ARPANET) was the first wide-area packet-switched network with distributed control and one of the first networks to implement the TCP/IP protocol suite. wikipedia: A modulator-demodulator or modem is a computer hardware device that converts data from a digital format into a format suitable for an analog transmission medium such as telephone or radio. wikipedia: Telnet (short for "teletype network") is a client/server application protocol that provides access to virtual terminals of remote systems on local area networks or the Internet. wikipedia: Remote Function Call is a proprietary SAP interface. icannwiki: BBN (Bolt, Beranek and Newman Inc.), now Raytheon BBN Technologies, is one of the leading Research and Development companies in the United States, dedicated to providing high-technology products and services to consumers. wikipedia: A punched card (also punch card or punched-card) is a piece of stiff paper that holds digital data represented by the presence or absence of holes in predefined positions. wikipedia: Punched tape or perforated paper tape is a form of data storage that consists of a long strip of paper in which holes are punched. wikipedia: A teleprinter (teletypewriter, teletype or TTY) is an electromechanical device that can be used to send and receive typed messages through various communications channels, in both point-to-point and point-to-multipoint configurations. wikipedia: Teletype Model 33. wikipedia: Teletype Model 37. wikipedia: Unix (/ˈjuːnɪks/; trademarked as UNIX) is a family of multitasking, multiuser computer operating systems that derive from the original AT&T Unix, whose development started in 1969 at the Bell Labs research center by Ken Thompson, Dennis Ritchie, and others. wikipedia: Wang Laboratories was a US computer company founded in 1951 by An Wang and G. Y. Chu. wikipedia: Library (computing). wikipedia: Magnetic-core memory was the predominant form of random-access computer memory for 20 years between about 1955 and 1975. BASIC BASIC (Beginners' All-purpose Symbolic Instruction Code) is a family of general-purpose, high-level programming languages designed for ease of use. The original version was created by John G. Kemeny and Thomas E. Kurtz at Dartmouth College in 1963. wikipedia: Microsoft BASIC is the foundation software product of the Microsoft company and evolved into a line of BASIC interpreters and compiler(s) adapted for many different microcomputers. It first appeared in 1975 as Altair BASIC, which was the first version of BASIC published by Microsoft as well as the first high-level programming language available for the Altair 8800 microcomputer. wikipedia: A floppy disk or floppy diskette (casually referred to as a floppy, or a diskette) is an obsolescent type of disk storage composed of a thin and flexible disk of a magnetic storage medium in a square or nearly square plastic enclosure lined with a fabric that removes dust particles from the spinning disk. wikipedia: A tape drive is a data storage device that reads and writes data on a magnetic tape. wikipedia: In computer engineering, microarchitecture, also called computer organization and sometimes abbreviated as µarch or uarch, is the way a given instruction set architecture (ISA) is implemented in a particular processor. wikipedia: A microsleep is a sudden temporary episode of sleep or drowsiness which may last for a few seconds where an individual fails to respond to some arbitrary sensory input and becomes unconscious. clevo: We offer over 50 models from CLEVO. wikipedia: Clevo is a Taiwanese OEM/ODM computer manufacturer which produces laptop computers exclusively. wikipedia: Rapid transit or mass rapid transit (MRT), also known as heavy rail or metro, is a type of high-capacity public transport generally found in urban areas. wikipedia: Cracker Jack is an American brand of snack food that consists of molasses-flavored, caramel-coated popcorn, and peanuts, well known for being packaged with a prize of trivial value inside. gov: UK Driver's Licence. gov: Legal obligations of drivers and riders. sheilaswheels: We keep our Sheilas happy by supplying fabulous 5 Star Defaqto rated car and home insurance, and that's helped us to become one of the UK's leading direct insurers. nestle: Yorkie was launched in 1976 by Rowntree's of York hence the name. wikipedia: Joyriding refers to driving or riding in a stolen vehicle, most commonly a car, with no particular goal other than the pleasure or thrill of doing so or to impress other people. oggcamp: OggCamp is an unconference celebrating Free Culture, Free and Open Source Software, hardware hacking, digital rights, and all manner of collaborative cultural activities and is committed to creating a conference that is as inclusive as possible. ubuntu: Ubuntu is a Linux distribution based on Debian and composed mostly of free and open-source software. wikipedia: Ubuntu. wikipedia: Mark Shuttleworth. ubuntu: Ubuntu tablet press pack. stallman: Richard Stallman's Personal Site. elementary: The thoughtful, capable, and ethical replacement for Windows and macOS. slackware: The Slackware Linux Project. wikipedia: identi.ca was a free and open-source social networking and blogging service based on the pump.io software, using the Activity Streams protocol. wikipedia: GNU social (previously known as StatusNet and once known as Laconica) is a free and open source software microblogging server written in PHP that implements the OStatus standard for interoperation between installations. wikipedia: Friendica (formerly Friendika, originally Mistpark) is a free and open-source software distributed social network. lugcast: We are an open Podcast/LUG that meets every first and third Friday of every month using mumble. toastmasters Toastmasters International is a nonprofit educational organization that teaches public speaking and leadership skills through a worldwide network of clubs. wikipedia: Motorola, Inc. (/ˌmoʊtəˈroʊlə/) was an American multinational telecommunications company based in Schaumburg, Illinois, United States. volla: Volla Phone. ubports: We are building a secure & private operating system for your smartphone. sailfishos: The mobile OS with built-in privacy. calyxos: CalyxOS is an operating system for smartphones based on Android with mostly free and open-source software. wikipedia: WhatsApp. IRC IRC is short for Internet Relay Chat. It is a popular chat service still in use today. zoom: Unified communication and collaboration platform. jitsi: Jitsi Free & Open Source Video Conferencing Projects. joinmastodon: Mastodon is free and open-source software for running self-hosted social networking services. wikipedia: Karen Sandler is the executive director of the Software Freedom Conservancy, former executive director of the GNOME Foundation, an attorney, and former general counsel of the Software Freedom Law Center. fosdem: FOSDEM is a free event for software developers to meet, share ideas and collaborate. southeastlinuxfest: The SouthEast LinuxFest is a community event for anyone who wants to learn more about Linux and Open Source Software. olfconference: OLF (formerly known as Ohio LinuxFest) is a grassroots conference for the GNU/Linux/Open Source Software/Free Software community that started in 2003 as a large inter-LUG (Linux User Group) meeting and has grown steadily since. linuxfests: A home for educational programs focused on free and open source software & culture. wikipedia: Notacon (pronounced "not-a-con") was an art and technology conference which took place annually in Cleveland, Ohio from 2003 to 2014. penpalworld: a place where you can meet over 3,000,000 pen pals from every country on the planet. redhat: Red Hat Enterprise Linux. openssl: The OpenSSL Project develops and maintains the OpenSSL software - a robust, commercial-grade, full-featured toolkit for general-purpose cryptography and secure communication. STEM wikipedia: Obsessive–compulsive disorder. cdc: Autism. wikipedia: Asperger syndrome. askubuntu: Manual partitioning during installation. wikipedia: Colon cancer staging. cdc: Get Vaccinated Before You Travel. sqlite: SQLite is a C-language library that implements a small, fast, self-contained, high-reliability, full-featured, SQL database engine. wikipedia: Facial recognition system. wikipedia: Tribalism is the state of being organized by, or advocating for, tribes or tribal lifestyles. wikipedia: Southern hospitality. wikipedia: The Kroger Company, or simply Kroger, is an American retail company that operates (either directly or through its subsidiaries) supermarkets and multi-department stores throughout the United States. wikipedia: Prosopagnosia, more commonly known as face blindness, is a cognitive disorder of face perception in which the ability to recognize familiar faces, including one's own face, is impaired, while other aspects of visual processing and intellectual functioning remain intact. wikipedia: T-Mobile is the brand name used by some of the mobile communications subsidiaries of the German telecommunications company Deutsche Telekom AG in the Czech Republic, Poland, the United States and by the former subsidiary in the Netherlands. stackexchange: Where did the phrase "batsh-t crazy" come from? wikipedia: A conspiracy theory is an explanation for an event or situation that asserts the existence of a conspiracy by powerful and sinister groups, often political in motivation, when other explanations are more probable. brigs: At Brigs, we want everyone to get exactly what they're craving! papajohns: Papa Johns. dominos: Domino's Pizza, Inc., trading as Domino's, is a Michigan-based multinational pizza restaurant chain founded in 1960 and led by CEO Russell Weiner. wikipedia: Loitering is the act of remaining in a particular public place for a prolonged amount of time without any apparent purpose. wikipedia: Psychiatric hospitals, also known as mental health hospitals, behavioral health hospitals, are hospitals or wards specializing in the treatment of severe mental disorders, such as schizophrenia, bipolar disorder, eating disorders, dissociative identity disorder, major depressive disorder and many others. wikipedia: Therapist is a person who offers any kinds of therapy. Thanks To: Mumble Server: Delwin HPR Site/VPS: Joshua Knapp - AnHonestHost.com Streams: Honkeymagoo EtherPad: HonkeyMagoo Shownotes by: Sgoti and hplovecraft
On this episode of The Marketer's Journey, I interview Wendy Steinle, CMO at Domo, a cloud software company. Wendy has worked across a variety of sectors prior to her time at Domo, including positions at Adobe, Novell, and Degreed. Throughout her career, she's tied her love of words with data to become a well-rounded marketer and storyteller. Wendy believes strongly in needing a robust content marketing strategy that connects with people throughout the buyer's journey—and that positioning yourself in a place of trust is key to conversion. In today's episode, we discuss the importance of having a variety of experiences to be a great CMO, the human element of marketing, and the importance of consistent messaging. Check out this and other episodes of The Marketer's Journey on Apple Podcasts, Google Podcasts, and Spotify Key takeaways from this episode:People buy from people they trust. Wendy stresses the importance of trust in the buyer's journey. Humanizing your marketing and anchoring your strategy in a human approach fosters trust and connection, which can ultimately lead to conversions.Connect your content. Your content strategy should connect a consistent message and compelling story to resonate with different buyers.Be a full-journey marketer. Wendy and her team look at every step of the buyer's journey in depth, developing personas and pain points for each, and then creating strategies for reaching each persona and addressing their questions. Learn more about Domo here: https://www.domo.com/Learn more about Wendy here: https://www.linkedin.com/in/wendysteinle
Abandonware is a product, typically software, ignored by its owner and manufacturer, and for which no official support is available. Within an intellectual rights contextual background, abandonware is a software (or hardware) sub-case of the general concept of orphan works. Museums and various organizations dedicated to preserving this software continue to provide legal access. The term "abandonware" is broad, and encompasses many types of old software. Definitions of "abandoned" vary, but in general it is like any item that is abandoned – it is ignored by the owner, and as such product support and possibly copyright enforcement are also "abandoned". Types. Commercial software unsupported but still owned by a viable company The availability of the software depends on the company's attitude toward the software. In many cases, the company which owns the software rights may not be that which originated it, or may not recognize their ownership. Some companies, such as Borland, make some software available online, in a form of freeware. Others, such as Microsoft, do not make old versions available for free use and do not permit people to copy the software. Commercial software owned by a company no longer in business. When no owning entity of a software exists, all activities (support, distribution, IP activities, etcetera) in relation to this software have ceased. If the rights to a software are non-recoverable in legal limbo ("orphaned work"), the software's rights cannot be bought by another company, and there is no company to enforce the copyright. An example of this is Digital Research's original PLI compiler for DOS: which was considered for many years as without an owner; Micro Focus, which acquired Novell, which had bought Digital Research's assets, owns this old PLI compiler, but has a more up-to-date PLI offering. Shareware whose author still makes it available. Finding historical versions, however, can be difficult since most shareware archives remove past versions with the release of new versions. Authors may or may not make older releases available. Some websites collect and offer for download old versions of shareware, freeware, and (in some cases) commercial applications. In some cases these sites had to remove past versions of software, particularly if the company producing that software still maintains it, or if later software releases introduce digital rights management, whereby old versions could be viewed as DRM circumvention. Unsupported or unmaintained shareware. Open source and freeware programs that have been abandoned. In some cases, source code remains available, which can prove a historical artifact. One such case is PC-LISP, still found online, which implements the Franz Lisp dialect. The DOS-based PC-LISP still runs well within emulators and on Microsoft Windows. Orphaned code. The source code or executable might still be available but the author is unknown or only identified by a dead email or equivalent and there is no realistic prospect of finding the owner of the IP. --- Send in a voice message: https://podcasters.spotify.com/pod/show/law-school/message Support this podcast: https://podcasters.spotify.com/pod/show/law-school/support
An airhacks.fm conversation with Jakob Jenkov (@jjenkov) about: the great Commodore 128, The Last Ninja game, starting to program Basic, Commodore Amiga 500, starting with Borland Pascal on a PC, optimising code with assembly and C, starting in IT University in Copenhagen, switching to Java, the catch up with Java, Java from the Source Sun books, performance tuning, one application per server, using the Silverstream application server, SIlverStream was acquired by Novell, WebObjects from Apple, building a logistics system for UPS with Java, what is a solution architect?, architect vs. designer, Jakob Jenkov tutorial page: jenkov.com, the LMAX disruptor, Martin Thompson performance work the EJB lambda talk: Hey Enterprise EJB Developers Now Is The Time To Go Serverless, AWS Lambda for enterprise applications, cloud complexity and portability, Infrastructure as Code with Java, using Java CDK for provisioning, quarkus and Micronaut cloud optimizations Jakob Jenkov on twitter: @jjenkov
This week Maureen Taylor, The Photo Detective, is joined by Jeff Looman, a software developer who is the Vice President of Engineering at FileShadow, Inc. FileShadow is a software platform that categorizes your files based on metadata and content. It's a secure vault for all of your files. The two discuss how saving our images and documents, collaboration with family and friends, and preserving our digital footprint are critical components to preservation. Related Episodes:Episode 134: Unlocking the Shoebox : Digitize, Identify and Organize Family PhotosEpisode 95: How to Save Your Family Archive with Permanent.orgLinks:FileShadowSign up for my newsletter.Watch my YouTube Channel.Like the Photo Detective Facebook Page so you get notified of my Facebook Live videos.Need help organizing your photos? Check out the Essential Photo Organizing Video Course.Need help identifying family photos? Check out the Identifying Family Photographs Online Course.Have a photo you need help identifying? Sign up for photo consultation.About My Guest:Jeff Looman has been working in software development for over 38 years, both as an engineer, in engineering management, product management, and product placement strategies. He is currently the Vice President of Engineering at FileShadow, Inc. and has worked for a variety of large companies such as WordPerfect, Novell, Apple Computer, and Corel and small companies such as AccessData, eDepoze, and FileShadow. He has been involved in the production of numerous software packages predominantly focused on business productivity in a collaborative environment, focusing on the needs of individual entrepreneurs, corporate executives, and everything in between.About Maureen Taylor:Maureen Taylor, The Photo Detective helps clients with photo related genealogical problems. Her pioneering work in historic photo research has earned her the title “the nation's foremost historical photo detective” by The Wall Street Journal and appearances on The View, The Today Show, Pawn Stars, and others. Learn more at Maureentaylor.comDid you enjoy this episode? Please leave a review on Apple PodcastsI wanted to remind you all that I run one-on-one Photo Consultations, that help identify photo clues that you may have missed, in order to help you better understand your family history. Not many people realize that the saying is true - and that a photo can tell a million stories. All sessions are recorded, and there's a discount for bulk image sessions. Find out more on my website at https://maureentaylor.com. Support the show
About BrianBrian leads the Google Cloud Product and Industry Marketing team. This team is focused on accelerating the growth of Google Cloud by establishing thought leadership, increasing demand and usage, enabling their sales teams and partners to tell their product stories with excellence, and helping their customers be the best advocates for them.Before joining Google, Brian spent over 25 years in product marketing or engineering in different forms. He started his career at Microsoft and had a very non-traditional path for 20 years. Brian worked in every product division except for cloud. He did marketing, product management, and engineering roles. And, early on, he was the first speech writer for Steve Ballmer and worked on Bill Gates' speeches too. His last role was building up the Microsoft Surface business from scratch as VP of the hardware businesses. After Microsoft, Brian spent a year as CEO at a hardware startup called Doppler Labs, where they made a run at transforming hearing, and then spent two years as VP at Amazon Web Services leading product marketing, developer advocacy, and a bunch more marketing teams.Brian has three kids still at home, Barty, Noli, and Alder, who are all named after trees in different ways. His wife Edie and him met right at the beginning of their first year at Yale University, where Brian studied math, econ, and philosophy and was the captain of the Swim and Dive team his senior year. Edie has a PhD in forestry and runs a sustainability and forestry consulting firm she started, that is aptly named “Three Trees Consulting”. As a family they love the outdoors, tennis, running, and adventures in Brian's 1986 Volkswagen Van, which is his first and only car, that he can't bring himself to get rid of.Links Referenced: Google Cloud: https://cloud.google.com @isforat: https://twitter.com/IsForAt LinkedIn: https://www.linkedin.com/in/brhall/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is brought to us by our friends at Pinecone. They believe that all anyone really wants is to be understood, and that includes your users. AI models combined with the Pinecone vector database let your applications understand and act on what your users want… without making them spell it out. Make your search application find results by meaning instead of just keywords, your personalization system make picks based on relevance instead of just tags, and your security applications match threats by resemblance instead of just regular expressions. Pinecone provides the cloud infrastructure that makes this easy, fast, and scalable. Thanks to my friends at Pinecone for sponsoring this episode. Visit Pinecone.io to understand more.Corey: This episode is brought to you in part by our friends at Veeam. Do you care about backups? Of course you don't. Nobody cares about backups. Stop lying to yourselves! You care about restores, usually right after you didn't care enough about backups. If you're tired of the vulnerabilities, costs, and slow recoveries when using snapshots to restore your data, assuming you even have them at all living in AWS-land, there is an alternative for you. Check out Veeam, that's V-E-E-A-M for secure, zero-fuss AWS backup that won't leave you high and dry when it's time to restore. Stop taking chances with your data. Talk to Veeam. My thanks to them for sponsoring this ridiculous podcast.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. This episode is brought to us by our friends at Google Cloud and, as a part of that, they have given me someone to, basically, harass for the next half hour. Brian Hall is the VP of Product Marketing over at Google Cloud. Brian, welcome back.Brian: Hello, Corey. It's good to be here, and technically, we've given you time to harass me by speaking with me because you never don't have the time to harass me on Twitter and other places, and you're very good at it.Corey: Well, thank you. Again, we first met back when you were doing, effectively, the same role over at AWS. And before that, you spent only 20 years or so at Microsoft. So, you've now worked at all three of the large hyperscale cloud providers. You probably have some interesting perspectives on how the industry has evolved over that time. So, at the time of this recording, it is after Google Next and before re:Invent. There was also a Microsoft event there that I didn't pay much attention to. Where are we as a culture, as an industry, when it comes to cloud?Brian: Well, I'll start with it is amazing how early days it still is. I don't want to be put on my former Amazon cap too much, and I think it'd be pushing it a little bit to say it's complete and total day one with the cloud. But there's no question that there is a ton of evolution still to come. I mean, if you look at it, you can kind of break it into three eras so far. And roll with me here, and happy to take any dissent from you.But there was kind of a first era that was very much led by Amazon. We can call it the VM era or the component era, but being able to get compute on-demand, get nearly unlimited or actually unlimited storage with S3 was just remarkable. And it happened pretty quickly that startups, new tech companies, had to—like, it would be just wild to not start with AWS and actually start ordering servers and all that kind of stuff. And so, I look at that as kind of the first phase. And it was remarkable how long Amazon had a run really as the only player there. And maybe eight years ago—six years ago—we could argue on timeframes, things shifted a little bit because the enterprises, the big companies, and the governments finally realized, “Holy crow. This thing has gotten far enough that it's not just for these startups.”Corey: Yeah. There was a real change. There was an eye-opening moment there where it isn't just, “I want to go and sell things online.” It's, “And I also want to be a bank. Can we do that with you?” And, “Huh.”Brian: My SAP—like I don't know big that darn thing is going to get. Could I put it in your cloud? And, “Oh, by the way, CapEx forecasting stinks. Can you get me out of that?” And so, it became like the traditional IT infrastructure. All of the sudden, the IT guys showed up at the party, which I know is—it sounds fun to me, but that doesn't sound like the best addition to a party for many people. And so essentially, old-school IT infrastructure finally came to the cloud and Microsoft couldn't miss that happening when it did. But it was a major boon for AWS just because of the position that they had already.Corey: And even Google as well. All three of you now are pivoting in a lot of the messaging to talk to the big E enterprises out there. And I've noticed for the last few years, and I'm not entirely alone. When I go to re:Invent, and I look at announcements they're making, sure they have for the serverless stuff and how to run websites and EC2 nonsense. And then they're talking about IOT things and other things that just seem very oriented on a persona I don't understand. Everyone's doing stuff with mainframes now for example. And it feels like, “Oh, those of us who came here for the web services like it says on the name of the company aren't really feeling like it's for us anymore.” It's the problem of trying to be for everyone and pivoting to where the money is going, but Google's done this at least as much as anyone has in recent years. Are those of us who don't have corporate IT-like problems no longer the target market for folks or what's changed?Brian: It's still the target market, so like, you take the corporate IT, they're obviously still moving to the cloud. And there's a ton of opportunity. Just take existing IT spending and see a number over $1 trillion per year, and if you take the run rates of Microsoft, Amazon, Google Cloud, it's certainly over $100 billion, but that means it's still less than ten percent of what is existing IT spending. There are many people that think that existing IT spend number is significantly higher than that. But to your point on what's changing, there's actually a third wave that's happening.So, if the first wave was you start a company. You're a tech company, of course, you start it on AWS or on the Cloud. Second wave is all the IT people, IT departments, the central organizations that run technology for all the people that are not technology people come to the cloud. This third wave is everybody has to become a technology person. If you're a business leader, like you're at a fast-food restaurant and you're responsible for the franchisee relations, before, like, you needed to get an EDI system running or something, and so you told your IT department to figure out.Now, you have to actually think about what apps do we want to provide to our customers. How do I get the right data to my franchisees so that they can make business decisions? How can I automate all that? And you know, whereas before I was a guy wearing a suit or a gal wearing a suit who didn't need to know technology, I now have to. And that's what's changing the most. And it's why the Target Addressable Market—or the TAM as business folk sometimes say—it's really hard to estimate looking forward if every business is really needing to become a technology business in many ways. And it didn't dawn on me, honestly, and you can give me all the ribbing that I probably deserve for this—but it didn't really dawn on me until I came to Google and kept hearing the transformation word, “Digital transformation, digital transformation,” and honestly, having been in software for so long, I didn't really know what digital transformation meant until I started seeing all of these folks, like every company have to become a tech company effectively.Corey: Yeah. And it turns out there aren't enough technologists to go around, so it's very challenging to wind up getting the expertise in-house. It's natural to start looking at, “Well, how do we effectively outsource this?” And well, you can absolutely have a compression algorithm for experience. It's called, “Buying products and services and hiring people who have that experience already baked in either to the product or they show up knowing how to do something because they've done this before.”Brian: That's right. The thing I think we have to—for those of us that come from the technology side, this transformation is scary for the people who all of the sudden have to get tech and be like—Corey, if you or I—actually, you're very artistic, so maybe this wouldn't do it for you—but if I were told, “Hey, Brian, for your livelihood, you now need to incorporate painting,” like…Corey: [laugh]. I can't even write legibly let alone draw or paint. That is not my skill set. [laugh].Brian: I'd be like, “Wait, what? I'm not good at painting. I've never been a painting person, like I'm not creative.” “Okay. Great. Then we're going to fire you, or we're going to bring someone in who can.” Like, that'd be scary. And so, having more services, more people that can help as every company goes through a transition like that—and it's interesting, it's why during Covid, the cloud did really well, and some people kind of said, “Well, it's because they—people didn't want to send their people into their data centers.” No. That wasn't it. It was really because it just forced the change to digital. Like the person to, maybe, batter the analogy a little bit—the person who was previously responsible for all of the physical banks, which are—a bank has, you know, that are retail locations—the branches—they have those in order to service the retail customers.Corey: Yeah.Brian: That person, all of the sudden, had to figure out, “How do I do all that service via phone, via agents, via an app, via our website.” And that person, that entire organization, was forced digital in many ways. And that certainly had a lot of impact on the cloud, too.Corey: Yeah. I think that some wit observed a few years back that Covid has had more impact on your digital transformation than your last ten CIOs combined.Brian: Yeah.Corey: And—yeah, suddenly, you're forcing people into a position where there really is no other safe option. And some of that has unwound but not a lot of it. There's still seem to be those same structures and ability to do things from remote locations then there were before 2020.Brian: Yeah. Since you asked, kind of, where we are in the industry, to bring all of that to an endpoint, now what this means is people are looking for cloud providers, not just to have the primitives, not just to have the IT that they—their central IT needed, but they need people who can help them build the things that will help their business transform. It makes it a fun, new stage, new era, a transformation era for companies like Google to be able to say, “Hey, here's how we build things. Here's what we've learned over a period of time. Here's what we've most importantly learned from other customers, and we want to help be your strategic partner in that transformation.” And like I said, it'd be almost impossible to estimate what the TAM is for that. The real question is how quickly can we help customers and innovate in our Cloud solutions in order to make more of the stuff more powerful and faster to help people build.Corey: I want to say as well that—to be clear—you folks can buy my attention but not my opinion. I will not say things if I do not believe them. That's the way the world works here. But every time I use Google Cloud for something, I am taken aback yet again by the developer experience, how polished it is. And increasingly lately, it's not just that you're offering those low-lying primitives that composed together to build things higher up the stack, you're offering those things as well across a wide variety of different tooling options. And they just tend to all make sense and solve a need rather than requiring me to build it together myself from popsicle sticks.And I can't shake the feeling that that's where the industry is going. I'm going to want someone to sell me an app to do expense reports. I'm not going to want—well, I want a database and a front-end system, and how I wind up storing all the assets on the backend. No. I just want someone to give me something that solves that problem for me. That's what customers across the board are looking for as best I can see.Brian: Well, it certainly expands the number of customers that you can serve. I'll give you an example. We have an AI agent product called Call Center AI which allows you to either build a complete new call center solution, or more often it augments an existing call center platform. And we could sell that on an API call basis or a number of agent seats basis or anything like that. But that's not actually how call center leaders want to buy. Imagine we come in and say, “This many API calls or $4 per seat or per month,” or something like that. There's a whole bunch of work for that call center leader to go figure out, “Well, do I want to do this? Do I not? How should I evaluate it versus others?” It's quite complex. Whereas, if we come in and say, “Hey, we have a deal for you. We will guarantee higher customer satisfaction. We will guarantee higher agent retention. And we will save you money. And we will only charge you some percentage of the amount of money that you're saved.”Corey: It's a compelling pitch.Brian: Which is an easier one for a business decision-maker to decide to take?Corey: It's no contest. I will say it's a little odd that—one thing—since you brought it up, one thing that struck me as a bit strange about Contact Center AI, compared to most of the services I would consider to be Google Cloud, instead of, “Click here to get started,” it's, “Click here to get a demo. Reach out to contact us.” It feels—Brian: Yeah.Corey: —very much like the deals for these things are going to get signed on a golf course.Brian: [laugh]. They—I don't know about signed on a golf course. I do know that there is implementation work that needs to be done in order to build the models because it's the model for the AI, figuring out how your particular customers are served in your particular context that takes the work. And we need to bring in a partner or bring in our expertise to help build that out. But it sounds to me like you're looking to go golfing since you've looked into this situation.Corey: Just like painting, I'm no good at golfing either.Brian: [laugh].Corey: Honestly, it's—it just doesn't have the—the appeal isn't there for me for whatever reason. I smile; I nod; I tend to assume that, “Yeah, that's okay. I'll leave some areas for other people to go exploring in.”Brian: I see. I see.Corey: So, two weeks before Google Cloud Next occurred, you folks wound up canceling Stadia, which had been rumored for a while. People had been predicting it since it was first announced because, “Just wait. They're going to Google Reader it.” And yeah, it was consumer-side, and I do understand that that was not Cloud. But it did raise the specter of—for people to start talking once again about, “Oh, well, Google doesn't have any ability to focus on things long-term. They're going to turn off Cloud soon, too. So, we shouldn't be using it at all.” I do not agree with that assessment.But I want to get your take on it because I do have some challenges with the way that your products and services go to market in some ways. But I don't have the concern that you're going to turn it all off and decide, “Yeah, that was a fun experiment. We're done.” Not with Cloud, not at this point.Brian: Yeah. So, I'd start with at Google Cloud, it is our job to be a trusted enterprise platform. And I can't speak to before I was here. I can't speak to before Thomas Kurian, who's our CEO, was here before. But I can say that we are very, very focused on that. And deprecating products in a surprising way or in a way that doesn't take into account what customers are on it, how can we help those customers is certainly not going to help us do that. And so, we don't do that anymore.Stadia you brought up, and I wasn't part of starting Stadia. I wasn't part of ending Stadia. I honestly don't know anything about Stadia that any average tech-head might not know. But it is a different part of Google. And just like Amazon has deprecated plenty of services and devices and other things in their consumer world—and Microsoft has certainly deprecated many, many, many consumer and other products—like, that's a different model. And I won't say whether it's good, bad, or righteous, or not.But I can say at Google Cloud, we're doing a really good job right now. Can we get better? Of course. Always. We can get better at communicating, engaging customers in advance. But we now have a clean deprecation policy with a set of enterprise APIs that we commit to for stated periods of time. We also—like people should take a look. We're doing ten-year deals with companies like Deutsche Bank. And it's a sign that Google is here to last and Google Cloud in particular. It's also at a market level, just worth recognizing.We are a $27 billion run rate business now. And you earn trust in drips. You lose it in buckets. And we're—we recognize that we need to just keep every single day earning trust. And it's because we've been able to do that—it's part of the reason that we've gotten as large and as successful as we have—and when you get large and successful, you also tend to invest more and make it even more clear that we're going to continue on that path. And so, I'm glad that the market is seeing that we are enterprise-ready and can be trusted much, much more. But we're going to keep earning every single day.Corey: Yeah. I think it's pretty fair to say that you have definitely gotten yourselves into a place where you've done the things that I would've done if I wanted to shore up trust that the platform was not going to go away. Because these ten-year deals are with the kinds of companies that, shall we say, do not embark on signing contracts lightly. They very clearly, have asked you the difficult, pointed questions that I'm basically asking you now as cheap shots. And they ask it in very serious ways through multiple layers of attorneys. And if the answers aren't the right answers, they don't sign the contract. That is pretty clearly how the world works.The fact that companies are willing to move things like core trading systems over to you on a ten-year time horizon, tells me that I can observe whatever I want from the outside, but they have actual existential risk questions tied to what they're doing. And they are in some ways betting their future on your folks. You clearly know what those right answers are and how to articulate them. I think that's the side of things that the world does not get to see or think about very much. Because it is easy to point at all the consumer failings and the hundreds of messaging products that you continually replenish just in order to kill.Brian: [laugh].Corey: It's—like, what is it? The tree of liberty must be watered periodically from time to time, but the blood of patriots? Yeah. The logo of Google must be watered by the blood of canceled messaging products.Brian: Oh, come on. [laugh].Corey: Yeah. I'm going to be really scared if there's an actual, like, Pub/Sub service. I don't know. That counts as messaging, sort of. I don't know.Brian: [laugh]. Well, thank you. Thank you for the recognition of how far we've come in our trust from enterprises and trust from customers.Corey: I think it's the right path. There's also reputational issues, too. Because in the absence of new data, people don't tend to change their opinion on things very easily. And okay, there was a thing I was using. It got turned off. There was a big kerfuffle. That sticks in people's minds. But I've never seen an article about a Google service saying, “Oh, yeah. It hasn't been turned off or materially changed. In fact, it's gotten better with time. And it's just there working reliably.” You're either invisible, or you're getting yelled at.It feels like it's a microcosm of my early career stage of being a systems administrator. I'm either invisible or the mail system's broke, and everyone wants my head. I don't know what the right answer is—Brian: That was about right to me.Corey: —in this thing. Yeah. I don't know what the right answer on these things is, but you're definitely getting it right. I think the enterprise API endeavors that you've gone through over the past year or two are not broadly known. And frankly, you've definitely are ex-AWS because enterprise APIs is a terrible name for what these things are.Brian: [laugh].Corey: I'll let you explain it. Go ahead. And bonus points if you can do it without sounding like a press release. Take it away.Brian: There are a set of APIs that developers and companies should be able to know are going to be supported for the period of time that they need in order to run their applications and truly bet on them. And that's what we've done.Corey: Yeah. It's effectively a commitment that there will not be meaningful deprecations or changes to the API that are breaking changes without significant notice periods.Brian: Correct.Corey: And to be clear, that is exactly what all of the cloud providers have in their enterprise contracts. They're always notice periods around those things. There are always, at least, certain amounts of time and significant breach penalties in the event that, “Yeah, today, I decided that we were just not going to spin up VMs in that same way as we always have before. Sorry. Sucks to be you.” I don't see that happening on the Google Cloud side of the world very often, not like it once did. And again, we do want to talk about reputations.There are at least four services that I'm aware of that AWS has outright deprecated. One, Sumerian has said we're sunsetting the service in public. But on the other end of the spectrum, RDS on VMWare has been completely memory-holed. There's a blog post or two but nothing else remains in any of the AWS stuff, I'm sure, because that's an, “Enterprise-y” service, they wound up having one on one conversations with customers or there would have been a hue and cry. But every cloud provider does, in the fullness of time, turn some things off as they learn from their customers.Brian: Hmm. I hadn't heard anything about AWS Infinidash for a while either.Corey: No, no. It seems to be one of those great services that we made up on the internet one day for fun. And I love that just from a product marketing perspective. I mean, you know way more about that field than I do given that it's your job, and I'm just sitting here in this cheap seats throwing peanuts at you. But I love the idea of customers just come up and make up a product one day in your space and then the storytelling that immediately happens thereafter. Most companies would kill for something like that just because you would expect on some level to learn so much about how your reputation actually works. When there's a platonic ideal of a service that isn't bothered by pesky things like, “It has to exist,” what do people say about it? And how does that work?And I'm sort of surprised there wasn't more engagement from Amazon on that. It always seems like they're scared to say anything. Which brings me to a marketing question I have for you. You and Amazing have similar challenges—you being Google in this context, not you personally—in that your customers take themselves deadly seriously. And as a result, you have to take yourselves with at least that same level of seriousness. You can't go on Twitter and be the Wendy's Twitter account when you're dealing with enterprise buyers of cloud platforms. I'm kind of amazed, and I'd love to know. How can you manage to say anything at all? Because it just seems like you are so constrained, and there's no possible thing you can say that someone won't take issue with. And yes, some of the time, that someone is me.Brian: Well, let's start with going back to Infinidash a little bit. Yes, you identified one interesting thing about that episode, if I can call it an episode. The thing that I tell you though that didn't surprise me is it shows how much of cloud is actually learned from other people, not from the cloud provider itself. I—you're going to be going to re:Invent. You were at Google Cloud Next. Best thing about the industry conferences is not what the provider does. It's the other people that are there that you learn from. The folks that have done something that you've been trying to do and couldn't figure out how to do, and then they explained it to you, just the relationships that you get that help you understand what's going on in this industry that's changing so fast and has so much going on.And so, And so, that part didn't surprise me. And that gets a little bit to the second part of your—that we're talking about. “How do you say anything?” As long as you're helping a customer say it. As long as you're helping someone who has been a fan of a product and has done interesting things with it say it, that's how you communicate for the most part, putting a megaphone in front of the people who already understand what's going on and helping their voice be heard, which is a lot more fun, honestly, than creating TV ads and banner ads and all of the stuff that a lot of consumer and traditional companies. We get to celebrate our customers and our creators much, much more.Corey: This episode is sponsored in part by our friends at Uptycs, because they believe that many of you are looking to bolster your security posture with CNAPP and XDR solutions. They offer both cloud and endpoint security in a single UI and data model. Listeners can get Uptycs for up to 1,000 assets through the end of 2023 (that is next year) for $1. But this offer is only available for a limited time on UptycsSecretMenu.com. That's U-P-T-Y-C-S Secret Menu dot com.Corey: I think that it's not super well understood by a lot of folks out there that the official documentation that any cloud provider puts out there is kind of a last resort. Or I'm looking for the specific flag to a specific parameter of a specific command. Great. Sure. But what I really want to do whenever I'm googling how to do something—and yes, that—we're going to be googling—welcome. You've successfully owned that space to the point where it's become common parlance. Good work is I want to see what other people had said. I want to find blog posts, ideally recent ones, talking about how to do the thing that I'm trying to do. If I'm trying to do something relatively not that hard or not that uncommon, if I spin up three web servers behind a load-balancer, and I can't find any community references on how to do that thing, either I'm trying to do something absolutely bizarre and I should re-think it, or there is no community/customer base for the product talking about how to do things with it.And I have noticed a borderline Cambrian explosion over the last few years of the Google Cloud community. I'm seeing folks who do not work at Google, and also who have never worked at Google, and sometimes still think they work at Google in some cases. It's not those folks. It is people who are just building things as a customer. And they, in turn, become very passionate advocates for the platform. And they start creating content on these things.Brian: Yeah. We've been blessed to have, not only, the customer base grow, but essentially the passion among that customer base, and we've certainly tried to help building community and catalyzing the community, but it's been fun to watch how our customers' success turns into our success which turns into customer success. And it's interesting, in particular, to see too how much of that passion comes from people seeing that there is another way to do things.It's clear that many people in our industry knew cloud through the lens of Amazon, knew tech in general through the lenses of Microsoft and Oracle and a lot of other companies. And Google, which we try and respect specifically what people are trying to accomplish and how they know how to do it, we also many ways have taken a more opinionated approach, if you will, to say, “Hey, here's how this could be done in a different way.” And when people find something that's unexpectedly different and also delightful, it's more likely that they're going to be strong advocates and share that passion with the world.Corey: It's a virtuous cycle that leads to the continued growth and success of a platform. Something I've been wondering about in the broader sense, is what happens after this? Because if, let's say for the sake of argument, that one of the major cloud providers decided, “Okay. You know, we're going to turn this stuff off. We've decided we don't really want to be in the cloud business.” It turns out that high-margin businesses that wind up turning into cash monsters as soon as you stop investing heavily in growing them, just kind of throw off so much that, “We don't know what to do with. And we're running out of spaces to store it. So, we're getting out of it.” I don't know how that would even be possible at some point. Because given the amount of time and energy some customers take to migrate in, it would be a decade-long project for them to migrate back out again.So, it feels on some level like on the scale of a human lifetime, that we will be seeing the large public cloud providers, in more or less their current form, for the rest of our lives. Is that hopelessly naïve? Am I missing—am I overestimating how little change happens in the sweep of a human lifetime in technology?Brian: Well, I've been in the tech industry for 27 years now. And I've just seen a continual moving up the stack. Where, you know, there are fundamental changes. I think the PC becoming widespread, fundamental change; mobile, certainly becoming primary computing experience—what I know you call a toilet computer, I call my mobile; that's certainly been a change. Cloud has certainly been a change. And so, there are step functions for sure. But in general, what has been happening is things just keep moving up the stack. And as things move up the stack, there are companies that evolve and learn to do that and provide more value and more value to new folks. Like I talked about how businesspeople are leaders in technology now in a way that they never were before. And you need to give them the value in a way that they can understand it, and they can consume it, and they can trust it. And it's going to continue to move in that direction.And so, what happens then as things move up the stack, the abstractions start happening. And so, there are companies that were just major players in the ‘90s, whether it's Novell or Sun Microsystems or—I was actually getting a tour of the Sunnyvale/Mountain View Google Campuses yesterday. And the tour guide said, “This used to be the site of a company that was called Silicon Graphics. They did something around, like, making things for Avatar.” I felt a little aged at that point.But my point is, there are these companies that were amazing in their time. They didn't move up the stack in a way that met the net set of needs. And it's not like that crater the industry or anything, it's just people were able to move off of it and move up. And I do think that's what we'll see happening.Corey: In some cases, it seems to slip below the waterline and become, effectively, plumbing, where everyone uses it, but no one knows who they are or what they do. The Tier 1 backbone providers these days tend to be in that bucket. Sure, some of them have other businesses, like Verizon. People know who Verizon is, but they're one of the major Tier 1 carriers in the United States just of the internet backbone.Brian: That's right. And that doesn't mean it's not still a great business.Corey: Yeah.Brian: It just means it's not front of mind for maybe the problems you're trying to solve or the opportunities we're trying to capture at that point in time.Corey: So, my last question for you goes circling back to Google Cloud Next. You folks announced an awful lot of things. And most of them, from my perspective, were actually pretty decent. What do you think is the most impactful announcement that you made that the industry largely overlooked?Brian: Most impactful that the industry—well, overlooked might be the wrong way to put this. But there's this really interesting thing happening in the cloud world right now where whereas before companies, kind of, chose their primary cloud writ large, today because multi-cloud is actually happening in the vast majority of companies have things in multiple places, people make—are making also the decision of, “What is going to be my strategic data provider?” And I don't mean data in the sense of the actual data and meta-data and the like, but my data cloud.Corey: Mm-hmm.Brian: How do I choose my data cloud specifically? And there's been this amazing profusion of new data companies that do better ETL or ELT, better data cleaning, better packaging for AI, new techniques for scaling up/scaling down at cost. A lot of really interesting stuff happening in the dataspace. But it's also created almost more silos. And so, the most important announcement that we made probably didn't seem like a really big announcement to a lot of people, but it really was about how we're connecting together more of our data cloud with BigQuery, with unstructured and structured data support, with support for data lakes, including new formats, including Iceberg and Delta and Hudi to come how—Looker is increasingly working with BigQuery in order to make it, so that if you put data into Google Cloud, you not only have these super first-class services that you can use, ranging from databases like Spanner to BigQuery to Looker to AI services, like Vertex AI, but it's also now supporting all these different formats so you can bring third-party applications into that one place. And so, at the big cloud events, it's a new service that is the biggest deal. For us, the biggest deal is how this data cloud is coming together in an open way to let you use the tool that you want to use, whether it's from Google or a third party, all by betting on Google's data cloud.Corey: I'm really impressed by how Google is rather clearly thinking about this from the perspective of the data has to be accessible by a bunch of different things, even though it may take wildly different forms. It is making the data more fluid in that it can go to where the customer needs it to be rather than expecting the customer to come to it where it lives. That, I think, is a trend that we have not seen before in this iteration of the tech industry.Brian: I think you got that—you picked that up very well. And to some degree, if you step back and look at it, it maybe shouldn't be that surprising that Google is adept at that. When you think of what Google search is, how YouTube is essentially another search engine producing videos that deliver on what you're asking for, how information is used with Google Maps, with Google Lens, how it is all about taking information and making it as universally accessible and helpful as possible. And if we can do that for the internet's information, why can't we help businesses do it for their business information? And that's a lot of where Google certainly has a unique approach with Google Cloud.Corey: I really want to thank you for being so generous with your time. If people want to learn more about what you're up to, where's the best place for them to find you?Brian: cloud.google.com for Google Cloud information of course. And if it's still running when this podcast goes, @isforat, I-S-F-O-R-A-T, on Twitter.Corey: And we will put links to both of those in the show notes. Thank you so much for you time. I appreciate it.Brian: Thank you, Corey. It's been good talking with you.Corey: Brian Hall, VP of Product Marketing at Google Cloud. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice. Whereas, if you've hated this podcast, please, leave a five-star review on your podcast platform of choice along with an insulting angry comment dictating that, “No. Large companies make ten-year-long commitments casually all the time.”Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.
Jovan Hutton Pulitzer, Award-Winning Inventor, is a highly active technology start-up founder, best known for creating and patenting: CRQ (Cue – Q (R) Code) Platform for Scan Commerce and Scan to Connect) https://jovanhuttonpulitzer.org has founded companies that have included seed investment rounds ranging from $1.6m to over $250m with companies supported and funded by Dreamit Ventures, and MicroVentures to name a few lead investors. Currently actively involved in Augmented Reality, Artificial Intelligence, Machine Learning, Computer Vision, Health Care, Mobile Health Care, Engagement Technologies, and Data Analytics industry. Pulitzer has also created numerous product companies that have generated over a billion dollars in consumer sales. His patents are known to grant fast and Pulitzer is regularly one of the top inventors month to month in the United States. Pulitzer's patents have been licensed to more than 330 companies, ranging from early-stage firms to Fortune 100 Industry Leaders such as eBay, IBM, AOL, Cisco, Google, Walgreen Co, TiVo Brocade Communications Systems, Inc.; Crate & Barrel Holdings, Inc.; F5 Networks, Inc.; Quick Logic Corporation; Rackspace Hosting, Inc.; Taiwan Semiconductor Manufacturing Company, Ltd.; Zynga Inc., Advanced Micro Devices, Inc., Avaya Inc., Ericsson AB, MobiTV, Inc., Nikon Corporation, Pioneer Corporation, NEC Corporation, Hitachi, Ltd., Novell, Inc.; Leap Wireless International Inc.; Barnes & Noble, Inc., Broadcom Corporation, Qualcomm Incorporated, Intel Corporation, Sony Corporation, HTC Corporation, LG Electronics Inc., Nokia Corporation, Samsung Electronics Co., Ltd., Best Buy Co, Inc., Fujitsu Limited, Intuit Inc., and Juniper Networks, Inc. As Jovan would say, rev bike. Stay In Touch With Jovan Pulitzer: Website: https://jovanhuttonpulitzer.org Website: https://www.jovanhuttonpulitzer.locals.com Fantastic Book: https://www.amazon.com/Commanders-How-Cut-Off-Your/dp/1495927970 IG: https://www.instagram.com/jovanhuttonpulitzer ➔Please check out our Sponsors ➔Horome levels falling? Use MSCSMEDIA to get 25% off home test: https://trylgc.com/MSCSMEDIA Ty LetsGetChecked. ➔Weston Jon Boucher - Lucery Men's Clothing At an Affordable Price Without Losing Quality: https://www.westonjonboucher.com ➔Fiji: https://Fijiwater.com/mscs $5 off free shipping Unleash ➔Monster Energy: https://www.monsterenergy.com/us/mscs ➔Aura: See if any of your passwords have been compromised. Try 14 days for free: https://aura.com/MSCS Thank you to Aura ➔ Stay Connected With MSCS MEDIA on Spotify Exclusive: Watch all Mscs Media Video Podcasts UNCENSORED and UNCUT.: ► https://spoti.fi/3zathAe (1st time watching a video podcast on Spotify when you hit play a settings pop-up will show, tap under the settings pop-up to watch the video playing.) ► All Links to MSCS MEDIA:https://allmylinks.com/mscsmedia
We have a gen-you-wine Youtuber on the show for this ep, Alex Novell. We discuss Rob Zombie's "hell-billy" aesthetic, and some other stuff too. Alex's Links Youtube, Instagram Edited and Produced by Andy Milad Music by Shua Bells Additional Music by Sam Welbel and Andy Milad Artwork by Jam Doughty Executive Produced by Cromis N. Slitherford LINKS: Andy: Shubucorp.com Shua Bells: Bandcamp, Youtube, Instagram Jam: Etsy, Patreon, Instagram Sam: Instagram, Youtube
In this episode of the Thoughtful Entrepreneur, your host Josh Elledge speaks to the Founder and CEO ofhttps://greenerprocess.com/ ( )https://www.trustscience.com/ (Trust Science), https://www.linkedin.com/in/evanchrapko/ (Evan Chrapko). Trust Science aid preexisting data scientists or risk departments in assessing borrowers' profiles. They can be the entire solution for smaller businesses or those who have never had experience working with a bureau before because of low score levels. They bring automation and automated decision-making in a high degree of predictability on creditworthiness. Evan gave out some indicators of what to look at when assessing an individual's creditworthiness. He also talked through the challenges in the conventional system and how Trust Science comes into play to close the gap. Working with the Trust Science system helps their customers find a lender customer worldwide. Key points from the episode: What industry does Trust Science work with? Why are old formula credits a bit problematic? Indicators to look at to assess creditworthiness. How did Trust Science come about? Business growth opportunities for Trust Science. About Evan Chrapko: Evan is a serial entrepreneur and investor having served as CEO or advisor for numerous innovative start-ups including FloNetworks (acquired by DoubleClick for $80 Million) and PlateSpin (acquired by Novell for $205 Million). Prior to Trust Science, Evan and his brother Shane founded and, within 30 months, sold cloud storage pioneer DocSpace for $568 million. Evan is a CPA, CA and holds a Juris Doctor (Law Degree) from Columbia University. He is a Henry Crown Fellow of the Aspen Institute, a member of YPO, and he has been named to the Real Leaders Global 100 (alongside Bill Gates, Richard Branson, Elon Musk, Peter Diamandi,s et. al.) and a Top 50 AI CEO (alongside others like the CEO of Data Robot.) About Trust Science: Organizations in many industries rely on credit scores to gauge amounts and types of credit that they will offer to an individual. Those scores purport to provide meaningful information about how much debt a person should be able to take on and what the level of risk (the borrower's probability of default) will be. However, the information from old credit bureaus isn't always deep enough for a meaningful assessment, in part because it relies on outdated types of data & calculation methods. This is especially punishing for the financially disadvantaged or N2C (New to Country/New to Credit) person. Credit Bureau 2.0, a FinTech SaaS platform, is the solution to this problem, harnessing alternative data and explainable AI for more accurate and precise credit assessments. This is enabling lenders to find more trustworthy borrowers and letting borrowers gain access to credit based on information that traditional credit bureaus aren't taking into account. Links Mentioned in this Episode: Want to learn more? Check out the Trust Science website at https://www.trustscience.com/ (https://www.trustscience.com/) Check out Greener Trust Science on LinkedIn at https://www.linkedin.com/company/trust-science/ (https://www.linkedin.com/company/trust-science/) Check out Evan Chrapko on LinkedIn at https://www.linkedin.com/in/evanchrapko/ (https://www.linkedin.com/in/evanchrapko/) Don't forget to subscribe to The Thoughtful Entrepreneur and thank you for listening. Tune in next time! More from UpMyInfluence: Tickets for the FIRST Annual Fame and Profit Summit 2022 are on sale now! https://fameandprofit.com/tickets (Check it out HERE!) ️ We are actively booking guests for our The Thoughtful Entrepreneur.https://upmyinfluence.com/guest ( Schedule HERE). Are you a 6-figure consultant? I've got high-level intros for you.https://upmyinfluence.com/b2b ( Learn more here). What is your #1 Lead Generation BLOCKER? http://upmyinfluence.com/quiz (Take my free quiz here).
ReiserFS – The file system of the future Intro: Welcome to HPR; What I do; How I got in to computing; How I got in to Slackware and discovered ReiserFS A history of ReiserFS: Previous episode; Brief recap; A brief history; Lessons learned and experiences gained; Some tools to use Outro: Thanks ReiserFS From Wikipedia, the free encyclopedia ReiserFS is a general-purpose, journaling file system initially designed and implemented by a team at Namesys led by Hans Reiser and licensed under GPLv2. Introduced in version 2.4.1 of the Linux kernel, it was the first journaling file system to be included in the standard kernel. ReiserFS was the default file system in Novell's SUSE Linux Enterprise until Novell decided to move to ext3 on October 12, 2006, for future releases. Namesys considered ReiserFS version 3.6 which introduced a new on-disk format allowing bigger filesizes, now occasionally referred to as Reiser3, as stable and feature-complete and, with the exception of security updates and critical bug fixes, ceased development on it to concentrate on its successor, Reiser4. Namesys went out of business in 2008 after Reiser's conviction for murder. The product is now maintained as open source by volunteers. The reiserfsprogs 3.6.27 were released on 25 July 2017. ReiserFS is currently supported on Linux without quota support. It has been discussed for removal from the Linux kernel since early 2022 due to a lack of maintenance upstream, and technical issues inherent to the filesystem, such as the fact it suffers from the year 2038 problem; it was deprecated in Linux 5.18, with removal planned for 2025.
Businesses need to think about who they can trust when making decisions in their businesses. It's difficult for entrepreneurs, but there are tools out now that will help them make better choices and avoid mistakes! For example- did you know an AI has been built which predicts human behavior around lending money? Tune in as we discuss how tech startups can break through in the business! How does Trust Science technology work Bad lending in the traditional process How to find your focus as an entrepreneur Navigating the dilemma of being ahead Sales process for startups to generate revenue Why you should be transparent as a startup How to build a sales team for a startup About Evan Chrapko Evan started Trust Science® with his brother Shane. Evan is a serial entrepreneur and investor having served as CEO or advisor for numerous innovative start-ups including FloNetworks (acquired by DoubleClick for $80 Million) and PlateSpin (acquired by Novell for $205 Million). Prior to Trust Science, Evan and Shane founded and, within 30 months, sold cloud storage pioneer DocSpace for $568 million. Evan is a CPA, CA, and holds a Juris Doctor (Law Degree) from Columbia University. He is a Henry Crown Fellow and member of YPO and has been named to the Real Leaders Global 100 (alongside Bill Gates, Richard Branson, Elon Musk, Peter Diamandis, and others.) Evan Chrapko LinkedIn Trust Science Website Going further Sales professionals, this workshop is for you! Learn from the best in the business. The Catapulting Commissions Academy Workshop will teach you how to increase your sales and close more deals. You'll learn techniques that have helped salespeople achieve success in a $500M Sales Organisation. If you want to take your career to the next level and learn from some of the top sales professionals in the world, then this workshop is for you. Register now and join us for an exciting 2-day live event. You won't regret it! Click here to register for the Catapulting Commissions Academy Workshop today!
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Rick Novell No two shows are ever the same, each performance is packed with laughter and excitement. Side Splitting Comedy, Out of Control Unicycling, Extreme Juggling, The Amazing Freestanding Ladder, Athletically Performed. So many that see Rick's show say, "That was one of the best shows I have ever seen". Copy this youtube link below, paste it in your title bar and click. www.youtube.com/watch?v=8lCbwYM-Hw0 Contact: ricknovell@gmail.com Check out my art... ricksdriftwood.com
Microsoft had confusion in the Windows 2000 marketing and disappointment with Millennium Edition, which was built on a kernel that had run its course. It was time to phase out the older 95, 98, and Millennium code. So in 2001, Microsoft introduced Windows NT 5.1, known as Windows XP (eXperience). XP came in a Home or Professional edition. Microsoft built a new interface they called Whistler for XP. It was sleeker and took more use of the graphics processors of the day. Jim Allchin was the Vice President in charge of the software group by then and helped spearhead development. XP had even more security options, which were simplified in the home edition. They did a lot of work to improve the compatibility between hardware and software and added the option for fast user switching so users didn't have to log off completely and close all of their applications when someone else needed to use the computer. They also improved on the digital media experience and added new libraries to incorporate DirectX for various games. Professional edition also added options that were more business focused. This included the ability to join a network and Remote Desktop without the need of a third party product to take control of the keyboard, video, and mouse of a remote computer. Users could use their XP Home Edition computer to log into work, if the network administrator could forward the port necessary. XP Professional also came with the ability to support multiple processors, send faxes, an encrypted file system, more granular control of files and other objects (including GPOs), roaming profiles (centrally managed through Active Directory using those GPOs), multiple language support, IntelliMirror (an oft forgotten centralized management solution that included RIS and sysprep for mass deployments), an option to do an Automated System Recovery, or ASR restore of a computer. Professional also came with the ability to act as a web server, not that anyone should run one on a home operating system. XP Professional was also 64-bit given the right processor. XP Home Edition could be upgraded to from Windows 98, Windows 98 Second Edition, Millineum, and XP Professional could be upgraded to from any operating system since Windows 98 was released., including NT 4 and Windows 2000 Professional. And users could upgrade from Home to Professional for an additional $100. Microsoft also fixed a few features. One that had plagued users was that they had to gracefully unmount a drive before removing it; Microsoft got in front of this when they removed the warning that a drive was disconnected improperly and had the software take care of that preemptively. They removed some features users didn't really use like NetMeeting and Phone Dialer and removed some of the themes options. The 3D Maze was also sadly removed. Other options just cleaned up the interface or merged technologies that had become similar, like Deluxe CD player and DVD player were removed in lieu of just using Windows Media Player. And chatty network protocols that caused problems like NetBEUI and AppleTalk were removed from the defaults, as was the legacy Microsoft OS/2 subsystem. In general, Microsoft moved from two operating system code bases to one. Although with the introduction of Windows CE, they arguably had no net-savings. However, to the consumer and enterprise buyer, it was a simpler licensing scheme. Those enterprise buyers were more and more important to Microsoft. Larger and larger fleets gave them buying power and the line items with resellers showed it with an explosion in the number of options for licensing packs and tiers. But feature-wise Microsoft had spent the Microsoft NT and Windows 2000-era training thousands of engineers on how to manage large fleets of Windows machines as Microsoft Certified Systems Engineers (MCSE) and other credentials. Deployments grew and by the time XP was released, Microsoft had the lions' share of the market for desktop operating systems and productivity apps. XP would only cement that lead and create a generation of systems administrators equipped to manage the platform, who never knew a way other than the Microsoft way. One step along the path to the MCSE was through servers. For the first couple of years, XP connected to Windows 2000 Servers. Windows Server 2003, which was built on the Windows NT 5.2 kernel, was then released in 2003. Here, we saw Active Directory cement a lead created in 2000 over servers from Novell and other vendors. Server 2003 became the de facto platform for centralized file, print, web, ftp, software time, DHCP, DNS, event, messeging, and terminal services (or shared Remote Desktop services through Terminal Server). Server 2003 could also be purchased with Exchange 2003. Given the integration with Microsoft Outlook and a number of desktop services, Microsoft Exchange. The groupware market in 2003 and the years that followed were dominated by Lotus Notes, Novell's GroupWise, and Exchange. Microsoft was aggressive. They were aggressive on pricing. They released tools to migrate from Notes to Exchange the week before IBM's conference. We saw some of the same tactics and some of the same faces that were involved in Microsoft's Internet Explorer anti-trust suit from the 1990s. The competition to Change never recovered and while Microsoft gained ground in the groupware space through the Exchange Server 4.0, 5.0, 5.5, 2000, 2003, 2007, 2010, 2013, and 2016 eras, by Exchange 2019 over half the mailboxes formerly hosted by on premises Exchange servers had moved to the cloud and predominantly Microsoft's Office 365 cloud service. Some still used legacy Unix mail services like sendmail or those hosted by third party providers like GoDaddy with their domain or website - but many of those ran on Exchange as well. The only company to put up true competition in the space has been Google. Other companies had released tools to manage Windows devices en masse. Companies like Altiris sprang out of needs for companies who did third party software testing to manage the state of Windows computers. Microsoft had a product called Systems Management Server but Altiris built a better product, so Microsoft built an even more robust solution called System Center Configuration Management server, or SCCM for short, and within a few years Altiris lost so much business they were acquired by Symantec. Other similar stories played out across other areas where each product competed with other vendors and sometimes market segments - and usually won. To a large degree this was because of the tight hold Windows had on the market. Microsoft had taken the desktop metaphor and seemed to own the entire stack by the end of the Windows XP era. However, the technology we used was a couple of years after the product management and product development teams started to build it. And by the end of the XP era, Bill Gates had been gone long enough, and many of the early stars that almost by pure will pushed products through development cycles were as well. Microsoft continued to release new versions of the operating systems but XP became one of the biggest competitors to later operating systems rather than other companies. This reluctance to move to Vista and other technologies was the main reason extended support for XP through to 2012, around 11 years after it was released.
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