Podcasts about white papers

BSI Reports and Whitepapers provide expert insights, guidance, and analysis on various topics related to standards, compliance, and best practices. They are designed to inform and educate organizations, industries, and policymakers about emerging trends, challenges, and opportunities in areas where standards play a critical role.This episode is an audio-abridged version of the BSI Report - Supporting a safe and secure digital world for adolescents. Published in May 2025, the report reveals that nearly half (47%) of young people aged 16 to 21 would prefer to grow up without the internet - a stark reflection of concerns about its impact on their wellbeing. Drawing on a survey of 1,293 UK adolescents, it shows that time spent online has increased since COVID-19, with many spending hours each day on social media and gaming. Despite this, 42% admit to hiding their online activity from parents, and risky behaviours, such as creating fake profiles are common. The findings highlight the urgent need for stronger privacy and safety measures by tech companies and policymakers to protect young users' mental health and online safety.Series | AudiobooksFind out more about the issues raised in this episodeBSI Digital TrustCPINISO COPOLCOGet involved with standardsGet in touch with The Standards Showeducation@bsigroup.comsend a voice messageFind and follow on social mediaX @StandardsShowInstagram @thestandardsshowLinkedIn | The Standards Show

On today's show we are taking a look at a relatively new product category. This is something that Y Street Capital has been active in for some time. But the industry and the investment community are waking up and taking notice. A recent white paper from the folks at Green Street is entitled : "Industrial Outdoor Storage: A Beautiful Ugly Duckling." Research and data on the sector remain scarce, which frankly can create opportunities. That's the opinion at Green Street, and it's our opinion as well. ------------**Real Estate Espresso Podcast:** Spotify: [The Real Estate Espresso Podcast](https://open.spotify.com/show/3GvtwRmTq4r3es8cbw8jW0?si=c75ea506a6694ef1)   iTunes: [The Real Estate Espresso Podcast](https://podcasts.apple.com/ca/podcast/the-real-estate-espresso-podcast/id1340482613)   Website: [www.victorjm.com](http://www.victorjm.com)   LinkedIn: [Victor Menasce](http://www.linkedin.com/in/vmenasce)   YouTube: [The Real Estate Espresso Podcast](http://www.youtube.com/@victorjmenasce6734)   Facebook: [www.facebook.com/realestateespresso](http://www.facebook.com/realestateespresso)   Email: [podcast@victorjm.com](mailto:podcast@victorjm.com)  **Y Street Capital:** Website: [www.ystreetcapital.com](http://www.ystreetcapital.com)   Facebook: [www.facebook.com/YStreetCapital](https://www.facebook.com/YStreetCapital)   Instagram: [@ystreetcapital](http://www.instagram.com/ystreetcapital)  

Willkommen bei "Deine Bauexperten" mit Tobias Stahl!

Between People - In dieser Folge spreche ich mit Nora Dietrich, Gründerin von Between People und Expertin für mentale Gesundheit und Leadership. Gemeinsam besprechen wir, wie HR die mentale Gesundheit von Führungskräften aktiv unterstützen kann – ohne dabei die alleinige Verantwortung zu tragen. Wie erkennt man mentale Überlastung bei Führungskräften? Welche Fragen helfen wirklich weiter? Und wie lässt sich gesunde Selbstführung unter Druck leben? Eine ehrliche, praxisnahe Episode für alle, die Leadership neu denken wollen.Werbepartner der Folge: beyobie Datenchaos im HR-Team? beyobie bringt Klarheit.Wenn es einen Frust hinter Datenanalysen im HR gibt, dann ist es dieser: zu viel Aufwand, zu wenig Aussagekraft. Mit beyobie verbindet ihr ganz einfach eure HR-Systeme und verwandelt eure HR-Daten im Handumdrehen in starke Argumente fürs Management – ganz ohne Excel-Marathon. 

In case you missed it... Dom talks with Sarah Barr from Rural Coach about Rabobank's White Paper ;Changing of the Guard', and the urgent need for clear farm succession planning, her role as a farm succession facilitator and the key things to get right when going through the process. Tune in daily for the latest and greatest REX rural content on your favourite streaming platform, visit rexonline.co.nz and follow us on Instagram, Facebook and LinkedIn for more.

Community-Liebling #48: Ein gut durchdachtes Onboarding ist nicht nur für HR wichtig, um effizient arbeiten zu können, es ist auch der Start einer neuen Zusammenarbeit. In dieser Episode spreche ich mit Falko Pleß, Head of People Operations bei Homeday über die Bedeutung eines standardisierten Onboarding-Prozesses. Falko erzählt uns, wie er und sein Team ein Onboarding entwickelt haben, dass nicht nur die organisatorische und technische Ebene berücksichtigt, sondern auch die soziale. Werbepartner der Folge: beyobie Datenchaos im HR-Team? beyobie bringt Klarheit.Wenn es einen Frust hinter Datenanalysen im HR gibt, dann ist es dieser: zu viel Aufwand, zu wenig Aussagekraft. Mit beyobie verbindet ihr ganz einfach eure HR-Systeme und verwandelt eure HR-Daten im Handumdrehen in starke Argumente fürs Management – ganz ohne Excel-Marathon. 

On today's REX Daily Podcast, Dom talks with Sarah Barr from Rural Coach about Rabobank's White Paper ;Changing of the Guard', and the urgent need for clear farm succession planning, her role as a farm succession facilitator and the key things to get right when going through the process... He talks with Mick Withers from Rural Livestock about the healthy state of the beef market, what factors are causing it and concerns around supply... And he talks with Mike Bramley, DairyNZ Southern Northland & Auckland Senior Area Manager, about the re-introduction of the DairyNZ discussion groups, why they stopped them and what format they'll take in the future. Tune in daily for the latest and greatest REX rural content on your favourite streaming platform, visit rexonline.co.nz and follow us on Instagram, Facebook and LinkedIn for more.

Dom talks with Sarah Barr from Rural Coach about Rabobank's White Paper ;Changing of the Guard', and the urgent need for clear farm succession planning, her role as a farm succession facilitator and the key things to get right when going through the process. Tune in daily for the latest and greatest REX rural content on your favourite streaming platform, visit rexonline.co.nz and follow us on Instagram, Facebook and LinkedIn for more.

Community-Liebling #55: Wie kann HR wertschöpfender werden? Diese und viele andere Fragen diskutiere ich mit meiner Gästin, Sandra Strauss, Chief People Officer von Urban Sports Club. Sandra gibt uns wertvolle Einblicke in ihre langjährige Erfahrung als HR Managerin und betont, wie wichtig es in Zukunft für HR sein wird, sich noch mehr mit Automatisierung und AI auseinanderzusetzen.Werbepartner der Folge: beyobie Datenchaos im HR-Team? beyobie bringt Klarheit.Wenn es einen Frust hinter Datenanalysen im HR gibt, dann ist es dieser: zu viel Aufwand, zu wenig Aussagekraft. Mit beyobie verbindet ihr ganz einfach eure HR-Systeme und verwandelt eure HR-Daten im Handumdrehen in starke Argumente fürs Management – ganz ohne Excel-Marathon. 

In this episode of iGaming Daily, brought to you by Optimove, SBC's Martyn Elliott, Ted Menmuir and Ted Orme-Claye, explore a pivotal moment for UK gambling regulation as the All-Party Parliamentary Group for Gambling Reform reconvenes to launch a new inquiry into the sector's future. Chaired by Conservative Sir Iain Duncan Smith, the inquiry revisits the Gambling Act review white paper to assess whether proposed reforms still meet the evolving demands of public policy and industry accountability.Key topics at the heart of the inquiry include gambling advertising, stake limits, and the role of local authorities in regulating high-street betting. Reform advocates are calling for stricter controls on TV ads, sports sponsorships, and social media promotions, especially to protect younger audiences. Other areas under review may include the statutory levy, financial risk checks, and the creation of a gambling ombudsman to oversee consumer protections.This episode also examines the growing tension between reformist momentum and the gambling industry's lack of a unified political voice. As the UK government faces competing priorities, this inquiry could act as a catalyst for significant change, particularly in high-visibility areas like advertising, where public sentiment may sway policy decisions quickly.Host: Martyn ElliottGuests: Ted Menmuir & Ted Orme-ClayeProducer: Anaya McDonaldEditor: James RossiGaming Daily is also now on TikTok. Make sure to follow us at iGaming Daily Podcast (@igaming_daily_podcast) | TikTok for bite-size clips from your favourite podcast. Finally, remember to check out Optimove at https://hubs.la/Q02gLC5L0 or go to Optimove.com/sbc to get your first month free when buying the industry's leading customer-loyalty service.

Generali - In dieser Folge spreche ich mit Arne Benzin, CHRO bei Generali Deutschland. Gemeinsam werfen wir einen Blick auf eine der größten Herausforderungen für HR: den demografischen Wandel. Arne teilt offen, wie Generali junge Talente für eine oft als langweilig geltende Branche gewinnt – mit Fokus auf Azubis und duale Studiengänge. Eine Folge voller Learnings für alle, die HR zukunftsfähig machen wollen.Link zur Studie: hier klickenWerbepartner der Folge: beyobie Datenchaos im HR-Team? beyobie bringt Klarheit.Wenn es einen Frust hinter Datenanalysen im HR gibt, dann ist es dieser: zu viel Aufwand, zu wenig Aussagekraft. Mit beyobie verbindet ihr ganz einfach eure HR-Systeme und verwandelt eure HR-Daten im Handumdrehen in starke Argumente fürs Management – ganz ohne Excel-Marathon. 

What was it like to learn from Dr. Deming himself -- a decade before his name became legend in U.S. business circles? In this deeply personal episode, William Scherkenbach shares with host Andrew Stotz what it was like to sit in Deming's classroom in 1972, join him for late-night chats at the Cosmos Club, and help ignite transformational change at Ford and GM. Learn how Deming's teachings shaped a lifetime of purpose, and why Scherkenbach, now in his 80th year, is stepping back into the arena with lessons still burning bright. TRANSCRIPT 0:00:02.3 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 here with featured guest William Scherkenbach, and he is known as one of the men who has spent a huge amount of time with Dr. Deming, as he mentioned to me previously, starting from 1972, over a thousand meetings and many other activities that he's been involved in. So, Bill, welcome to the show. Why don't you give us a little background about you?   0:00:39.5 William Scherkenbach: Oh, okay. Good to be here, Andrew. Well, I'm going to start with, since it's about Deming, in '72, I was newly married in April, but had been accepted to NYU Graduate School of Business, and I don't know, I never found out who wrote the course syllabus, but whoever did wrote something that it sounded like a darn interesting course, sampling, manufacturing. I was a protocol officer at the United Nations at the time and was going to night school at the New York University Graduate School of Business. So, I said, this sounds like a good course, interesting course. Had no idea who Dr. Deming was, and I walked into the first class, and there was an old, I'm 26, so he was 72 in 1972, and he was one of the first, one of the only old person who didn't say, I used to be, and I don't want to stereotype all of my peers now that I'm 79, but hopefully I don't fall into the, well, I used to be and what happened. But he did tell, I mean, statistics can be a very technical subject, and the way he taught it, I had courses in some theory of sampling, which was one of his books.   0:02:52.2 William Scherkenbach: He had three, I said three courses. The other course that I took was based on his lectures in Japan in 1950, and in fact, two of them. The third course was an extension of that. So, he was, he would teach the statistics, but he was able to tell the history of the people behind all of the thoughts and the formulas and approaches, and I found that extremely, extremely interesting. And he handed out tons of papers and material, and it was just a very, very good experience. I know he had, and he had, in my opinion, a great sense of humor, but then statisticians, what's our status? Yeah, we're like accountants, in any event. .   0:04:12.2 Andrew Stotz: Why was he teaching? I mean, at 72, most men, you know, maybe women also, but most of us are like, it's the twilight of our years, and we now know he had 30 more years to go, but why was he teaching? And also, what's interesting is when I think about Deming, I think about his overall system of what he's teaching, whereas it's interesting to think about how he taught one relatively narrow subject.   0:04:43.7 William Scherkenbach: I'll get to that as to why I think he was teaching. But yeah, back then there were no 14 Points, no glimmer of Profound Knowledge. It was, not theoretical statistics, but applied statistics with a theory behind it. And he still was really expanding on Shewhart 's work with the difference between enumerative and analytic. He used his own. Now, why he was teaching, years later, probably 1987, so yeah, a bunch of years later, when I was at Ford and I had attended at the time, I attended a senior executive week-long get-together in order to get constancy of purpose or more continuity in the senior executive group. One of the people we brought in was Dr. Peter Kastenbaum. And I found as I attended his lecture in that week-long meeting, he was a student of CI Lewis. And CI Lewis, Deming learned about from Walter Shewhart and his work in the epistemology theory of knowledge. And in any event, Deming, when he was asked, and at the time it was still in the '30s, I think, when he was at the School of Agriculture, or the agriculture department, and bringing in Shewhart, he had tried to get CI Lewis to come talk. And CI said, I would love to, but I have a commitment to my students. And so I can't adjust my schedule.   0:07:33.9 William Scherkenbach: And the students, the people who wanted to learn were sacred. And I think that had a huge impact on Dr. Deming. I mean, he spoke about it a lot. And the way, you know, in a lot of the videos that Clare Crawford-Mason did, lovingly called the old curmudgeon. But for students, he had the greatest empathy and charity for, he just didn't suffer fools gladly. If you showed him that you weren't willing to learn, he took great joy in letting them know where they, where they stood.   0:08:43.1 Andrew Stotz: And one of the things when I went into my first Deming seminar in 1990, so now we're fast forwarding 30 years from when you first met him. It was almost like there was a safe harbor for workers, for young people, for people with open minds. I mean, I didn't, I watched as he didn't suffer fools, but I'm just curious, when you go back to 1972 in those classes, I'm assuming that he was pretty gentle with the students, encouraging them and all that was...   0:09:19.0 William Scherkenbach: Oh, absolutely. In my experience, I mean, if you were by, you know, in a student in graduate school, even though the graduate school of business in New York, down on 90 Church Street, Wall Street area, there were very few people going directly from your bachelor's to the master's program. And so these were people that had probably 10 years experience in business doing stuff. And yet by going to the class, absolutely were willing to learn, listen to different points of view, which is absolutely crucial. As you progress with theory of knowledge to be able to get different perspectives on whatever it is you're trying to look at.   0:10:23.2 Andrew Stotz: I would like to continue on this period of time just because it's a snapshot we don't get that often or that easily. You mentioned CI Lewis, a man who lived from about 1880 to about the year I was born, around 1964-65, and he was known for his understanding and discussion about logic and things like that. But why was CI Lewis someone that was interesting to Dr. Deming? What was the connection from your perspective?   0:10:59.6 William Scherkenbach: Well, my understanding is Shewhart referred to him, and Lewis was a professor at Harvard, and he was in the Peirce, I believe it's called. It looks like Peirce, but it's Peirce School of, or Chair of Philosophy, and Charles Sanders Peirce was a huge, huge influence in epistemology. And so that whole chain of thought or train of thought interested Deming, but it really was, he was introduced to it by Walter Shewhart.    0:11:48.3 Andrew Stotz: There's a famous quote, I believe, by Deming about CI Lewis and his book Mind and the World Order.   0:11:56.0 William Scherkenbach: Mind and the World Order, yeah.   0:11:59.9 Andrew Stotz: Deming said he had to read it six times before he fully understood and could apply its insights. And sometimes I think maybe Dr. Deming was truly inspired by that because when I think about his work, I'm still reading it and rereading it. And just listening to the video that you did many years ago with Tim talking about reduced variation, reduced variation, what he was talking about. Sometimes when we see the big picture, there's many different components of Deming's teachings. But if you had to bring it down to kind of its core, you know, he mentioned on that video that I just watched this morning, he mentioned reduced variation, and that will get you lower costs, happier customers, more jobs. How would you say, after you've looked at it from so many different angles over so many different years, how would you say you would sum up Dr. Deming's message to the world?   0:13:01.5 William Scherkenbach: Well, that's a difficult thing to sum up. Back then, when we did the video, which was in the early '80s, maybe '84, again, he had his 14 Points by then, but he hadn't, it hadn't really, the Profound Knowledge part of that wasn't there. Now, he had used what Shewhart said, and he had read, tried to read CI Lewis, and when he spoke about the connection between theory and questions, that's what he got from Shewhart and, well, and from Lewis, and a bunch of other pragmatist philosophers. So, he, you know, he was influenced by it, and, well, that's all I can say.   0:14:27.5 Andrew Stotz: So, let's go back in time. So, you're sitting in this classroom, you're intrigued, inspired. How did the relationship go at, towards the end of the class, and then as you finished that class, how did you guys keep in touch, and how did the relationship develop?   0:14:51.0 William Scherkenbach: Well, that is an interesting story. I usually am, well, I am introverted. So I had, after I moved from New York, I got a job at Booz Allen and Hamilton in Washington, DC. So in '74, when I got the degree from NYU, we moved to Silver Spring. And obviously, he's lived on Butterworth Place since there was a Butterworth Place. So we were able to, one of the things, and this is, well, I will say it, one of his advice to me, although he gave everyone an A, I later kidded him, he didn't remember that he gave me a B. No, he gave me an A. In any event, but one of his piece of advice was, you really don't need to join ASQC. You know more about quality than any of those inspectors. And so he had learned from the '50s in the past 20 years from the 50s that inspection wasn't going to do it. Well, I didn't take his advice, and I joined ASQC, and I was reading...   0:16:36.1 Andrew Stotz:Which for those who don't know is the American Society for...   0:16:41.6 William Scherkenbach: Quality Control, back then, now it's just the American Society for Quality. I had recommended when we did a big recommendations and forecasts for the year 2000 that quality, it should be the Society for Quality worldwide, but it's ASQ now. Let's see.   0:17:07.7 Andrew Stotz: So he recommended you don't join and you didn't follow his recommendation.    0:17:12.1 William Scherkenbach: I don't join, and I read an article, and it was by a professor in Virginia Tech, and he was showing a c-chart and the data were in control, and his recommendations were to penalize the people that were high and reward the people that were low, which is even back then, Dr. Deming was absolutely on track with that. If your process is in control, it doesn't make any sense to rank order or think that any of them are sufficiently different to reward or penalize. And I had never done this, but it was, I wrote a letter to quality progress. I sent a copy to Dr. Deming, and he said, "By golly, you're right on, that's great." And so I think it probably was '75, yeah, 1975. So I had been a year or so out, and he started inviting me over to his place at Butterworth, and we would go to the Cosmos Club. And that was a logistical challenge because at the time he had, well, his garage was a separate, not attached, it was in the backyard and emptied onto an alley. And he had a huge Lincoln Continental, the ones with the doors that opened from the center.   0:19:29.0 William Scherkenbach: And he would get in and drive and then park it in back of the club and someone would watch over it. But those were some good memories. So that was my introduction to keep contact with him. As I said, I had never done that. I don't think I've written a letter to an editor ever again.   0:20:04.8 Andrew Stotz: And you're mentioning about Butterworth, which is in DC.   0:20:12.6 William Scherkenbach: Butterworth Place, yeah.   0:20:14.7 Andrew Stotz: And Butterworth Place where he had his consulting business, which he ran, I believe, out of his basement.   0:20:18.3 William Scherkenbach: Out of the basement, yep, yep, yep.   0:20:21.2 Andrew Stotz: And just out of curiosity, what was it like when you first went to his home? Here, you had met him as your teacher, you respected him, you'd been away for a little bit, he invited you over. What was that like on your first walk into his home?   0:20:38.5 William Scherkenbach: Well, went down the side, the entrance to the basement was on the side of the house, and Seal had her desk set up right by the door. And then, I don't know if you can see, this is neat compared to his desk. It was filled with books and papers, but he knew where everything was. But it was a very cordial atmosphere.   0:21:25.2 Andrew Stotz: So when you mentioned Cecelia Kilian, is that her name, who was his assistant at the time?   0:21:36.3 William Scherkenbach: Yes, yes.   0:21:38.0 Andrew Stotz: Okay, so you...   0:21:38.8 William Scherkenbach: Yeah. For Jeepers. I don't know how long, but it had to be 50 years or so. So I don't, I mean, back in the '70s, I don't know of any other. He might have had, well, okay. He, yeah.   0:22:01.1 Andrew Stotz: I think it's about 40 or 50 years. So that's an incredible relationship he had with her. And I believe she wrote something. I think I have one of her, a book that she wrote that described his life. I can't remember that one right now but...   0:22:14.2 William Scherkenbach: Yeah. A lot of, yeah, it contained a lot of...   0:22:16.6 Andrew Stotz: The World of Dr. W. Edwards Deming, I think was the name of it, yeah.   0:22:20.6 William Scherkenbach: Okay. It contained a lot of his diaries on a number of his visits to Japan and elsewhere.   0:22:32.1 Andrew Stotz: So for some of us, when we go into our professor's offices, we see it stacked full of papers, but they've been sitting there for years. And we know that the professor just doesn't really do much with it. It's just all sitting there. Why did he have so much stuff on it? Was it incoming stuff that was coming to him? Was it something he was writing? Something he was reading? What was it that was coming in and out of his desk?   0:22:55.7 William Scherkenbach: A combination of stuff. I don't know. I mean, he was constantly writing, dictating to seal, but writing and reading. He got a, I mean, as the decades proceeded out of into the '80s, after '82, the NBC white or the '80, the NBC white paper calls were coming in from all over, all over the world. So yeah, a lot of people sending him stuff.   0:23:35.8 Andrew Stotz: I remember seeing him pulling out little scraps of paper at the seminar where he was taking notes and things like that at '90. So I could imagine he was just prolific at jotting things down. And when you read what he wrote, he really is assembling a lot of the notes and things that he's heard from different people. You can really capture that.   0:23:59.0 William Scherkenbach: Yeah. He didn't have an identic memory, but he took notes and quite, you know, and what he would do at the end of the day before retiring, he'd review the notes and commit them to memory as best he could. So he, yeah, very definitely. I mean, we would, you know, and well, okay. We're still in the early days before Ford and GM, but.   0:24:37.6 Andrew Stotz: Yeah. And I want to, if I shoot forward to '90, '92, when I studied with him, I was impressed with his energy at his age and he was just on a mission. And when I hear about your discussion about the class and at that time, it's like he was forming his, you know, System of Profound Knowledge, his 14 Points. When do you think it really became a mission for him to help, let's say American industry?   0:25:09.0 William Scherkenbach: Oh, well, I think it was a mission when Ford began its relationship with him. The ability of a large corporation, as well, and Ford at the same time Pontiac, the Pontiac division, not the whole GM, but Pontiac, was learning as well. But the attachment to Ford was that you had Don Peterson at the time was president of Ford, and he was intellectually curious, and he and Deming were on the same frequency. Now, I don't want to jump ahead, but if anyone has, well, you've read my second book there, you'll know that I have mentioned that the way to change is physical, logical, and emotional. And when you look at the gurus back then, there was Deming, who was the logical guru. You had Phil Crosby, who was the emotional guru. You go to the flag and the wine and cheese party, and Deming would say, "No," and Joe Juran, who was interested in focusing on the physical organization, you report to me kind of a thing. And so each of these behemoths were passing each other in the night with the greatest respect. But, but, and so they had their constituents. The challenge is to be able to broaden the appeal.    0:27:33.8 Andrew Stotz: So we've gone through '72, and then now '75, you've written your piece, and he's brought you into the fold. You're starting to spend some time with him. I believe it was about 1981 or so when he started working with Ford. And at that time, the quality director, I think, was Larry Moore at the time. And of course, you mentioned Donald Peterson. Maybe you can help us now understand from your own perspective of what you were doing between that time and how you saw that happening.   0:28:13.4 William Scherkenbach: Well, I had, my career was, after Booz Allen, mostly in the quality reliability area. I went from Booz Allen and Hamilton to, I moved to Columbia, Maryland, because I can fondly remember my grandfather in Ironwood, Michigan, worked at the Oliver Mine. There's a lot of iron ore mines up in the UP. ANd he would, and his work, once he got out of the mines later on, was he would cut across the backyard, and his office was right there. And so he would walk home for lunch and take a nap and walk back. And I thought that really was a good style of life. So Columbia, Maryland, was designed by Rouse to be a live-in, work-in community. And so we were gonna, we moved to Columbia, and there was a consulting firm called Hitman Associates, and their specialty was energy and environmental consulting. So did a bunch of that, worked my way up to a vice president. And so, but in '81, Deming said, you know, Ford really is interested. He was convinced, and again, it's déjà vu, he spoke about, when he spoke fondly about his lectures in Japan in 1950 and onward, that he was, he was very concerned that top management needed to be there, because he had seen all the excitement at Stanford during the war, and it died out afterwards, because management wasn't involved.   0:30:42.8 Andrew Stotz: What do you mean by that? What do you mean by the excitement at Stanford? You mean people working together for the efforts of the war, or was there a particular thing that was happening at Stanford?   0:30:51.7 William Scherkenbach: Well, they were, he attributed it to the lack of management support. I mean, they learned SPC. We were able to improve quality of war material or whatever, whoever attended the Stanford courses. But he saw the same thing in Japan and was lucky to, and I'm not sure if it was Ishikawa. I'm just not sure, but he was able to get someone to make the call after a few of the seminars for the engineers to make the call to the top management to attend the next batch. And he was able, he was able to do that. And that he thought was very helpful. I, I, gave them a leg up on whatever steps were next. I'm reminded of a quote from, I think it was Lao Tzu. And he said that someone asked him, "Well, you talk to the king, why or the emperor, why are things so screwed up?" And he said, "Well, I get to talk to him an hour a week and the rest of the time his ears are filled with a bunch of crap." Or whatever the Chinese equivalent of that is. And he said, "Of course the king isn't going to be able to act correctly." Yeah, there are a lot of things that impacted any company that he helped.   0:33:07.6 Andrew Stotz: It's interesting because I believe that, I think it was Kenichi Koyanagi.   0:33:15.8 William Scherkenbach: Koyanagi, yes, it was.   0:33:17.8 Andrew Stotz: And it was in 1950 and he had a series of lectures that he did a series of times. But it's interesting that, you know, that seemed like it should have catapulted him, but then to go to where you met him in 1972 and all that, he still hadn't really made his impact in America. And that's, to me, that's a little bit interesting.   0:33:44.4 William Scherkenbach: Yeah, and quite, my take, I mean, you could tell even in '72 and '3 in classes, he was very frustrated that he wasn't being listened to. I mean, he had, his business was expert testimony in statistical design of surveys. He did road truck, truck transport studies to be able to help the interstate commerce commission. And made periodic trips back to Japan, well known in Japan, but frustrated that no one really knew about him or wasn't listening to him in the US. And that was, I mean, for years, that was my, my aim. And that is to help him be known for turning America around, not just Japan. But it's usually difficult. I mean, we did a great job at Ford and GM and a bunch of companies, but it's all dissipated.   0:35:25.9 Andrew Stotz: It's interesting because it's not like he just went as a guest and gave a couple of guest lectures. He did about 35 lectures in 1950. About 28 or almost 30 of them were to engineers and technical staff. And then about seven of them were to top level executives. And, you know, one of the quotes he said at the time from those lectures was, "the problem is at the top, quality is made in the boardroom." So just going back, that's 1950, then you meet him in 1970, then in '72, then you start to build this relationship. You've talked about Booz Allen Hamilton. Tell us more about how it progressed into working more with him, in particular Ford and that thing that started in, let's say, 1981 with Ford.   0:36:22.0 William Scherkenbach: Well, again, he was very enthusiastic about Ford because Peterson was very receptive to this, his approach. And again, it's, I think the British philosopher Johnson said, "there's nothing like the prospect of being hung in the morning to heighten a man's senses." So he, Ford had lost a couple billion bucks. They hadn't cashed in like Chrysler. GM lost a bunch too, but that, and Japan had lost a war. So does it take a significant emotional, logical, or physical event? For some folks it does. So he was very encouraged about what he was seeing at Ford. And he had recommended that Ford hire someone to be there full time to coordinate, manage, if you will. And I was one of the people he recommended and I was the one that Ford hired. So I came in as Director of Statistical Methods and Process Improvement. And they set it up outside, as Deming said, they set it up outside the quality. Larry Moore was the Director of Quality and I was Director of Statistical Methods. And that's the way it was set up.   0:38:08.0 Andrew Stotz: Were you surprised when you received that call? How did you feel when you got that call to say, "Why don't you go over there and do this job at Ford?"   0:38:18.6 William Scherkenbach: Oh, extremely, extremely happy. Yeah. Yeah.   0:38:23.1 Andrew Stotz: And so did you, did you move to Michigan or what did you do?   0:38:27.7 Andrew Stotz: I'm sorry?   0:38:29.4 Andrew Stotz: Did you move or what happened next as you took that job?   0:38:32.0 William Scherkenbach: Oh yeah, we were living in Columbia. We moved the family to the Detroit area and ended up getting a house in Northville, which is a Northwest suburb of Detroit.   0:38:49.9 Andrew Stotz: And how long were you at Ford?   0:38:53.8 William Scherkenbach: About five and a half years. And I left Ford because Deming thought that GM needed my help. Things were going well. I mean, had a great, great bunch of associates, Pete Chessa, Ed Baker, Narendra Sheth, and a bunch of, a bunch of other folks. Ed Baker took the directorship when I left. That was my, well, I recommended a number of them, but yeah, he followed on. Deming thought that there was a good organization set up. And me being a glutton for punishment went to, well, not really. A bunch of great, great people in GM, but it's, they were, each of the general managers managed a billion dollar business and a lot of, difficult to get the silos to communicate. And it really, there was not much cooperation, a lot of backstabbing.   0:40:25.0 Andrew Stotz: And how did Dr. Deming take this project on? And what was the relationship between him and, you know, let's say Donald Peterson, who was the running the company and all the people that he had involved, like yourself, and you mentioned about Ed Baker and other people, I guess, Sandy Munro and others that were there. And just curious, and Larry Moore, how did he approach that? That's a huge organization and he's coming in right at the top. What was his approach to handling that?   0:41:02.1 S2  Well, my approach was based on his recommendation that the Director of Statistical Methods should report directly to the president or the chairman, the president typically. And so based on that, I figured that what I would, how we would organize the office, my associates would each be assigned to a key vice president to be their alter ego. So we did it in a, on a divisional level. And that worked, I think, very well. The difficulty was trying to match personalities and expertise to the particular vice president. Ed Baker had very good relations with the Latin American organization, and, and he and Harry Hannett, Harold Hannett helped a lot in developing administrative applications as well. And so we sort of came up with a matrix of organization and discipline. We needed someone for finance and engineering and manufacturing, supply chain, and was able to matrix the office associates in to be able to be on site with those people to get stuff, to get stuff done.   0:43:09.5 Andrew Stotz: And what was your message at that time, and what was Dr. Deming's message? Because as we know, his message has come together very strongly after that. But at that point, it's not like he had the 14 Points that he could give them Out of the Crisis or you could give them your books that you had done. So what was like the guiding philosophy or the main things that you guys were trying to get across?   0:43:35.9 William Scherkenbach: Well, I mean, he had given in, I think, Quality, Productivity, Competitive Position back in the late '70s, and he was doing it through George Washington University, even though Myron Tribus at MIT published it. But it was a series of lectures, and he didn't really, even in the later 70s, didn't have the, the, the 14 Points. And so those came a couple years later, his thinking through, and Profound Knowledge didn't come until much later over a number of discussions of folks. But the, I mean, the key, I mean, my opinion of why it all dropped out is we dropped the ball in not working with the board. And at Ford, we didn't, weren't able to influence the Ford family. And so Peterson retires and Red Poling, a finance guy, steps in and, and everything slowly disintegrates. At least not disintegrates, well, yes. I mean, what was important under Peterson was different. But that happens in any company. A new CEO comes on board or is elected, and they've got their priorities based, as Deming would say, on their evaluation system. What's their, how are they compensated?   0:45:46.8 William Scherkenbach: And so we just didn't spend the time there nor at GM with how do you elect or select your next CEO? And so smaller companies have a better, I would think, well, I don't know. I would imagine smaller companies have a better time of that, especially closely held and family held companies. You could, if you can reach the family, you should be able to get some continuity there.   0:46:23.5 Andrew Stotz: So Donald Peterson stepped down early 1995. And when did you guys make or when did you make your transition from Ford to GM?   0:46:38.5 William Scherkenbach: '88.   0:46:39.6 Andrew Stotz: Okay, so you continued at Ford.   0:46:42.1 William Scherkenbach: The end of '88, yeah, and I left GM in '93, the year Dr. Deming died later. But I had left in, in, well, in order to help him better.   0:47:07.8 Andrew Stotz: And let's now talk about the transition over to General Motors that you made. And where did that come from? Was it Dr. Deming that was recommending it or someone from General Motors? Or what...   0:47:21.4 William Scherkenbach: Yeah, Deming spoke with them and spoke with me. And I was a willing worker to be able to go where he thought I could be most helpful.   0:47:41.9 Andrew Stotz: And was he exasperated or frustrated that for the changes that happened in '95 when Peterson stepped down, he started to see the writing on the wall? Or was he still hopeful?   0:47:55.4 William Scherkenbach: No, Deming died in '93, so he didn't see any of that.   0:47:58.9 Andrew Stotz: No, no, what I mean is when Peterson stepped down, it was about '85. And then you remain at Ford until '88.   0:48:08.0 William Scherkenbach: No, Peterson didn't step down in '85. I mean, he was still there when I left.   0:48:14.0 Andrew Stotz: So he was still chairman at the time.   0:48:17.3 William Scherkenbach: Yeah.   0:48:17.6 Andrew Stotz: Maybe I'm meaning he stepped down from president. So my mistake on that.   0:48:20.3 William Scherkenbach: Oh, but he was there.   0:48:24.3 Andrew Stotz: So when did it start...   0:48:25.9 William Scherkenbach: True. I mean, true, he was still there when Deming had died.   0:48:31.3 Andrew Stotz: Yeah, okay. So did the whole team leave Ford and go to GM or was it just you that went?   0:48:39.1 William Scherkenbach: Oh, just me. Just me.   0:48:42.8 Andrew Stotz: Okay. And then.   0:48:44.0 William Scherkenbach: Yeah, because we had set up something that Deming was very pleased with. And so they were, everyone was working together and helping one another.   0:48:59.5 Andrew Stotz: Okay. So then you went to General Motors. What did you do different? What was different in your role? What did you learn from Ford that you now brought to GM? What went right? What went wrong? What was your experience with GM at that time?   0:49:16.5 William Scherkenbach: Well, I've got a, let's see. Remember Bill Hoagland was the person, Hoagland managed Pontiac when Deming helped Pontiac and Ron Moen was involved in the Pontiac. But Bill Hoagland was in one of the reorganizations at GM was head of, he was group, group vice president for Buick, Oldsmobile, Cadillac. And so I went over and directly reported to him and each of the, I mean, Wendy Coles was in, Gypsy Rainey, although Gypsy was temporary, worked for powertrain and Pontiac and still, but powertrain was where a lot of the expertise was and emphasis was, and then Buick and Cadillac and so, and Oldsmobile. So we, and in addition to that, General Motors had a corporate-wide effort in cooperation with the UAW called the Quality Network. And I was appointed a member of that, of that and, and helped them a lot and as well as the corporate quality office, but focused on Buick, Oldsmobile, Cadillac.   0:51:18.6 Andrew Stotz: And then tell us about what was your next step in your own personal journey? And then let's now get into how you got more involved with Deming and his teachings and the like.   0:51:32.8 William Scherkenbach: Well, I mean, he would be at GM two and three days a month, and then every quarter he'd be here for, just like Ford, for a four-day seminar. And while at Ford and at GM, I took uh vacation to help him as he gave seminars and met people throughout the world. Even when he was probably 84, 85, I can remember, well, one of the, he always, not always, but he would schedule seminars in England over the Fourth of July because the English don't celebrate that, although he said perhaps they should, but right after the Ascot races. And so he would do four-day seminars. And on one case, we had one series of weeks, the week before Fourth of July, we did a four-day seminar in the US and then went to London to do another four-day seminar. And he went to South Africa for the next four-day seminar with Heero Hacquebord. I didn't go, but I went down to Brazil and I was dragging with that, with that schedule. So he was able to relish and enjoy the helping others. I mean, enjoy triggers a memory. We were at helping powertrain and Gypsy was there, Dr. Gypsy Rainey.    0:53:59.2 William Scherkenbach: And she, we were talking and goofing around and he started being cross at us. And Gypsy said, "Well, aren't we supposed to be having fun?" And Deming said, "I'm having fun." "You guys straighten out." Enjoy, enjoy, enjoy, yeah.   0:54:40.6 Andrew Stotz: And for the typical person to imagine a man at the age of 80, 85, traveling around the world. And it's not like you're traveling on vacation in London, you're walking into a room full of people, your energy is up, you're going and it's not like he's giving a keynote speech for an hour, give us a picture of his energy.   0:55:09.5 William Scherkenbach: And over in London, it was brutal because the hotel, I forget what hotel we're in. When he started there, I think it was Dr. Bernard that he wanted to help. And Bernard wasn't available. So he recommended Henry Neave. And so Henry was a good student, a quick learner. So he helped on a few of them. And I can still remember, I mean, the air, it was 4th of July in London and the humidity was there. There's no air conditioning in the hotel. I could remember Henry, please forgive me, but Henry is sitting in his doorway, sitting on a trash can, doing some notes in his skivvies. And it was hot and humid and awful. But so it reminded Deming a lot of the lectures in Japan in 1950, where he was sweating by 8 AM in the morning. So, yeah.   0:56:30.6 Andrew Stotz: What was it that kept him going? Why was he doing this?   0:56:39.5 William Scherkenbach: I think he, again, I don't know. I never asked him that. He was very, to me, he was on a mission. He wanted to be able to help people live better, okay, and take joy in what they do. And so he was, and I think that was the driving thing. And as long as he had the stamina, he was, he was in, in, in heaven.   0:57:21.1 Andrew Stotz: So let's keep progressing now, and let's move forward towards the latter part of Dr. Deming's life, where we're talking about 1990, 1988, 1990, 1992. What changed in your relationship and your involvement with what he was doing, and what changes did you see in the way he was talking about? You had observed him back in 1972, so here he is in 1990, a very, very different man in some ways, but very similar. How did you observe that?   0:57:56.6 William Scherkenbach: Well, toward the end, it was, I mean, it was, it was not, not pleasant to see him up there with oxygen up his nose, and it just, there had to have been a better way. But Nancy Mann was running those seminars, and they did their best to make life comfortable, but there had to have been a better way to, but I don't know what it was. He obviously wanted to continue to do it, and he had help doing it, but I don't know how effective the last year of seminars were.   0:59:01.1 Andrew Stotz: Well, I mean, I would say in some ways they were very effective, because I attended in 1990 and 1992, and I even took a picture, and I had a picture, and in the background of the picture of him is a nurse, and for me, I just was blown away and knocked out. And I think that one of the things for the listeners and the viewers is to ask yourself, we're all busy doing our work, and we're doing a lot of activities, and we're accomplishing things, but for what purpose, for what mission? And I think that that's what I gained from him is that because he had a mission to help, as you said, make the world a better place, make people have a better life in their job, and help people wake up, that mission really drove him.   0:59:57.8 William Scherkenbach: Yeah, and it, it really did. But for me personally, it was just not pleasant to see him suffering.    1:00:09.6 Andrew Stotz: And was he in pain? Was he just exhausted? What was it like behind the scenes when he'd come off stage and take a break?   1:00:18.7 William Scherkenbach: Yeah, yeah.   1:00:20.8 Andrew Stotz: And would he take naps or?   1:00:23.2 William Scherkenbach: In the early days, we'd go to, well, at Ford and GM, we would go out to dinner just about every night and talk and enjoy the conversation. We'd, my wife Mary Ellen, went many, many times. He enjoyed Northville, some of the restaurants there, and enjoyed the Deming martinis after the meetings at the Cosmos Club. So very, very much he enjoyed that, that time off the podium. So, but he couldn't do that in the, in the later years.   1:01:28.7 Andrew Stotz: And let's now try to understand the progression as you progress away from General Motors and did other things. How did your career progress in those years until when you retired or to where you are now? Maybe give us a picture of that.   1:01:51.4 William Scherkenbach: I tried to help. I've developed my view on how to operationalize change, worked for, was vice president of a company in Taiwan, spent a couple of, and before that had helped Dell, and would spend probably ending up a couple of years in PRC and Taiwan, and growing and learning to learn, in my opinion, there's too much generalization of, well, Asians or Chinese or whatever. There are many, many subgroups, and so change has to be bespoke. What will work for one person won't work for another. For instance, trying to talk to a number of Chinese executives saying, drive out fear, and they will, oh, there's no fear here. It's respect. And so, yeah. But that was their sincere belief that what they were doing wasn't instilling fear. But it broadened my perspective on what to do. And then probably 10 years ago, my wife started to come down with Alzheimer's, and while we lived in Austin, Texas, and that I've spent, she died three years ago, but that was pretty much all-consuming. That's where I focused. And now it's been three years. I'm looking, and I'm a year younger than Deming when he started, although he was 79 when he was interviewed for the 1980 White Paper.   1:04:36.3 William Scherkenbach: So I'm in my 80th year. So, and I'm feeling good, and I also would like to help people.   1:04:46.6 Andrew Stotz: And I've noticed on your LinkedIn, you've started bringing out interesting papers and transcripts and so many different things that you've been coming out. What is your goal? What is your mission?   1:05:02.3 William Scherkenbach: Well, I also would like to take the next step and contribute to help the improvement, not just the US, but any organization that shows they're serious for wanting to, wanting to improve. On the hope, and again, it's hope, as Deming said, that to be able to light a few bonfires that would turn into prairie fires that might consume more and more companies. And so you've got to light the match somewhere. And I just don't know. Again, I've been out of it for a number of years, but I just don't know. I know there is no big company besides, well, but even Toyota. I can remember Deming and I were in California and had dinner. Toyoda-san and his wife invited Deming and me to a dinner. And just, I was blown away with what he understood responsibilities were. I don't know, although I do have a Toyota Prius plug-in, which is perfect because I'm getting 99 miles a gallon because during my, doing shopping and whatever here in Pensacola, I never use gas. It goes 50 miles without needing to plug in.   1:07:00.6 William Scherkenbach: And so I do my stuff. But when I drive to Texas or Michigan, Michigan mostly to see the family, it's there. But all over, it's a wonderful vehicle. So maybe they're the only company in the world that, but I don't know. I haven't sat down with their executive.   1:07:26.4 Andrew Stotz: And behind me, I have two of your books, and I just want to talk briefly about them and give some advice for people. The first one is The Deming Route to Quality and Productivity: Roadmaps and Roadblocks, and the second one is Deming's Road to Continual Improvement. Maybe you could just give some context of someone who's not read these books and they're new to the philosophy and all that. How do these books, how can they help them?   1:07:58.8 William Scherkenbach: Well, the first book, Deming asked me to write in, I think it was '84. And I don't remember the first edition, but it might be '85, we got it out. But he asked me to write it, and because he thought I would, I could reach a different audience, and he liked it so much, they handed it out in a number of his seminars for a number of years. So.   1:08:40.7 Andrew Stotz: And there's my original version of it. I'm holding up my...    1:08:47.0 William Scherkenbach: Yeah, that's a later version.   1:08:49.7 Andrew Stotz: And it says the first printing was '86, I think it said, and then I got a 1991 version, which maybe I got it at one of the, I'm sure I got it at one of the seminars, and I've had it, and I've got marks on it and all that. And Deming on the back of it said, "this book will supplement and enhance my own works in teaching. Mr. Scherkenbach's masterful understanding of a system, of a process, of a stable system, and of an unstable system are obvious and effective in his work as well as in his teaching." And I know that on Deming's Road to Continual Improvement, you do a good amount of discussion at the beginning about the difference between a process and a system to try to help people understand those types of things. How should a reader, where should they start?   1:09:42.8 William Scherkenbach: Well, not with chapter six, as in CI Lewis, but well, I don't know what... I don't remember what chapter six is. As I said, the first book, and a lot of people after that did it, is essentially not regurgitating, but saying in a little bit different words about Deming's 14 Points. What I did on the first book is arrange them in the order that I think, and groupings that I think the 14 Points could be understood better. The second book was, the first half was reviewing the Deming philosophy, and the second half is how you would go about and get it done. And that's where the physiological, emotional, and all of my studies on operationalizing anything.   1:10:55.4 Andrew Stotz: And in chapter three on page 98, you talk about physical barriers, and you talk about physical, logical, emotional. You mentioned a little bit of that when you talked about the different gurus out there in quality, but this was a good quote. It says, Dr. Deming writes about the golfer who cannot improve his game because he's already in the state of statistical control. He points out that you have only one chance to train a person. Someone whose skill level is in statistical control will find great difficulty improving his skills.   1:11:32.1 William Scherkenbach: Yeah. Well, yeah, I mean, well, you're old enough to know the Fosbury Flop. I mean, for all high jumpers did the straddle in jumping and made some great records, but many of them had difficulty converting their straddle to the Fosbury Flop to go over backwards head first. And that's what got you better performance. So anything, whether it's golf or any skill, if you've got to change somehow, you've got to be able to change the system, which is whether you're in production or whether it's a skill. If you're in control, that's your opportunity to impact the system to get better.   1:12:40.3 Andrew Stotz: Yeah, and this was Dick Fosbury in 1968, Mexico City Olympics, where he basically went in and blew everybody away by going in and flipping over backwards when everybody else was straddling or scissors or something like that. And this is a great story.   1:12:57.0 William Scherkenbach: You can't do that.   [laughter]   1:12:58.8 Andrew Stotz: Yeah, and it's a great story of something on the outside. An outsider came in and changed the system rather than an existing person within it. And that made me think about when you talked about Ford and having an outsider helping in the different departments. You know, what extent does that reflect the way that we learn? You know, can we learn internally, or do we need outside advice and influence to make the big changes?   1:13:29.7 William Scherkenbach: Yeah. I mean, we had a swim coach, Higgins, at the Naval Academy, and he was known for, again, following in Olympic swimming. And I'm probably going to get the strokes wrong, but there was no such thing as a butterfly stroke. And he used it in swimming the breaststroke, and supposedly the only criteria was recovery had to be underwater with two hands. But I'm screwing up the story, I'm sure, but Higgins rewrote, rewrote the book by doing something a little bit different or drastically different.   1:14:25.4 Andrew Stotz: I'd like to wrap up this fascinating discovery, or journey of discovery of you and your relationship also with Dr. Deming. Let's wrap it up by talking about kind of your final memories of the last days of Dr. Deming and how you kind of put that all in context for your own life. And having this man come in your life and bring you into your life, I'm curious, towards the end of his life, how did you process his passing as well as his contribution to your life?   1:15:08.1 William Scherkenbach: That's, that's difficult and personal. I, he was a great mentor, a great friend, a great teacher, a great person, and with, on a mission with a name and impacted me. I was very, very lucky to be able to, when I look back on it, to recognize, to sign up for his courses, and then the next thing was writing that letter to the editor and fostering that relationship. Very, very, very difficult. But, I mean, he outlived a bunch of folks that he was greatly influenced by, and the mission continues.   1:16:34.1 Andrew Stotz: And if Dr. Deming was looking down from heaven and he saw that you're kind of reentering the fray after, you know, your struggles as you've described with your wife and the loss of your wife, what would he say to you now? What would he say as your teacher over all those years?   1:16:56.3 William Scherkenbach: Do your best.   1:16:59.0 Andrew Stotz: Yeah, wonderful.   1:17:01.4 William Scherkenbach: He knows, but he knows I know what to do. So, you need to know what to do and then to do the best. But I was, I mean, he was very, he received, and I forget the year, but he was at Ford and he got a call from Cel that his wife was not doing well. And so we, I immediately canceled everything and got him to the airport and he got to spend that last night with his wife. And he was very, very appreciative. So I'm sure he was helping, helping me deal with my wife.   1:17:56.4 Andrew Stotz: Yeah. Well, Bill, on behalf of everyone at the Deming Institute and myself personally, I want to thank you for this discussion and opening up you know, your journey with Dr. Deming. I feel like I understand Dr. Deming more, but I also understand you more. And I really appreciate that. And for the listeners out there, remember to go to Deming.org to continue your journey. And also let me give you, the listeners and viewers, the resources. First, we have Bill's book, which you can get online, The Deming Route to Quality and Productivity. We have Deming's Road to Continual Improvement, which Bill wrote. But I think even more importantly is go to his LinkedIn. He's on LinkedIn as William Scherkenbach and his tagline is helping individuals and organizations learn, have fun, and make a difference. So if you want to learn, have fun, and make a difference, send him a message. And I think you'll find that it's incredibly engaging. Are there any final words that you want to share with the listeners and the viewers?   1:19:08.9 William Scherkenbach: I appreciate your questions. In thinking about this interview, we barely scratched the surface. There are a ton of other stories, but we can save that for another time.   1:19:26.1 Andrew Stotz: Something tells me we're going to have some fun and continue to have fun in these discussions. So I really appreciate it and it's great to get to know you. Ladies and gentlemen.   1:19:36.7 William Scherkenbach: Thank you, Andrew.   1:19:37.7 Andrew Stotz: You're welcome. This is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming, and that is that "people are entitled to joy in work."    

Avik Roy joins Bitcoin Magazine Political Correspondent Frank Corva for a discussion on the passage of the GENIUS Act, the future of Bitcoin in Washington as well as the macroeconomic picture when it comes to U.S. Treasury issuance, stablecoins, and why he believes bitcoin may become the focal asset in years to come.He breaks down the implications of various U.S. debt default scenarios, programmable currency surveillance, and the central tension between free markets and central planning in the digital age.Avik is the Founder & CEO of the Foundation for Research on Equal Opportunity (FREOPP) and is also the President & CEO of the National Institute for Health Care Management. He is also a Senior Advisor at the Bitcoin Policy Institute and an incoming Board Member at STRIVE Asset Management.

I spoke with Michèle Stephenson, Joe Brewster, & idris brewster about There Goes Nikki at Tribeca Immersive 2025. See more context in the rough transcript below. (Photo by Mikhail Mishin courtesy of Onassis ONX) Tribeca Immersive 2025 Selection #1567: Tribeca Immersive Curators on the 2025 Selection of Impact Projects Curated by Onassis ONX, Agog, & Tribeca #1569: Family of Storytellers Creates an AR Memorial of Black Poet Nikki Giovanni with Epic Organic Garden Installation #1570: "The Founders Pillars and The Power Loom" Uses AR to Recontextualize Wall Street History Through African Textiles and Myths #1571: "Uncharted VR" Explores the Spatialization of African Languages and Knowledge through Immersive Architecture and Adowa Dance #1572: "The Innocence of Unknowing" Uses Socratic Dialogue with AI & Video Essay to Deconstruct Root Cases of Gun Violence #1573: Muslim Futurist "New Maqam City" Invites Users to Play with Mystic Sufi Beats to Imagine States of Flourishing #1574: Part 1: Co-Creation with XR for Building Community with "A Father's Lullaby" (2023) #1575: Part 2: Co-Creation with XR for Building Community with "A Father's Lullaby" (2025) Boreal Dreams Scent Onassis ONX Summer Showcase & Other Interviews #1579: The Backstory of ONX Studios and the Onassis Foundation's Support for XR Art & Innovation #1580: "Neuro-Cinema: From Synapse to Montage" Explores Bioethics Moral Dilemmas & BCI-Controlled Editing & Robotics #1581: The Story Behind "The Orixa Project" Series of XR Experiences #1582: Shawn Taylor on Fandom for Social Change, Polychronic Time, Worldbuilding & Future Dreaming #1583: From XR Storytelling to Museum to Ice Cream to AI: Michaela Ternasky-Holland's Entry into Immersive #1584: White Paper on XR for Impact Campaign Activation for "On the Morning You Wake to the End of the World" #1585: Debating AI Project and a Curating Taiwanese LBE VR Exhibition at Museum of Moving Image #1586: Academic Research on Immersive Storytelling with Philippe Bedard, co-editor of "States of Immersion Across Media: Bodies, Techniques, Practices" book #1587: "Space-Time Adventure Tour" AR Guided Tour to NYC Central Park Monuments #1588: Excurio on Bringing their High-Throughput, XR LBE Theaters to North America #1589: Using VR to Paint Dreams for Active Imagination, Collaborative Dreamwork, and Symbolic Contemplation This is a listener-supported podcast through the Voices of VR Patreon. Music: Fatality

I spoke to Michaela Ternasky-Holland at the New Images Festival 2023 about the white paper titled "Deepening Engagement and Learning Impact through Virtual Reality Activations: Case Study Project: On the Morning You Wake (to the End of the World." See more context in the rough transcript below. This is a listener-supported podcast through the Voices of VR Patreon. Music: Fatality

Community-Liebling #65: In dieser Episode spreche ich mit Stefanie Hohenstatt, Vice President People & Culture, über die dynamische Entwicklung der HR-Rolle. In einer sich ständig wandelnden Arbeitswelt ist es von großer Bedeutung zu verstehen, wie sich HR anpassen muss, um den Herausforderungen der Zukunft gerecht zu werden. Stefanie teilt mit uns ihre Erfahrungen darüber, wie HR nicht nur als Unterstützer, sondern auch als strategischer Partner agieren kann und erzählt uns, warum ein Rebranding allein nicht genügt.Werbepartner der Folge: beyobie Datenchaos im HR-Team? beyobie bringt Klarheit.Wenn es einen Frust hinter Datenanalysen im HR gibt, dann ist es dieser: zu viel Aufwand, zu wenig Aussagekraft. Mit beyobie verbindet ihr ganz einfach eure HR-Systeme und verwandelt eure HR-Daten im Handumdrehen in starke Argumente fürs Management – ganz ohne Excel-Marathon. 

South Korea's Foreign Ministry on Tuesday protested Japan's 2025 defense white paper, which asserts Japan's sovereignty over the Sea of Japan islets known as Takeshima in Japan and Dokdo in South Korea.

I don't usually invite a sponsor on to a podcast, but today I'm going to do just that because I think it's important for you to hear what my guest has to say about his product.Regular listeners to Specifically for Seniors realize that I have accepted a sponsor for the podcast and, hopefully, it will help keep us on the air. I've held off because I wanted to make sure that any product or service that we recommended was validated by clinical research. Memory Lane TV was that product.I know many of you are saying “Yuh, we've heard that before” - a commercial is just that a commercial. So I'm going to take a chance and let you judge for yourself.Our guest on the podcast today is Alban Maino, founder and CEO of Memory Lane TV.    Alban spent ten years developing something that traditional television simply couldn't provide— clinically-validated, multi-sensory content that's showing remarkable results in reducing anxiety and improving quality of life for both individuals with dementia and their caregivers and we're going to give you a chance to validate that for yourself by providing access to research documentation and the organizations that have worked to prove it. This podcast was more important than I had imagined. Alban's approach to the betterment of the lives of both those suffering with dementia and their caregivers is admirable. His ultimate goal is to be able to offer his video content to all that need it free of charge is obvious. He pleaded for the help of a philanthropist or organization willing to help reaching that goal especially since the current administration has negated the grants under which he and his company have been working. For now, however, the subscription fee will help keep the program in operation.Please contact me directly from the contact section of this podcast from our web site specificallyforseniors.com and I will put you in touch directly with him.For the benefit of those who would like to share in the research that validates his approach there is a White Paper entitled “Sensory Stimulation as a Means of Managing Behavioral and Psychological Symptoms of Dementia” that Alban will make available upon request. Drop me a note from the contact section of this podcast from our web site specificallyforseniors.com and I will send you his email address.ARTICLEhttps://www.linkedin.com/posts/albanmaino_memory-care-innovation-award-winner-alban-activity-7325190241588236288-uC7A?utm_source=share&utm_medium=member_desktop&rcm=ACoAABMrH0QByj043fv_Hrpv7l0OYIv07Xhl1scSOCIAL MEDIATwitter: https://x.com/forgetdementiaInstagram: https://www.instagram.com/memorylanetv/YouTube: https://www.youtube.com/channel/UC031n0ORReeIUIBchB0AccQLinkedIn: https://www.linkedin.com/in/albanmaino/Pinterest: https://www.pinterest.com/memorylanenetwork/Tiktok: https://www.tiktok.com/@memorylanetvIMDB: https://www.imdb.com/name/nm6480753/MEMORY LANE INFORMATIONWeb Pagehttps://www.memory-lane.tvFor Individuals, Family and Caregivershttps://bit.ly/4mtTG2hThere is a 30% discount for annual subscriptions, please use code SFORSENIORS in the promo box.For Professional Care Facilitieshttps://www.memory-lane.tv/contact-adult-carePlease place "Specifically for Seniors" in the Ambassador LineResearchhttps://www.memory-lane.tv/research

PREVIEW: JAPAN SELF-DEFENSE FORCE: Colleague Grant Newsham comments on the imminent Japan defense white paper that is likely to disappoint. More to come. 1920S TOKYO

Community-Liebling #85: In dieser Folge teilt Katharina Beahr, Head of People & Culture Recruiting bei Contabo, ihre Expertise darüber, wie man eine authentische Arbeitgebermarke aufbaut, die bei der Belegschaft wirklich Anklang findet. Wir sprechen über die neuesten Trends, Herausforderungen und Erfolgsstrategien im Employer Branding und geben praktische Tipps, um dein Unternehmen als attraktiven Arbeitgeber zu präsentieren.Werbepartner der Folge: beyobie Datenchaos im HR-Team? beyobie bringt Klarheit.Wenn es einen Frust hinter Datenanalysen im HR gibt, dann ist es dieser: zu viel Aufwand, zu wenig Aussagekraft. Mit beyobie verbindet ihr ganz einfach eure HR-Systeme und verwandelt eure HR-Daten im Handumdrehen in starke Argumente fürs Management – ganz ohne Excel-Marathon. 

With an uncertain geopolitical environment and ongoing competition with the US and Europe, national security has become even more important than before in China. So much so that a National Security White Paper, the first of its kind, was published in May of 2025.How has China's approach to security changed under the changing international environment? What new risks does the paper identify domestically and internationally? And what implications does it have for Europe? In this episode Katja Drinhausen, Head of Program Politics and Society at MERICS, and Helena Legarda, Lead Analyst at MERICS, join Johannes Heller-John to answer these questions.Read more about the topics covered in this episode here:MERICS China Security and Risk Tracker 01/2025

Karin Lausch: Vertrauen und Sicherheit ist etwas, dass in unserer heutigen Arbeitsgesellschaft immer wichtiger wird. Studien zufolge sind gerade mal 9 % der Arbeitnehmenden in Deutschland emotional hoch an ihr Unternehmen gebunden – damit ist dieser Wert im letzten Jahr erstmals in den einstelligen Bereich gefallen. Da stellt sich natürlich die Frage, wie schaffen wir es, Mitarbeitende zu binden und in Zeiten von Performance Druck zu motivieren? Meine heutige Gästin ist Karin Lausch, eine der führenden Leadership- und Vertrauensexpertinnen und eine ihrer Antworten ist ganz klar: Wir brauchen mehr psychologische Sicherheit bei der Arbeit. Warum und wie ihr das mit euren Teams erreichen könnt, erfahrt ihr in dieser Folge. ---Werbepartner der Folge: beyobie Datenchaos im HR-Team? beyobie bringt Klarheit.Wenn es einen Frust hinter Datenanalysen im HR gibt, dann ist es dieser: zu viel Aufwand, zu wenig Aussagekraft. Mit beyobie verbindet ihr ganz einfach eure HR-Systeme und verwandelt eure HR-Daten im Handumdrehen in starke Argumente fürs Management – ganz ohne Excel-Marathon. 

In this eye-opening episode, I sit down with Dr. A. Jordan Wright, psychologist who brings both professional insight and lived experience to the conversation—having been diagnosed with ADHD in college. Together, we explore the often-overlooked stories of kids who manage to compensate for ADHD symptoms well into adolescence or adulthood, only to receive a diagnosis later in life.We also dive into why early educational settings are crucial for embedding executive functioning supports and how these skills can be proactively taught rather than reactively addressed. Our guest offers a compelling argument for why executive functioning should be considered the new social-emotional learning—essential, foundational, and deeply tied to lifelong success.We also spend a good portion of the episode discussing best practices for assessing executive functioning in a way that is robust and sensitive to diverse learning needs—moving to deeper understanding.Topics Covered:✅ Being diagnosed with ADHD in college and why high-performing kids with ADHD are often missed✅ The case for embedding executive functioning support into early education✅ Executive functioning as the new SEL: What educators need to know✅ Best practices for executive functioning assessment, including surveys, non-standardized methods, and optimal functioning measures. Dr. A. Jordan Wright is the Chief Clinical Officer at Parallel Learning and leading clinical psychologist who specializes in psychological assessment (including learning disabilities and ADHD) and therapy. Dr. Jordan received his Ph.D. from Columbia University. He is on faculty at New York University, where he leads the Clinical/Counseling Psychology PhD program, training doctoral students in psychological assessment and counseling, and he founded and runs the Center for Counseling and Community Wellbeing, the low-fee community mental health training clinic at NYU.Dr. Jordan has authored multiple widely-used books on psychological assessment, including Conducting Psychological Assessment: A Guide for Practitioners (2nd ed.; Wiley, 2020); Essentials of Psychological Tele-Assessment (with Susie Raiford; Wiley, 2021); Essentials of Psychological Assessment Supervision (Wiley, 2019); and, with Gary Groth-Marnat, the sixth edition of the Handbook of Psychological Assessment (Wiley, 2016), the most widely used text in graduate training on assessment. His most recent book is Essentials of Culture in Psychological Assessment (Wiley, 2024), which focuses on areas of diversity, culture, privilege, and oppression in how we evaluate and understand individuals.You can learn more about Parallel Learning's comprehensive services for providers on their website here: https://www.parallellearning.com/You can find Dr. Jordan's free White Papers from Parallel Learning on executive functioning assessment, self-care for clinicians, telehealth best practices, plus much more here: https://www.parallellearning.com/white-papersIf you're a clinician looking for new career opportunities, you can take a look at Parallel Learning's “Careers” page here: https://www.parallellearning.com/careersIn this episode, I mentioned “The School Leader's Guide to Executive Functioning Support”, a 7-day course to help school leaders launch their executive functioning implementation plan. You can learn more about the course here : https://drkarenspeech.lpages.co/school-leaders-guide-to-executive-functioning-support/ We're thrilled to be sponsored by IXL. IXL's comprehensive teaching and learning platform for math, language arts, science, and social studies is accelerating achievement in 95 of the top 100 U.S. school districts. Loved by teachers and backed by independent research from Johns Hopkins University, IXL can help you do the following and more:Simplify and streamline technologySave teachers' timeReliably meet Tier 1 standardsImprove student performance on state assessments

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The Education Brief: Saturday 21 June 2025 - Top stories include:Ninety-three educators received Silver Awards in the Pearson National Teaching Awards.The government will rebuild 250 more schools as part of a £20 billion programme expansion.Entries for GCSE statistics have nearly doubled since 2021.Pupils could lose up to 12 teaching days a year by 2100 due to climate change.This week's deep dive: What Might Be in the Autumn Schools White Paper?We'll also tell you what's happening at HEP this week and what we've been watching, listening to, and reading!Watching - https://steplab.co/watch/great-teaching-unpacked-episode-3-securing-successListening - https://evidenceintoaction.podbean.com/e/ep-25-retrieval-practice/Reading - https://thinkingflexibly.com/2025/04/14/learning-to-be-human-ai-and-learning/AI Tool - https://ai-2027.com/Music by Slo Pony

When Bob Chappell vanished from his yacht in Hobart, suspicion quickly turned on his partner, Sue Neill-Fraser, an unassuming woman who soon found herself at the centre of one of Australia’s most controversial murder cases. But behind the headlines lies a deeper story - one of forensic failure, investigative tunnel vision, and a conviction that may never have happened if all the available avenues had been investigated. In this episode, former detective Colin McLaren unpacks the crucial DNA evidence, the overlooked clues on the yacht, and the questions raised by a mysterious yellow Ford. This is a story about how forensics should work, and what happens when it doesn’t. Note: Sue Neill-Fraser was found guilty by a Supreme Court jury; her appeal was dismissed, and a Coroner’s investigation, which reviewed all the available evidence, supported the findings of the criminal proceedings. Tasmania Police stand by the integrity and thoroughness of the investigation, and the efforts of the investigation team, including the forensic experts, and the prosecution of the case by the office of the DPP.See omnystudio.com/listener for privacy information.

In this episode of All Things Policy, Manoj Kewalramani and Anushka Saxena discuss the codification of China's security view and policy in its latest White Paper on National Security in the New Era. They analyse the key takeaways of the paper, including China's red lines, approach to the Asian regional order, and tensions with the West.The PGP is a comprehensive 48-week hybrid programme tailored for those aiming to delve deep into the theoretical and practical aspects of public policy. This multidisciplinary course offers a broad and in-depth range of modules, ensuring students get a well-rounded learning experience. The curriculum is delivered online, punctuated with in-person workshops across India.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://school.takshashila.org.in/pgp⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠All Things Policy is a daily podcast on public policy brought to you by the Takshashila Institution, Bengaluru.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Find out more on our research and other work here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://takshashila.org.in/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠...⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Check out our public policy courses here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://school.takshashila.org.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Andy Zaltzman is joined by Alasdair Beckett-King, Sara Barron, Daliso Chaponda and ITV Deputy Political Editor Anushka Asthana. Discussion points include this week's immigration White Paper, tighter controls on international students looking for gainful employment, the elusive definition of a 'skilled job', chimpanzees utility in medical emergencies, and the returns policy on a returns hub.Written by Andy Zaltzman.With additional material by: Samira Banks, Catherine Brinkworth, and Cody Dahler. Producer: Rajiv Karia Executive Producer: Pete Strauss Production Coordinator: Jodie Charman Sound Editor: Marc WillcoxA BBC Studios Audio Production for Radio 4.

Stéphane Budel, founding partner at DeciBio, joins the Talking Precision Medicine Podcast to explore the future of the field. He unpacks how liquid biopsy, multi-omics, and AI are opening new doors for personalized care, why the diagnostics business model is holding innovation back, and what it will take to make complex tech usable for clinicians and patients alike.⁠TPM E46 highlights >⁠⁠⁠⁠⁠⁠⁠⁠Episode 46 links:DeciBioStephane Budel on LinkedInDeciBio's White Paper on AI in Drug Development (with contributions from Rafael Rosengarten)

Another week, another sticky situation for the prime minister and some of his MPs - this time it's centred around his language on immigration.When Sir Keir Starmer announced his White Paper, he argued that Britain "risked becoming an island of strangers" if immigration levels were not cut.So was he intentionally evoking Enoch Powell's infamous 1968 Rivers Of Blood speech? Or was this a big mistake?Also, with the Assisted Dying Bill back in parliament this week, Beth Rigby, Ruth Davidson and Harriet Harman go on a tour of the British Isles to look at how different parliaments are approaching their legislation. If MPs in Westminster vote their bill down, could it stop it in its tracks in Holyrood too?Come and join us live on Tuesday 20 May at Cadogan Hall in London, tickets available now: https://www.aegpresents.co.uk/event/electoral-dysfunction-live/Remember you can also watch us on YouTube!

This week on the podcast we get across the government's new immigration white paper. What does cutting the graduate route visa from two years to 18 months mean for international students and universities? Plus we examine the proposed 6 per cent levy on international student fees and tighter compliance requirements that could put some institutions at risk.We also discuss Skills Minister Jacqui Smith's Telegraph op-ed criticizing universities for "losing sight of their responsibility to protect public money" – are her concerns reasonable?With Smita Jamdar, Partner and Head of Education at Shakespeare Martineau, Roscoe Hastings, Director of Teaching Excellence and Student Experience at the University of Exeter, James Coe, Associate Editor at Wonkhe and presented by Jim Dickinson.Everything in the immigration white paper for higher educationThere are lots of ways to be more transparent about university financesLessons from innovating in our student support modelEuro visions: A playbook to fight the populists in the Netherlands Hosted on Acast. See acast.com/privacy for more information.

In this episode, industry veteran Bill Long, PE, LEED AP, and SMPS Fellow, shares his extensive insights on the strategic role of business development (BD) and marketing in AEC. He discusses how technical professionals and marketers can effectively collaborate throughout the client acquisition process, emphasizing the importance of connecting, meeting, and following up with clients to build relationships and establish trust. Bill Long, PE, LEED AP, FSMPS Principal | WRL Consultants Bill is an experienced member of the design and construction community where he has been active for over forty years. During that time, Bill has held multiple positions at both design and construction firms including Principal, Vice President, Project Executive, Director of Business Development, Project Manager, and Project Engineer. An active member of the AEC community, Bill has been a featured speaker at multiple industry presentations and presented at regional and national functions for AIA, ACEC, AGC, CMAA, ASLA, SDA, NFMT, ASC, CSI, ISPE, and SMPS. Bill has authored numerous articles for various building industry publications and was the lead author and researcher for the Fellows Report published by the SMPS Foundation. He also authored a White Paper for the Foundation entitled International Success in the A/E/C World – Benchmarks and Best Practices. Bill is a Fellow in SMPS and a Past-Trustee and Past-President of the SMPS Foundation. Links: https://wrlconsultants.com/ Bill's LinkedIn: https://www.linkedin.com/in/williamrlong/

Thanks to our Partners, NAPA Auto Care and NAPA TRACS  The episode explores key strategies for improving technician retention in the automotive industry, focusing on work-life balance, continuous education, open communication, and positive workplace culture. David Boyes highlights the Today's Class app, which uses short, gamified, daily learning for technicians and service advisors to boost engagement. He also discusses his blog, An Automotive Shop Owner's Roadmap to Technician Retention, which outlines a six-step approach to retention, emphasizing culture, communication, and career development. David Boyes, President of ‘Today's Class”  An online learning organization that has been supporting the automotive industry for more than 20 years. David's previous episodes HERE Show Notes Watch Full Video Episode Optimize training with Today's Class: In just 5 minutes daily, boost knowledge retention and improve team performance. Find Today's Class on the web at https://www.todaysclass.com/ https://www.todaysclass.com/blog/tips-recruit-talent-tech-shortage  Introduction and Welcome (00:00:00) Engagement with Technicians (00:01:55) Gamification in Training (00:02:04) Daily Engagement Process (00:02:52) Continuous Education Importance (00:03:38) White Paper on Technician Retention (00:04:37) Overview of Retention Strategy Steps (00:04:47) Impact of Employee Turnover (00:07:10) Cultural Challenges in Retention (00:08:19) Sharing Success Stories (00:09:31) Building a Career Path (00:14:33) Developing a Retention Strategy (00:15:06) Unlimited PTO Discussion (00:16:11) Work-Life Balance Challenges (00:17:01) Importance of Training (00:18:05) Measuring Success (00:19:10) Seasonality in Business (00:20:25) Communication via the App (00:24:45) Company Evolution (00:24:04) Thanks to our Partners, NAPA Auto Care, NAPA TRACS and Automotive Management Network Learn more about NAPA Auto Care and the benefits of being part of the NAPA family by visiting https://www.napaonline.com/en/auto-care NAPA TRACS will move your shop into the SMS fast lane with onsite training and six days a week of support and local representation. Find NAPA TRACS on the Web at http://napatracs.com/ Connect with the Podcast: -Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/ -Join Our Virtual Toastmasters Club:

After the launch of Labour's new White Paper on immigration we ask, despite Starmer's protestations, if Farage and Reform are already dictating not just UK politics but UK government policy.We also delve into the detail of the changes outlined in the paper.The Labour leadership is also facing a  backbench rebellion over its cuts to disability benefits and is also being urged by 69 MPs to recognise a Palestinian state. Will they listen to either of these calls?Lesley's latest column in The National examined the rise of Reform and speculated on its potential to break out of its unionist bubble and attract disappointed SNP voters in next year's Holyrood elections.First Minister John Swinney was grilled by Martin Geissler on whether independence would be page 1 line 1 of the SNP manifesto at those elections. We analyse his response.Is the UK/US trade deal worth the paper it's written on? Not according to US economist Joseph Stiglitz. Was getting such a quick sectoral agreement a sign of weakness or strength for the UK's position?Ahead of the Holyrood vote on assisted dying Lesley gives her thoughts on this difficult decision facing MSPs. There are a few seats remaining for 'A Night for MAP' at the Queen's Hall, Edinburgh. Friday 30th May.https://www.thequeenshall.net/whats-on/night-map ★ Support this podcast ★

"The enormity of the challenges we have in front of us right now, in terms of the deficit of housing, just requires all of us to work together." This episode revisits the National Housing Supply Summit in March 2025! In this conversation, Devon Tilly and co-host Dennis Steigerwalt chats with Matt Hoffman and Stephen O'Conner about affordable housing, the new administration, and the White Paper: Federal Policy Opportunities to Expand Housing Supply. Request a copy of the White Paper here: https://housingsupply.us/ Our co-host Dennis is active in all things real estate with a specific focus on innovation in the residential development and homebuilding ecosystems. He is a ULI Residential Neighborhood Product Council member, a Professional Builder 40 under 40 recipient, and an active member of Geek Estate. In his spare time he enjoys big adventures with his wife and sons on the water and in the mountains. Dennis is the president of the Housing Innovation Alliance, a future oriented community for production homebuilding. The Housing Innovation Summit is the best place to get engaged + connected where you'll gather insights + have a voice at each turn. The 2025 Summit is co-hosted by the Mascaro Center for Sustainable Innovation at the University of Pittsburgh. We'll be at Phipps Conservatory in the Oakland neighborhood and hosting Innovation in Action tours around Pittsburgh. Matt Hoffman has spent his career applying his strategy, business development, and innovation skills to solving problems that create growth and opportunity in the public, private, and non-profit sectors. With over 20 years' experience building businesses in the housing and technology sectors, in February 2024 he completed a two-year assignment as the Senior Advisor to the Commissioner of the Public Buildings Service at the General Services Administration (GSA), which oversees the U.S. government's civilian real estate portfolio of more than 365 million square feet. His core focus was the implications of “the future of work” on the office portfolio and transitioning federal buildings to net zero emissions. He helped launch the federal government's Workplace Innovation Lab (WIL) and federal coworking offering (think WeWork just for federal employees). He represented GSA on the White House's housing supply interagency policy council. Based in the Washington, DC area, Matt has a passion for finding housing solutions for the Intellectual and Developmental Disabilities (I/DD) community and currently chairs the real estate finance committee of Benedictine Programs & Services, which helps I/DD children and adults achieve their greatest potential. He is a graduate of Harvard's Kennedy School of Government (MPP) and Brown University (BA). Throughout his distinguished career, Dr. O'Connor has been deeply involved in addressing the multifaceted challenges surrounding the crisis in affordable housing. His long and effective history of advocacy focuses on the promotion of equitable housing opportunities through the development of inclusive communities to enhance the quality of life for diverse populations. With a Ph.D. in Planning and Public Policy, Dr. O'Connor's expertise extends across various sectors within the housing spectrum, including affordable housing finance, housing policy analysis, and land use planning. He is often called upon by governmental agencies, political campaigns, and non-profit organizations to help develop effective policy frameworks and practical interventions to address housing disparities. As an educator, Dr. O'Connor is committed to developing the next generation of housing advocates, developers, and policymakers. He serves as a mentor and a teacher, inspiring students to explore the intersection of housing, social equity, and public policy. His dynamic teaching style and hands-on approach are informed by more than thirty years of housing industry experience. Personally, Dr. O'Connor and his wife, Sandy, have served long tenures with several medical mission charities. In addition, they have founded two 501(c)(3) organizations to raise money for cure-focused medical research. They have two children and two beautiful grandsons.   Read James Rouse's book: https://a.co/d/4cVwaKN Read the "Abundance" book:  https://a.co/d/1N0kr4e Keep up with the Art of Construction (AOC) podcast on Instagram, Facebook, and LinkedIn! Subscribe to us and leave us a review on Apple Podcasts or Spotify!

Dr. Li-Meng Yan w/ The Voice of Dr. Yan – Beneath the noise lies the real core: COVID-19 was not a natural accident nor a lab leak but a deliberate release of a weaponized low-fatality virus developed by the CCP. Though the high transmissibility was underestimated in the lab, and the Wuhan outbreak was a result of being “out of control,” the pandemic was designed for strategic disruption on a global scale...

What really drives accessibility—compliance, inclusion, or brand trust? Chad and Dax unpack an IAAP white paper on motivations, share how automation needs a human touch, and highlight why certifications like IAAP's ADS matter. They also dive into creating truly accessible documents with a focus on meeting PDF/UA standards. Perfect for anyone ready to level up their accessibility game.

In this webinar, Matt Halbleib (Director of Assessments) and Lee Pierce (Director of HITRUST Sales) will discuss:How to determine which HITRUST Assessment type to chooseHow to prepare for a HITRUST Validation AssessmentWhat to expect from a SecurityMetrics HITRUST AssessmentReady to discuss your HITRUST needs? Request a quote here.Read our new HITRUST 101 White Paper here.Request a Quote for a PCI Audit ► https://www.securitymetrics.com/pci-audit Request a Quote for a Penetration Test ► https://www.securitymetrics.com/penetration-testing Get the Guide to PCI DSS compliance ► https://www.securitymetrics.com/lp/pci/pci-guide Get FREE security and compliance training ► https://academy.securitymetrics.com/ Get in touch with SecurityMetrics' Sales Team ► https://www.securitymetrics.com/contact/lets-get-you-to-the-right-place

China's white paper on trade and economic ties with the United States criticizes Washington for its global tariffs, while urging dialogue to resolve differences (01:00). The United Nations chief has rejected an Israeli proposal to control aid deliveries to Gaza (15:44). And sales revenue in Chinese manufacturing continued growth, increasing 4.8% in Q1 (44:15).

#2 Currents: An Energy Update (4/7/25-4/11/25) Links: Fueling the Conversation: Climate Lawfare Subverts the Will of the People: https://www.instituteforenergyresearch.org/climate-change/fueling-the-conversation-3/ Trump Announces Tariffs on Auto Imports and Their Parts — Effective April 3: https://www.instituteforenergyresearch.org/international-issues/trump-announces-tariffs-on-auto-imports-and-their-parts-effective-april-3/ White Paper points to carbon capture as potential data center solution: https://www.utilitydive.com/news/carbon-capture-possible-data-center-solution/743744/ Global coal power capacity inches up in 2024, data shows: https://www.reuters.com/business/energy/global-coal-power-capacity-inches-up-2024-data-shows-2025-04-03/

Europe is set to spend an eye-wateringly huge amount of money on building up its militaries over the next few years, after That Guy In The White House signalled he's no longer that interested in helping us defend ourselves against Russia. But where is all this money supposed to come from? And does it matter if some countries are more enthusiastic about this plan than others? This week we call defence expert Marina Henke to figure out what this spending bonanza actually involves. We're also talking about a Czech-led plan to save Radio Free Europe from Trump's cuts, and why ChatGPT falsely accused a Norwegian man of murder.   Marina is a professor of international Relations at the Hertie School in Berlin and director of the Centre for International Security. You can follow her on Bluesky here.   Thanks for listening. If you enjoy our podcasts, we'd love it if you'd consider supporting our work. You can chip in to help us cover the weekly research and production of The Europeans at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/europeanspodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ (many currencies are available), or gift a donation to a super fan here. We'd also love it if you could tell two friends about this podcast!      This podcast was brought to you in cooperation with Euranet Plus, the leading radio network for EU news.   This week's Inspiration Station recommendations: 'And Then We Danced' and The Bittersweet Life.    Other resources for this week's episode    'Trump's decision to cut Radio Free Europe comes at a great cost to democracy' - Muhammad Tahir, editorial for MSNBC, March 24, 2025 https://www.msnbc.com/opinion/msnbc-opinion/trump-voice-of-america-radio-free-europe-rcna197367    'Malfunction: the Hungarian Radio (Silence) on Chernobyl' - Archivum, April 26, 2021 https://www.archivum.org/entries/blog/malfunction-the-hungarian-radio-silence-on-chernobyl    'EU privacy body weighs in on some tricky GenAI lawfulness questions' - TechCrunch, December 18, 2024 https://techcrunch.com/2024/12/18/eu-privacy-body-weighs-in-on-some-tricky-genai-lawfulness-questions/   The EU's White Paper for European Defence: Readiness 2030 - March 19, 2025 https://ec.europa.eu/commission/presscorner/detail/en/ip_25_793   00:34 Deep breath: it's time for another episode of The Europeans 04:47 Good Week: Radio Free Europe/Radio Liberty 18:41 Bad Week: The Norwegian man who ChatGPT falsely accused of murder 31:41 Interview: Marina Henke on Europe's huge new defence plan 56:23 The Inspiration Station: 'And Then We Danced' and 'The Bittersweet Life' 59:45 Happy Ending: Petko Gantsjev Is Very Much Alive   Producers: Morgan Childs and Wojciech Oleksiak Mixing and mastering: Wojciech Oleksiak Music: Jim Barne and Mariska Martina     YouTube | Bluesky | Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | Mastodon⁠⁠⁠⁠⁠⁠⁠⁠⁠ | hello@europeanspodcast.com      

Dr Feil reviews the life "S.A.V.E.R.S." from Hal Elrod's Miracle Morning book.Silence or MeditationAffirmationsVisualizationExerciseReadingScribe or WritePick one of these and start doing it until it is habit. Then keep adding and layering until it is routine. You will be surprised how much more you will get accomplished on a daily basis.Have you cheked out the Metacognition of Leadership Institute or M.O.L.I. yet? We just released a White Paper all about metacognition.You can download it for free at HETMOLI.com/white-paper

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In 1950 the Israeli Parliament passed a dramatic and symbolic law known as The Law of Return. This would finally bring an end to the description of “The Wandering Jew.” The Law also brought a formal end to the execrable White Paper of 1939 (by the British Government) and a symbolic overturning of the Nuremberg Laws which the Nazis employed to determine who was Jewish. The Law of Return employed the same (non-halachic) status: if you were Jewish-enough to be condemned to death by the Nazis, then you were Jewish enough to be deserving of the protection of the State of Israel. Jewish refugees from Arab countries had to flee for their lives (and not everyone was so fortunate) to the State of Israel, resulting in the arrival of 850,000 desperate refugees. Israel cared for her brethren and saw to it that they would not be referred to or be looked upon as refugees. And yet, the primitive conditions in which they were originally housed in transit camps or ma'abarot was appalling. Learn more at TellerFromJerusalem.com Don't forget to subscribe, like and share! Let all your friends know that that they too can have a new favorite podcast. © 2025 Media Education Trust llc

In this episode, we have a special guest: Greta Cutulenco, the CEO and co-founder of Acerta, a company that uses machine learning and artificial intelligence to help manufacturers improve their product quality and efficiency. We talk to Greta about what predictive quality is, how Acerta leverages data to detect anomalies and optimize processes, and some of their success stories with their customers. Tune in to learn how Acerta is transforming the manufacturing industry with data-driven insights. Listen Now: https://podcasters.spotify.com/pod/show/manufacturing-unscripted Link to White Paper: https://acerta.ai/predictive-quality-whitepaper @Acerta @Promess @greta cutulenco @lauren rall @matthew rall #manufacturingunscripted #acerta #predictivequality #machinelearning #manufacturingai

In this micro episode, Chad discusses a significant shift in workplace dynamics due to advancements in AI. The key to future success in the workplace lies not in technical skills, but in self-awareness and psychological astuteness. He emphasizes that effective communication and emotional intelligence will trump technical prowess as machines take over more technical tasks. The episode also highlights how positive work environments, with engaged and psychologically healthy employees, can enhance productivity and profitability. 00:26 The Shift in Workplace Skills01:15 The Importance of Psychological Sophistication01:45 Impact of Positive Mindset on Productivity02:31 Challenges of Negative Workplace Behaviors03:16 The Future of Work: Human Intelligence Over Machines03:36 Conclusion and Call to ActionDownload our newly released White Paper now: In the AI Era Emotional Intelligence is Your Competitive Edge. Subscribe now for practical tips on managing stress and achieving a balanced life.Unlock your mental and emotional wellbeing with our browser app, Emma. You can find us on mobile now too.Emma is your emotional and mental wellbeing available to everyone. You'll wonder where she's been all your life. Want to give us some love but don't know how? Leave us a review and subscribe on Apple iTunes or Subscribe on Spotify!

In this episode, Coach Chad explores the concept of inner leadership and its significance in today's rapidly changing workplace, heavily influenced by AI. The discussion highlights common misconceptions about leadership being merely 'soft skills' and emphasizes the necessity of self-awareness, emotional intelligence, and psychological safety. Coach Chad provides compelling statistics on work-related stress and employee disengagement, arguing that true leadership mastery starts with self-mastery. Practical steps for leaders include recognizing their own strengths and blind spots, practicing empathy, and fostering a positive work culture. The use of tools like the Enneagram is recommended for enhancing key leadership attributes such as self-knowledge, communication, and team building.00:24 The Impact of AI and Workplace Changes00:49 Understanding Burnout and Workplace Stress01:31 The Role of Leadership in Workplace Culture03:11 The Importance of Soft Skills04:28 Self-Mastery and Modern Leadership05:14 Practical Steps for Inner Leadership06:22 The Enneagram and Leadership07:33 WrapDownload our newly released White Paper now: In the AI Era Emotional Intelligence is Your Competitive Edge. Subscribe now for practical tips on managing stress and achieving a balanced life.Unlock your mental and emotional wellbeing with our browser app, Emma. You can find us on mobile now too.Emma is your emotional and mental wellbeing available to everyone. You'll wonder where she's been all your life. Want to give us some love but don't know how? Leave us a review and subscribe on Apple iTunes or Subscribe on Spotify!