Podcasts about project b

This week we speak with Severine Pinte, Winemaker, Viticulturist, and Managing Partner for Le Vieux Pin and LaStella wineries on the state of the vines in the South Okanagan and her special partnership undertaken in Washington State. Grant Stanley, winemaker at Spearhead Winery joins us to talk about the impressive Pinot Noir coming out of the east Kelowna winery, which was a big winner at this year's National Wine Awards of Canada. Also, Stacy Hornemann, Winemaker, Blue Grouse Estate, newly arrived from Sonoma, California, takes over the reins at Blue Grouse Estate Winery and discusses her first impressions of the Cowichan Valley. Plus, we chat with Michael Bartier, Bartier Bros., and Eric Monnin, Chief Winemaker, Boutinot, two uniquely talented winemakers, discuss the twist of fate that brought the two together to create a standout BC wine known simply as Project B

What do you need to start customizing the next generation of Oracle Fusion Apps? How do you create new pages for business processes? What level of expertise do you require for this?   Join Lois Houston and Nikita Abraham as they get answers to all these questions and more from Senior Principal OCI Instructor Joe Greenwald.   Survey: https://customersurveys.oracle.com/ords/surveys/t/oracle-university-gtm/survey?k=focus-group-2-link-share-5   Develop Fusion Applications Using Visual Builder Studio: https://mylearn.oracle.com/ou/course/develop-fusion-applications-using-visual-builder-studio/138392/   Build Visual Applications Using Oracle Visual Builder Studio: https://mylearn.oracle.com/ou/course/build-visual-applications-using-oracle-visual-builder-studio/137749/   Oracle University Learning Community: https://education.oracle.com/ou-community   LinkedIn: https://www.linkedin.com/showcase/oracle-university/   X (formerly Twitter): https://twitter.com/Oracle_Edu   Special thanks to Arijit Ghosh, David Wright, and the OU Studio Team for helping us create this episode.   --------------------------------------------------------   Episode Transcript:   00:00 Welcome to the Oracle University Podcast, the first stop on your cloud journey. During this series of informative podcasts, we'll bring you foundational training on the most popular Oracle technologies. Let's get started. 00:26 Lois: Welcome to the Oracle University Podcast! I'm Lois Houston, Director of Innovation Programs with Oracle University, and with me is Nikita Abraham, Team Lead of Editorial Services. Nikita: Hi there! You're listening to our Best of 2024 series, where over the next few weeks, we'll be revisiting four of our most popular episodes of the year. Lois: Today's episode is #2 of 4, and we're throwing it back to another episode with our friend and Senior Principal OCI Instructor Joe Greenwald. This episode is all about extending Oracle Cloud Applications that are being built using Visual Builder for the front-end. 01:04 Nikita: Right, Lois. We began by asking Joe to explain what's happening with the redesign and re-architecture of Oracle Cloud Applications using Visual Builder Studio, or VBS.  Joe: That's right, Niki. Oracle is redesigning and rebuilding its entire suite of Fusion Cloud Applications, over 330 different products, utilizing over 60,000 engineers — that is “60,” not “16”—at Oracle to develop the next generation of Oracle Fusion Applications. What's most exciting is that the same tools the engineers are using to accomplish this are available to our partners and our customers to use to extend the functionality and capabilities of Fusion Applications to meet their custom needs and processes.  01:45 Lois: That's pretty awesome! We want to use this time today to ask you about extensions, the types of extensions you can create, and how to use Visual Builder Studio to create those extensions. Nikita: Yeah, can we start with you telling us what an extension is? I've gotten the sense that Oracle uses the term extension as both a noun and a verb and that's a bit confusing to me. Joe: Yeah, good catch, Niki. Yes, Oracle does use the term extension in two ways: both as a noun and a verb. As a noun, an extension is a container for the code changes that you make to your applications. Basically, it's a Git repository that Oracle creates and manages for you. So, the extension container holds the code changes you make to your page layouts: the fields, their positioning, showing and hiding fields, that sort of thing, as well as page functionality. These code changes you make are stored in the extension and it is this extension with your code changes that is merged with the main Git branch eventually and then deployed using continuous integration/continuous deployment jobs defined in Visual Builder Studio, which manages the project and its assets. Your extension is a Git branch that is an asset of the project. Once your extension code is merged with the main branch and deployed, then the next time someone brings up the application, they'll see the changes you've made in the app. 02:59 Lois: And as a verb? Joe: As a verb, extension means to extend the functionality and the look and feel of the application, though I prefer the term customization or configuration to describe this aspect, as the documentation does, and to avoid confusion, though I'll admit I'm not always consistent about the terms I use. 03:16 Lois: What types of customizations, or extensions, and I'm using the verb now, are available for Fusion Apps in Visual Builder Studio? Joe: There are three different ways Fusion Apps can be customized effectively, configured, or extended. The first way is what we call a basic extension, where you're rearranging hiding, or showing, or moving around fields and sections on the page that have been set up to be extendable by the Fusion Application development teams. Things like hiding fields, showing fields, hiding sections, showing sections…  03:45 Nikita: So fairly basic actions… Joe: Yeah exactly and they can be done in Visual Builder Studio Designer by people with minimal VB training, Visual Builder training. And, most recently, if you have access to it, you can do it in the new Express mode, where the page shows you just those things you can work with and just the tools you need to work with the page. This is new and makes it much easier for folks who are not highly technical to make basic changes to the page layout. 04:09 Lois: People like me! That sounds easy enough. Joe: And the next type of extension is more of an intermediate change and requires some training with Visual Builder Studio because you're creating rules that govern the display of layouts based on certain conditions on the page. These are highly flexible, powerful, and useful for creating customized page layouts based on a variety of factors from page size and orientation to the role of the person using it to values in the actual fields on the page itself. These rules can be combined to create complex rule-based conditions that display exactly what the user should see, given the conditions of the page and their role. I would also include making changes to action chains, which execute sequences of behaviors and navigation, and the actual structure of the application, but this is more advanced.  Lastly, is creating mashup applications, which are stand-alone Visual Builder visual applications, which use data from Fusion apps, and customer data sources, like their own database tables, and potentially third-party APIs to create brand new pages and applications with new functionality, new processes, new procedures, new displays, all of which look just like Fusion Applications and use the same data as Fusion applications. 05:18 Lois: Joe, how do I get started if I want to extend a page?  Joe: The easiest way to do it is to open a page in Fusion Applications and then select Edit Page in Visual Builder Studio from the Profile menu. You're then prompted for a project to hold the Git repository for the extension container. And since there's probably already one that exists, after you select the project, an extension Git container is assigned to you. Unless this is the very first time the application has been extended in which case it creates an extension for you. When creating customizations or configurations, we recommend that each application be done in its own separate project. So, for example, if you're working on Customer Experience Sales, you might do it in Project A and if you're working on extensions with HCM, you might do it in Project B. And if you decide to create your own pages and flows in your own app, you might do that in Project C.  06:04 Nikita: But why do you need to do this? Joe: That's just to keep things nice and separate and organized. The tool, Visual Builder Studio, doesn't really care, but it makes for cleaner development and can help with the management of the development teams. 06:14 Nikita: Ok, Joe, I have a question. How do I know if the page I'm on in Fusion Apps can be edited in Visual Builder? I know there are a lot of legacy pages still out there and they can co-exist with the new VB-based pages. Joe: If the URL of the page you're on has the word /Redwood in it instead of /faces, then you know this is a page that was created using Visual Builder Studio and you'll be able to extend it and make changes to it using the Edit in Visual Builder Studio option. So, if you select Edit in Visual Builder Studio, then the page you are on opens inside Visual Builder Studio Designer and you can make changes to any part of the page that has been explicitly enabled for extension by the development team. 06:53 Lois: That's an important part, right? The application is not extendable by default.  Joe: That's right, Lois. It is all locked down and you can't make any changes to it by default. The development team must specifically enable certain parts of the page: sections, fields, layouts, variables, types, action chains, etc. as extendable for you to be able to make changes to it. This ensures the changes the development team makes to the application in the future won't break your extensions. And conversely, the development team can choose to not extend portions that they do not want you to touch or mess with. Then if they do change that bit of the app in the future, it won't break the application and you won't get a big surprise. So, using the Edit page in Visual Builder Studio, you can make both basic changes, like moving, showing, and hiding fields and sections, as well as the more intermediate types of configurations, like using dynamic components to create rule-based layouts that change dynamically based on several conditions such as page size, roles of the user, and field values on the page itself. 07:51 Nikita: What happens if two developers make changes and essentially overwrite each other's customizations — say one hides a field and another later exposes it? Joe: Well, whoever commits their changes and deploys last wins. The other developer's changes get overwritten. So, this is something the team would want to consider carefully. It is possible to roll back to an earlier version if one must. And this can be done in Visual Builder Studio — the part that manages project assets like Git repositories. And there are Oracle blog posts about how to do that if you're interested in learning more. 08:20 Lois: Joe, earlier you mentioned creating new pages and flows, but so far you've only talked about modifying existing extendable pages. How do I create new pages and flows? Joe: In a Visual Builder extension, a set of pages and flows is called an App UI. When I use the terms pages and flows, what I'm talking about is a set of pages that are logically related—whatever logical means to the designer and developer—in a group called a flow that you can navigate between. But you can also navigate between flows and even between applications. So, without getting too technical, each application has a default flow, which has a default page where that flow starts when the app first comes up. So, you can think of an App UI as a collection of flows and their pages, and a URL that accesses the default flow and its default page. That's the page you would see first when accessing that URL. Of course, this can be configured and changed by the developer, as needed. Now, when Oracle creates the original application (for example, digital sales, helpdesk, or something like that), we create an App UI, which contains the pages and flows for that application and is the “entry point” into the app, accessing that App UI's default flow and its default page and then things flow on from there. Partners and customers can create their own application extensions that are dependent on an Oracle application and even create their own App UI – their own sets of pages and flows to accommodate their own processing and workflow needs. This gives them the ability to add their own processes and rules, and still leverage and navigate to the core application that Oracle built. For example, say Oracle delivered digital sales as an Oracle Cloud Application built using Visual Builder to a customer and the customer needs to add a few pages to do some validation or other type of business processing before entering the digital sales application. What the customer does, in this case, is create a new extension of the Oracle Digital Sales app and an App UI of their own, which would be the set of pages and flows that contain the processing they want to start with before then navigating into the digital sales app to use Oracle's application. 10:22 Nikita: Wait, did I hear that correctly? We're creating an extension of an extension or creating an extension on an existing extension? Joe: I know, right? I realize this can sound confusing the first time you hear it or the second time or even the third time. It took me a while to get my head around what they're talking about. Let's start with a Fusion application. In a Fusion application, everything is an extension of something. This is just how the code base and the architecture are organized and how they manage the Git repositories and the code base itself. So, Oracle created a base application called the Unified App. The Unified Application contains the basic page structure and common functionality needed for all applications. For example, it contains the header at the top that has the profile and the footer at the bottom of the page that has that little Ask Oracle icon. Within that page, between the header and the footer, are the pages that are created by the developers, whether they be Oracle engineers or partners or customers. They display the contents of the page with the data and the layouts and all of that. In a sense, you can think of the Unified App as an index page, the starting page of the web application. Though that's not completely true technically, it's good enough for illustrative purposes. So, Oracle starts with the Unified App and then a development team extends that Unified App to build their product. This is how digital sales did it. This is how customer experience did it. This is how helpdesk did it. They start with the Unified App and they extend that and create an App UI that contains the flows and pages for their specific application, and then add functionality for all the pages and flows, as needed for the design. Partners and customers can then create a new extension that extends the Oracle Application and add their own App UI and their own URL if they want their pages accessed first, before navigating to the Oracle application. For example, if the digital sales application has functionality you'd like to leverage, like it has data services or fragments or page layouts that you want to reuse or other things, you extend the digital sales application, and this extension holds your code changes. You could then create a new App UI, and once deployed, users can use that URL for the new App UI to access your new pages. And your page can then navigate to the Oracle app when it needs to. Though I will say to date, we're really not seeing much demand for this particular use case, but it is possible. 12:33 Lois: Is that the only option available to customers and partners—to extend an existing Oracle application? Joe: No, Lois. We're seeing customers and partners create brand new Fusion applications of their own, based on the Unified App Oracle created. In a sense, doing the same thing that our development teams here are doing.  Remember, I said an Oracle development team starts with the Unified App, which has common functionality and look and feel for all applications, and then extends that to add business rules processing, flows, App UI, whatever they need for their specific Oracle application. We're seeing our partners and customers wanting to build their own applications. Maybe a customer or partner wants to create a Time & Expense application and leverage the Fusion application data and the APIs available, but define their own flows, their own pages, their own processing. This is very easy to do. They'd start by extending the Unified App just like the Oracle development teams do, and then build their own App UI and within that, their own flows, pages, and custom processing. The nice thing about it is that the application looks and works and feels just like a Fusion application and it appears alongside other Fusion applications, because it is a Fusion application. 13:43 Did you know that the Oracle University Learning Community regularly holds live events hosted by Oracle expert instructors. Find out how to prepare for your certification exams. Learn about the latest technology advances and features. Ask questions in real time and learn from an Oracle subject matter expert. From Ask Me Anything about certification to Ask the Instructor coaching sessions, you'll be able to achieve your learning goals for 2024 in no time. Join a live event today and witness firsthand the transformative power of the Oracle University Learning Community. Visit mylearn.oracle.com to get started.  14:24 Nikita: Welcome back! So Joe, it sounds like there are two different paths or life cycles to create extensions for future applications in Visual Builder Studio. Is that correct? Joe: Yes, exactly. So one path to extending the functionality of Fusion apps is to edit the page in Visual Builder Studio, which opens the page in Visual Builder Designer, and you then make changes to the existing pages, depending on what the development team has made extendable.  14:49 Nikita: But you can't create new pages and flows in this scenario, right? Joe: This is strictly about modifying an existing page. The other path is creating a new application extension, which is a new application from scratch or extending an existing Oracle application or even an existing partner or customer application. Again, we're not seeing this typically being done too much. Most partners and customers create new applications or make customizations to existing pages. But the architecture does support it. So, your partner might create a new application based on the production app released by Oracle, and you could extend their application. Or a development team at your site could extend Oracle's application and you could then extend that team's application. This is mechanically possible, although I question the use case behind that. Usually, we see our apps being extended – becoming a dependency when there's code that can be leveraged or reused for a new app and its new App UI. 15:40 Lois: Joe, what did you mean when you say one extension is a dependency of another? Can you talk a bit about dependencies, what that means, how it looks to the developer? Joe: When you extend an application, it becomes a dependency to your application, and you get access to all the resources within that dependency that are marked as extendable by the developer who created that extension. Most useful are things like service connections to REST APIs from Fusion apps data sources, reusable code fragments, and layouts that you can leverage in those cases where you want to create a new App UI. When an extension is listed as a dependency, you'll see this graphically in Visual Builder Studio Designer. When you see an extension listed as a dependency, it means you can reference any of that extension's resources that have been marked extendable by the developer. Recall all resources are closed off or hidden by default, but development teams can mark resources as open to being extended and reused, and then you can see and use those resources. So, you can easily add and remove extensions as dependencies in Visual Builder Designer as needed. Now, this can be a nice way to modularize and reuse your resources and assets. To summarize: I can modify an existing page – this is most common, extend an existing application and create a new App UI, which is not common, or I can extend the unified app to create a new app and a new App UI and add other extensions as dependences, as needed, to leverage their services, fragments, and layouts when building my own pages – this is pretty common as well. 17:04 Nikita: There's one thing I'd like to come back to, Joe. You mentioned something called a mashup application earlier. Can you tell us a little more about that? Joe: To recap: I mentioned a couple of different ways that you can extend Fusion applications. One is changing layouts or creating rule-based layouts. You can also extend existing apps and create your own App UI on top of them or create your own Fusion app from scratch. But these are Fusion apps and they have restrictions.  These can only run within the Fusion applications ecosystem, which means they can only be accessed by people who are registered in the Fusion application ecosystem, and there are some other restrictions (for example, in terms of the APIs you can access). And you also have no access to customer data tables. Mashup applications use the stand-alone Visual Builder Cloud Service, which enables you to create custom visual applications. These are visual applications that run outside the Fusion apps ecosystem. Users only need to be identified to the Identity Cloud Service, IDCS, and then they can get access to these mashup apps, depending on the roles and privileges given to them, of course. These mashup applications can access Fusion apps API data, as well as customer database tables, Excel spreadsheet data, CSV files, and third-party APIs. And all this data can appear on the same page, in the same app, using the same Redwood components, so they look and work just like Fusion applications. 18:22 Lois: I know in the past there's been some friction to making changes in Fusion applications. Partner and customer developers use different tools than the ones Oracle engineers use and there have been some deployment issues. To wrap up things, can you tell us why customers should use Visual Builder Studio to customize Fusion apps? Joe: Glad to, Lois. The big benefit to customers is that they are using the exact same tools, Visual Builder Designer for page design work and Visual Builder Studio for project and code management, to build the customizations and extensions that Oracle is using to create the applications and extensions that are delivered to them. I can't emphasize enough how big a deal this is and how wonderful it is for the customer. We're constantly making the Visual Builder Designer interface easier and easier to work with. We're currently releasing a new version of Visual Builder Designer—the Express mode version. This version of Designer is lightweight and has only the necessary features required to allow you to make changes to pages and layouts, and create and manage dynamic rule-based layouts. If you need more (for example, you need to create service connections, fragments, and do a lot more of that type of advanced work), then use the advanced version of the Designer. Both are available to you, assuming that your user has the appropriate permission and the Fusion app you are using has implemented Express Designer. 19:37 Lois: OK Joe, what courses does Oracle University offer for me if I wanted to learn more about developing extensions for Fusion apps and creating mashup apps using Visual Builder Studio? Joe: Oracle University has several courses. We have the Develop Visual Applications Using Visual Builder Studio, which focuses on creating the stand-alone custom bespoke mashup visual applications. We also have our Design and Develop Redwood Applications course, which goes into detail about working with the Redwood page templates and components. All these courses are free and available today. And all you need to do is log in to mylearn.oracle.com to get started. 20:10 Nikita: We hope you enjoyed that conversation. Just a quick reminder before we close about the short survey we've put together to get your thoughts on the podcast. It'll take just a few minutes and will help us make the podcast even better. Just click the link in the show notes to participate. Join us next week for another throwback episode. Until then, this is Nikita Abraham... Lois: And Lois Houston, signing off! 20:33 That's all for this episode of the Oracle University Podcast. If you enjoyed listening, please click Subscribe to get all the latest episodes. We'd also love it if you would take a moment to rate and review us on your podcast app. See you again on the next episode of the Oracle University Podcast.

I hope you're ready for another great doubleheader in Episode #666 this week! It all begins with writer CRC Payne from Batman: Wayne Family Adventures, then everything concludes with Tom Marvelli with The Boy in the Bot! CRC Payne is the writer of the weekly WebToon comic called Batman: Wayne Family Adventures. This series, which posts a new segment every Thursday, is described this way: “When your superhero life is just as busy as your personal life, there's never a dull moment in the Bat-Family. Bruce Wayne's young heroes are still learning to fight and live side by side, but they always have each other's backs.” We discuss how this new Batman series came to be, who the various characters are, and what we can expect from CRC in the months ahead! If you are new to this WebToon, you can start at the beginning here! Then be sure to listen to my engaging interview with Tom Marvelli, creator of the fascinating comic mini-series The Boy in the Bot! You can still buy the debut part of this excellent book at their Kickstarter site! Here's the description: “Introducing Another Door Comics' debut title, The Boy in the Bot: What is Project B.L.U.E.?—the first book in an exciting sci-fi trilogy.” Tom tells us how this engaging comic came to be, who the characters are, and what else he might have coming our way soon! Don't miss it! Show your thanks to Major Spoilers for this episode by becoming a Major Spoilers Patreon member. It will help ensure Wayne's Comics Podcast continues far into the future!

ぬるぽ放送局・インターネット老人会かるた投稿フォーム https://docs.google.com/forms/d/e/1FAIpQLSdfSJZ2BKxd7pz7yWQxzTvcqDRFLZNXFuNfsql6QB1saGk5oA/viewform 2024/11/17 ぬるぽ放送局20周年記念トークライブ 来場予約受付中！ https://www.loft-prj.co.jp/schedule/naked/288081 ぬるぽ放送局投稿フォーム https://docs.google.com/forms/d/e/1FAIpQLScwYSAEyRhDCHd-JRk9dLA05JKnGINgvnDhY3Xmkw2lwwDjQw/viewform 2024年10月パワープレイ イオシス秋の肉食祭2014 作編曲：D.watt 作詞：七条レタス うた：Np犬田彦 & はかせ 収録アルバム：イオシス秋の肉食祭2014 Release　2014.10.26 https://www.iosysos.com/discographyportal.php?cdno=IO-0280 番組時間：89分44秒 出演者：夕野ヨシミ、たくや VOICEVOX:ずんだもん VOICEVOX:四国めたん ---- 2024/10/17に公開録音したものを配信いたします。 ラジオ記事はリスナーのEEチャンピオンさんが書いてくれているので楽してます。 ＜オープニング＞ ・たけし・逸見の平成教育委員会 ・ラッシャー板前くんのこたえ ・10月の入稿ラッシュ ・フリーザくんの答え ・カカロット呼び ・ビールを飲んで体調を整える ・日曜日は例大祭ですよ！東京流通センターじゃないですよ ・別な東方オンリーやってるかも ・中古車 ザ・バーゲンはいいのよ ＜Aパート＞ ・ふつおたです ・1000回前の最後の素数回 ・3か月も素数回がない ・素数転売ヤー ・素数の送料とは ・2024/11/17イベント当日は京浜東北線が止まります ・​​大井町を品川化するための工事らしいです ・間違えて阿佐ヶ谷に行かないように ・新横浜行けばなんとかなるやろ ・ホテル代が高すぎる ・シゲルさんと同じホテルになっちゃう ・MOCさんの時間を削って30分用意しておきます ・MOC祭とは ・イオシスの楽曲について ・ヨルガオとは ・今聞けるとこはないです ・​​その回流してカセットテープに録音しなきゃ ・4年前の埋もれた曲 ・新宿の片隅の飲み会の話 ・男が優れると書いて男優 ・推しは分散投資 ・歌舞伎町で一番治安のいい場所 ・はかせのボーカル曲はある ・はかせボーカルアルバムも作れそう ・はかせより宝鐘マリンさんの話がしたい ・業の深いアルバム ・歌詞カードに歌詞が載ってない ・首相もぜひ聴いてください ・17000円までならスパチャうてます ・イントロは50秒まで ＜Bパート＞ ・なんでミックスゾーンがあるの？ ・D.wattは元気にやってますよ ・今月イオパがあるらしい ・会場のページに載ってるやん ・2024/10/31 イオパあります ・言ってない情報を当てていこう ・さて、みつをたです ・今夜から旭川は雪 ・露天風呂で髪が凍ったな ・寒い時期の北海道観光 ・氷瀑祭 ・お金取るってどこでゾーニングしているの？ ・ショーヘイは優勝しろ ・選挙があじまるよ ・えなりのいなり ・みつをたを隠居しました ・使命感はやめよう ・もう、怪文なんだよな ・カルタのコーナー ・やっぱり冬はさびーなー ・必ずジャーマネからリプライが来る ・くま牧も10年以上やってます ・UIとUX ・ヨン様とは何だったのか ・吉野家コピペ ・財布がなくてもカードデッキはある ・核ボタン～ ・んほー！ ・ゆっくりしていってねは強いな ・渡辺の財布の写真 ・なんですぐにどこにでも財布を置くのかわからない ・次回は最後、ら行を決めて行きます ＜エンディング＞ ・イオシスくんはがんばり過ぎちゃって告知が追い付かないんだよね ・VOCALOID6 新ボイスバンク「 ボカロのCiちゃん 」公式デモソングをD.wattが制作することになりました～ ・「かなまいのサークル」さんに東方アレンジ楽曲を提供しました！ 　「魔理沙になりたいっ！」 　作詞：まろん 　編曲：まろん & ARM 　秋季例大祭にて頒布。なんとIOSYSブースのお隣にいらっしゃる ・いつも楽曲制作で参加してくれている、かたほとりさん( @katahotori )がIOSYSクリ　エイターに加入しました！よろしくね～ ・やったね、タエちゃん作詞の仕事が増えるよ ・宝鐘マリン1st Album「Ahoy!!キミたちみんなパイレーツ♡」に新曲を提供しました！ 　「A Horny Money World ～伝説の夜～」 　歌：宝鐘マリン 　作編曲：D.watt (IOSYS) 　作詞：まろん (IOSYS) 　2024/10/16発売！ ・脳内マリン会議 ・「Project B-idol」「Azure Melodies」デビュー2.5周年記念曲を提供しました！ 　「ワンダフル☆ハッピーエンド」 　作編曲：ARM (IOSYS) 　作詞：かたほとり(IOSYS) 　ギター：ジュクチョー 　バイオリン・ビオラ：三輪紫乃 　2024/10/28 Release ・今週はノーモザイクです ・CDとアクキーとTシャツ ・最終手段はキンコーズで印刷 ・くー、いいエビ ・ムムッ！ ・Tシャツの写真の裾はあきぽんが抑えてます ・エビ天カードマン ・さすがに3日前なのでクロスフェード聴けます ・肉が食べられるなら行きたい ・新アイテムが8つ ・イオシスショップ終売アイテムあります ・たくさん買っても送料500円 ・渋谷道玄坂教会？ ・教会のコンカフェ？ ・20周年イベントの予約をお待ちしてます ・日曜の夜はホテルで1人でブルアカの生放送 ・どけ!!!俺は作詞家だぞ!!! ・疲れた時は寝た方がいい

What do you need to start customizing the next generation of Oracle Fusion Apps? How do you create new pages for business processes? What level of expertise do you require for this? Join Lois Houston and Nikita Abraham as they get answers to all these questions and more from Senior Principal OCI Instructor Joe Greenwald. Develop Fusion Applications Using Visual Builder Studio: https://mylearn.oracle.com/ou/course/develop-fusion-applications-using-visual-builder-studio/122614/ Build Visual Applications Using Visual Builder Studio: https://mylearn.oracle.com/ou/course/build-visual-applications-using-oracle-visual-builder-studio/110035/ Oracle University Learning Community: https://education.oracle.com/ou-community LinkedIn: https://www.linkedin.com/showcase/oracle-university/ X (formerly Twitter): https://twitter.com/Oracle_Edu Special thanks to Arijit Ghosh, David Wright, and the OU Studio Team for helping us create this episode. -------------------------------------------------------- Episode Transcript: 00:00 Welcome to the Oracle University Podcast, the first stop on your cloud journey. During this  series of informative podcasts, we'll bring you foundational training on the most popular  Oracle technologies. Let's get started. 00:26 Lois: Hello and welcome to the Oracle University Podcast! I'm Lois Houston, Director of Innovation Programs with Oracle University, and with me is Nikita Abraham, Principal Technical Editor. Nikita: Hi everyone! Last week, we were introduced to Visual Builder Studio and the Oracle JavaScript Extension Toolkit, also known as JET. Lois: Our friend and Senior Principal OCI Instructor Joe Greenwald is back with us today to talk about how to extend Oracle Cloud Applications that are being built using Visual Builder for its front-end. Nikita: That's right. All Fusion Applications are being redesigned and rebuilt using Visual Builder. And we'll find out more about that from Joe. Hi Joe! Thanks for being with us today. Joe: Hi Lois! Hi Niki! My pleasure to be here. 01:09 Nikita: Joe, tell us a little about what's happening with the redesign and re-architecture of Oracle Cloud Applications using Visual Builder Studio, or VBS. I hear some very exciting changes are coming that are important for our customers and partners. Joe: That's right, Niki. Oracle is redesigning and rebuilding its entire suite of Fusion Cloud Applications, over 330 different products, utilizing over 60,000 engineers — that is “60,” not “16” — at Oracle to develop the next generation of Oracle Fusion Applications. What's most exciting is that the same tools the engineers are using to accomplish this are available to our partners and our customers to use to extend the functionality and capabilities of Fusion Applications to meet their custom needs and processes.  01:54 Lois: That's pretty awesome! We want to use this time today to ask you about extensions, the types of extensions you can create, and how to use Visual Builder Studio to create those extensions. Nikita: Yeah, can we start with you telling us what an extension is? I've gotten the sense that Oracle uses the term extension as both a noun and a verb and that's a bit confusing to me. 02:15 Joe: Yeah, good catch, Niki. Yes, Oracle does use the term extension in two ways: both as a noun and a verb. As a noun, an extension is a container for the code changes that you make to your applications. Basically, it's a Git repository that Oracle creates and manages for you. So, the extension container holds the code changes you make to your page layouts: the fields, their positioning, showing and hiding fields, that sort of thing, as well as page functionality. These code changes you make are stored in the extension and it is this extension with your code changes that is merged with the main Git branch eventually and then deployed using continuous integration/continuous deployment jobs defined in Visual Builder Studio, which manages the project and its assets. Your extension is a Git branch that is an asset of the project. Once your extension code is merged with the main branch and deployed, then the next time someone brings up the application, they'll see the changes you've made in the app. 03:08 Lois: And as a verb? Joe: As a verb, extension means to extend the functionality and the look and feel of the application, though I prefer the term customization or configuration to describe this aspect, as the documentation does, and to avoid confusion, though I'll admit I'm not always consistent about the terms I use. 03:26 Lois: What types of customizations, or extensions, and I'm using the verb now, are available for Fusion Apps in Visual Builder Studio? Joe: There are three different ways Fusion Apps can be customized effectively, configured, or extended. The first way is what we call a basic extension, where you're rearranging hiding, or showing, or moving around fields and sections on the page that have been set up to be extendable by the Fusion Application development teams. Things like hiding fields, showing fields, hiding sections, showing sections…  Nikita: So fairly basic actions… Joe: Yeah exactly and they can be done in Visual Builder Studio Designer by people with minimal VB training, Visual Builder training. And, most recently, if you have access to it, you can do it in the new Express mode, where the page shows you just those things you can work with and just the tools you need to work with the page. This is new and makes it much easier for folks who are not highly technical to make basic changes to the page layout. 04:18 Lois: People like me! That sounds easy enough. Joe: And the next type of extension is more of an intermediate change and requires some training with Visual Builder Studio because you're creating rules that govern the display of layouts based on certain conditions on the page. These are highly flexible, powerful, and useful for creating customized page layouts based on a variety of factors from page size and orientation to the role of the person using it to values in the actual fields on the page itself. These rules can be combined to create complex rule-based conditions that display exactly what the user should see, given the conditions of the page and their role. I would also include making changes to action chains, which execute sequences of behaviors and navigation, and the actual structure of the application, but this is more advanced.  Lastly, is creating mashup applications, which are stand-alone Visual Builder visual applications, which use data from Fusion apps, and customer data sources, like their own database tables, and potentially third-party APIs to create brand new pages and applications with new functionality, new processes, new procedures, new displays, all of which look just like Fusion Applications and use the same data as Fusion applications. 05:27 Lois: Joe, how do I get started if I want to extend a page?  Joe: The easiest way to do it is to open a page in Fusion Applications and then select Edit Page in Visual Builder Studio from the Profile menu. You're then prompted for a project to hold the Git repository for the extension container. And since there's probably already one that exists, after you select the project, an extension Git container is assigned to you. Unless this is the very first time the application has been extended in which case it creates an extension for you. When creating customizations or configurations, we recommend that each application be done in its own separate project. So, for example, if you're working on Customer Experience Sales, you might do it in Project A and if you're working on extensions with HCM, you might do it in Project B. And if you decide to create your own pages and flows in your own app, you might do that in Project C.  06:13 Nikita: But why do you need to do this? Joe: That's just to keep things nice and separate and organized. The tool, Visual Builder Studio, doesn't really care, but it makes for cleaner development and can help with the management of the development teams. 06:23 Nikita: Ok, Joe, I have a question. How do I know if the page I'm on in Fusion Apps can be edited in Visual Builder? I know there are a lot of legacy pages still out there and they can co-exist with the new VB-based pages. Joe: If the URL of the page you're on has the word /Redwood in it instead of /faces, then you know this is a page that was created using Visual Builder Studio and you'll be able to extend it and make changes to it using the Edit in Visual Builder Studio option. So, if you select Edit in Visual Builder Studio, then the page you are on opens inside Visual Builder Studio Designer and you can make changes to any part of the page that has been explicitly enabled for extension by the development team. 07:02 Lois: That's an important part, right? The application is not extendable by default.  Joe: That's right, Lois. It is all locked down and you can't make any changes to it by default. The development team must specifically enable certain parts of the page: sections, fields, layouts, variables, types, action chains, etc. as extendable for you to be able to make changes to it. This ensures the changes the development team makes to the application in the future won't break your extensions. And conversely, the development team can choose to not extend portions that they do not want you to touch or mess with. Then if they do change that bit of the app in the future, it won't break the application and you won't get a big surprise. So, using the Edit page in Visual Builder Studio, you can make both basic changes, like moving, showing, and hiding fields and sections, as well as the more intermediate types of configurations, like using dynamic components to create rule-based layouts that change dynamically based on several conditions such as page size, roles of the user, and field values on the page itself. 08:00 Nikita: What happens if two developers make changes and essentially overwrite each other's customizations — say one hides a field and another later exposes it? Joe: Well, whoever commits their changes and deploys last wins. The other developer's changes get overwritten. So, this is something the team would want to consider carefully. It is possible to roll back to an earlier version if one must. And this can be done in Visual Builder Studio — the part that manages project assets like Git repositories. And there are Oracle blog posts about how to do that if you're interested in learning more. 08:29 Lois: Joe, earlier you mentioned creating new pages and flows, but so far you've only talked about modifying existing extendable pages. How do I create new pages and flows? Joe: In a Visual Builder extension, a set of pages and flows is called an App UI. When I use the terms pages and flows, what I'm talking about is a set of pages that are logically related—whatever logical means to the designer and developer—in a group called a flow that you can navigate between. But you can also navigate between flows and even between applications. So, without getting too technical, each application has a default flow, which has a default page where that flow starts when the app first comes up. So, you can think of an App UI as a collection of flows and their pages, and a URL that accesses the default flow and its default page. That's the page you would see first when accessing that URL. Of course, this can be configured and changed by the developer, as needed. Now, when Oracle creates the original application (for example, digital sales, helpdesk, or something like that), we create an App UI, which contains the pages and flows for that application and is the “entry point” into the app, accessing that App UI's default flow and its default page and then things flow on from there. 09:40 Joe: Partners and customers can create their own application extensions that are dependent on an Oracle application and even create their own App UI – their own sets of pages and flows to accommodate their own processing and workflow needs. This gives them the ability to add their own processes and rules, and still leverage and navigate to the core application that Oracle built. For example, say Oracle delivered digital sales as an Oracle Cloud Application built using Visual Builder to a customer and the customer needs to add a few pages to do some validation or other type of business processing before entering the digital sales application. What the customer does, in this case, is create a new extension of the Oracle Digital Sales app and an App UI of their own, which would be the set of pages and flows that contain the processing they want to start with before then navigating into the digital sales app to use Oracle's application. 10:31 Nikita: Wait, did I hear that correctly? We're creating an extension of an extension or creating an extension on an existing extension? Joe: I know, right? I realize this can sound confusing the first time you hear it or the second time or even the third time. It took me a while to get my head around what they're talking about. Let's start with a Fusion application. In a Fusion application, everything is an extension of something. This is just how the code base and the architecture are organized and how they manage the Git repositories and the code base itself. So, Oracle created a base application called the Unified App. The Unified Application contains the basic page structure and common functionality needed for all applications. For example, it contains the header at the top that has the profile and the footer at the bottom of the page that has that little Ask Oracle icon. 11:16 Joe: Within that page, between the header and the footer, are the pages that are created by the developers, whether they be Oracle engineers or partners or customers. They display the contents of the page with the data and the layouts and all of that. In a sense, you can think of the Unified App as an index page, the starting page of the web application. Though that's not completely true technically, it's good enough for illustrative purposes. So, Oracle starts with the Unified App and then a development team extends that Unified App to build their product. This is how digital sales did it. This is how customer experience did it. This is how helpdesk did it. They start with the Unified App and they extend that and create an App UI that contains the flows and pages for their specific application, and then add functionality for all the pages and flows, as needed for the design. Partners and customers can then create a new extension that extends the Oracle Application and add their own App UI and their own URL if they want their pages accessed first, before navigating to the Oracle application. For example, if the digital sales application has functionality you'd like to leverage, like it has data services or fragments or page layouts that you want to reuse or other things, you extend the digital sales application, and this extension holds your code changes. You could then create a new App UI, and once deployed, users can use that URL for the new App UI to access your new pages. And your page can then navigate to the Oracle app when it needs to. Though I will say to date, we're really not seeing much demand for this particular use case, but it is possible. 12:42 Lois: Is that the only option available to customers and partners—to extend an existing Oracle application? Joe: No, Lois. We're seeing customers and partners create brand new Fusion applications of their own, based on the Unified App Oracle created. In a sense, doing the same thing that our development teams here are doing.  Remember, I said an Oracle development team starts with the Unified App, which has common functionality and look and feel for all applications, and then extends that to add business rules processing, flows, App UI, whatever they need for their specific Oracle application. We're seeing our partners and customers wanting to build their own applications. Maybe a customer or partner wants to create a Time & Expense application and leverage the Fusion application data and the APIs available, but define their own flows, their own pages, their own processing. This is very easy to do. They'd start by extending the Unified App just like the Oracle development teams do, and then build their own App UI and within that, their own flows, pages, and custom processing. The nice thing about it is that the application looks and works and feels just like a Fusion application and it appears alongside other Fusion applications, because it is a Fusion application. 13:52 Did you know that the Oracle University Learning Community regularly holds live events hosted by Oracle expert instructors. Find out how to prepare for your certification exams. Learn about the latest technology advances and features. Ask questions in real time and learn from an Oracle subject matter expert. From Ask Me Anything about certification to Ask the Instructor coaching sessions, you'll be able to achieve your learning goals for 2024 in no time. Join a live event today and witness firsthand the transformative power of the Oracle University Learning Community. Visit mylearn.oracle.com to get started.  14:33 Nikita: Welcome back! So Joe, it sounds like there are two different paths or life cycles to create extensions for future applications in Visual Builder Studio. Is that correct? Joe: Yes, exactly. So one path to extending the functionality of Fusion apps is to edit the page in Visual Builder Studio, which opens the page in Visual Builder Designer, and you then make changes to the existing pages, depending on what the development team has made extendable.  14:58 Nikita: But you can't create new pages and flows in this scenario, right? Joe: This is strictly about modifying an existing page. The other path is creating a new application extension, which is a new application from scratch or extending an existing Oracle application or even an existing partner or customer application. Again, we're not seeing this typically being done too much. Most partners and customers create new applications or make customizations to existing pages. But the architecture does support it. So, your partner might create a new application based on the production app released by Oracle, and you could extend their application. Or a development team at your site could extend Oracle's application and you could then extend that team's application. This is mechanically possible, although I question the use case behind that. Usually, we see our apps being extended – becoming a dependency when there's code that can be leveraged or reused for a new app and its new App UI. 15:49 Lois: Joe, what did you mean when you say one extension is a dependency of another? Can you talk a bit about dependencies, what that means, how it looks to the developer? Joe: When you extend an application, it becomes a dependency to your application, and you get access to all the resources within that dependency that are marked as extendable by the developer who created that extension. Most useful are things like service connections to REST APIs from Fusion apps data sources, reusable code fragments, and layouts that you can leverage in those cases where you want to create a new App UI. When an extension is listed as a dependency, you'll see this graphically in Visual Builder Studio Designer. When you see an extension listed as a dependency, it means you can reference any of that extension's resources that have been marked extendable by the developer. Recall all resources are closed off or hidden by default, but development teams can mark resources as open to being extended and reused, and then you can see and use those resources. So, you can easily add and remove extensions as dependencies in Visual Builder Designer as needed. Now, this can be a nice way to modularize and reuse your resources and assets. To summarize: I can modify an existing page – this is most common, extend an existing application and create a new App UI – which is not common, or I can extend the unified app to create a new app and a new App UI and add other extensions as dependencies, as needed, to leverage their services, fragments, and layouts when building my own pages – this is pretty common as well. 17:14 Nikita: There's one thing I'd like to come back to, Joe. You mentioned something called a mashup application earlier. Can you tell us a little more about that? Joe: To recap: I mentioned a couple of different ways that you can extend Fusion applications. One is changing layouts or creating rule-based layouts. You can also extend existing apps and create your own App UI on top of them or create your own Fusion app from scratch. But these are Fusion apps and they have restrictions.  These can only run within the Fusion applications ecosystem, which means they can only be accessed by people who are registered in the Fusion application ecosystem, and there are some other restrictions (for example, in terms of the APIs you can access). And you also have no access to customer data tables.   Mashup applications use the stand-alone Visual Builder Cloud Service, which enables you to create custom visual applications. These are visual applications that run outside the Fusion apps ecosystem. Users only need to be identified to the Identity Cloud Service, IDCS, and then they can get access to these mashup apps, depending on the roles and privileges given to them, of course. These mashup applications can access Fusion apps API data, as well as customer database tables, Excel spreadsheet data, CSV files, and third-party APIs. And all this data can appear on the same page, in the same app, using the same Redwood components, so they look and work just like Fusion applications. 18:32 Lois: I know in the past there's been some friction to making changes in Fusion applications. Partner and customer developers use different tools than the ones Oracle engineers use and there have been some deployment issues. To wrap up things, can you tell us why customers should use Visual Builder Studio to customize Fusion apps? Joe: Glad to, Lois. The big benefit to customers is that they are using the exact same tools, Visual Builder Designer for page design work and Visual Builder Studio for project and code management, to build the customizations and extensions that Oracle is using to create the applications and extensions that are delivered to them. I can't emphasize enough how big a deal this is and how wonderful it is for the customer. We're constantly making the Visual Builder Designer interface easier and easier to work with. We're currently releasing a new version of Visual Builder Designer—the Express mode version. This version of Designer is lightweight and has only the necessary features required to allow you to make changes to pages and layouts, and create and manage dynamic rule-based layouts. If you need more (for example, you need to create service connections, fragments, and do a lot more of that type of advanced work), then use the advanced version of the Designer. Both are available to you, assuming that your user has the appropriate permission and the Fusion app you are using has implemented Express Designer. 19:46 Lois: OK Joe, what courses does Oracle University offer for me if I wanted to learn more about developing extensions for Fusion apps and creating mashup apps using Visual Builder Studio? Joe: Oracle University has several courses. We have the Develop Visual Applications Using Visual Builder Studio, which focuses on creating the stand-alone custom bespoke mashup visual applications. We also have our Design and Develop Redwood Applications course, which goes into detail about working with the Redwood page templates and components. All these courses are free and available today. And all you need to do is log in to mylearn.oracle.com to get started. 20:19 Nikita: Thank you so much, Joe, for joining us today. This has been so educational. Joe: It's been lovely talking to you both. Thank you. Lois: Yeah, my brain is full. Thanks Joe. Until next week, this is Lois Houston… Nikita: And Nikita Abraham, signing off! 20:32 That's all for this episode of the Oracle University Podcast. If you enjoyed listening, please click Subscribe to get all the latest episodes. We'd also love it if you would take a moment to rate and review us on your podcast app. See you again on the next episode of the Oracle University Podcast.

Join me in unraveling the mysteries of the universe! Your alien encounters are not just stories – they're a vital part of understanding our world. Share your experiences and be part of an extraordinary conversation. Contact us now to share your story and explore the unknown!" Project B.L.A.C.K Black League of Alien Contact Knowledge subscribe to https://www.youtube.com/@whythebigsecret Call to Action: "Ready to reveal your incredible encounters? Email us at contact@whythebigsecret.com today, and let's bring your experiences to light. Share this video

Join me in unraveling the mysteries of the universe! Your alien encounters are not just stories – they're a vital part of understanding our world. Share your experiences and be part of an extraordinary conversation. Contact us now to share your story and explore the unknown!" Project B.L.A.C.K Black League of Alien Contact Knowledge subscribe to https://www.youtube.com/@whythebigsecret Call to Action: "Ready to reveal your incredible encounters? Email us at contact@whythebigsecret.com today, and let's bring your experiences to light. Share this video

Jakob Schubert is a four-time World Champion, an Olympic bronze medalist, and he has more IFSC gold medals than another male competitor. He's also sent some of the hardest routes in the world, including, most recently, a first ascent of Project B.I.G. in Flatanger, which he rated 9c, making it only the third route ever to be given this grade. Our interview with Jakob takes us behind the scenes on his livestream of sending B.I.G.; his ticklist of some of the hardest routes in the world, especially Chris Sharma lines; who he thinks might be a contender in the next Olympics; and his love of American football. But first, we talk about Jared Leto's toprope ascent of the Empire State Building, and try to figure out why everyone so mad. Today's final bit comes from OG local legend Joel Brady and his band d'Artagnan and the Banjoman. Show Notes Follow Jakob Schubert on Instagram. Subscribe to Jakob Schubert's YouTube Channel. Climbing.com's news report on Project B.I.G. Jared Leto Climbs Empire State Building on BBC Photo of Jared Leto climbing by Renan Ozturk on the NatGeo feed Follow Joel Brady on Instagram “I'm Dying” by d'Artagnan and the Banjoman Become a RunOut Rope Gun! Support our podcast and increase your RunOut runtime. Bonus episodes, AMA, and more will be available to our Rope Guns. Thank you for your support! http://patreon.com/runoutpodcastContact us Send ideas, voicemail, feedback and more. andrew@runoutpodcast.com // chris@runoutpodcast.com

Alle, die mit uns auf Kaperfahrt fahren, nun, die müssen nicht nur Männer mit Bärten sein, Segel setzen und die Piratenflagge hissen können, sondern auch gegen die Kungfu-Künste des Stars der Hongkonger Küstenwache sowie seiner schlagkräftigen Kumpels und Kollegen gewappnet sein. Und, ganz wichtig, sie müssen das Plattdeutsch von Piratenkapitän San Pao verstehen können. Bewerber melden sich beim Nachtprogramm, nachdem sie die folgende Informationssendung gehört haben, in der wir 40 Jahre Jackie Chans Actionmeisterwerk "Project A" alias "Der Superfighter" feiern und uns - der Vollständigkeit halber - auch gleich des Nachfolgers "Project A: Part 2" alias "Project B" annehmen. Und was wäre ein Jubiläum ohne Gäste, weswegen der gute Markus vom Erstkontakt-Podcast mal wieder zu uns stößt, um die Kerzen anzuzünden und die Gläser zu erheben. Prost und viel Spaß! Nachtküsse könnt ihr vergeben über nachtprogrammpodcast@gmail.com ⁠⁠⁠⁠Podcast Projekt "Erstkontakt" von Markus⁠⁠⁠⁠ Folgt uns auf Bluesky⁠: @nachtprogramm.bsky.social ⁠⁠⁠⁠Instagram⁠⁠⁠⁠ ⁠⁠⁠⁠Sergejs Letterbox⁠⁠⁠⁠ ⁠⁠⁠Martins Letterbox⁠⁠⁠ Und besucht: https://www.actionfreunde.de/ https://liquid-love.de/forum/ Music Intro: https://www.purple-planet.com

Interview by MikalaTV   / _mikalatv_   We recently sat down with popular influencer Kris Summers for an exclusive “Off The Porch” interview! During our conversation she discussed her viral mug shot, her journey with working in night life, who's spending the most money throughout the clubs, the surge of women working in night life, attending Georgia State and majoring in Political Science, her journey as she goes through butt removal surgery, going through multiple surgeries with the removal, being in college when her MadGalKris brand started buzzing, the cons of growing up too fast, getting introduced to the fast life, the truth behind dating rappers, creating multiple streams of income for herself, breaking the stigma of being a model, her experience recording for the first time, her single “Verified”, her new single “Project B*tch”, different challenges she had to face while pursing her music career, advice to young women who are struggling to chase their dreams, taking a break from social media, the fake perception behind social media, releasing a new single + EP during the new year, and much more! Learn more about your ad choices. Visit megaphone.fm/adchoices

Learning Deming is like seeing the world through a different lens. In this episode, Bill Bellows uses various examples to show us how powerful that new vision can be.  TRANSCRIPT 0:00:03.4 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today is Vision Therapy. Bill, take it away. 0:00:29.9 BB: Welcome back, Andrew. Yes, I wrote an article, gosh, maybe 10 years ago now for the Lean Management Journal under the title Vision Therapy: Shift from Big Problems to Great Opportunities. And in the article, I talk about vision therapy - as getting glasses is one form of vision therapy or perhaps you need surgery on your eyes. I also talked about therapy our son once went through which is hand-eye coordination. And all of that is leading up to a vision exercise I put together 1998 timeframe and was inspired by a number of things. One is I had read a book written by David Kerns, former CEO of Xerox, and it's called 'Prophets in the Dark.' And he shared a story in there of a senior executive who had come from Ford. And he said, this guy named Frank Pip, who went on to become an outstanding leader within Xerox. If there was... I get the feeling if there was a hall of fame within Xerox, David Kearns would be in it. Frank Pip would be in it. 0:02:02.0 BB: And quite likely Barry Bebb, who's a mentor of mine, would be in it. And others, and... Anyway, relative to Frank Pip: Pip started his career at Ford and he got to the point of being a plant manager for the Ford final assembly plant. And there was an account he gave to Kearns of whenever they did final assembly of automobiles, rubber mallets were used to bang the mating parts together. They didn't quite fit. And every now and then, two parts would go together without a mallet. And the Ford, at Pip's plant, they called the parts that assembled without a mallet Snap-fit - everything else required mallets and mostly it was mallets. But every now and then there'd be Snap-fit. And then he explains how they, Pip was inspired to go off and buy competitor's cars for the purpose of buying them, taking them apart, putting 'em back together. And unfortunately, Pip died a few years ago, and I... And it never dawned on me to reach out to him. I thought by the time I heard of him, it was maybe too late then, it turns out I had plenty of time to reach out to him. So I don't know what inspired him, but I get the feeling he was routinely buying competitors' cars, taking 'em apart, putting 'em together, just alike, and they assembled just like theirs, just like theirs, just like theirs. 0:03:26.7 BB: And then there was a pickup truck they took apart, put together, and never used a mallet. It was, in Ford's language, 100% Snap-fit. And Pip was so astounded by the results he had the assembly team take it apart again and put it back together again 'cause he couldn't believe it was a 100% Snap-fit. Well, when he found that it was 100% Snap-fit twice, now he thought, "Holy cow," he calls up corporate, had someone come out from Dearborn, which was Ford's corporate headquarters, and I don't know if it was his boss, whoever the person was, came out very, very senior. And he says, they met with the team. The team's answering his questions. And as I explain it to people, you can imagine what it's like when somebody from corporate comes out. That's typically in my experience, somebody coming from corporate that's either, they're there to celebrate something or it's a bad day or it's a routine, but it... Anyway, it's a big deal for him. And as Pip's account was when the plant manager, when this executive came out from Dearborn and heard this account first hand, blah, blah, blah, his comment to the team was "The customer will never notice the difference." 0:04:38.1 BB: And in the book it said Pip was so frustrated with that attitude that he quit 'cause he thought, "We have uncovered something and this guy is treating it as no big deal.” Well, then I point out to people that was the late '60s and which was at the beginning of Ford, I'm sorry, of Toyota selling cars in the States. It was a Toyota pickup truck. So I just... I shared this story in part for this term, Snap-fit. Well, then in the late '90s I was teaching a graduate class in quality management at the Kellogg School of Management, Kellogg Business School, Northwestern University, which I checked very recently. It's the number two business school in the United States. And I'm teaching a class there. Through some interesting occurrences, I was invited to teach this class there. And I wrote up this contrast between the very simple black and white model. And we've been talking black and white models and I was using a black and white model of organizations which were about continuous improvement versus black and white thinking in that kind of contrast. And I gave them pairs of words and I said... 0:06:16.5 BB: You could have "good versus bad" - is one model. What I was showing 'em is, is black and white words versus continuum words versus relative words. I said, there's, let's see the good versus bad, and then that would be a black and white. And I said, "If you take the good versus bad and put it into a continuum, what would it be? And people would joke, "Gooder." And I said, "Well, faster, it could be tall versus short - taller, cheap versus expensive - cheaper." And I was using those pairs, getting them a sense of relative thinking versus black and white thinking. And I put out the word Lean, L-E-A-N and I said, "Let's say you don't know anything about the word. In which category does this word apply? Does it fit into the black and white mold or the continuum mold?" And a first of them would say it's shades-of-gray thinking. And I said, "Well, why?" And they come up with explanations and finally one guy says, he says, "It's black and white thinking." And I said, "Why?" He says, "There's no 'er' in the end." 0:07:36.4 BB: Lean, Lean. It's right? And then there's a woman who pushed back on that. And she said, "No, I disagree." She said, "You can continuously eliminate waste." And I said, "How far are you gonna go with that?" And she said, "Until there's no waste." And I said, and I was trying to point out is, well then we're done. I said, "Where is the continuous improvement, the continuum thinking behind being done?" And I said, [laughter] what'd I tell her, saying to her, I said, "So if you're done, well then what do you do?" She said, "Well, you continuously eliminate waste until you're done." Well, then I said, "Well, describe to me what an organization looks like that has no waste. Is what does it look like?" She says, "I don't know." Well, I think those two things inspired me in a class later that year, this is 1998, to throw out as an exercise, a vision, and I call it vision therapy exercise. 0:08:38.0 BB: And I said to them, "Yeah, I want you to take a piece of paper, divide it into half, into half, left and right, and then top and bottom. So there's four quadrants." And I said, "Label on the left hand side Blue Pen for Blue Pen Company. The right hand side for Red Pen as in Red Pen Company." And I held up, I would have these transparency markers. I had eight different colors. And I pulled out one, which is blue. And I said, "Imagine each of you have recently visited a company which makes blue pens, only Blue Pens. And every week I'd buy one that costs a dollar." And, I pulled out a Red Pen. Why red? 'cause I wanted something the other end of the spectrum. So I had eight different colors to choose from. So one was blue, one was red. Later somebody said to me, "Why did you pick blue versus red?" 0:09:31.2 BB: And I said, "Well, Rocketdyne was owned by Boeing at the time." And when I looked at the colors, you know a lot of the, advertising the logos of Boeing were blue and white. And I thought, blue is the company I have in mind for one side, and then something not blue, not green, not brown, red is the other side. So I said, "So imagine you've recently visited a Blue Pen Company, that only makes blue pens. You buy one every week, it costs a dollar. When you need a Red Pen, you buy that from the Red Pen Company, and they only make red, you buy it, it cost a dollar." So I had them create this - left and right. Imagine you've recently visited both organizations for two weeks each. All right? And then I said on the, you've got a left side and a right side, one's red, one's blue, top versus bottom. 0:10:24.1 BB: I said, "So imagine for the first week as you're visiting these two companies, nobody's there. So give us some additional information. What I want you to do is describe the physical layout of both organizations." And this ties in really well with... So my idea, as I shared in a recent session from Edgar Schein who had passed away back in January. He was an organizational therapist for most of his career at MIT. And in his book, 'Organizational Culture and Leadership,' he talked about organizational culture can be analyzed at three levels. And I didn't know about these levels back in '98 and found about them later. And I found it fits really well. And he said the first level is artifacts. And he says, I just wanna read, he says, "The constructed environment of an organization, including its architecture, technology, office layout, dress code, visible or audible behavior patterns, public documents like employee orientation, handbooks." 0:11:27.8 BB: And, what Schein says is that those artifacts come from values, the reasons and/or rationalizations of why members behave the way they do. And values come from assumptions. And again, I'm quoting from Schein, "Typically an unconscious pattern that determines how group members perceive, think and feel." And again, I didn't know about those at the time, but going back to the exercise, there's a left side and a right side. One is Blue Pen Company, one is Red Pen Company. The top two cells are, what would you see physically as Schein would say: what are the artifacts of these two organizations? And all you know so far is that one makes blue, one makes red, they both cost a dollar. And I buy one from each. Well then in the bottom two cells, what I want you to imagine is, so for the first two weeks, you visit both organizations, write down what are the physical characteristics of both organizations for the bottom two cells. 0:12:25.5 BB: And I apologize for coming back to this. In the first week you visit, there's no one there but you, no one there but you. So you're walking around both organizations, you're the only person around. You've got a clipboard. All you can talk about are the artifacts. What do you see? And the bottom two cells, imagine the second week in both organizations, there are people there. So for the bottom two cells, describe the people in both organizations. So all of this is artifacts and they come from values, they come from assumptions. But all you're doing is saying...but what I specifically wanted to differentiate is, what does the place look like different from what are the people like? And so everybody's ready to go. I'm gonna give you five minutes to put something in each cell. And here's the additional information. Andrew, you're ready? 0:13:12.7 BB: When I go to use the Blue Pen. So I would take the Blue Pen out and I would say, "When I use the Blue Pen, the cap goes off, the cap goes on, it goes off and it goes on nice and easy." And at the time I'm explaining this, they don't know anything about the prior story of Toyota, the pickup truck, 100% Snap-fit, Frank Pip. I usually... I save that for later. I said, all you know is the cap goes on, goes off nice and easy. Now the Red Pen, when I go to use the Red Pen, I need pliers to get the cap off. And there were times I had a little pair of pliers and I would use the pliers to pull it off and I need a hammer to get it back on. And I would have a little hammer and I boom, boom, boom. Now however, the Blue Pen... The cap is said to be Snap-fit. Then I would say just like snap your fingers, it comes off nice and easy goes on nice and easy, it doesn't fall off. That's all the information I have. Spend the next five minutes putting something in each cell. 0:14:14.3 BB: I've done that exercise around the world over 500 times of all different audiences, as young as college students, people working in the fishing industry, all over. And what's really cool is what shows up in those four cells is nearly identical. There may be some caveats due to language and whatnot. 0:14:40.8 AS: Identical across the 500, or again, identical... 0:14:44.1 BB: Yes. 0:14:44.5 AS: Across the red and blue. 0:14:46.5 BB: Yes, I... Well... What shows up in those four cells is nearly identical. So I would give people five minutes. And the other thing for those who are listening, my advice when you're doing this, that it took me a while to figure out the additional benefit is, what I would do is go around the room in each cell, the Blue Pen physical and ask if anyone has an example. So for the Blue Pen physical, someone will say: an open environment, bright lights, windows. All right. Then I'd go to the Red Pen Company, physical, "Okay, what do you see over here?" People might say, "Closed doors." Then I'd go to the Red Pen people, what about the people? And the... There might be "rigid,” “looking over their shoulder,” “on a time clock." Blue Pen Company, people might be happy and smiling. So I would go around the room before I give 'em five minutes just to make sure most of us are on the same page 'cause now, and then there'd be some people who are lost. And... But in general, people are pretty good. So then I give 'em five minutes and then depending on the size of the room, I might go around the room, table by table, look over your shoulder, see how you're doing, onto the next one, onto the next one and I get a feeling that they're doing pretty good. So then when I have them stop and there's different things I do at this point. I've had people at this point after five minutes stand up. Okay, there's a couple hundred people in the room at a conference. 0:16:31.0 BB: And I'll say: okay what I'd like you to do is find someone you've not met today and go introduce yourself and spend five minutes comparing trip reports. What's in your trip reports? And the room will very quickly erupt in laughter, whether I do it having you stand up, go find somebody or whether you are sitting at a table of four or five and I say across the table share. And then after they're done with that I'll say, "Okay, what did you find when you share your answers with others at the table?" And again and again, they'll say, "Their answers are just like mine." And I'll say, "Did anything come up in any of those quadrants that you were lost? That you said, Andrew, I... What do you mean by this? I don't know where you're coming from." And that's never happened. Every single time, they may have... They're looking at a factory and somebody may be looking in the kitchen, someone's looking in the lobby area. So they may be looking at different places, but it always fits together well. In the very beginning, what I would do, is I would give them five minutes. I wouldn't have 'em share anything yet. And I would go around the room and I'd say, get in the front of the room and the very first person, and I'd say if it was you say, "Andrew, what's the first thing you have for Blue Pen Physical?" And you'd say, "Clean." In fact, what's really cool is "neat, clean and organized" came up in order again and again. 0:18:13.6 BB: So I would ask you, "Andrew, what do you see?" You would say, "Neat," next person "Clean," next person "Organized." And I go all the way around and just fill up one cell with the very first... One thing you have that you haven't heard yet. Then I would jump over to the Red Pen, fill it out, then I'd go to the Red Pen people. So I would fill up a given cell and in the beginning I would write these on flip charts. And again, I don't know exactly what I was... I had in mind, "It's gonna be interesting," but I didn't appreciate how powerful this has become. And in the beginning I would write these on flip charts and then at the end of the class, I would throw them away. Then as I began to see how common the patterns were, then I would write them onto transparency and save them and I would date them. And at one point of time I've a colleague who's working on a PhD thesis, University of Texas and his PhD research, Andrew, [laughter] came from 200 trip reports that I still had in my files that I hadn't thrown out. And he and his brother took the data 'cause we knew exactly who was in each class. And so he had... He and his brother had some methodology in his... So his research data for his PhD thesis, looking at the leadership styles of these two organizations. And so let me... 0:19:52.3 BB: So in the Blue Pen physical, it's: an open layout neat, clean, organized, what else? Harmonious and as needed, if you were to say harmonious, then I might say, "Andrew, what do you mean by that? What do you mean? What do you mean clean? What do you mean this? What do you mean?" And so there's nothing wrong for our listeners who are trying this out with people. It's just keep asking them: "What do you mean by, what do you mean by." What's most critical is write down exactly what people say. Don't interpret. Don't yeah I would just say don't interpret. So I go all the way around and people would be astounded. 0:20:40.9 BB: I mean, I'd say a couple of things. One is quite often what people see in the contrast is where they work [laughter] versus where they would love to work. [chuckle] Now let me also say, in the very beginning when I did it, I did not explain to them what Snap-fit meant. So I did not say Snap-fit is good. I just said Snap-fit. Now, there would be people who would say, "Well, does it mean because it's Snap-fit, that it's good." And I would just say, "I didn't say one is good, one is bad. All I'm saying is one goes together with the hammers, one doesn't," and then I would eventually explain to them the a 100% Snap-fit Toyota pickup truck, and it would come together nice for them. Well, when I found the uses of this are one, people can, but Dr. Deming talked about prevailing style of management, but talking about it and having conversations about it is, what I found is this exercise... 0:22:00.1 BB: I think helps people in their own words, explain to them. It allows them to create a sense of: what is the prevailing system of management? And it's the Red Pen Company's side in many ways, and then: what is a Deming organization? It's the opposite. Now this is a very simple black and white model. And as George Box's quoted saying "All models are right. Some models are useful." I have found it enormously useful to look at the two organizations and ask people, what are the conversations like in both organizations? And I would say, "Okay, you're walking around a Red Pen Company, you come across two people in the hallway, what are they talking about?" 0:22:48.4 BB: And what you'll get is: it's second-shift people complaining about first-shift people, or it's engineering complaining about manufacturing. And then people would say, there's a lot of "us and them" and I said, okay. What I've also heard people say, is they'll say, "Well, on second shift where they work, we're a Blue Pen Company." "Also on second shift we're a Blue Pen, but those first-shift people, those are Red Pen." And you know, I said, what's a conversation like in a Blue Pen Company? "I've got an idea. Hey, let me hear about it, blah, blah, blah. Tell me more. Tell me more." I'll ask them, what are survival skills in both organizations, survival skill in a Red Pen Company? What'd you find there? And people would say you know, being able to finger-point, not being blamed, protecting yourself, you know, the CYA mentality. Mentality. Don't ever... 0:23:52.8 AS: Surviving the occasional backstabbing. 0:23:55.9 BB: Oh yeah. Don't ever try anything new. You know, what will also come out is, you know, "stodgy, stiff, inflexible." Whereas I said, what about people in the Blue Pen Company? And they'll present this. And I'll ask them, "Which organization would you call a learning organization?" And people will always say, the Blue Pen Company. And I say, why? And they say, "Well, you know, they're always trying to figure out, you know, they're doing PDSA cycles, trying to figure out improvement, improvement." And I'll say, you don't think people in a Red Pen Company have learned how to survive [laughter]? You don't think they've learned how to finger-point, you don't think they've learned how to duck and cover? 0:24:39.9 AS: In a Red Pen. You were saying in a Red Pen Company or in a Blue Pen? 0:24:40.7 BB: Oh yeah I meant Blue Pen, I meant red I mean Red Pen. I said, what I was trying to point out is people will say a Blue Pen is a learning environment. What I'm trying to point out is, don't underestimate the ability of people in a Red Pen Company to also learn, but that learning is about self-protection. And, you know, so the survival skills in that environment are protecting oneself, hoarding information, not allowing others to know how to, you know, do things. So they have secret tools, secret analysis methods, and I say, what are survival skills in a Blue Pen Company? And people will say, "Sharing knowledge is power in a Blue Pen Company." And so I constantly wanna make sure that I'm sharing. And, but it's not that I inundate everyone with everything, but a week later after Andrew, you've asked me for something, a week later I come to you and I say, "Hey, I've been thinking about it. 0:25:34.3 BB: And something else occurred to me that I thought you might value." What I would also add to the conversation is, "What percent of organizations are Red Pen companies?" And I just say, just, you know, in your experience. And then I would say in this unscientific survey, people would say the majority, 80% to 90% of companies, they would say, are Red Pen companies. And I would say, "Well, what keeps them in business? I mean, how could, what is, if 80% of them are Red Pen companies? What keeps all of these companies in what Deming would call the prevailing style of management and business?" People are like, "I don't know." 0:26:17.0 BB: In my response, I shared with my boss who was once President of Rocketdyne. I said, "What keeps us in business?" He said, "What?" I said, "Lousy competition." [laughter] 0:26:27.1 AS: Yeah. That's what I was gonna say. What keeps us in business is the other 80, 90 percent that's in the same boat as us. 0:26:32.7 BB: Exactly. Because they blame their people. Their people become dejected, withdrawn, only do as they're told, hide mistakes, which caused others to make the same mistakes. How can you keep in business focusing on the past to get back to the present when you're in this constant firefighting mode? How do you stay in business other than: others run the same way. And Deming somewhere in The New Economics, I believe in The New Economics. He says, "Be thankful for a good competitor." So that's what I mean by the vision therapy. This Blue Pen Company, Red Pen Company. I've done variants of it. The very first one was blue and red Snap-fit versus not snap-fit. I've, in the last few years, we'll get exactly the same results with a different starting point. 0:27:30.2 BB: And the starting point I use is, I tell the story of the executive sitting next to me that I think I've shared about the last straw. The straw that, what if you're in an organization where you believe the last straw broke the camel's back, what would it be like to work there? And people would say, "Oh, I wouldn't wanna work there is a culture of blame." So I would explain, imagine you recently visited an organization where everyone believes that the last straw did it, and that's called the Last Straw organization. And then there's also this All Straw organization where you understand the systemic aspect of all the straws getting together. And so if I was to start this exercise and explain this belief in the last straw that we have in society, that the basketball game has won on that last shot, or lost in that last shot, versus an all straw, I can use that starting point, Andrew, and have people go through and compare the physical aspects of both organizations and people and get exactly the same results and if it's, 'cause what I found with people, they'll say that... 0:28:31.9 AS: When you say exactly the same, you're saying exactly the same as the Red Pen Blue Pen? 0:28:36.1 BB: Yes. If you were to look at the... If you had a group of 30 people and get a composite score in those four quadrants, you wouldn't necessarily know if it was started with Red Pen, Blue Pen, or All Straw, Last Straw. And I've also done it when I worked for the Deming Institute in that timeframe when I left Rocketdyne, I started explaining it as what if there was one organization where there's a sense of "we," look what we did, how did we do on the exam? Andrew, you're the student, I'm the professor. A collective sense of all for one and one for all versus a "me" organization. Where the question I ask you, Andrew, is "How did you do on the exam?" And inferring that your ability to learn from the exam is separate from my ability to teach. 0:29:28.6 BB: Like I could be saying, "How are you doing in sales" versus "How are we doing in sales?" So if I was to describe it as a "me" organization, everything I do, everything is accomplished by me alone breaking things into parts. My task is done. A lot of this question one stuff that we've been talking about in terms of quality versus a "we" organization, if I explain the "me" and the "we," and there's ways to do that and then get into the trip report, me, we, and the four quadrants, very, very similar. And so I found is in terms of a vision exercise, first of all, depending on who the audience is, I'll get a... I'll figure out do I wanna use Red Pen, Blue Pen, All Straw and Last Straw, me versus we. And there's a couple others that I've used, but I know that once I get them thinking about, I just have to come up with what is the differentiator. 0:30:26.7 BB: And then I get them thinking about the artifacts. And then from the artifacts, once that is done, then I can talk about the conversations in both, the survival skills in both, the what if an... What is an ethics issue in both organizations? And I'll just say a little more about that. And I've worked in large corporations and ethics training. Really, what does it come down to the end of the day is that I didn't misuse company resources, that I didn't charge Project A using the Project B charge number [laughter], right? And I didn't fill out my timecard deliberately wrong. I didn't try to cheat the company on a trip report kind of thing. Well, then what I start thinking about is what's an ethics issue in a Blue Pen Company? 0:31:23.5 BB: And I believe, I think this comes from Dr. Deming, he would say, if, I'm pretty sure it was Deming, Deming would talk about a salesperson for a copying machine. And so Andrew, I'm the salesman and I come to your company and wanna sell, you're in need of a copier. And Deming would say, if I tried to sell you a copier that was bigger than you needed, because there's a bonus for me, Andrew, or a copier that was smaller. If I sold you a copier that I knew was much less than what you needed or much more than what you needed, then Deming would say, that would be unethical. He'd say, "My job is to sell you exactly what you need." And I view that, and I thought, "Well, that's a Blue Pen phenomenon where ethics is about how am I treating others with a sense of sharing or hoarding or whatnot?" So what I found is... 0:32:21.3 AS: Well, also ethics is how am I treating the customer? 0:32:24.4 BB: All of that. Well, how am I treating my coworkers? There's a poem I use with a great quote from Robert Frost and he said "What's the secret to selling a horse?" Have I ever shared this with you? 0:32:35.0 AS: No. 0:32:36.1 BB: The secret to selling a horse. Are you ready? 0:32:36.8 AS: Yep. 0:32:39.5 BB: Just sell it before it dies. [laughter] 0:32:41.7 AS: There you go. 0:32:44.3 BB: And so, and what Frost says in the poem is that we go through life handing off our problems to others. And I've written about this and I said, well, you mean like selling a coworker a horse? And then you come back the next day and you say, "Bill, you know this horse is dead." And I say, "Andrew, it was alive when I gave it to you." What? So I look at it as whether you're a coworker or a customer, what's that all about? And so I throw that out because... 0:33:12.2 BB: I find that that simple model is an incredible mechanism. Earlier today I was in a conversation with a coworker and the word that came up in conversation was you're "driving change." Driving change. And I said, "Driving change is what happens in a Red Pen Company." And the explanation I gave, in the Red Pen Company, I come to you Andrew, and I said, "I want this by tomorrow." And driving change is: I've got a gun to your head. And I say, "Do you understand what I'm looking for?" And you're like, "Right, 'cause I can find somebody else to do this, Andrew. I need this by tomorrow." That's driving change. And so what I'll say to people is, if driving change is a Red Pen Company, then what's the word we use in a Blue Pen Company? 0:34:05.2 AS: Coaxing. 0:34:07.4 BB: And people will say, "I don't know, what's that word?" And I'll say, "Lead, lead!" [laughter] That's what leadership's all about. You want to follow. And so, what I find is this model has allowed me to get a great number of people to explain in their own way, envision the two different organizations. And there's no doubt where they wanna work. They'd much rather be in the Blue Pen, "we" organization, an All-Straw organization. And then we can talk about, how does... The next thing I look at is with an understanding of the System of Profound Knowledge. Can you understand how a Red Pen Company might become a Blue Pen Company? Or my other proposal is that all organizations start off as a Blue Pen Company. So I started off an organization in my garage. I'm the only employee, I have customers, I have suppliers, but I know where everything goes and everything is Snap-fit because it's all about me and I wanna make sure these things integrate really well. And so how does that become a Red Pen Company? 0:35:19.7 BB: Well, here's what happens Andrew is, I hire you right outta school. You're all excited and you come in, you wanna join this organization, and I need help. Andrew, I need help. And I like your attitude. But then what happens is, I go to you and I say, "Andrew, here's what I want you to do. Your job is to answer the phone. Your job is when people call in, here's an instruction sheet, here's the order sheet. I want you to take the order. Here's what we do. We offer different sizes, different colors. You're gonna sell them what they need, not more, not less. You're gonna take their credit card information, you're gonna repeat it back to them, blah, blah, blah." 0:35:54.0 BB: And what I point out is that what I'm slowly doing, once I hire you, is putting people in separate roles. And next thing I know, I've got a baseball team where everybody's covering their own base instead of being incredibly flexible. And so I use that to point out that with the best of intentions, you could go in that direction. And, but what I've seen is I can use the four elements of Profound Knowledge to explain how one becomes the other. I can also use the System of Profound Knowledge to explain why the behaviors are the way they are. Which goes back to: what are the value systems in both organizations? What are the fundamental assumptions? Now relative to what is meant by big problems? Well, Red Pen companies, again, going for those listeners who have heard the earlier podcast. Well, Red Pen companies, all straw, I'm sorry, Last Straw organizations. 0:36:57.7 BB: They're focusing on parts in isolation. They don't work on things that are good. They focus on the things that are bad. So it's always big problems. They're focusing on the past to get back to the present, kept in business by competitors who waste their resources exactly the same way. And it's not to say you never have a problem, but it's to say instead of having a full-time fire department where that's all we're doing, all the doing all the time with a significant portion of our resources, we're using control charts in places where it makes sense. Run charts when a control chart doesn't matter as much. Or we are not even collecting data 'cause intuitively we have a sense of how things are going and where we get blinded, we have problems, but we're also in that environment. We know where can we be spending time to save a lot of time. That's the great opportunity. 0:37:49.7 BB: Things are, so I'm saving time by not having things break. I am managing variation in my resources accordingly, just to allocate my resources for the greater good. A stitch in time saves time. And that's the great opportunity focus that Red Pen companies don't know anything about 'cause they're so focused on the firefighting. And to me, what allows the shift from the Blue Pen to the Red Pen. I mean, what, either if you're unaware of these dynamics, then my Blue Pen Company will gradually become this Red Pen Company nightmare. Because I'm not paying attention to what Deming's talking about. I'm unaware of the System of Profound Knowledge. And I just lapse into that unknowingly. It's not intentional. I just don't know that addition doesn't work, you know, only works when the activities are independent. I think things that are good are equally good. 0:38:47.1 BB: And so to me, I can explain with the System of Profound Knowledge how red becomes blue, how blue becomes red. I can explain the conversations. And the last thing I wanna mention is, is when people come to me with, "Hey, how can I handle an X, Y, Z situation, something we've never talked about in the class or in a seminar?" And people will bring this to my attention and say, "Here's the issue I'm dealing with. Here's that problem I'm dealing with. How can I solve that?" And what I find is, is what I tell people is, here's my advice. 0:39:24.0 BB: And you can do it on your own, or ideally if you can explain this to others and have some others understanding this contrast, then you can - with a group - do what I'm about to explain. And that is first ask yourselves, "How would a Red Pen Company address that issue?" "We're gonna do a root cause investigation. We're gonna find the person who screwed up, we're gonna replace him, blah, blah, blah. We're gonna go that way." And then I would say, "Okay, after you've exhausted that, now ask yourself, what would a Blue Pen Company do by comparison?" 0:40:51.0 BB: And I'm not saying one of those is right, one is wrong, but my belief is that as a starting point, no matter where you are in your Deming journey, I believe, again, and the more people are involved in this, the better - I think the better we can get our minds around how a Red Pen Company handles it. And then say, "Okay, what if we become aware that the ability to learn together and work together is based on the our ability to think together?" Now you go the other way and I have individually done that when someone has asked me. And so I just want to throw that out that I find the model, this vision therapy model to be immensely valuable in brand new situations as a starting point. 0:40:51.1 AS: And in wrapping up, how would you describe kind of the number one takeaway without talking about Blue Pen, Red Pen and the exercise, how would you describe the takeaway that you want our listeners and our viewers to get from this? 0:41:07.6 BB: The number one takeaway is: don't underestimate the value proposition of a shared mental model. And this is what I find is, I can within a half hour have people imagining both organizations, imagining the conversations and that for the, and this is what is so cool that I wasn't anticipating in the beginning, is how quickly people can, without reading The New Economics, just by, 'cause essentially what you're getting them to do without talking about assumptions, they are focusing on assumptions and values. So we're not talking about the artifacts, but we're taking the artifacts and without getting... This is what's so cool is without reading Edgar Schein's work, we're really doing what he's talking about is going from the artifacts down to the values, and then we can talk about the values within organizations. And I find, and another thing I would say is, I've never met anyone that thrives to work in a non-Deming organization. 0:42:15.6 BB: They wanna work in a Blue Pen Company. And so I would, that's what I also find is without mentioning Deming's work, which is also pretty cool about this, I don't have to mention Deming, Taguchi or Ackoff. I could very simply get them and they will self-identify, reveal things. And another essential aspect of this is, this is not me telling you where you wanna work. This is me not telling you what you see. This is you sharing with others. And I learned from a colleague years ago that you can't tell anybody anything. So another immense value proposition here is that people are telling you, and then all you have to do is guide them. And that's what I find is immensely valuable. 0:43:02.6 AS: It's like you're teasing out the intrinsic desires, values and all that. 0:43:08.1 BB: All of that is coming out... 0:43:10.5 AS: Without... 0:43:10.5 BB: They're sharing frustrations. They're articulating frustrations in areas that they've not thought about. And then when they share and realize... In fact, I had a guy in a class once going through this exercise and he came up to me actually, we went through...I did this with a bunch of co-workers at an offsite location where all of them knew each other. And we went through the exercise and then took a break. As we're going to a break, one of them come up to me and he saw all the things on the whiteboard and the four quadrants. 0:43:50.3 BB: And he says to me, "These people, my co-workers," this is one-on-one. He's looking, and he says, "My co-workers got all of that over the cap fits or it doesn't." [laughter] 0:44:09.6 BB: And he wasn't denying, but he's like, "I don't get it." He came up to me two hours later when the class is over and he said, "I can't believe what I couldn't see." [laughter] And that's when I realized this is a really exciting exercise that I've written about and helped others present literally around the world. And I find it works amazingly well to create a framework that people aren't realizing is helping them achieve what they really all want. I believe. I believe. 0:44:46.2 AS: Yap. Well, Bill, on behalf of everyone at the Deming Institute, I wanna thank you again for this discussion. For listeners, remember to go to deming.org to continue your journey. This is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work."

Focusmate link: https://www.focusmate.com/?_from=anna66A little outtake:" I grew up in business, working on multiple projects or even having different roles in the company. First, I had it all mixed up. Then I tried to work Monday on Project A., Tuesday on Project B. etc. It took me years to learn how to become efficient and get a grip. And I clap myself on my shoulder on this one because today I am a master in - well - for once, let's call it TIME MANAGEMENT. For most of us, working on several projects on the same day is the "normal way of working", which is why this has a name. It's called TIME BOXING. "Duration: 12 minutesEnjoy!Hugs, AnnA

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This week we celebrate the end of Cartoon Network by delving deep into the nostalgia mines for our first Cartoon Special. We've found episodes of Dexter's Lab, Pinky and the Brain & John Bravo that have Project in the title - and you better believe we're giving them the ol' recap & review treatment!We also spend the second half of the episode going through the Marvel Cinematic Universe's Phase 4, ranking and discussing each release. Tune in to see what we thought of what many are calling the worst phase of the MCU so far.00:00 Intro & Catchup03:26 Project News (Tarantino Goes TV & Guardians Holiday Special)11:00 Dexter's Laboratory "Project Dee Dee" (1997)30:17 Pinky and the Brain "Project B.R.A.I.N" (1998) 53:30 Johnny Bravo "The Hansel & Gretel Project" (2001)01:12:16 Personal Projects (MCU Phase 4 Rankings)Thanks to Karl Casey @ White Bat Audio for the synths.Contact us:https://linktr.ee/theprojectprojectpod

Marcus Schneberger är lika schne som man kan tro på namnet. Han har nog alla bokstäver (inklusive IQ)man kan ha. Efter ömsom total avsaknad av självinsikt och ömsom en mycket god självinsikt så börjar hans spretiga Mini bygge närma sig slut-tampen. Vi får höra sköna stories om att bli bannad på Zatsy, hur man bäst kör om på Supermotard och hur man bygger en Mini typ 8ggr fast på samma bil. Här utlovas cirka 2h med skönt snack och några igenkänningsgarv. Häng med på Marcus historia med både toppar och kanske nån dal med.

Cayman can still expect more rain, wind, and rough seas. Tampa Airport authorities have announced that Tampa International Airport is closed as of 5 pm Tuesday September 27, 2022 due to the projected path of Hurricane Ian The DEH says a delay in the delivery of the garbage collection is expected however, as this service was suspended on Monday in anticipation of the passage of Hurricane Ian. The Ministry of Sustainability & Climate Resiliency is reminding the public that reconstructions and repairs to existing coastal works structures, such as docks, seawalls, etc., that were damaged by the passage of Hurricane Ian require approval. Government puts out feelers for a general contractor to assist for the New John Gray High School Campus Phase 4, Project B. --- Send in a voice message: https://anchor.fm/rcnews/message

If you're spending more than an hour online, you may as well be monetizing it! Listen here to learn 5 ways you can make more money online! Important Links: Follow Taylor on Instagram: @taylorsqueglia Enroll in Project B.O.S.S: HERE Free Resources: HERE

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Alex and Jamie sit down with Gemini Boyd, from Project B.O.L.T. about keeping released inmates from returning to prison.

In this episode, we interview Melissa Malcolm-King. Melissa is an educator, author, and advocate whose work can be found in the Exponent 2 Magazine, Innerversion Magazine, and West View Media Newspaper, as well as in her most current publication, New World Coming: Frontline Voices on Pandemics, Uprisings, and Climate Crisis, and her second anthology that is currently available for pre-order, "I Spoke to you with Silence: Essays from Queer Mormons of Marginalized Genders." Melissa runs a nonprofit entitled Project B.E. S.A.F.E. -Bridging the Education of Safety, Awareness and Female Empowerment. As a survivor of abuse, Melissa has appeared on multiple panels for We Brave Women to advocate for survivor rights and discuss the intersection of being a Queer, Disabled, and Person of Color. They are also an advocate for LGBTQ+ rights and is on various planning and leadership boards throughout the continental United States, is a director of the People of the Global Majority (which represents and supports the International BIPOC communities), and is a proud and active board member of the disability rights activist committee. (D.R.A.C.) and ADAPT American Disabled for Attendant Programs. You can connect with them on their Facebook fan page.In this episode, we discuss:Reaching for those "in the cracks" and giving everyone a voiceGrowing up around various religions and making a place for themselvesHow internalized and systemic ablism has impacted her lifeFor episode transcripts and further resources, please visit our website. Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

Gemini was Sentenced at 16 for his role in a 1990 shooting at Myers Park High School. He was sentenced to 50 years in federal prison for drug and gun charges.  After serving more than two decades in jail, he left with a mission.

# Mission DeFi - B.Protocol ## Guest Info Name of Guest: Eitan Katchka Name of Project: B.Protocol Twitter URL of Guest: https://twitter.com/EKatchka Project Twitter URL: https://twitter.com/Bprotocoleth Project URL: https://bprotocol.org Project/Guest Description: B.Protocol is lead by a highly experienced and big brain team that is working to make lending liquidations work better by pooling liquidation funds for lending protocols across DeFi. It is a powerful platform and model where everybody wins and I expect that B.Protocol will end up being a big player in the space. --- Support this podcast: https://anchor.fm/missiondefi/support

Today's episode is all about motivation! I go through my idea of 'The Motivation Project', the best principles and what I hope to achieve out of this new venture. Hope you guys enjoy this shorter type poddy episode and feel free to hit me up to learn more about this exciting project! Audio also available on iTunes/Spotify and video on YouTube please leave a sub. Please follow the Instagram @jezzandfriends!      --- Contact Email - jezzaa004@gmail.com      Instagram - https://www.instagram/jezandfriends

EP256 - Colin Bryar former Amazon Chief of Staff and author of Working Backwards Happy episode 256, our penultimate 8-bit episode! (we’re going to have to migrate to 16-bit for next week). Colin Bryar is author of “Working Backwards: Insights, Stories, and Secrets from Inside Amazon” (affiliate link). This is the definitive book about the unique processes, programs, and culture implemented at Amazon which have enabled its remarkable track record of speed and innovation. Colin had a 12 year career at Amazon and served as Jeff Bezos technical advisor (chief of staff) shadowing Jeff in all meetings for a year. His co-author, Bill Carr ran Amazon Prime Video and sat on Amazon’s S-Team. These two had a front row seat to many of the most seminal moments in Amazon’s history. If you work with Amazon, need to compete against them, or just want to duplicate their success in another field, you owe it to yourself to listen to the episode and then read Colins book. Episode 256 of the Jason & Scot show was recorded live on Wednesday February 24, 2021. http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, Chief Commerce Strategy Officer at Publicis, and Scot Wingo, CEO of GetSpiffy and Co-Founder of ChannelAdvisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. Transcript Jason: [0:24] Welcome to the Jason and Scott show this is episode 256 being recorded on Wednesday February 24th 2021. I’m your host Jason retailgeek Goldberg and as usual I’m here with your co-host Scott Wingo. Scot: [0:41] Hey Jason and welcome back Jason and Scot show listeners Jason as you know one of our favorite topics here on the Jason Scott show is Amazon their culture and different business strategies tonight on the show we are really thrilled and excited to welcome Colin Breyer he’s an ex Amazonian and co-author of the brand spanking new book working backwards welcome to the show call. Colin: [1:03] Thanks for having me on the show happy to be here. Jason: [1:07] We’re excited to have you Scott in particular as a huge Amazon Fanboy so this is a he’s trying to be cool but this is a thrill for him. Um And so Colin Scot introduced you as an ex Amazonian but maybe you could tell us a little bit about your background and how you came to Amazon and what you did there and then you know what you’re doing now. Colin: [1:29] Sure I moved out to Seattle and 1990 and worked at Oracle for about five years I was so consultant red wire and after 5 years I realized I didn’t even know what Seattle look like so I left Seattle and started a company with. With two other folks Charlie Bell and Kevin Millar and what we were doing at the time so this is in 95 were helping companies take all of their internal data and help them expose it on what was then the nascent world wide web and most companies you know we’re struggling to do that and we worked with a bunch of larger companies out here in Seattle Microsoft Boeing and then some companies are like tear W outside of Seattle. And one of the small companies we work with was called amazon.com and we realized that there was a really special place so from the moment we stepped in through the door and so we decided to join Amazon and that was so I joined Amazon in March of 1998 and Amazon was only a Bookseller just based in the US and there were probably about a hundred people in the corporate department and 500 people and total and customer service in the Fulfillment centers so it was a. [2:51] You know very special place in you could tell that something something was going on and it wasn’t sure if it was going to work yet but things are moving fast and customers were validating what we were doing and the press and pundits sometimes agreed and a lot of times they didn’t but it was fun to see Emma’s on transform from they did. 147 million dollars in Revenue when I started to and now this last quarter was a hundred and twenty five billion dollars in Revenue so it’s been fun to be part of that transformation. Jason: [3:21] Yeah they’ve had to stretch the the cells on the Excel spreadsheet a little bit since you started and a hundred employees so I’m trying to think would you have gotten a desk that was made out of a door or or did you have actual furniture by then. Colin: [3:35] No I had a door desk and you know he’s still get to our desks and I was lucky enough to my the email address was just Callin to so it was a pretty small place then. Jason: [3:46] That’s that’s very cool and then. You did a couple different roles in Amazon but one of them in particular is a pretty cool role and you might have if I am going to pretend like I didn’t read your book but I did you were the second person in the in that role right. Colin: [4:03] Yes so I started out in the software group and worked there for about five years and then I was Jeff Bezos is the internally the roll is called the Shadow or technical assistant and externally it’s more akin to a chief of staff and so I got to spit was very very fortunate to spend. 10 hours a day with with Jeff participating in the meetings and you know seeing how. He thought in and was planning on on building a very large organization to be what he termed Earth’s most customer Centric company. And it wasn’t just technical issues I got to experience everything from the Fulfillment centers legal PR the commercial group the retail groups and also she has some pretty deep dive technical issues too. So I was very fortunate to have done that and then I spent after that I went to IMDb The Internet Movie Database is their CEO which is a wholly owned subsidiary of Amazon. Jason: [5:02] Yeah and as I understand it the the the technical adviser primarily entails training up Jeff in tennis to get him ready for celebrity tennis tournaments is that. Colin: [5:13] No that was a very small part of my job was less than a day yeah. So yeah that that was an interesting Adventure but really that what the job entailed was two things you know when Jeff he asked if I wanted to be this next technical advisor and you know I did rather than jump at the opportunity I said can I take the weekend to think about it but first can you please tell me what um success looks like in this role because it’s too important of a role and I’m to take if I don’t think I can be successful in this role and he said well the first thing is you know just to help. Jeff Lewis helped him be a better CEO and you’re making sure that the right issues and teams get in front of Jeff and. And I could go places in the company that he couldn’t but then the second part is the way he put it is a we want to be able to model how each of us think. So after this role ends when you go somewhere else in the company that’s going to have a pretty good idea of his vision and your core tenants and Leadership principles and be able to move into the company so it is a rotating role and I was in that role for about two years. Jason: [6:27] That that’s amazing and the present your predecessor in that role was Andy Jesse wasn’t it. Colin: [6:32] Yes Andy was the first technical advisor and you know relied on his advice and counsel do you do too tell me what I was getting into and you can see the phenomenal job and he’s done since then you know there aren’t too many people who get a chance to to do this role so I realized I am very lucky to have been one of those people and you know one of the reasons bill and I decided to write this book was to talk about some of the principles and processes that really are you know that secret sauce of what makes Amazon work. Scot: [7:10] Cool let’s let’s dig into the book The the book is split into kind of two parts you have the first section which is being Amazonian and then the second one which is kind of case studies of applying that called invention machine at work in the Bing Amazonian section you guys go into a lot of my favorite topics and sadly we only have you for an hour I feel like I could essentially just talk about this forever but you talked about the Amazon leadership principles the six-page note that is the kind of the Keystone of every meeting the bar raiser program left I thought it would be appropriate maybe just started the title concept which is working backwards give an overview of what that means and you know maybe an example don’t use AWS causal ask about that later but as an example maybe a of how that gets used inside of Amazon. Colin: [8:07] Sure so working backwards it’s a very specific process used at Amazon to look at ideas to vet them and decide whether to bring them to Market be it a feature of opening up a new business and if you have to remember one thing about the working backwards process it’s this it’s that you start with the desired customer experience and then you work backwards from that. It sounds simple it’s actually pretty hard to do and it’s different from how a lot of organizations make decisions a lot of organizations use What’s called the skills forward approach they look at things and ask questions such as what are our core competencies we know what are we good at what are our competitors doing. And how can we nudge into this adjacent Market if we get 10 percent market share what’s that going to look like and you know a SWOT analysis the strengths weaknesses opportunities and threats is a typical analysis that. [9:01] Companies use to decide what to do next but often a word that doesn’t get mentioned in that analysis at least up front is the word customer. So Amazon decided to invert that and and say we want to make sure that the customer is front-and-center from the very germ of an idea. And so Amazon developed this working backwards process. And the primary tool that Amazon uses for the working backwards process is the pressure release and frequently asked questions document so it’s a type of narrative called the pr FAQ document. [9:37] So that if anyone has an idea and again this works for something as small as a new feature on the IOS app or if Amazon is deciding to get into a whole new line of business or move into a brand-new geography the first thing that a the person who has the idea or the team that has the idea does is they write a one-page press release so it has to be one page or less. If which forces you to really crisply Define the idea and the press release has a couple different components one is a clearly defined what is the customer problem you are trying to solve. And you know and that also it can take a couple of iterations that in the next part is you have to explain to the customer. Why they might be interested in using the feature or buying the the product. And then you go on in that press release you typically you can use a quote from a customer or if it’s a something for a partner the partner talks about why how this actually solve their problem. And if you and so this is an iterative process once you write your press release. You read the press release and if you don’t want to go out and buy that product or use that feature the service you stop and you rewrite the press release until you get it right. [10:52] And then the the next step in the process is the FAQ process and you can break that up into two primary components and external FAQ and an internal FAQ. And that external FAQ are think questions that you ask an answer that would typically go to customers or if the Press. How much is this product going to cost. Why should I use this product versus what’s out there on the market why should I change my behavior and what’s in it for me if I’m going to go through some extra steps to go use this product or service. [11:25] The internal FAQ is a series of questions and answers about. What are the tough problems that the company is going to have to solve in and how are they going to organize. [11:36] To actually get together and solve these problems to bring this idea to Market so if some examples there could be. Kim can’t how and can we build this product with the bill of materials that’s less than 200 dollars to get out to the market at the desired price. Taking me technical issues what are some unknown technical problems that we need to solve. And how are we going to organize and approach and solve these problems Legal Financial issues or privacy issues or if it’s a sales B2B this requires your Salesforce do we use a direct sales force or we’re going to partner with someone. And there is this is all an iterative process and a lot of ideas don’t actually make it through the end of the working backwards process. [12:21] And the ones that do have gone through many many iterations of meetings where people weigh in you’re missing a key. Fack you know so let’s go ask an answer that and come back next time. And if this is by Design By the way because it’s meant to one ensure that the customer is not forgotten but do it saves time because it saves you from moving in the wrong direction you know people talk about speed a lot is important but velocity I think is is important in velocity is the vector a and the vector of speed and direction so this helps you make sure that you’re moving in the right direction at the beginning and conserving what’s typically companies bottleneck resources which are Technical Resources. Scot: [13:09] The so it seems so then you’ve got this idea Factory right and everyone’s creating these things. And I imagine they’re all pretty good then at some point someone’s gonna have to decide like there seems like there’s always going to be an abundance of them even the ones that you know even given that some don’t make it through. So then does does Bezos just essentially say all right here’s the top 100 we’re going to draw here like who’s sorts these things in part eyes as I’m how does that work. Colin: [13:37] Looked it’s typically it goes to who’s ever controlling the the set of resources that need. You know that are needed in order to get this done and for a very large. Initiative or what Amazon calls a one-way door once you do it you know it’s very expensive and difficult to roll back that will float up much higher in the organization but it could be you know as simple as we want three people to go work on this new feature on the website so whoever controls those whatever the appropriate management level is that controls those resources that’s where it gets done and you’re right in that very most people have good ideas it’s just is this idea we’re doing is it big enough and is it in is it worth doing now those are the the types of questions that you have to ask given the resources and constraints that the company has so for low very large projects that goes up to the. Esteem The Witches Jeff’s you know. Direct reports the management team but most of them are smaller than that because Amazon usually works Inseparable teams and so who’s ever controlling those single-threaded separate both teams typically makes that decision. Scot: [14:53] Yeah let’s so Let’s do an example a simple one in this is Jason’s favorite let’s say house plants he always used to use this one to something that Amazon I guess wouldn’t do and now they do so so I have the idea to do houseplants I write a press release Amazon now ships houseplants and I talked about how we have. They arrive at your door fresh and you know a selection of thousands and you know but then do I have to tell you like how do you sighs that opportunity versus I don’t know. You know B2B cogs are widgets and cogs. Colin: [15:33] Yeah so that you first of all have to one of the questions is in the fact you have to address what’s the town that the total addressable market so how big is this idea you know some typical questions would be. We don’t have life things in our fulfillment center right now how do we handle you know how do we handle that and you know what how long can they stay in the Fulfillment center before they need attention you know Electronics depreciate you know some of them appreciate 10% a month plants die if you don’t water them I would so you know you’d have to address issues like that how are we going to keep our inventory alive before we get it out to customers and then but in terms of it’s a great question about how do you balance that with a B to be completely unrelated project and. [16:24] That that prioritization is really tricky and It’s Tricky for a couple of reasons because. [16:30] Even out the the pr FAQ stage you don’t know really how big of an idea this is because you don’t know customer adoption that’s very tricky to predict even if you have a great idea and you don’t know how long it’s going to take to build and deploy the the technology or that you know the heavy lifting infrastructure to handle plants in this example and so Amazon a lot of times what they do instead of made it making that prioritization decision they take a step back and make a resource allocation decision for given areas and for this one that would probably have been done in a yearly planning cycle to say we are going to devote for our B2B efforts we’re going to devote this many people are you know these many organizations or groups are going to very large now but are going to focus on B2B issues and here’s the you know new category expansion for the the retail business and if you do that up front and then you have your the teams are at that point separated then you don’t have to it’s hard to prioritize between apples and oranges and so Amazon doesn’t want didn’t want to make that prioritization decision because you often get that wrong and so just taking a step back and use a different decision making tool which is resource allocation and you do that you don’t have to do that every project you can do that once a year or once a quarter and then balance resources as more data comes in. Scot: [17:59] Yeah and then and then what’s the so alright I’m in the B2B group and I’ve got my you know is it, what’s the unit of allocation for resources at people hours is it dollars is it gummy bears you have seen people do all these really weird things where they’re kind of like you know you get this mini you know seats on a train if it’s engineering how does is there such a thing at Amazon like that. Colin: [18:23] Well there are you know there are some constraints and you know setting hard constraints at the beginning of a planning process actually it typically saves iteration you know if you say hey send me all the any ideas you want your ask is going to be much bigger than you could ever do and so setting some constraints about here’s the free cash flow that we anticipate we’re going to have to invest back in the business some of it are just you may want to do something but you may not be able to hire a hundred software engineers in the in the time you need to hire those people so you could say here’s our staffing and here’s our hiring rate for the year so. We have what we have at this point in terms of Technical Resources but it’s a combination of what it’s resource constraints and in some cases it could be dollars and some cases it could be bottleneck resources like software Engineers or data scientists or it could be you know fulfillment center capacity so you have to know what your bottleneck constraints are and now that would be how you make those types of decisions. Scot: [19:28] So in my plan example I’m going to say I need you know I need the retail team to kick in and create a category for me and I’m going to need three developers to add all the attributes for houseplants and I’m going to need a photographer to take pictures of them and I’m going to need a greenhouse outside every fulfillment center and I’m going to need a I don’t know what is a. Plant person to you know an expert is it kind of like that like some of them I’m drawing resources from other teams and others I’m hiring or how does that get expressed in those that process you’re talking about. Colin: [20:03] So for for some of them will touch other other teens and Phantom Zone we talked about Loosely coupled teams not completely separate and independent so there are some shared resources and you know especially for smaller organizations you’re not going to have. Illegal rep you know that for each of the small groups you’ll kind of share those those resources across there but you would need to identify here are all the things that we need to get done and you know in terms of Transportation Logistics design and and for this those shared the pools of resources that you are going to have to get some of those allocated for that period of time but that having been said if the issue if the the idea is big enough um you know you you can justify getting those resources on your own and one of the things that when a great frequently Asked question is that’s been asked several times at Amazon is what things are outside of your control. Do you wish that you had under your control and how are you going to organize and how would you organize to to bring those things under your control and that’s a continuous process you know if it’s your always short design resources for instance and you work too. [21:24] Get design resources on your own team somehow if that’s the right answer or if that Central group you needs to grow or double in size you know there’s not there’s often not one. Universally right answer for every company but knowing what things that you’re it’s. Amazon wants people to be control in control of Their Own Destiny and so asking what things are outside of your control that and because it’s hard to ask people to be accountable when you don’t give them resources to get things done so Amazon tries to make sure that that happens. Jason: [22:01] Awesome and calling you’re being like really polite by humoring Scott but the reality is his one-pager would never get off the ground because if the if the one pager was Amazon now ships plants that’s not very exciting the one-pager should be Amazon just shipped its billionth plan. Colin: [22:17] Yes yeah you have to attack it does have to be a big idea to work you know. Jason: [22:23] Ink I think that’s increasingly true right as Amazon becomes a bigger Enterprise those those new Ventures have to have to be bigger to be relevant. Colin: [22:35] They do have to be bigger to be relevant one thing Amazon is is unique is their patient you can plant seeds so some of these things take years to grow into something big and you have to. Yeah Jeff put this in one of his shareholders that you have to have the institutional memory to know what it’s like to go from you know a 1 million Dollar business to 10 million dollars to fifty million over relatively short period of time that’s not going to move the needle in a hundred and twenty five billion dollar quarterly business but. Given enough time and if the total addressable Market is big enough. Then it is worth doing and you do need to be excited about those types of things and pay attention and to them and you know cult I guess the seed analogy is apparently a proposed since we’re talking about house plants but Amazon is patient and if it’s big enough they’ll wait and work to get it done. Jason: [23:39] The so I want to Pivot a little bit the if we didn’t spell it out up front the the book is really a tool to give some insight. Into how Amazon organizes. [23:56] It steams and runs its business and and the structures and Frameworks that Amazon has in place to be shockingly Innovative in spite of their. Now tremendous size and success and you present it in a way to try to help others. Decide if and how they would Implement some are all of these things in their own organization so it’s sort of a business manual if you will. And you you kind of go through a bunch of stuff though wieder ship principles which I think there’s 14 leadership principles now the bar razor program Which Scott and I have had several of our razors on the show is guess. Um which is Amazon’s hiring process but one of the things that comes up a lot in the book and that you’ve referenced a couple of times already tonight is this concept of single-threaded separable teams and sometimes referred to as though I to Pizza teams for example. I’m wondering if you could talk a little bit because I think you were there while that sort of before that that philosophy was fully embraced and as it was implemented can you talk a little bit about. Um how that came to be and how that has served as a Advantage for Amazon. Colin: [25:12] Yeah sure sure I can do that and you know the the areas that you mentioned that one of the reasons we wrote the book was because a lot of this work is you know it’s under the tip of the iceberg it’s things that people don’t see but in people ask always ask how many Echo devices are sold this quarter or how many Prime members are there going to be and. Well that may be interesting it’s not that helpful to most organizations and we felt that Amazon had made some significant advances in the field of management science. [25:44] And that’s why we tried to put all of these Concepts together to say here’s how you can take a small organization and use some of these principles some of them were inspired and you know stood on the shoulders of other companies before us but so we tried to organize them in a way that’s useful and helpful for the reader and in terms of separable single-threaded leadership that one was a journey you know for instance writing narratives you can just say we’re going to switch from slides to narratives and make that change which is what Amazon did you may stumble a little bit and it takes a while to write great narratives but that’s an easy change figuring out how to get to this single separable single-threaded leaders was a multi-year journey and you know when I started at Amazon you know I’ve started in the software group and and Amazon was growing so fast but it was already so large that there weren’t any there were very few commercial software applications that you could buy to help solve the problems that we are trying to solve we are already well beyond the tolerances of most commercial software so we had to build and build fast just in order to keep the lights on and this is in addition to opening up a new geographies or internationalizing the code base and. [27:09] Moving into these different categories which you know they have different attributes so you got it you have to change how its search looks like with the order pipeline looks like if you want to do a Peril you need to have size variations like size and color you know books don’t have variation so it was very easy but we realized that we’re adding a whole bunch of people and we weren’t moving all that much faster and even worse we are spending more time coordinating than actually doing and you know so that ratio is was getting out of sync and one of the things that Jeff is appraisals is particularly good about is you can take a look at a trend in then project it out when what is this going to look like five years from now is he 7 years from now and the prognosis was not good we had a tangled. Code base and you know it was all one executable even at one point for the website was called overdose. But and so that meant you had a you know. [28:09] Couple hundred software Engineers working and stepping on each other’s toes someone would change something that you didn’t even know and it would break your stuff for or vice versa and then if you wanted to get something done you often would have to control another group to say hey can you work on this you on this library and so how can you change some of these things and we realized that what so we had a huge technical problem we also had an organizational problem you know those same the same dependencies existed on the organizational side you’d have to go ask for resources from the design team or from the Fulfillment center team and to figure out how to to get things done and a lot of companies what they would do is they would build. [28:53] Better processes and we build solutions for collaborating and communicating and Jeff did said just the opposite he said I would like to have an environment at Amazon where we don’t have to collaborate and communicate. And we have small separable teams and we started off with the idea of a two Pizza team and and the reason it was called to Pizza teams as because two pizzas should be to be able to feed the entire team so you couldn’t really have a team more. Jason: [29:24] Scot and I would have to be individual teams that. Colin: [29:26] Yes. Yeah that was that exercise those left to the team owner but how much PC would allocate but Engineers don’t like to go on hungry stomachs so and so we tried separating these teams and. But in order to do that you’ve got to change your technical architecture and you also have to teach people how to be autonomous because in this prior environment you know. You couldn’t do anything really on your own you had to go ask so many people that it was more top-down here’s the next thing we’re doing and you know so next quarter you’re going to be working on an initiative that you didn’t even know about the quarter before it was kind of disheartening. And so we had to untangle and the code base build What’s called the services based architecture a lot of people do that now and you know it sounds easy didn’t really exist at the time so we’re it also inventing a lot on our own on how to build this type of architecture and then we had to separate the decision-making process for the or two. [30:28] So some roles in organizations like a chief product officer kind of go away because you want those product decisions to push them down to these small separable teams you don’t want to have one person or group make all of the product decisions and you know same thing with that engineering decision so we had to decouple and distribute that and you know white where said it was a journey that stuff was hard to do we also had these things called Fitness functions which were basically a composite metrics that would a single metric. [31:01] Which is a composite of individual ones that would measure the progress of a team and we realized we were spending whole bunch time arguing over you know should it be twenty percent speed of the service and 60 percent revenue and you know and you know 20% something else and it just was a waste of time and we so we we stopped doing that in the fitness functions and it turned out what was the. [31:24] I would say the high order bit that made them work as their separable teams but a single-threaded leader and the best example I can give the this at Amazon is there was a project called self-service order fulfillment and we don’t have exciting names for some of these internal projects but what that meant is we we knew that we wanted to expose some of our functionality in the warehouse the logistics centers to third parties and so we wanted to make it self serve where people could fulfill orders and it was it good idea but it never got done and when I was working with Jeff as as technical advisor we would do we would go in for an update on it and it would be yeah we have to talk these eight other teams and we’re making some progress the next update six weeks later there’d be a different person giving the update and your different leader and it was kind of this rotating thing and so finally Jeff said Bezos said to Jeff Wilke who was running the opposite group at the time said you need to assign a senior leader can’t you do to make this happen and I want that person to work on self service order fulfillment and nothing else but self-service order fulfillment and so Jeff Wilkie chose Tom Taylor who is a VP in the group Tom had a big job at that time and you know Jeff Wilke went in and said your big job is no longer you’re worried you’re going to work on a project that is risky it doesn’t generate any revenue and it’s and you’ve got to go figure out how to do this but. [32:53] I’m woke up every day figuring out how to organize and get this thing done and not you know is it year year-and-a-half later it launched into what was now called fulfillment by Amazon so very big business and I’m not sure if that would have gotten done it certainly would have gotten done at the time you know. The time it took to build something that big without Tom and a single-threaded leader so Amazon took that and use that as a model to for how to get other things done. And Dave Lim who is the senior vice president of devices now at Amazon has a great quote and he says that the best way to fail at inventing something is by making it someone’s part time job. So that that is an example of where your Amazon just took a slightly different approach on how to organize around. Really working on the things that matter and that will drive the needle. Jason: [33:43] That I love that and it one of the things that’s fascinating to me about it is it seems like it’s worked bofur. Technical as a technical solve like it like you guys organized software that way and apis and and the sort of space architecture and all that and you’re organizing. The human resources that way as well and it seems to apply equally to both I do have one question though. From what I hear the one thing that doesn’t seem like a jives perfectly with that is it seems like you hear a lot of people talk about the s team and and you know the biggest decisions in the company getting elevated to the s team in a way that s team sounds like kind of the antithesis of. Single-threaded readers if there’s you know like at the s team it sounds like the finance guy can critique the software approach or vice versa or those thing am I misunderstanding. How the s team works. Colin: [34:35] The way that that the the operating Cadence at Amazon is there’s a yearly planning cycle where you have some tent poles. [34:44] About just what are the constraints that the organization has to face. And you know each team then or group comes in with their it’s called the operating plan one their op1 plan. About what can they do and they come in with the resource ask and at some point you do have to rationalize. If the ask is bigger than the individual resources you do have to figure out how you’re going to take a fixed pool. Of capital so I think you know a comment we get a lot is well Amazon has unlimited capital and unlimited software Engineers that can just appear magically whenever you need them at the door whenever you need them that’s not the case there and it was actually it was very difficult to get resources allocated to a project that you are working on so there was some friction there but it was by Design. But what did not happen is there wasn’t a lot of thrash after that after you make that allocation so here’s our yearly plan and rather than say what the team needs to do and how they’re going to go do that the team would commit given this set of resources that I now have for the upcoming year. Here’s what I’m here’s what I’m going to commit to and here are the set of initiatives that I think are going to get me to you know to achieve these goals so you do what what I’ve seen. Some people go overboard with these separable teams at and just make them totally autonomous and and I think that you need to come back. [36:14] You know once a year sometimes even once a quarter just to check to make sure you’re moving in the right direction the right direction and staying true to what you you know sanity check on are we making progress on the goals the company goals that we want. So there is a true true up. But it’s on a yearly basis for the most part in the operating Cadence of Amazon. Scot: [36:37] Well that’s interesting you run on these annual Cycles but let’s say. I don’t know some earth-shattering new thing happens in the middle of that cycle what’s the process for kind of is there a like in scrum or agile software there’s a way of kind of just saying. Scrap everything we’re going to reorient it is is that a thing at Amazon or know you stick to these annual cycles and don’t deviate. Colin: [37:00] You need to take a look at the data that comes comes in and adjust and in so I. Don’t know if I’ve ever seen a yearly plan executed a hundred percent exactly if you were good to go back year that everything happened the way that we thought it would you have to move fast you have to move with less information than you would like you know about 70 80 percent of the information you have to end to make the decision so you also need to pay attention to what’s going on and to be able to adapt quickly you know there are some times where. You’re like Amazon Prime for instance is a good example where. There are exceptions to the rule hey we’re going to go launch Amazon Prime Jeff said this and it would there’s an October and we’re going to launch it by the end of the year it was a you’re not the biggest project Amazon did that year but it was it was a substantial one and it was a fairly short period of time so there are exceptions to that rule and you do need to you know to be agile the group do that has committed to achieving certain goals that STM doesn’t really tell them how they’re going to go with cheve those gold so if something changes the group you know the group. [38:16] And question adapts and they can say hey I’m no longer going to work on Project a because Project B or does new project that I didn’t even think of you know back in op1 comes in the fall is now worth doing so I’m going to set these other things aside and you make that exception the planning tools to help you make the right decisions but if more information comes in over the year to tell you that hey if you stick with this thing you’re going to make the wrong decision you know you change the plan. Scot: [38:47] Got it and then says that’s been super helpful to walk us through those different principles and then second half of the book you kind of think of them as case studies and that’s the invention machine at work. I was going to ask you about AWS but then it occurred to me I’ll make it your choice so anything you want to talk about what would be a good example for listeners of you know in your in your memory of how Amazon applied some of these things and any fun stories in there always always welcome. Colin: [39:18] Yeah we’re going I’m going to talk about AWS and and so you know Kudos huge kudos to Andy jasion and his team for inventing cloud computing but a couple things that are I think know too little about the evolution of AWS so Andy you know there were signs before well before S3 and ec2 and the queuing service were the first three AWS services that came out well before that there were signs that either something going on here with web services it’s just a better way to build software and our internal software and you know Engineers were using it we were using it with third-party Sellers and with affiliate program and Andy had put this plan together. It’s been said you know there may be something that here and we should adopt this you know model and go try it. And any could have had any job that he wanted. At the company at this point he had just spent I think it was a year and a half working as Jeff’s technical advisor and he chose to go to a non-existent business that had a. High level of risk we also didn’t know where other companies were on the path of inventing cloud computing we were looking at the same data that people. Microsoft Oracle IBM Google we’re looking at boot go to some developer conferences and see the same Usual Suspects there. [40:47] So we had no idea what they were doing so what I think one notable thing is that it’s okay at Amazon to go take a risk it’s not a career. Breaker to go from a big business to a small business or from you know. Job where you have a lot of head count to go start to build the new idea and invent something and that’s one thing and then two is that. [41:10] We talked about the working backwards process especially for something caught the term cloud computing didn’t even exist then and the initial ideas that we had about web services is what we call them in the beginning we didn’t know what the fundamental units were and you know so ec2 is the elastic compute cloud and that’s your computer you buy compute units of compute power in the beginning we thought that was really going to be provisioning which was a problem that we had internally a teams would write their software and then they wait six weeks for the hardware to arrive and for people to provision the hardware and then push it out there it was also hard to also get the right software on each of the computers that you needed and then if the I didn’t. [41:57] If the idea didn’t take off reclaiming that Hardware so you could send it to someone else was another big heavy lifting project but so we thought it was going to be provisioning but there is a journey that we went through and for AWS we basically wrote documents for about a year and a half and reviewed them it was you know Andy and whoever the if it was the compute team or the the storage team and Jeff and I would be in a room and we’ll be reviewing documents sometimes we wouldn’t get past the first page because we realize hey there’s an issue here that we don’t really understand or we haven’t gotten to the you know really to the core of the issue or defined what it is for the customer and you know they’re in some metaphors just popped up during this time where one very powerful one is that we want to provide the same world-class Computing infrastructure to a college student in a dorm room then someone who works at a company like Amazon and and that really clarified things and you know the other thing with S3 is, you how does three fail you know you can either have it fail for an hour a year which is bad if you have. Hundreds of thousands of businesses relying on it or if it does have to fail you can have it fail gracefully. [43:14] But just and you know one transaction every you know couple million transactions a oh go try it again that’s it those are two different failure modes and you have to build something very different. And we also knew that outgoing once this thing got out the door it was going to be hard it had to get better as it got bigger so you couldn’t throw this thing over the fence and then decide what to fix because so many people would be relying on it’s a much different relationship that you’d have. So just the I think in the notable thing about AWS is it was an experiment. And we felt weird in a land rush we wanted to get out there first it would by no means ensure success but it sure would help. [43:57] But we stuck true to what we don’t haven’t really defined you know you were using this working backwards process we haven’t really defined what, what we’re trying to solve and and really identified that the core technical issues and then you know there was also some astounding engineering work and it advances that the web services team did that went along in the background because we knew sometimes what we wanted to do but we hadn’t figured out how to do it. [44:23] So just the Journey of getting a brand new idea and you know for a company to be able to say this is not our Core Business. But it is something that we have we think we can do as good as anyone else on the planet and it’s worth worth trying there are some Skeptics inside Amazon and even at the board level about you know why why are you doing this when you’re still trying to get your retail business working and improving on the retail business you know prime it just lunged at that time so be willing to be misunderstood. For a long period of time if you go back and look at some of the quarterly announcements Jeff would say well we’re working on it was web services and digital and and. Said that for many many quarters and those turned out to be two very large pillars of the company but they were started out from you know. Risky ideas most companies had made the transition from physical delivery of goods to be a pure digital player in terms of movies Books and Music also so that was just another transformation that happened. [45:32] Happy to go into more detail on it on any of that but I think the notable things are what Andy did and then also just sticking to the working backwards process because ultimately you want to solve customer problems and if you’re in and if you solve customer problems it will work out in the long run so Jeff firmly believes in he you know told us all that in in the in the long term the interest of customers are perfectly aligned with the interests of shareholders and so if you do what’s right for your customer it will work out in the long term and you’ll build a company that he can be proud to tell your grandkids about. Scot: [46:07] Got it when did maybe you you left before then or got moved to something else but like when did when did you know or Amazon know that the cloud thing was going to be pretty big. Colin: [46:23] We had you know we had a suspicion that it was going to be big and and. [46:31] I think that it wouldn’t it wasn’t really proven until you when S3 first launched it was. It wasn’t an overnight success. But once another service ec2 came with it where you know you weren’t you didn’t use a storage service and then have to move over to your own data centers to handle something once ec2 and S3 started working in conjunction it was a lot easier to build some pretty cool applications and you know that was another tenant that we developed during this working backwards process. Present a single service in itself is it going to be all that useful you need to have you know a critical mass of services that work together in the cloud in order to really make larger organizations you know to jump on the bandwagon and start using it. So I would say you know after ec2 and launched and then you’ve got to see what people did with the ec2 and S3. We knew that that rocket ship was going to take off. Scot: [47:34] Yeah this is where the Tam things tricky right because I’m sure the original paper the tan was pretty small and you know now it’s probably like thousands of times bigger than that original tan anticipated. Colin: [47:47] You know for success is this large you know you can think big but that’s total addressable Market we did know that there’s going to be a new paradigm on how to build and deploy software. And if we could do it it’s basically the business-to-business software Market you know that that’s huge. And answer so we knew that it was a large number you know virtually. Unconstrained if you want to think of it that way in terms of if you can get it right there’s a lot of work and you know even right now you take a look at the total compute. Our you know that that’s going on are the software development it’s still there still a lot of Runway ahead of AWS. Scot: [48:31] Yeah and another thing I don’t know where this lands in the principles but then there’s this very unique to Amazon think other people are copying it now but this whole idea of you know Walmart would have taken that. That infrastructure and they would have viewed it as this super proprietary kind of a thing that they would use internally right where does that culture of opening it up. To external users where does that come from. Colin: [48:58] I would say the root of it comes from customer Obsession and I’ll give you an early example of something like this which is where Amazon wasn’t you know owned all of its inventory. And and so when you went to a detail page a product page on Amazon there was only one seller it was Amazon there’s only one seller on the platform. And it was a controversial issue to say should we open it up to on the on that product page to third-party sellers we had tried in auctions. [49:27] Product on a separate tab at the time and if you remember those then there was something called Z shops and turns. Known went over to that neighborhood because all the cool kids were over on the product page of detail pages of Amazon and in you know the for instance you. The head of the retail group or the head of the electronics category would say are you kidding me I’ve done all this work to get my scarce allocation from these vendors you know try to get sharp prices on them and try to keep them in stock and now you’re and and I’ve created this great detail page for this electronica item and now you’re going to let any third party cell right inside my store now you know how is this does this make my job easier and and how is this good for Amazon and once you know and it was Jeff who said looked at it and said well where how big amazon gets it’s still going to be a small part you know percentage of overall retail and and ultimately we’re in the business of allowing customers to make purchase decisions so if we don’t have the product in stock. [50:38] We want to eat we want that we still want the customer to be able to buy that Earth we don’t have the lowest price we still want them to be able to come to that detail page and conduct a transaction to find out more about this product. And buy it and if you want to make that product page to be the best place on the web for that particular item you have to have multiple sellers you have to have the best item Authority information about that and yeah by the way you now is the general manager of the electronics group your job is a little harder but you know it’s it. Making these things making your job easy isn’t what Amazon is all about you know we’re trying to solve customer problems and this is the best way to solve the customer problem so that you know I think if you look at it from that point of view then you say oh yeah we have to open up our product pages and create this Marketplace initiative which is now you know now outsells the owned inventory business on Amazon is as you guys will know. Jason: [51:37] Yeah yeah it’s crazy it’s annoying how many stories like that Amazon has of these. Things that in hindsight are enormous successes like the marketplace but at the time like had to be hugely controversial difficult decisions. One you know as I was reading the book one of the things that kind of recurring theme was a lot of these business structures and processes. I feel like they were really invented to help Amazon scale Beyond Jeff right like. You know to maintain Jeff high standards once he couldn’t meet every employee personally we need a bar razor program for hiring and we need the business principles to sort of indoctrinate everyone in the company. The big news this quarter is all the Jeff’s are leaving Amazon and so I’m sort of curious like. Do you believe that all of all of this infrastructure and culture that that you guys all put in place. Are going to enable Amazon to sort of keep clicking at the same level you know when when Jeff was like a little more involved. As he sort of disengages and spends more time on Rockets or something or or do you think that’s gonna be an inflection point for Amazon it’s hard to in my mind it’s hard to still be. Day one company when your your founder retires after 27 years. Colin: [53:00] So you know Jeff has he had spent since the time I was working on he devoted a whole lot of time. [53:08] To try to instrument the company and encode some of the knowledge has and principles that he you know where he wanted to take Amazon in and make them repeatable processes you’ll it for there’s no one at Amazon who could say let’s turn around and be competitor Focus rather than customer-focused it’s just it’s in Amazon’s DNA so first of all I think Andy he’s young he’s the right guy for the job if I had to write the Amazon CEO job description it would be someone who is steeped in Amazon’s culture able to build you know large multi-billion dollar businesses and work with small teams you know and jump in between the two and bonus points if you built. Business from zero to ten billion dollars faster than Amazon did and he did all of those you AWS got four to ten billion dollars faster than you know Amazon the company and so I you know I think it’s the Amazon is in good hands with with Andy but I think if you look at the legacy of. I’ve what Amazon is in Jeff is going to leave you’re at the end of the day these hockey pucks and cylinders we have in our kitchen or the two-day and delivery is going to seem laughably primitive sometime in one day delivery will seem laughing laughs Ali primitive sometime in the near future but what is a lasting thing is really this in the ninja machine and it’s Jeff’s term. [54:31] That he created at Amazon and he was always very upfront about it and he would talk about some of these things about long-term thinking about you know you read the shareholder letters about separable teams and you know he’s been up front about the working backwards process so I think that it’s these are processes where you don’t. Have to use the stick to get people to use them it is more carrot approach because once you start using them you realize this is just a better way of building a bit and operating a business, you know you don’t have to Once people start writing narratives if you were to tell them to stop that go dumb it down and use slides to you know convey a complex idea you they look at you like a deer in headlights no matter who that person was so I think that there’s still a lot of innovation to come from Amazon and you know whatever company or initiative Jeff Bezos is working on it will be very fortunate to have them but you know there’s there’s. There’s a lot of people at Amazon who will continue to operate and tweak and improve this invention machine. Jason: [55:35] Yeah one of my favorite lines from your book Colin was. You talk about how many people say oh sure Amazon is successful but you have unlimited resources and Jeff Bezos and and you and Bill pointed out like. Hey for most of the time we are there we are heavily resource-constrained that’s not not true at all and you know all of these processes can absolutely work without Jeff. Although if Jeff’s available the work on your project we would both highly recommend him. Colin: [56:02] Yeah and that still holds true. Scot: [56:07] When the one thing that’s been interesting Colin and you’ve been writing a book so maybe haven’t seen this but Shopify is really kind of ascending and getting a lot of play as kind of a you know an alternative to Amazon and they talked about arming the rebels and this kind of thing and then there’s also a wedge in there in that Brands don’t love Amazon because Amazon. They love they want the brands there but they want to control the price and there’s kind of I’ve had brand say to me it’s a love hate hate hate relationship kind of thing so it’s going to be this really interesting battle we talked about this on our show a lot and then recently it was in the press that Bezos was getting more involved in the business to kind of formulate a Shopify strategy that was right before he kicked himself upstairs what you know. But in listening to you think about the customer it almost seems backwards for someone at Amazon to have an initiative that’s kind of like you know what are we gonna do about this competitor Shopify how would you kind of project what do you think they would do and with. What’s going on there. Colin: [57:08] Well I don’t have any first-hand data or information. Give you here just to be very clear and if it does get back to really. [57:20] If something’s worth doing you first of all have to identify the customer problem that you are solving and the customer problem isn’t to go take over Shopify and you know so it’s it’s how can we serve our customers better be they third-party sellers be they bite you no buyers on the site you know and and and what could how can we organize to solve those problems and so you know that that’s just the way. Ideas are developed you know I will say Amazon does occupy a different place in society than it did you know five ten years ago and you know some of these things are going to be worth putting in the public dialogue and you know that that’s part of being a company that’s you know at a half a trillion dollars in yearly Revenue but you know I can’t predict what’s going to go on there but but Amazon whenever there’s tough decisions what people at Amazon do is they fall back onto these 14 principal leadership principles because that’s what they’re there for its they’re there to make the tough calls. [58:32] And and so while I don’t know what that what Amazon will do I know that after they do it if you read these leadership principles and then you listen you know listen to yourself to say in the back of your mind that the long-term interests of. Customers and shareholders are completely aligned it probably will make sense. Jason: [58:55] You know we are running up on time but I do have sort of one last last thread for you I know that the book is obviously intended to help help folks adopt some of these best practices from the Amazon and if I have a right I think you and Bill. Also consult with some companies and and sort of help them adopt some of these processes. I’m curious how successful or difficult outside entities fine some of these things I got I’ll give you a personal antidote. I’ve hired a lot of X amazonians in my life. And I’m always super excited that I’m going to get these people that you know come in and write these like you know super detailed six-page narratives and stuff and and what ends up happening is no they all do I really crappy PowerPoint because they’re all. Like tired of reading the neck so I like part of me wonders like is there some Secret Sauce in Amazon like you know obviously we all believe some of these things can be useful in many other companies but. Is there an endemic in managing Amazon and. Cohesively doing all of these things together that make them work better than than individual bits and bytes do outside of the Amazon that’s fear. Colin: [1:00:13] Well I would say that the first two that you’d have to do if you don’t have them and you know some smaller organizations don’t is defining who you are and the leadership principles you know so the idea is not to copy Amazons and. You need to come up with your own about who you are and then the second part is that bar razor process the hiring process is how do you vet new people coming into your organization because you want to use the new people you want coming in you want them to reinforce your culture and if you’re not deliberate about what your culture is and how you decide is this person going to reinforce my culture or change it if your culture will change because you’re going to get a culture as your company grows it just is your choice if it’s whether the one you want it to be or whether it will become bait you know whatever will become based on the new people who are coming in if you go from 5 to 20 people and you don’t have a deliberate hiring process with the leadership principles that’s how you get people who say it’s just not like it used to be last year so those two things I would say you have to do when you’re and. [1:01:17] You know in order to stay true to your roots the other ones you can you I would not recommend doing them all at once I think some of them are easy but sometimes our Journeys so no you don’t have to do them all at once but where we’ve seen it work in organizations and what I guess will receive a not work as if. That the head of the organization you know the CEO or if it’s a large company if it’s a you know Division if they’re not on board it’s probably not going to work you know if someone says hey I’m going to write narratives for the group and then the the. [1:01:52] PPR the CEO says yeah that’s great but just give me a PowerPoint when when you’re done with your narratives did then we’ll make the decision you know that’s it’s probably not going to work so I think you have to buy into some of these and principles and processes and they give them a chance to work at the right level. Jason: [1:02:11] That makes total sense Colin and that’s going to be a great place to leave it because it’s happened again we’ve used up all our allotted time. As always if folks have comments or questions they are welcome to follow up with us on our Facebook page or on Twitter. And as always if you enjoyed this episode we sure would appreciate it if you jump on the iTunes and give us that five star review. Scot: [1:02:34] Can we really appreciate you taking time out of your busy schedule to walk us through the book we strongly encourage readers to go not only by the book but read it like Jason I have we both thoroughly enjoyed it you got four thumbs up from us. Obviously you know Amazon carries the book so that’s the logical place to look and then if folks want to find you online do you pontificate about things or are you big on Twitter or SnapChat or inserting. Colin: [1:03:02] We have website working backwards.com so I’ll one word and you know that’s a good place to go to print out from there. Scot: [1:03:10] Awesome we really appreciate having having you on the show. Colin: [1:03:14] Thanks again for having me. Jason: [1:03:16] We really enjoyed it and until next time happy commercing.

Serial entrepreneur and Professional Risk Taker WES HYPE pulled up to the Entertainment Report Podcast for a conversation about his Non-profit Organizations Project B.O.S.S (Black Owned Success Stories) and their initiative CANDEMIC. For more information on Project B.O.S.S: https://projectbossinc.com/​ABOUT PROJECT B.O.S.S (BLACK OWNED SUCCESS STORIES)Our focus is to amplify the impact of Black-Owned businesses.This is done in 3 major ways:1) Providing affordable access to businesses, marketing and branding solutions.We have aligned with videographers, photographers and designers to knock a third off their rate for promising Black entrepreneurs. My team at Project BOSS will be matching that contribution by also covering a third of the cost. For example, a talented, Black female photographer who needs a website portfolio to be considered for top paying freelance jobs, can apply with us to receive a $1000 website at a $333 cost to her. 2) Developing & sharing free educational tools fundamental business skills. We will host online seminars, create videos & other materials on employee management, enriched customer service and more. We need to be prepared as owners/operators and be better trainers and managers to our employees. 3) Assisting in the application process for grants and loans.Simply put, getting the money that’s for us to us. This includes the $221 million in the upcoming Black Entrepreneurship Fund announced by Prime Minister Trudeau this year. With your help, not only will we be creating free online resources with step-by-step guides to applying for each fund made available, our team will also offer one-on-one assistance with the entire process.

In today's episode, we talk to Dom Chieffalo and Fran Oschell, two members of Malvern Prep's Class of 2021, about their experiences working on Project Béisbol and Friendly Friars. CSItizen is a student-created/led program dedicated to celebrating and sharing stories of positive social impact, and inspiring the next generation of social entrepreneurs. The My CSItizen Moment Podcast is hosted by Cole Cherian '22 and Joey Bucci '22, two of the co-founders of CSItizen and members of the CSItizen Leadership Team, and it profiles members of the greater Malvern community making their own social impact. To learn more about CSItizen, follow us on Instagram @csitizen or email us csitizen@malvernprep.org.

Emma and Alli relive their high school glory days of 315 Bangers and Project B, dissect some crazy current events happening in pop culture, and help you decide what to buy with your stimulus check in this week's rapid fire. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/twothirdsonepod/support

Dr. Kymrae meets with her Community Activist and SocialJustice Pal, Gemini Boyd to discuss his life after Prison. Gemini shares how and why he was incarcerated for 20 years (Drug Conspiracy), his Bail Project work following incarceration, what inspired him to persist upward as a Returning Citizen, and how he was released early from Prison due to President Obama's Administration amending the laws surrounding non-violent sentences. Gemini encourages the People to expand their perception of reality for incarcerated individuals.  He adds that systemic racism has factored into the plight of many Black and Brown women and men, and how poverty contributes largely to the percentage of their social outcomes. Dr. Kymrae highlights that Gemini is a Leader.  He is the epitome of how ex-incarcerated individuals can be community leaders and rehabilitated if given an equitable chance at life after prison.  Gemini took the extra leap, and founded Nonprofit, “Project B.O.L.T.” (Building Outstanding Lives Together).  Project BOLT provides community advancement through educational and vocational support to returning citizens to help with their transition back into society.  Due to COVID-19, Project BOLT has also responded to the needs of the community by adding tenets of providing meals for children and also staffing and recruiting services.  Is it now safe to say that Gemini and Project BOLT are community redeemers?!?  We at the “What’s the Say with Dr. Kymrae” Podcast would say so!Oh, and don’t forget to subscribe, comment, like, and share!  SUBSCRIBE to What's the Say with Dr. Kymrae: https://bit.ly/WhatsTheSayWithDrKCASH APP - $Kymrae AUDIO PODCAST CONNECTIONS-PODBEAN: https://whatsthesaywithdrkymrae.podbean.com/APPLE PODCAST: https://bit.ly/WTSDKApplePodcastGOOGLE PODCAST: https://bit.ly/WTSDKGooglePodcastSPOTIFY: https://bit.ly/WTSDKSpotifyTUNE IN: https://bit.ly/WTSDKTuneIN CONNECT WITH DR. KYMRAE:  Instagram - https://www.instagram.com/DrKymrae Website - https://DrKymrae.comEmail – DrK@DrKymrae.com Cash App - $Kymrae CONTACT GUEST, GEMINI BOYD:Instagram – https://instagram.com/NiladaireCash App: $NI617 PROJECT B.O.L.T.Email: Info@ProjectBolt.comWebsite: Https://ProjectBolt.org MUSIC COMPOSER: Instagram - https://www.instagram.com/officialdjbbreezy Email - djbbreezy@gmail.com

Descubre mPago.co, la plataforma para generar links de pago masivos para Mercado Pago!! ----- ¿Necesitas un asesor que te ayude a potenciar tu negocio? Descubre topadvisors.cl ----- Si te gusta La Azotea se agradece cualquier aporte!!! (Pesos Chilenos) https://mpago.co/danielatik Muchas gracias!!!! ----- Aquí puedes escuchar todos mis temas de Chillout y Techno de Daniel Atik: Spotify Apple Music ----- Les invito a descubrir mi nuevo libro: A los pies de una Ceiba. http://danielatik.com/alospiesdeunaceiba ---- La Azotea es un programa dirigido, producido, interpretado, subvencionado y caracterizado por Daniel Atik Sitio Web: http://la.azotea.co Síguenos en: https://twitter.com/LaAzoteaCo https://instagram.com/LaAzoteaCo https://facebook.com/LaAzoteaCo

On this episode of the S.B.R. Podcast we will be joined by Justin Halladay. Justin is joining us from Medellin, Colombia where he is the President & Founder of Project Béisbol.Project Béisbol is a on-profit organization dedicated to developing baseball and softball programs for boys and girls in Latin America. The organization does a great deal of work in supporting charities, and schools with: equipment donations, high quality instruction, exchange programs, educational workshops and leadership programs. According to the missions statement the ultimate goal of Project Béisbol is to "...empower young leaders and fomenting positive social change on the local level in Latin America...'On this episode we will be speaking with Justin about the story behind Project Béisbol. Justin will describe why he chose Latin America, how the sport has grown, and describe the positive impact that baseball has brought to the economically deprived regions of Latin America. If you are either passionate, or just happen to be slightly interested in the intersection of globalism and sport, this episode is for you. Sit back and relax as Justin and I talk at lengths about his tremendous organization, and it's role in growing the sport of baseball in Latin America and the Caribbean.

SERMON TOPIC- Reviving REFORMATION Reality--SERMON TITLE- America - Racism, Revolution, or Religion--SERMON TEXT- Proverbs 22-28--SERMON THESIS- In today's America the Communist left is seeking to remove and replace the ancient landmark of America's Protestant past. The goal is to remove God, religion, morals, marriage, and family from the center of our national life. The Communist strategy includes removing the landmark of America's true historical birth and belief through a systematic and sinister reconstruction and revising of America's history, so as to create a specific narrative based upon Communistic race theory and moral ideology. This includes re-envisioning and re-inventing the beliefs leading to America's birth as a nation---I. The 1619 Project - America's birth rooted in RACISM---A. The CONTEXT of the Project--B. The CREATOR of the Project--C. The CLAIM of the Project--D. The COUNTER to the Project---II. The 1776 Project - America's birth rooted in REVOLUTION---A. The CONTEXT of the Project--B. The CREATOR of the Project--C. The CLAIM of the Project--D. The CONFIRMATION of the Project---1. The Declaration - -2. The Proclamation - -3. The Celebration - --III. The 1620 Project - America's birth rooted in RELIGION---A. The CONTEXT of the Project--B. The CREATOR of the Project - Pilgrims---1. Puritans-2. Separatists--C. The CLAIM of the Project--D. The CONFIRMATION of the Project-

Host Taylor Payne and The Athletic's Chris Waugh are joined by Manchester United correspondent, Laurie Whitwell, following the news that it will cost supporters an extra £14.95 to watch the game this weekend...  Plus, the guys get stuck into 'Project Big Picture' and the potential implications for any future Newcastle takeover AND discuss what Taylor should get Alan Shearer for Secret Santa this year, having been revealed as The Athletic's newest columnist!  SPECIAL OFFER! For a limited time only we're offering you the chance to subscribe to The Athletic for just £1 a month. You can read all of Chris & George's writing, plus Alan Shearer's first column and so much more... Just go to www.theathletic.com/newcastlepod to sign up. Learn more about your ad choices. Visit megaphone.fm/adchoices

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Einmal Tony Stark sein… Sony lässt uns in Iron Man VR hautnah in die Rolle von Tony Stark aka Iron Man schlüpfen. Matze ist durch die Levels geflogen und hat eine Menge Drohne abgeknallt. Hast du Äpfel auf den Augen? Die Antwort ist sicher “noch nicht”. Zumindest wenn man auf die Datenbrille von Apple wartet, um die sich schon diverse Gerüchte drehen. Nun scheint aber alles bereit zu sein für die Massenproduktion von Gläsern. Angeblich existiert bei Foxconn schon eine ganze Produktionslinie auf der eben jene Gläser für eine Apple AR-Brille hergestellt werden können. Nach Test soll alles fertig sein für größere Stückzahlen. Bekommen wir 2021 also endlich eine iPhone Brille? Verwirrung pur… Die dritte und letzte Staffel von Dark auf Netflix beendet endlich die Story und klärt sehr komplex wie alles zu Ende geht. Matze hat sich durchgeschaut, Peppi ist gerade noch dabei. David P – Supermen Der legendäre David P aus München hat einen neuen Track Supermen. Hintergründiger Text, gute Rhymes und ein nettes instrumental. Neuigkeiten aus der Spielewelt Microsoft Flight Simulator Der Microsoft Flight Simulator lässt so manches Gamer Herz höher schlagen. Ultra realistisch, tausende Flughäfen, hunderte Flugzeuge und tolle Landschaften mit vielen Details. Bisher war nichts über den Marktstart bekannt und auf ein mal ist es ganz nah. Schon am 18. August soll der MS FS in 3 Versionen starten, jeweils mit unterschiedlicher Ausstattung. Da das Spiel aber über einen sehr langen Zeitraum unterstützt werden soll, kann man sicher noch mit vielen Updates und Ad-Ons rechnen Gaming with KI-Buddies Endlich (!!) bringt Ubisoft das Ghost Recon Breakpoint Update heraus auf das wohl viele gewartet haben. Es wird KI Buddies geben. Also Team Mitglieder, die euch unterstützen und denen ihr Befehle geben könnt. Erscheinen soll es demnächst, also wenn ihr das hier hört ist es vermutlich schon verfügbar. Apple muss Einkaufen Da es bei Apple TV+ schon vor der Corona Krise mit dem Inhalten ein wenig dünn war, kauft Apple nun ordentlich ein. Der neue Film von und mit Tom Hanks, Greyhound, ist ein Zweiter Weltkriegsdrama im Atlantik. Sony konnte den Film nicht mehr in die Kinos bringen und nun hat Apple für 70 Millionen zugeschlagen. Wer hat schon gerne Falten Im Gesicht sind sie unbeliebt und bei Handys zumindest vorhanden aber teuer. Faltbare Telefone sind der neueste Schrei auf der Skala des Machbaren aber nicht wirklich Mainstream. Und wie sich zeigt auch nicht die einzige Art, Telefone in Ihrer Form zu verkleinern. Schon im Jahr 2021 könnte LG mit einem rollbaren Telefon auf den Markt kommen. Aktuell heißt es wohl “Project B”, wann genau es kommt und was es kostet ist aber noch nicht klar.

Einmal Tony Stark sein… Sony lässt uns in Iron Man VR hautnah in die Rolle von Tony Stark aka Iron Man schlüpfen. Matze ist durch die Levels geflogen und hat eine Menge Drohne abgeknallt. Hast du Äpfel auf den Augen? Die Antwort ist sicher “noch nicht”. Zumindest wenn man auf die Datenbrille von Apple wartet, um die sich schon diverse Gerüchte drehen. Nun scheint aber alles bereit zu sein für die Massenproduktion von Gläsern. Angeblich existiert bei Foxconn schon eine ganze Produktionslinie auf der eben jene Gläser für eine Apple AR-Brille hergestellt werden können. Nach Test soll alles fertig sein für größere Stückzahlen. Bekommen wir 2021 also endlich eine iPhone Brille? Verwirrung pur… Die dritte und letzte Staffel von Dark auf Netflix beendet endlich die Story und klärt sehr komplex wie alles zu Ende geht. Matze hat sich durchgeschaut, Peppi ist gerade noch dabei. David P – Supermen Der legendäre David P aus München hat einen neuen Track Supermen. Hintergründiger Text, gute Rhymes und ein nettes instrumental. Neuigkeiten aus der Spielewelt Microsoft Flight Simulator Der Microsoft Flight Simulator lässt so manches Gamer Herz höher schlagen. Ultra realistisch, tausende Flughäfen, hunderte Flugzeuge und tolle Landschaften mit vielen Details. Bisher war nichts über den Marktstart bekannt und auf ein mal ist es ganz nah. Schon am 18. August soll der MS FS in 3 Versionen starten, jeweils mit unterschiedlicher Ausstattung. Da das Spiel aber über einen sehr langen Zeitraum unterstützt werden soll, kann man sicher noch mit vielen Updates und Ad-Ons rechnen Gaming with KI-Buddies Endlich (!!) bringt Ubisoft das Ghost Recon Breakpoint Update heraus auf das wohl viele gewartet haben. Es wird KI Buddies geben. Also Team Mitglieder, die euch unterstützen und denen ihr Befehle geben könnt. Erscheinen soll es demnächst, also wenn ihr das hier hört ist es vermutlich schon verfügbar. Apple muss Einkaufen Da es bei Apple TV+ schon vor der Corona Krise mit dem Inhalten ein wenig dünn war, kauft Apple nun ordentlich ein. Der neue Film von und mit Tom Hanks, Greyhound, ist ein Zweiter Weltkriegsdrama im Atlantik. Sony konnte den Film nicht mehr in die Kinos bringen und nun hat Apple für 70 Millionen zugeschlagen. Wer hat schon gerne Falten Im Gesicht sind sie unbeliebt und bei Handys zumindest vorhanden aber teuer. Faltbare Telefone sind der neueste Schrei auf der Skala des Machbaren aber nicht wirklich Mainstream. Und wie sich zeigt auch nicht die einzige Art, Telefone in Ihrer Form zu verkleinern. Schon im Jahr 2021 könnte LG mit einem rollbaren Telefon auf den Markt kommen. Aktuell heißt es wohl “Project B”, wann genau es kommt und was es kostet ist aber noch nicht klar.

Einmal Tony Stark sein… Sony lässt uns in Iron Man VR hautnah in die Rolle von Tony Stark aka Iron Man schlüpfen. Matze ist durch die Levels geflogen und hat eine Menge Drohne abgeknallt. Hast du Äpfel auf den Augen? Die Antwort ist sicher “noch nicht”. Zumindest wenn man auf die Datenbrille von Apple wartet, um die sich schon diverse Gerüchte drehen. Nun scheint aber alles bereit zu sein für die Massenproduktion von Gläsern. Angeblich existiert bei Foxconn schon eine ganze Produktionslinie auf der eben jene Gläser für eine Apple AR-Brille hergestellt werden können. Nach Test soll alles fertig sein für größere Stückzahlen. Bekommen wir 2021 also endlich eine iPhone Brille? Verwirrung pur… Die dritte und letzte Staffel von Dark auf Netflix beendet endlich die Story und klärt sehr komplex wie alles zu Ende geht. Matze hat sich durchgeschaut, Peppi ist gerade noch dabei. David P – Supermen Der legendäre David P aus München hat einen neuen Track Supermen. Hintergründiger Text, gute Rhymes und ein nettes instrumental. Neuigkeiten aus der Spielewelt Microsoft Flight Simulator Der Microsoft Flight Simulator lässt so manches Gamer Herz höher schlagen. Ultra realistisch, tausende Flughäfen, hunderte Flugzeuge und tolle Landschaften mit vielen Details. Bisher war nichts über den Marktstart bekannt und auf ein mal ist es ganz nah. Schon am 18. August soll der MS FS in 3 Versionen starten, jeweils mit unterschiedlicher Ausstattung. Da das Spiel aber über einen sehr langen Zeitraum unterstützt werden soll, kann man sicher noch mit vielen Updates und Ad-Ons rechnen Gaming with KI-Buddies Endlich (!!) bringt Ubisoft das Ghost Recon Breakpoint Update heraus auf das wohl viele gewartet haben. Es wird KI Buddies geben. Also Team Mitglieder, die euch unterstützen und denen ihr Befehle geben könnt. Erscheinen soll es demnächst, also wenn ihr das hier hört ist es vermutlich schon verfügbar. Apple muss Einkaufen Da es bei Apple TV+ schon vor der Corona Krise mit dem Inhalten ein wenig dünn war, kauft Apple nun ordentlich ein. Der neue Film von und mit Tom Hanks, Greyhound, ist ein Zweiter Weltkriegsdrama im Atlantik. Sony konnte den Film nicht mehr in die Kinos bringen und nun hat Apple für 70 Millionen zugeschlagen. Wer hat schon gerne Falten Im Gesicht sind sie unbeliebt und bei Handys zumindest vorhanden aber teuer. Faltbare Telefone sind der neueste Schrei auf der Skala des Machbaren aber nicht wirklich Mainstream. Und wie sich zeigt auch nicht die einzige Art, Telefone in Ihrer Form zu verkleinern. Schon im Jahr 2021 könnte LG mit einem rollbaren Telefon auf den Markt kommen. Aktuell heißt es wohl “Project B”, wann genau es kommt und was es kostet ist aber noch nicht klar.

Introduction to Project B.R.I.D.G.E's podcast that will create a space for our Riverside youth to speak about community issues, positive youth involvement, and resources for our communities. Tune in each Tuesday at noon! -PB out!

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Первый трек в 2020! Начало положено! Трек создавался в атмосфере лёгкого новогоднего похмелья, поэтому строго не судите и приятного прослушивания!)

just for Aducation

This Episode is hungrily sponsored by Scoffton, an all you can eat worker placement game running on Kickstarter until November 10th.. Check out the project on HERE https://twitter.com/VamooseCo +++++++++++++++++++++++++++++ Richard is joined by Sophie Williams from Needy Cat Games, who along with James M Hewitt are bringing The League of Infamy to Kickstarter in partnership with Mantic Games.  We talk about Sophie's experience working on Hellboy TBG, before moving on to their current successful Kickstarter Campaign for The League of Infamy. We chat about game development in general, the meet up she runs and her tips for becoming a designer.  Please check out the links in the Show Notes for more info about Needy Cat Games, the campaign, and their future work for Project B.A.S.H Links of Notes  https://www.kickstarter.com/projects/leagueofinfamy/league-of-infamy https://www.manticgames.com/ https://www.manticgames.com/shop/what-is-the-league-of-infamy/ https://www.facebook.com/leagueofinfamy/ Needy Cat Games  Tabletop Game Design Courses:  https://www.needycatgames.com/events    https://www.needycatgames.com/games   https://needycatgames.us17.list-manage.com/subscribe?id=38433034fe&u=4cea6bcdeae68790dedb912c2   OUR LINKS OF NOTES  Apple Podcasts     Our Blog, Reviews, Previews and Thoughts  Our YouTube Channel Our BGG Guild  Board Game Geek Page  Website   Facebook  Twitter  Instagram Buy Some Merch

Hey everyone! This week we have local player and noted Tundra apologist William Godsey on the cast! We talk about the new hotness B.A.E. (you'll have to listen to figure out what the acronym means) Thanks as always for listening, and don't forget the next LaL Open is on October 26. Don’t forget to Like/Follow/Subscribe to all the stuff that we do. Thank you for your support! @LaLMtG @jmee3rd @pateuglow http://twitch.tv/leavingalegacy Support us on Patreon! http://www.patreon.com/leavingalegacy http://www.patreon.com/hipstersofthecoast Find us on Hipsters! http://www.hipstersofthecoast.com/leaving-a-legacy/ Join the Facebook Group! https://www.facebook.com/groups/leavingalegacymtg/ leavingalegacy@hipstersofthecoast.com

In today’s world we are bombarded with more information than ever before - it’s on our mobile devices (social email, etc.), daily stand-ups, 24 hour news networks telling us about how the world is collapsing every day, so much going on. That’s a lot of information coming in - so how do you sort through it? With that much information coming in and going out, it can be hard to really feel like we are on top of our projects. Especially in two circumstances: We have a large number of projects we are managing at the same time We have a very long duration project, and need to be able to look ahead and look back So, how do you find a ‘quiet space’ where you can actually think and plan? In this episode, we talk about keeping a Project Diary. A diary or a log of your project can be a great way for you to sort through your thoughts and challenges on a project, and maybe even a way to provide a higher degree of transparency into your project to your stakeholders. Project Diary, Project Log, Project Blog, Project Vlog - we got you covered. Check it out!   JOIN THE HAPPY HOUR! Get access to all podcasts, PDU certificates, bonus content, exclusive member Q&A webinars and more from our membership! https://pmhappyhour.com/membership   STUMP THE PM’S! We love to hear about your tough PM issues, so please hit us up at podcast@pmhappyhour.com or on Facebook at facebook.com/pmhapyhour and we’ll see if we can help you. If we use your question, we’ll send you a PM Happy Hour coaster you can enjoy at your next happy hour.

Shared Kernel as a Package Code shared between applications within an organization is typically referred to as a shared kernel in domain-driven design. This week's tip discusses this approach and how best to do the sharing. Sponsor - DevIQ Thanks to DevIQ for sponsoring this episode! Check out their list of available courses and how-to videos. Show Notes / Transcript If you've written more than one application, or worked for a company that has more than one, you've probably shared code between the applications. There are a variety of approaches to this, one of the most awful being the One Solution To Rule Them All approach, in which every bit of code ever written is added to a single code repository and a single solution file. One or more projects in this solution become the shared projects used by many different applications. The benefit of this approach is that developers can easily view and even debug all of the code possibly used by anything. Changes that might break dependent projects are often discovered quickly. However, if a single project requires an update to shared code, it's not easy to have one project depend on a different version of the shared library than another. Even if you use more than one solution, if you're sharing code between multiple solutions at the file system level, you're probably in this boat. In Domain-Driven Design, the Shared Kernel is code that more than one bounded context depends on. The contract between the shared kernel code and its dependents is that the shared kernel code doesn't change unless all downstream dependencies agree with the change. Often it's one team maintaining the shared kernel and its dependent projects, in which case this is pretty easy, but in larger organizations there may be an approval process involving several teams. When updates do occur, they should be decoupled from dependencies such that they can pull in the update when they're ready. This enables updating the shared kernel code without having to test and update every downstream dependency immediately. In .NET, one way to gain the ability to have dependent projects pull in the latest updates to the shared kernel whenever they're ready is to use a Nuget package. Any time an update is made to the shared kernel, its package should be updated and its version updated. For example, you might initially have Acme.SharedKernel version 1.0.0, which two projects reference. Project A needs additional functionality, and it's agreed to place it in the shared kernel. A new package is published, with version 1.0.1. Project A updates its version of the package to require 1.0.1 and is able to be deployed. Project B continues to depend on version 1.0.0 and can continue with development and/or remain deployed using this version. Project B can choose when and how often to update which version of the shared kernel package it uses. If you follow this approach, there are a few things that you may find helpful. First, use continuous integration for your shared kernel library. When you make updates to it, the automated build should compile it, run tests (yes, it should have tests), update its version number, and publish it. This ensures you have a consistent process, which is important especially when we're talking about deploying versioned packages. Next, you'll want to have a way to share the package between your developers and build machines. One nice thing about Nuget is that any file share can serve as a Nuget server, so at a minimum you can simply drop versioned nupkg files into a particular file share. Alternately, you can use an actual Nuget server, such as one built into Jetbrains TeamCity or VSTS/Azure DevOps. You can use a cloud-based solution like myget, if you prefer. In any case, you simply need a way to distibute your shared, versioned packages. With these fairly small pieces in place, you should find that you're able to decoupled your shared kernel package from its dependents such that you can make updates to it as required and pull in those updates only as needed by each dependency. You should also find that, being a separate solution with a separate automated build, it's less likely that developers will make cavalier changes to the shared kernel, so it should become more stable by default and should only be updated when truly needed by its downstream dependencies. And of course, you should do whatever you can to minimize the things your shared kernel code depends on, since it's going to be depended on by most of your applications. Keep it lightweight and don't depend on anything from it that you can avoid. Show Resources and Links Domain-Driven Design

Tom Anholt is a UK born artist who lives and works out of Berlin. He attended the Chelsea College of Art & Design where he acheived First Class Honors. He had his first solo exhibition in 2013 at Galerie Mikael Andersen in Berlin and since then has had solo’s each year at galleries such as Eigen & Art, Project B in Milan, 1969 in New York City and Josh Lilley in London. He’s had numerous group shows and is in the Hort collection. the Saatchi in London, and several other prestigous collections. Brian met up with Tom on the occasion of his solo showing with Josh Lilley at Freize Art Fair and they spoke about his early days as an exceptional soccer player, the move to Berlin, music, the art and pain of tipping and much more. They recorded on the outside grounds surrounded by festive art fair goers in a beautful sunny, breezy day. You’ll hear that in the recording, but the atmosphere was great.

Join us for a little bit more of our conversation with Jennifer DiFrancesco and Jason Chestnut of the Slate Project as they talk about their most hilarious ministry fails.

Keith talks at length about Project B, which he's now calling Project 12, and Andy talks his recent redesign of Lunar Invaders, one of the games in Pyramid Arcade. They also talk about the fun of having a snappy response to the common question, “What's your deal?” Regarding media, they talk about the first couple of episodes of 11.22.63 which is a wee-bit spoilery, despite their attempts to discuss it without revealing too much.Spoiler warning: spoilers inside.

Andy & Keith just got back from JoCo Cruise 6 so that's the big topic this week, including Keith's story of almost being left behind on St. Maarten. They both did a lot of playtesting on the boat: Andy was showing off all the games in Pyramid Arcade, and Keith was testing out his secret “Project B” game. Other topics include one of the shows Keith most enjoyed, Imogen Heap's performance, Andy talks about visiting the Kennedy Space Center with other “sea monkeys” when the cruise ended, and they both share stories about hanging out with geeky celebs including other game designers, in particular James Ernest and Mike Selinker. Non-cruise topics include Keith's next version of Gloom, the differences between their roles as a Free-lance designer vs. being on staff, and Andy's experiences with wearing a giant mascot costume of an Uglydoll character at Toy Fair.

In episode 15 on #MerryBiz we share exactly what we do to get MORE shit done in less time. Cheers to productivity! Take a listen... and for preparation for next episode... be sure to download your goal setting guide HERE! This time last year we would've said that we were the busiest we've ever been. Yep, 12 hour days filled with multi-tasking and running around like headless merrymakers. We had little structure and we worked on a 'do what we feel like' basis. Sounds appealing but... This kind of mindset and work ethic lead to lots of to-dos either forgotten or being done at the very last minute. Hello unnecessary stress! Errr yuck. And stress is not good for us.  Running a business or blog or working a high paced job does NOT have to be this way. It doesn't need to be stressful and doesn't have to cause burnout. You do not need to be the busiest person on the planet.  Fast forward to now and we're ticking off a hell of a lot more goals MINUS the 12 hour days, minus the stress PLUS a whole bunch of fun. Say what? True story. Less working hours. MORE productivity.  This year our key focus was focus. Ha! No, truly, we wanted to focus on focussing. We used to work like this:  Oh! Let's work on Project A for a day... but Project B sounds fun, let's do that for an hour... oh shiny, pretty things, look at Project C! You know what? We should REALLY work on Project Z, that's the most important.  Can you see how our multi-tasking 'skills' actually stopped our progress? 4 weeks would pass and we hadn't accomplished anything. We just had all of these quarter finished projects. According to WPCurve "Multi-tasking damages your brain and makes you dumber." Ahh. Yep, no more of that.  Halfway through this year we turned our working style upside down on top of its head. NOW we get A LOT of shit done and we want you to get your shit done too. Ready? How to get MORE Shit Done.  Shit = awesome stuff you do for your business or life that gets you closer to your goals.  BATCH YOUR SHIT. Put similar tasks together and do them all at once, rather than jumping from one thing to the next. You'll get in a rhythm and save SO. MUCH. TIME. One example: we batch our blog posts. One day we'll write, another day we'll cook and photograph and another day we'll input everything and schedule it to go live! Boom. Another example is batch your errands. If you need to go to the post office, the bank, do the groceries... then batch your errands in one outing!  Batching changed our lives and it can change yours too. The best thing is that you can batch EVERYTHING. We even batched Nashville once (but that wasn't very productive... or maybe it was).   SCHEDULE YOUR SHIT.  Batched, tick. Now you gotta schedule your batched tasks. Marie Forleo (one of our fave biz mentors) preaches "If it's not scheduled, it's not real." In other words it ain't gonna happen if it's not in your calendar! Every Sunday afternoon (in our calendar) we have the task 'ORGANISE WEEK'. Basically we both sit down, work out our tasks for the week, batch them together then add them to our calendar. Here's what our calendar looks like: Try and stick to your calendar BUT be open to change and flexibility. Don't beat yourself up if something takes you longer than first thought. We're also flexible in moving entire tasks around based on our inspiration that day.  GET RID OF YOUR SHIT. Dan Norris told us that "Deciding to work on something new when your project isn't working is not the same as giving up. It's just common sense."  Get rid of the shit that isn't working so you can make room for the shit that will. Do a stocktake on all your tasks. Take note of the things you enjoy, the things you hate, the things that are necessary and unnecessary to run your business/blog. It's fun to do this with post it notes or a giant white board.  When we did this we realised that we were spending WAAAAAY too much time trawling through Instagram and Facebook (like 3 hours a day), and with what end goal in mind? Um... nothing.  Once you've got your post its/white board done it will be easy to delete the shit!... See acast.com/privacy for privacy and opt-out information.

This week Andy tells Keith about his adventures at Geekonomicon, including creating a design for Convention Fluxx at a panel called Improv Fluxx Design. Keith talks about his new card game-in-progress, which he's calling Project B, and Andy describes a new 3-player variation of Hearts he recently played. They talk about shooting the moon, which Andy relentlessly tries to do when playing Hearts. They alsocontinue their pre-Episode 7 geeking out, with discussions about droid deities and the “Anti-Cheese” re-edits of the prequels. Somewhere in there they also have a spoiler-y discussion about the final episode of Minority Report.

What if you're different and you're a Weddell seal puppy in Antarctica? And what will this difference mean to the future of this southernmost mammal living in the most pristine marine environment on Earth? Featured in this video are interviews on location in Erebus Bay, Antarctica with Montana State University ecologists Jay Rotella, Bob Garrott, Thierry Chambert, and Jesse DeVoe on the B-009 Weddell population project. The video also showcases some truly spectacular underwater footage by Henry Kaiser, courtesy of the Project B-470 Weddell research team. Video editing and production by Mary Lynn Price. This project video is made possible with funding and support from the National Science Foundation, and the assistance of the United States Antarctic Program. Produced in association with Montana State University. More information on the project, the seals, and the researchers at http://WeddellSealScience.com .

THE POWER OF WORDS. From the 2013 Power House Conference Women Doing It Big National Tour, meet the dynamic and captivating presentor D'OR. Founder and Director of PROJECT B.U.I.L.D.  and Diors Poetic Playhouse, D'OR will compel you to come into the "Queendomship" while empowering in thought and speech with THE POWER OF WORDS. The Power House Conference Women Doing It Big comes to New York March 23, 2013, 9am to 5pm, 2116 Adam Clayton Powell Jr Blvd, New York, NY 10027 (Harlem). Register today for the Power House Conference and for D'ORs Power of Words. Contact D'OR directly at

Whoa, Nelly! Betcha you weren't expecting this one so soon cause frankly, neither was I. However, it just came together so nicely I had to get it out now or risk mucking it up as new promos continue to pour in.  Besides, this will give me the time I need to put together the 2012 Chill Edition, which is very time consuming and requires a lot of attention to detail. As for this set, it is once again unapologetic commercial packed with current and future hits. Folks, one listen and you'll swear it don't get any better than this. Party Favorz will be silent the rest of the month while I slowly work on the Chill Edition. Expect volume one to drop the first week of November before the elections and the second set shortly thereafter. Pride in the ATL is coming up this weekend and Kristine W is gonna be performing. She sent an email out asking everyone with a smartphone or video camera to come out and videotape the concert for use in an upcoming video.  Should be a lot of fun if Rick and I stop killing each other. Sad to say but it's been a non-stop bitchfest for far too long around here, which could quash my pride weekend. I was gonna make a t-shirt with my logo on it and use it in whatever video I send to her, but now not so sure. Anywho, that's not for you to worry about.  Just download and press play, you'll be glad you did. Until the next time…ENJOY! Album : Halloween Edition 2012 Artists : Various Genre : Electro, Progressive, House Length : 1:32:13 1. Christina Aguilera - Your Body (Country Club Martini Crew Dirty Extended) 2. Fun.- Some Nights (Jakob Liedholm Remix) 3. The Killers - Flesh and Bone (Jacques Lu Cont Remix) 4. Project 46 & Dubvision feat. Donna Lewis - You & I (Original Mix) 5. Maroon 5 - One More Night (Seamus Haji Club Mix) 6. Matchbox 20 - She's So Mean (Mysto & Pizzi Club Mix) 7. Lana Del Rey - National Anthem (WestFunk & Steve Smart Club Mix) 8. Sander Van Doorn & Mayaeni - Nothing Inside (Extended Mix) 9. Usher - Numb (Wideboys Club Mix) 10. Rihanna - Diamonds (Liam Keegan Extended Mix) 11. PROJECT B feat. Kelly Rowland - Summer Dreaming 2012 (Voodoo & Serano Mix) 12. One Republic - Feel Again (It's the DJ Kue Remix) 13. One Direction - Live While We're Young (Jump Smokers Extended Mix) 14. Dragonette - Live in this City (Heren Remix) 15. Kesha vs. NERVO - Die Young Again (Johnny Mac Bootleg) 16. Nelly Furtado - Parking Lot (Sem Thomasson Club Mix; Party Favorz Edit) 17. Glamrock Brothers & Sunloverz feat. Nightcrawlers - Push The Feeling On 2K12 (Glamrock Brothers Vocal Mix) 18. Enrique Iglesias feat. Sammy Adams - Finally Found You (Vice Extended Mix) 19. Calvin Harris feat. Florence Welch - Sweet Nothing (Extended Mix) 20. Ellie Goulding - Lights (Bassnectar Remix)

Whoa, Nelly! Betcha you weren't expecting this one so soon cause frankly, neither was I. However, it just came together so nicely I had to get it out now or risk mucking it up as new promos continue to pour in.  Besides, this will give me the time I need to put together the 2012 Chill Edition, which is very time consuming and requires a lot of attention to detail. As for this set, it is once again unapologetic commercial packed with current and future hits. Folks, one listen and you'll swear it don't get any better than this. Party Favorz will be silent the rest of the month while I slowly work on the Chill Edition. Expect volume one to drop the first week of November before the elections and the second set shortly thereafter. Pride in the ATL is coming up this weekend and Kristine W is gonna be performing. She sent an email out asking everyone with a smartphone or video camera to come out and videotape the concert for use in an upcoming video.  Should be a lot of fun if Rick and I stop killing each other. Sad to say but it's been a non-stop bitchfest for far too long around here, which could quash my pride weekend. I was gonna make a t-shirt with my logo on it and use it in whatever video I send to her, but now not so sure. Anywho, that's not for you to worry about.  Just download and press play, you'll be glad you did. Until the next time…ENJOY! Album : Halloween Edition 2012 Artists : Various Genre : Electro, Progressive, House Length : 1:32:13 1. Christina Aguilera - Your Body (Country Club Martini Crew Dirty Extended) 2. Fun.- Some Nights (Jakob Liedholm Remix) 3. The Killers - Flesh and Bone (Jacques Lu Cont Remix) 4. Project 46 & Dubvision feat. Donna Lewis - You & I (Original Mix) 5. Maroon 5 - One More Night (Seamus Haji Club Mix) 6. Matchbox 20 - She's So Mean (Mysto & Pizzi Club Mix) 7. Lana Del Rey - National Anthem (WestFunk & Steve Smart Club Mix) 8. Sander Van Doorn & Mayaeni - Nothing Inside (Extended Mix) 9. Usher - Numb (Wideboys Club Mix) 10. Rihanna - Diamonds (Liam Keegan Extended Mix) 11. PROJECT B feat. Kelly Rowland - Summer Dreaming 2012 (Voodoo & Serano Mix) 12. One Republic - Feel Again (It's the DJ Kue Remix) 13. One Direction - Live While We're Young (Jump Smokers Extended Mix) 14. Dragonette - Live in this City (Heren Remix) 15. Kesha vs. NERVO - Die Young Again (Johnny Mac Bootleg) 16. Nelly Furtado - Parking Lot (Sem Thomasson Club Mix; Party Favorz Edit) 17. Glamrock Brothers & Sunloverz feat. Nightcrawlers - Push The Feeling On 2K12 (Glamrock Brothers Vocal Mix) 18. Enrique Iglesias feat. Sammy Adams - Finally Found You (Vice Extended Mix) 19. Calvin Harris feat. Florence Welch - Sweet Nothing (Extended Mix) 20. Ellie Goulding - Lights (Bassnectar Remix)

(c)&(p) Ministry of Sound (Berlin)

http://dancelovetv.com At Cache on the famed Thursday nights, this is a performance by Project B under Mario B. April 29, 2010