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Investor Education Video Series
Debt Ratings
Insider Trading Policy
TiVo Xperi Transaction Archive
Report of Organizational Actions Affecting Basis of Securities
Dave Habiger, Chairman
Dave Habiger has served as chairman of the board at Xperi Holding Corporation since June 2020. Prior to that he served as a director at Xperi Corporation beginning in December 2016. Prior to that he served on the DTS board as Chair of the Compensation Committee and a member of the Audit Committee. He is currently serving as CEO at JD Power. Previously, Mr. Habiger was the CEO of Textura Corporation prior to its sale to Oracle. He also held the CEO position at NDS Group Ltd. prior to its sale to Cisco Systems, and was president and CEO at Sonic Solutions prior to its sale to Rovi. He demonstrated his skill in leading companies through all stages of development by guiding Sonic through an IPO and to its position as a leading cloud-based provider of premium movies and TV shows. Mr. Habiger serves on a variety of public and private boards and is a member of the Society of Motion Picture and Television Engineers.
Mr. Habiger is also a director on the Chicago Federal Reserve Board. He serves on the SABOR (Systems Activities, Bank Operations, and Risk) and the Governance & HR Committees for the Federal Reserve. He is also a member of the board of trustees at Rush University Medical Center.
Mr. Habiger received a BBA degree from St. Norbert College and an MBA from the University of Chicago.
Darcy Antonellis has served as director of Xperi Holding Corporation since June 2020. Prior to that she served as a director at Xperi Corporation beginning in December 2018. Ms. Antonellis now serves as Executive Advisor at Amdocs Inc. having served as Division President and CEO, Vubiquity Inc. (acquired by Amdocs), a global media and entertainment distribution and services provider. Prior to joining Vubiquity, Ms. Antonellis held a number of executive positions at Warner Bros., including Chief Technology Officer and President, Technical Operations for the studio. Prior to that held she several leadership positions for CBS Inc. (now ViacomCBS) including Operations and Engineering leadership for CBS Olympics coverage and for the CBS Washington DC News Bureau. Ms. Antonellis also serves on the Board of Directors of Cinemark Holdings Inc. since July 2015 and is a member of its Audit and Strategy committees.
Ms. Antonellis is a three time Emmy recipient in the areas of technical production (2-CBS Olympics) and engineering innovation (Warner Bros platform development). She served as a member of the Women's Tennis Association (WTA) Advisory Council providing technology and media insights to benefit professional women's tennis. She is a voting member of the Academy of Motion Picture Arts and Sciences, a SMPTE Fellow and holds patents in the areas of digital distribution and audio/visual processing technologies. Ms. Antonellis earned her undergraduate BS degree from Temple University's School of Electrical Engineering and an MBA with concentration in Finance from Fordham University.
Laura J. Durr
Laura J. Durr has served as director at Xperi Holding Corporation since June 2020. Prior to that she served as a member of the Board of Directors of TiVo beginning in April 2019. Ms. Durr served as the Executive Vice President and Chief Financial Officer of Polycom, Inc. from May 2014 until its acquisition by Plantronics Inc. in July 2018. Prior to becoming Chief Financial Officer, Ms. Durr held various finance leadership roles at Polycom between 2004 and 2014, including Senior Vice President-Worldwide Finance, Chief Accounting Officer and Worldwide Controller. Prior to joining Polycom, Ms. Durr held executive positions in finance and administration at Lucent Technologies and International Network Services and also spent six years at Price Waterhouse LLP. Ms. Durr also serves on the board of directors of Netgear, Inc., a global networking company that delivers innovative products and services to consumers, businesses and service providers.
Ms. Durr was a certified public accountant and holds a B.S. in Accounting from San Jose State University.
Jon E. Kirchner, CEO
Jon E. Kirchner has served as director at Xperi Holding Corporation since June 2020.
Mr. Kirchner is our Chief Executive Officer and also serves on our board of directors. Previously he was CEO of Xperi Corporation beginning in June 2017. Prior to that Mr. Kirchner was President of Xperi Corporation following the completion of the acquisition of DTS in December 2016. At DTS he was appointed Chairman of the Board of Directors in 2010 and served as the company's Chief Executive Officer beginning 2001. Mr. Kirchner led DTS through a period of significant success, growing it from a small startup, to a global industry leader generating over $190 million in licensing revenue. Prior to joining DTS he worked for the consulting and audit groups at Price Waterhouse LLP (now PricewaterhouseCoopers LLP). During his tenure at Price Waterhouse LLP, he advised clients on a range of strategy, finance, operations and valuation issues. In 2012, Mr. Kirchner received the Ernst & Young Technology Entrepreneur of the Year Award for Greater Los Angeles and in 2011, he was honored by the Producers Guild of America, receiving the "Digital 25: Leaders in Emerging Entertainment" award for being among the visionaries that have made significant contributions to the advancement of digital entertainment and storytelling.
Since June of 2012, Mr. Kirchner has served on the Board of Directors of Free Stream Media Corporation (Samba TV), a leader in developing cross platform TV experiences for consumers and advertisers. Mr. Kirchner is a Certified Public Accountant and received a B.A. in Economics, cum laude, from Claremont McKenna College.
Dan Moloney
Dan Moloney has served as director at Xperi Holding Corporation since June 2020. Prior to that he served as a member of the Board of Directors of TiVo beginning September 2013. Mr. Moloney is an Executive Advisor at Siris Capital, LLC, a leading private equity firm in the technology and telecommunications industries, having spent the prior 8 years with Siris as an Executive Partner. Prior to Siris, he served as the President of Motorola Mobility, Inc., a leading provider of innovative technologies, products and services for the mobile and cable/wireline industries. He has almost 30 years of senior executive management, leadership and technological expertise and experience. Prior to Motorola Mobility being spun out of Motorola in early 2011, he served as the President of the Home & Networks Mobility business within Motorola and from 2002 - 2006, he led the Connected Home business for Motorola. He joined Motorola as part of their acquisition of General Instrument in 2000, where he served in various leadership roles. Mr. Moloney currently serves as a director of Poly (aka Plantronics), a global communication solutions company.
Mr. Moloney holds a bachelor's degree in electrical engineering from the University of Michigan and a Master of Business Administration from the University of Chicago.
Tonia O'Connor
Tonia O'Connor has served as director of Xperi Holding Corporation since December 2021. Most recently she served as the CEO of Chopra Global. Prior to joining Chopra Global, she served as President and Chief Revenue Officer at Univision Communications, where she oversaw Univision's multi-billion-dollar portfolio and helped spearhead the launch of several new media businesses and successful networks. Prior to Univision, Ms. O'Connor held leadership roles at News Corp's Gemstar, where she led negotiations for complex technology and intellectual property agreements, as well as content and marketing deals, and played an integral role in the growth of Gemstar's IP assets. Ms. O'Connor serves on Syracuse University's Board of Trustees, where she is a member of the Athletics, Academic Affairs and Advancement & External Affairs Committees. She is also on the national Board of STRIVE, a Harlem-based nonprofit organization, serving people who face great obstacles to employment, preparing them for job readiness and sustainable careers. She previously served on the boards of fuboTV, GoldieBlox and El Rey Network. Ms. O'Connor received her BA as a dual major in Broadcast Journalism and International Relations from the S. I. Newhouse School at Syracuse University.
Raghavendra Rau
Raghavendra Rau has served as director at Xperi Holding Corporation since June 2020. Prior to that Mr. Rau served as a member of the Board of Directors of TiVo beginning May 2015 and served as Vice Chairman beginning June 2019. He served as the interim President and Chief Executive Officer of TiVo from July 2018 to May 2019. Mr. Rau also served as Chief Executive Officer of SeaChange International Inc., a video software technology company, from November 2011 to October 2014 and was a member of its board from July 2010. Previously, Mr. Rau held a number of senior leadership positions with Motorola Inc. from 1992 to 2008, including Senior Vice President of Strategy and Business Development of the Networks & Enterprise business, Senior Vice President of the Mobile TV Solutions business, and Corporate Vice President of Marketing and Professional Services. Mr. Rau currently serves as a director of Quantum Corp., a storage, archive and data protection company.
Mr. Rau holds a bachelor's degree in engineering from the National Institute of Technology (India) and an MBA from the Indian Institute of Management (Ahmedabad).
Christopher A. Seams
Christopher A. Seams has served as director at Xperi Holding Corporation since June 2020. Prior to that he served as a director at Xperi Corporation beginning in March 2013. From 2013 to 2016, Mr. Seams was the Chief Executive Officer of Deca Technologies. Prior to Deca Technologies, Mr. Seams served as executive vice president of sales and marketing at Cypress Semiconductor and held various technical and operational management positions in manufacturing, development, and operations. Prior to joining Cypress in 1990, he worked in process development for Advanced Micro Devices and Philips Research Laboratories. Mr. Seams also serves on the Board of Directors of ONTO Innovation Inc.
Mr. Seams earned his bachelor's degree in electrical engineering from Texas A&M University and his master's degree in electrical and computer engineering from the University of Texas at Austin. Mr. Seams has a Professional Certificate in Advanced Computer Security from Stanford University and is a senior member of the Institute of Electrical and Electronics Engineers. Mr. Seams is a member of the ACCD as well as a member and Certified Director of the NACD.
Geri Weinfeld
IR@xperi.com
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"May (you) remain for a thousand years, like the figure of the hare, which the King of the Gods painted on the orb of the moon; (but that is) like one day in my mind." (Paranavithana translation) This was written more than a thousand years before Einstein proposed his Theory of Relativity. When time is relative, it is impossible to measure it, and clocks are of no use.
The clock should never have been invented. It has turned man into a machine, or we could say man has been enslaved by the clock. We wake up by the clock, eat, drink, work, play, dream, and then sleep by the clock. The only things that do not obey the clock are our birth and death. Not only have we become slaves of the clock, but we are trying to control lives of animals and plants and even nature by the clock.
It is one more cause for the disease called civilization. Among mankind, all the stress, frustrations, pain and suffering is because we have to watch the clock, all the time. We have to race against time. We have to meet deadlines, we have to draw timelines and timetables.
Agriculture and agricultural revolution is a mistake, but not as bad as industry and industrial revolution. Like all animals man would have been happy to have lived at complete leisure. The only issue about time would have been night and day, and to a lesser extent the seasons. He would wake up when he felt he had enough sleep, or when he felt hunger or thirst. He would go back to sleep only when he felt the need for sleep, not because he had to have a fixed number of hours for sleep, or not because he had to get up early the next day. He ate when he felt hungry, and not because his parents insisted on three meals a day, and at school or at work, because there were fixed times for tea or lunch.
When nature domesticated the early woman, she went out to gather her food when there was sufficient light in the morning. She would have fed her children when they were hungry. Even when she learned to grow a few vegetables or fruit trees, she did not have to do it at a fixed time of day. She harvested her crop when it was ripe. When she domesticated her man, still she did not prepare a timetable for him.
The woman did not have to record the date and time of birth of her children, or keep track of their age, to wean them, to set them free, or to teach them. When man made his own tools, he did not have to meet deadlines. It is only when man began to outsource, and pay for the services he obtained, the service providers had to meet the time set by his customer. But even then the stone tool maker would not work by the hour, but by days, counted probably by the cycle of the moon.
When some men tried to become more equal than the others, when out of greed one man amassed more wealth, more land and more resources, the less equal men had to serve the needs of the other. That is when exploitation of man by man began, and to squeeze every drop of sweat, blood and tears from the poor, the powerful and the wealthy had to make the others slave for the maximum length of time. That is when he needed a clock, to watch the time. He invented the concept of punctuality, created attendance registers with red lines, then signature clocks and today the biometric time-clocks. We all wear wristwatches, diamond studded or gold plated, we have the time on our phones, and wall and table clocks all over the office and the house, but we in our country are not concerned about punctuality, except when a time has been decided as auspicious.
The concept of time is a contradiction for most of us today. We either do not have the time, time is too short, and we are killing time, or do not know what to do with our time. Just as an example, we rush to the airport three hours before departure time, and then kill time till departure, and often kill more hours in transit than the total flying time. But we punish an employee who is five minutes late.
Most of us do not live in the present. Either we are sad about all that has happened in the past and what we have missed, or we are worried about the future, so that we do not have the time to enjoy the present. We are like the modern day tourists who spend all their time taking photographs, that they do not have the time to enjoy the places they are visiting.
Time travel has been used in legend and fiction for several millennia, the earliest probably is in Mahabharata, where king Revaita travels to Dwaraka to meet Brahma, where he had to wait while Brahma listens to a song recital, at the end of which he realizes that on earth 27 chaturyuga (648,000 years) time had passed. Another way of time travel, popularised by H. G. Wells, is to use a Time Machine to travel through time.
Politicians use time, to paint a future paradise and to remind of a past purgatory. Athletes try to beat the time on the track, trying to outrun the others, and most human beings are trying to outrun the rest of mankind from their birth to death.
Let us all find peace of mind. Let us stop the clock. Let us not think of the next micro-second, but only about the next eon or kalpa.


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| Missions
| Space Shuttle
| Shuttle Missions
| STS-117
| Media Resources
Sunday, June 10, 2007 - 8:30 a.m. CDT
Mission Control Center, Houston, Texas
STATUS REPORT : STS-117-04
STS-117 MCC Status Report #04
Space Shuttle Atlantis is only hours away from delivering a new set of solar array wings, and a new crew member, to the International Space Station. Docking of the shuttle to the station is targeted for 2:38 p.m. CDT.
The shuttle crew was awakened at 8:08 a.m. with "Riding the Sky," written and performed by Johnson Space Center employees David Kelldorf and Brad Loveall for Mission Specialist Clayton Anderson. At the same time, a wakeup tone sounded on the station for Expedition 15 Commander Fyodor Yurchikhin and Flight Engineers Oleg Kotov and Suni Williams. Rendezvous operations for the shuttle crew to bring their ship together with the station begin at 9:38 a.m., and the terminal initiation engine firing, which puts Atlantis on course to close the final nine miles to the station, is set for 12 p.m.
At 1:37 p.m., at a distance of 600 feet below the station, Atlantis Commander Rick Sturckow will fly the rendezvous pitch maneuver. The maneuver is a back flip that will allow Yurchikhin and Kotov to photograph heat shield tiles on the shuttle's underside. The images will be transmitted to the ground for analysis.
After the hatches open, Kotov and Anderson will transfer Anderson's customized Soyuz seat liner into the Russian spacecraft in place of that of Williams. The transfer will make Anderson an official station crew member, and Williams a member of the shuttle crew. Delivery of the flight's primary payload, the bus-sized S3/S4 truss element with its new solar arrays, will start at about the same time. Using the shuttle robotic arm, Pilot Lee Archambault and Mission Specialist Patrick Forrester will grapple the 35,678-pound truss section, lift it from the payload bay and hand it off to the station's robotic arm, controlled by Williams.
The truss section will be installed Monday in conjunction with the first spacewalk of the flight, conducted by Mission Specialists Jim Reilly and John "Danny" Olivas. Reilly and Olivas will spend tonight "camped out" inside the Quest airlock, with air pressure lowered to help purge nitrogen from their bodies in preparation for the excursion. The next STS-117 status report will be issued Sunday evening or earlier if events warrant.

redpajama_set_name: RedPajamaCommonCrawl


text:
CanPalNet Publications
Focus on...
Controversies surrounding...
The Israel Lobby
Israeli Apartheid Structures
Lies My Media Told Me
Not a peace process
Palestinian Elections 2006
September 2001 - CanPalNet statement
Iraq and Palestine: Two Fronts of the Same War
Canadian Action Party Support for Boycott, Divestment and Sanctions
Report from the West Bank
Huwarra Checkpoint
Report Back from the West Bank
End of Mission Report - UN Under-Secretary-General
Alliance of Concerned Jewish Canadians slams Canadian Jewish Congress exclusion
End 40 Years of Illegal Occupation
Israel asks Supreme Court to delay evacuation of West Bank settlement
Rachel Corrie verdict exposes Israeli military mindset
Israeli court: American protester Rachel Corrie's death an accident
In Rachel Corrie verdict, Israel deals new blow to international law
Judge blaming Rachel Corrie for her own death highlights Israel's impunity, family says
Depressed about the situation in the Middle East? You may not be looking in the right places
Discussing Hamas with Gazan Expatriate Samah Sabawi
Canadian MPs visit Israel on Gaza "fact finding mission", but don't go to Gaza
Does Baird even know what they are?
Report and Future Actions: Block the Boat Vancouver
Letter to Archbishop Desmond Tutu from Palestinian film director Emad Burnat
Human Rights Watch: Israel and Palestine - events of 2018
Roger Waters Adds Voice to #RaptorsDontGo
Concentration camps – at the US border and in Gaza
Twitter storm: #RaptorsDontGo
Home Resources News Gaza's Ark organizers remain determined after attack
Gaza's Ark organizers remain determined after attack
Gaza's Ark was badly damaged and partially sunk by a large explosion at about 3:45 AM Gaza time on April 29th. No-one was injured. Mustafa Abu Awad, the guard who was on duty at the time, was taken to the hospital for tests and he has now been discharged.
The Ark was in the port of Gaza being readied to put to sea in June. Whether and when the boat can be repaired is something we will not know for sure until it can be pulled out of the water for inspection.
Awad said he had been warned to leave the area by an anonymous caller. "I was [sleeping] near the boat and someone phoned me -- an unidentified caller. I answered and he told me: 'Mustafa, leave the boat right now because we are going to blow it up.'"
The Gaza's Ark project has been working for more than a year to prepare the boat to carry goods and passengers in the attempt to challenge Israel's blockade of Gaza. If successful, it would be the first time goods from Gaza have been exported by sea since 1994.
"This is a reckless and violent attack not only on a boat, but on thousands of supporters and donors worldwide," says David Heap of the Gaza's Ark Steering Committee. "We are closely following the police investigation of the attack and hope to know soon if the boat can be repaired."
"What is certain is that we remain committed to continue challenging the blockade by any peaceful means available until it is lifted permanently," adds Robert Naiman, another Steering Committee member. "Hope and justice are unsinkable."
Less than 24 hours before this attack, Gaza's Ark launched an international petition calling on the UN to act to lift the blockade. The appeal was signed by parliamentarians, Nobel Laureates, and other prominent figures from many countries, and now has more than 7,500 signatories from around the world. We strongly encourage our supporters to respond to this attack by signing, sharing and re-sharing our petition:
http://www.gazaark.org/2014/04/26/petition-to-the-un/
<Previous
A Statement to the Press from the Free Gaza Movement
Forty-six international human rights workers are now sailing to Gaza through international waters with one overriding goal: to break the Israeli siege that Israel has imposed on the civilian population of Gaza. Any action designed to harm civilians constitutes collective punishment (in the Palestinians' case, for voting the "wrong" way) and is both illegal under international law and profoundly immoral. Our mission is to expose the illegality of Israel's actions, and to break through the siege in order to express our solidarity with the suffering people of Gaza (and of the occupied Palestinian territory as a whole) and to create a free and regular channel between Gaza and the outside world.


text:
Q: Работа с операторами Sequelize.js Всем привет!
У меня есть на БД Array workers: [1, 2, 3, 4, 5]. Я должен c помощью Sequelize должен проверить есть ли UserId в Array, точнее беру req.user.id от JWT_decode
Пробовал таких:
const smthing = await SMTHING.findAll({where: {
  workers: {
    [Op.contains]: req.user.id
  }
}})
res.status(200).json({smthing,
  workers: [req.user.id]
})

A: Исправил:
const smthing = await SMTHING.findAll({where: {
  workers: {
    [Op.contains]: [req.user.id] /* Добавил квадратных скобок */
  }
}})
res.status(200).json({smthing,
  workers: [req.user.id]
})

redpajama_set_name: RedPajamaStackExchange


text:
Paul Gégauff [] (* 10. August 1922 in Blotzheim, Département Haut-Rhin, Frankreich; † 24. Dezember 1983 in Gjøvik, Norwegen) war ein französischer Drehbuchautor, Schriftsteller und Filmschauspieler. Er war mit der Schauspielerin Danièle Rosencranz verheiratet, von der er sich später scheiden ließ und schrieb für viele französische Filmregisseure das Drehbuch, so u. a. für Éric Rohmer oder für Claude Chabrol, mit dem er am meisten zusammenarbeitete. Für das Drehbuch zum Film Nur die Sonne war Zeuge erhielt er 1962 zusammen mit dem Regisseur René Clément einen Edgar Allan Poe Award als besten ausländischen Film. Weihnachten 1983 wurde er von seiner zweiten Frau erstochen.

Filmografie (Auswahl)
Drehbuch:
 1959: Im Zeichen des Löwen (Le Signe du lion) – Regie: Éric Rohmer
 1959: Schrei, wenn du kannst (Les Cousins) – Regie: Claude Chabrol
 1959: Schritte ohne Spur (À double tour) – Regie: Claude Chabrol
 1960: Nur die Sonne war Zeuge (Plein soleil) – Regie: René Clément
 1960: Die Unbefriedigten (Les Bonnes femmes) – Regie: Claude Chabrol
 1961: Speisekarte der Liebe (Les Godelureaux) – Regie: Claude Chabrol
 1961: Das Auge des Bösen (L'Œil du malin) – Regie: Claude Chabrol
 1963: Grausame Hände (Les Grands chemins) – Regie: Christian Marquand
 1964: Die Frauen sind an allem schuld (Les plus belles escroqueries du monde) – Regie: Claude Chabrol (Segment)
 1967: Mit teuflischen Grüßen (Diaboliquement vôtre) – Regie: Julien Duvivier
 1967: Champagner-Mörder (Le Scandale) – Regie: Claude Chabrol
 1969: Kalte Augen (La Femme écarlate) – Regie: Jean Valère
 1969: Das Biest muß sterben (Que la bête meure) – Regie: Claude Chabrol
 1970: Die Geliebte des Anderen (Qui?) – Regie: Léonard Keigel
 1971: Der zehnte Tag (La Décade prodigieuse) – Regie: Claude Chabrol
 1972: Der Halunke (Docteur Popaul) – Regie: Claude Chabrol
 1975: Ein lustiges Leben (Une partie de plaisir) – Regie: Claude Chabrol
 1976: Die Schuldigen mit den sauberen Händen (Les Magiciens) – Regie: Claude Chabrol
 1979: Die Sekte (Brigade mondaine: La secte de Marrakech) – Regie: Eddy Matalon
 1981: Ein Slip auf Trip (Les Folies d'Élodie) – Regie: André Génovès

Weblinks

Drehbuchautor
Filmschauspieler
Franzose
Geboren 1922
Gestorben 1983
Mann

redpajama_set_name: RedPajamaWikipedia


This is a line I seem to be constantly repeating when I teach in prison – I can buy a white car from anyone, why should I buy it from you? I tell prisoners that I can buy the white car that they are selling from anyone but why should I buy it from them? I ask them why I would choose one of them over the other one. Although I get, often, very varied replies the point I am trying to get across is that people buy from people.
You can buy a white car from hundreds of people in your local area, but what makes you buy your white car from the person you do? It's because people buy people, they can buy your product or service from anyone and if the prices are similar (or even if they are not sometimes) it comes down to who is selling the product.
This is why networking can work so well, you get to meet people, real people, face to face! This is your chance to sell you as a person and that's what will get you recommended to other people, friends of the people you meet when you're networking.
attendees as really people. It isn't about being award of what each other sell or provide but instead really finding out who the other people are, what they're about and building a relationship with them.
Creative Networking has been set up as friendly and informal and that is exactly how we get recommended to others. When attendees tell their friends or colleagues about us they say it's a friendly and informal networking group and people attend on that basis.
Whenever you speak to a potential client just remember that they can usually buy what you're offering anywhere else, from anyone else – but why should they choose you instead of your competition?


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It's 1UP's final episode of Retronauts! What more description do you need?
Kat, Bob, Jeremy, and Christian Nutt embark on their final quest.
N.i.D Sonic commented on Noe V.'s blog entry: Carmageddon celebrates 16 years. Download a copy for free!
N.i.D Sonic commented on Noe V.'s blog entry: Xbox 360 is good for arcade experiences?
N.i.D Sonic commented on Noe V.'s blog entry: Can Disney capture the hearts of gamers?
You and 44,957 others like this.44,957 people like this. Sign Up to see what your friends like.
Carmageddon celebrates 16 years. Download a copy for free!
Squatter Blog #122: My Turn Now!
Best games that never got sequels?


I used to write a daily email. It was super effective for my business at the time. Now I make almost daily videos.
My emails will be random at best, monthly at worst. And I don't have anything to sell you. Unless your looking to buy or sell real estate.


If you have been confounded by 7-inch tablets that simply felt too small and saw no attraction to the 9 or 10-inch tablets, Alcatel hopes you will give its 8-inch offering a try, the One Touch Tab 8 HD.
Instead of competing directly with the other high-end 9-inch-plus tablets out there, Alcatel thinks it found a happy medium with the Tab 8 HD. Like its 7-inch sibling, the 8HD is running Android Jelly Bean through the same dual-core 1.6GHz ARM Cortex A9 processor. The display is 1024x768. There will be options with regards to on-board memory, 8 or 16GB of storage, plus microSD expansion. 1GB of RAM is available. There will also be two main cameras offered, either a 2MP or 5MP unit. The front camera is the same 0.3MP found on the Tab 7HD. Connectivity is Wi-Fi, 802.11 b/g/n.
Availability and pricing for the Tab 8HD was not announced.
1024x768 is HD. It only needs to be 720 to fit the bill. 1080 is full HD.
for this tablet? not bad, but if they want to enter the bridge of competence, they must make the dual core a quad core processor and the resolution a bit higher..
This is the way tablets should be. Micro sd, micro hdmi, and micro usb should be standard on everything.
I think making the device with two internal memory option of 8GB and 16GB is useless since it has and expandable memory slot. My bet is most will be going for the 8GB.


Have you noticed a few more fleeces and Ferragamo loafers popping up in midtown these days? Does your nose fill with the scent of carried interest every time you venture above 42nd Street?
If so, you're not mistaken. There are more hedge funds than ever in Manhattan, according to The Wall Street Journal, as firms increasingly choose to locate themselves in the city rather than in the gentler climes of Greenwich and Stamford. Being here allows firms to raise money from wealthy city-dwellers and investors who don't want to make the trek up I-95 to Fairfield County. It also, presumably, gives them many more Seamless options at lunchtime.


Ever since Trump made the deal with Democrats on the budget, debt ceiling and hurricane relief, people have wondered whether or not he'll continue his attempts at bipartisanship and work with the Democrats on tax reform. Apparently he's going to do that and has signaled his plans by arranging a dinner tonight at the White House.
The invitees however, tell us a lot about the limits of how far he is willing to go at this point. Trump didn't include Democratic leaders Nancy Pelosi and Chuck Schumer. Instead, he invited Sen. Manchin (D-WV), Sen. Heitkamp (D-ND) and Sen. Donnelly (D-IN). In addition to the fact that these three are up for re-election in 2018 and come from red states that voted overwhelmingly for Trump, they are the only three Senate Democrats who didn't sign the letter this summer that stipulated the conditions under which the party would be willing to negotiate on tax reform: no tax cuts for the wealthy, no increase in the deficit, and no use of the 50-vote budget reconciliation process.
We'll have to see whether Manchin, Heitkamp and Donnelly will be willing to sign on to a Republican version of tax reform. But for right now, this tells us how the Trump administration is planning to move forward on the issue. Most notably, they are not willing to forgo the reconciliation process, which requires only 51 votes. To do that, the president would have to not only get all Senate Republicans on board, but win over eight Democrats to get to 60 votes. These three won't cut it. But they could give him the patina of bipartisanship—which a lot of people in the media will love—as well as a a five-vote hedge (52 Republicans plus three Democrats) on getting to 50 + VP Pence for the reconciliation process.
This means that the Trump administration will have to work with Speaker Ryan and Majority Leader McConnell to get the job done using the same system that failed so miserably on Obamacare repeal. That is most likely because they don't want to agree to the other two items the Democrats have demanded: no tax cuts for the wealthy and no increase in the deficit. So they're sticking to their guns on both the procedure and the policy with the hope that a couple of Democrats will be enough to ensure a different outcome than the one they experienced last time they tried this. We'll have to see how that works out for them.


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Residents to get say on future of Glasgow's 'Golden Z' shopping streets
The city's retail core consists of Buchanan Street, Sauchiehall Street and Argyle Street and has suffered since the coronavirus pandemic from retail changes.
Buchanan Street is part of Glasgow's 'Golden Z'. iStock
By Drew Sandelands, Local Democracy Reporter
People in Glasgow are to have have their say on the future of the city's 'Golden Z' shopping streets at a drop-in session as the council develops plans to revitalise the area.
Consultants have been appointed to re-imagine the city's retail core of Buchanan Street, Sauchiehall Street and Argyle Street.
They will host an 'ideas day' in the Lighthouse, on Mitchell Lane, on Tuesday, January 24 between 11am and 6.30pm.
Residents will be able to view information on current plans for a new 'vision' for the area and share their views on how the streets can be improved.
The project has been launched to respond to post-pandemic challenges facing Glasgow and will explore issues such as the impact of changing retail and leisure trends.
Argyle Street, Glasgow Google Maps
It will also look at growing city centre living and re-purposing vacant sites and buildings as well as future redevelopment proposals for Buchanan Galleries and St Enoch Centre.
Priorities for intervention and investment, both by the public and private sectors, will be identified.
A Glasgow-based consultant team — Stantec, Threesixty Architecture and Kevin Murray Associates — has been appointed. It held stakeholder sessions in late November and further consultation is planned next month.
Preparation of the new vision is expected to run until the end of March. Work has been funded by the Scottish Government's city centre recovery fund and is overseen by Glasgow's city centre task force, co-chaired by Cllr Angus Millar and Stuart Patrick, chief executive of Glasgow Chamber of Commerce.
After the consultants were appointed, Cllr Millar, convener for city centre recovery, said the streets had been "the retail heart of Glasgow, but changes in the sector mean that action has to be taken to ensure that the area continues to thrive in the future".
Mr Patrick said: "Glasgow's city centre is the vibrant heart for Glasgow's retail, hospitality and tourism sectors, acting as a regional jobs engine.
"Like all retail centres, changes in economic conditions and consumer spending habits tied with the lasting effects of the Covid-19 pandemic have catalysed a fundamental need for change in order to continue to thrive.
"Glasgow City Council's master-planning initiative is a welcome investment, helping to rebuild the area's reputation of being Scotland's premier place to work, live and visit."


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Alturi » News Items » Africa » Cameroon » Report documents continued persecution of LGBTQ+, intersex people in Cameroon
Report documents continued persecution of LGBTQ+, intersex people in Cameroon
01/24/2023 | Los Angeles Blade
A 2022 Human Rights Watch report shows LGBTQ+ and intersex people in Cameroon continue to suffer persecution and abuse. The Penal Code of 2016 criminalizes consensual same-sex sexual activity for both men and women. It carries a maximum penalty of five years in prison and a fine. Cameroon's first penal code, which was adopted in 1965, did not criminalize homosexuality, but a 1972 amendment made consensual same-sex sexual activity illegal. "In 2022, armed groups and government forces committed human rights abuses, including unlawful killings, across Cameroon's Anglophone regions and in the Far North region and the persecution of LGBT people and mob attacks against members of the LGBT community intensified," notes the report.
ISSUES: Culture Religion and Politics, Discrimination and Equality, Human Rights, Transgender and Intersex Issues
COUNTRIES: Cameroon
REGIONS: Africa


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Aphria announces new policy for corporate governance controls
Christina PellegriniCannabis Industry Reporter
Aphria workers enter the company's Leamington, Ont., greenhouse.
Aphria Inc. says it is taking steps to improve its corporate governance by adopting a formal policy for how company insiders can invest in other cannabis companies and sit on their boards.
The grower of medical marijuana, which is based in Leamington, Ont., announced the new policy for its directors, officers and other key employees on Wednesday in a press release, adding that non-compliance would result in sanctions. However, Aphria didn't disclose specifics and didn't reply to a request for comment.
But the effects of the new measures are already being seen.
Aphria chief executive officer Vic Neufeld and director Renah Persofsky stepped down from the board of Scythian Biosciences Corp. on Tuesday "to ensure best arms-length compliance as part of an expanding partnership" between the two firms, Mr. Neufeld said in a separate press release on Wednesday. Aphria owns 10 per cent of Scythian, a company exploring ways to treat brain injuries with cannabis. Aphria also has a deal in place to sell oils to an Argentine company that Scythian is in the process of buying.
In addition, on April 10, multiple Aphria directors and its chief financial officer disclosed personal holdings they acquired as early as mid-2017 in Liberty Health Sciences Inc., the Florida marijuana producer that has ties to Aphria, according to insider disclosure filings.
The fresh measures come one month after The Globe and Mail reported that six Aphria directors and its CFO personally held stock in newly acquired Nuuvera Inc. Their holdings weren't disclosed to the market until late March when the Nuuvera shares converted into Aphria stock, raising questions over the potential for conflicts of interest.
Some executives, directors and investors in cannabis companies have made millions amid the Canadian government's move to legalize and regulate recreational marijuana. At the same time, countries around the world are developing their own medical regimes, further piquing investor interest in the sector.
Listed on the Toronto Stock Exchange, Aphria is one of Canada's biggest legal marijuana producers, with a market capitalization of a little more than $2-billion.
But many marijuana companies are still in the startup stage. The swift rise in investor interest has boosted the scrutiny on their internal controls and processes. Bolstering these practices is seen as key as companies try to attract bigger investors and better talent by gaining legitimacy.
"The requirement for good governance has never been more important to the company in achieving its corporate objectives," Mr. Neufeld said in a statement. "We look forward to fulfilling a leadership position in governance in the emerging cannabis industry in Canada."
Aphria also said it clarified the role of lead independent director, but didn't offer details in its press release. The role is held by accountant Dennis Staudt. He has been an Aphria director since 2014 and is the chair of its audit committee.
Mr. Staudt was one of the directors who personally owned shares in Nuuvera, according to trading records. He also acquired shares in Liberty Health last year, a position that was disclosed on April 10.
Aphria also announced other appointments, including hiring Jakob Ripshtein to be its first chief commercial officer starting on May 1 and Christelle Gedeon for the role of chief legal officer as of June 1. Mr. Ripshtein spent the past decade at alcohol company Diageo, whose roster of brands include Smirnoff, Johnnie Walker and Guinness. Ms. Gedeon was most recently a partner at law firm Fasken, working on a few recent Nuuvera equity sales.
The company added that it's looking to add to its board.
Shares of Aphria fell more than 2.75 per cent in Wednesday trading to close at $9.79. Since mid-March, Aphria's share price has dropped by more than 30 per cent.
Follow Christina Pellegrini on Twitter: @chris_pelleOpens in a new window
Aphria stock rises as profit boosted by sale of Liberty Health Sciences shares
Aphria, Nuuvera deal prompts questions about disclosure rule gap
Aphria insiders held shares in takeover target, didn't disclose


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Biografia

Nacque nella città tedesca di Emmerich am Rhein ultimogenita del commerciante di stoffe Arend Block e di Ida Rutgers, che ebbero altri quattro figli, due ragazzi e due ragazze. La sua famiglia apparteneva alla chiesa mennonita e si arricchì con il commercio dei tessuti. In quel tempo per i Mennoniti, la città di Emmerich era un buon rifugio dalle persecuzioni religiose. Erano stati esclusi dai pubblici uffici e quindi erano obbligati a esercitare una libera professione. Nell'Olanda Meridionale, Mennoniti fuggiaschi erano attivi nell'industria tessile e nel commercio, in particolare di seta e altri tessuti. Inoltre le ricche famiglie mennonite di Amsterdam erano strettamente imparentate dal momento che i matrimoni erano celebrati tra persone dello stesso gruppo.

Tra il 1632 e il 1646, entrambi i genitori di Agnes morirono. Con le sue sorelle probabilmente fu ospitata presso la famiglia di David Rutgers, il fratello della madre, e di sua moglie Susanna de Flines, che abitavano sul canale Singel ad Amsterdam. La famiglia Rutgers era fiamminga mennonita, mentre i de Flines erano Mennoniti di Waterland.
Il 2 maggio 1649 si sposò ad Amsterdam con il cugino Hans de Wolff (1613-1670), vedovo mennonita e mercante di seta. L'unione fu senza figli. In occasione del matrimonio Joost van den Vondel, che era suo zio, scrisse la poesia Mayboom voor Joan de Wolf, en Agnes Block, in cui descriveva Agnes come una ragazza seria, dedita alla lettura e che non ricercava alcun lascivo divertimento. Questa poesia era inclusa in un pacco contenente altre poesie e canzoni che furono stampate in occasione delle nozze sotto il titolo de Bloemekrans ter bruiloft van den E. bruidegom Joan de Wolf en d'E. bruyd Agnes Block. Fu anche forgiato un medaglione d'oro, su cui Vondel incise alcuni versi.

Agnes Block e Vondel
Dopo il matrimonio Agnes si trasferì in Warmoesstraat, dove il marito con sua figlia viveva e teneva i suoi commerci di seta. Vondel, che conosceva Agnes fin da piccola, abitava nella stessa strada. Secondo il suo biografo Gerard Brandt, Vondel pranzò presso di lei tutti i venerdì a mezzogiorno, per quattordici o quindici anni, anche dopo la morte del marito Hans.

Tra Agnes e Vondel, che era definito da Brandt un appassionato di tutte le scienze inutili e un nobile artista, soprattutto un poeta, pittore, disegnatore e incisore, vi era una solida amicizia, dimostrata anche dal ritratto che l'artista le fece, dai libri che le donò e dalle poesie che scrisse per lei.

Agnes si dedicò allo studio, alla lettura, al disegno, alla pittura con acquerelli e alla scultura, ma preferiva occuparsi di giardinaggio. Questa sua inclinazione giocò un ruolo importante nella sua vita.

Acquisto di una tenuta sul Vecht e secondo matrimonio
Nel 1668 Agnes e il marito si trasferirono in una casa al numero 162 di Herengracht, dove Hans de Wolff morì nel febbraio 1670. Nel luglio dello stesso anno la vedova acquistò una fattoria presso Loenen aan de Vecht. Qui fece costruire la villa Vijverhof, costituita da una casa principale, una serra e altri annessi, frutteti, giardini e stagni. In quell'epoca, era usuale che i ricchi abitanti di Amsterdam investissero parte del loro denaro nell'acquisto di tenute di campagna. Anche la famiglia de Wolff possedeva una villa presso Purmerend.

La guerra del 1672 rallentò i lavori di costruzione di Vijverhof, come evidenziato dalla poesia per il matrimonio scritta dal poeta Joachim Oudaen nel 1674, in occasione delle seconde nozze di Agnes con Sijbrand de Flines (1623-1697), ricco mercante di seta mennonita, cugino della madre adottiva Susanna de Flines.
La cerimonia ebbe luogo il 9 settembre 1674, ad Amsterdam. Il matrimonio fu senza figli, ma Sijbrand de Flines, che era vedovo, aveva due figlie dal precedente matrimonio. Anche Vondel scrisse alcune poesie per il matrimonio. Una di esse fa riferimento all'amore di Agnes per le piante e i fiori, che ella con le forbici imita ritagliandoli nella carta.

Dopo la guerra fu costruita velocemente una casa maestosa come un piccolo palazzo sul Vecht, come si vede dall'incisione di Daniël Stopendaal del 1720. Su entrambi i lati della casa vi erano quattro file di aiuole in stile francese, unite da siepi potate basse. Sull'angolo orientale del giardino vi era un pergolato con una bella vista sull'ansa del Vecht. A sinistra delle aiuole vi era la serra, dove Agnes teneva le piante rare ed esotiche.

Dopo il matrimonio gli sposi abitarono nella casa dei Block in Herengracht, ma trascorrevano gran parte del tempo nella tenuta Vijverhof, dove alla fine rimasero permanentemente, come indicato nel testamento di Agnes del 1694. Nel 1699, due anni dopo la morte del marito, la Block lasciò la casa in Herengracht a un parente, mantenendo una camera come pied-à-terre.

Botanica e Collezionismo
A Vijverhof, Agnes si rivelò una capace coltivatrice di piante rare ed esotiche: centinaia di specie di piante e fiori provenienti da ogni dove furono curati nei suoi giardini e nella serra. Alcuni semi furono importati direttamente dall'America orientale, altri furono ottenuti tramite scambi con alcuni botanici, sia in patria che all'estero, compreso Lelio Trionfetti, professore di botanica a Bologna e Paul Hermann dell'Orto botanico di Leida.
Aveva anche contatti con Jan Commelin, fondatore dell'Orto botanico di Amsterdam. Vijverhof, con i suoi giardini, attirò anche visitatori stranieri, come il tedesco Z.C. von Uffenbach.

Fu la prima botanica che riuscì a coltivare una pianta d'ananas fruttifera nei Paesi Bassi. Così, giustamente orgogliosa per questa impresa, fece rappresentare in vari modi l'ananas. La prima volta nel 1687 fece eseguire un disegno del frutto da Alida Withoos poi nel 1694 un dipinto da Jan Weenix, in cui, oltre alla coppia Agnes-Sijbrand con due bambini che probabilmente erano le figlie di Sijbrand, è rappresentato tutto quanto di più importante Agnes aveva: sullo sfondo, la tenuta Vijverhof, nella parte mediana una voliera, in primo piano a sinistra per l'appunto l'ananas, un raro cactus, sulla destra rarità collezionate, come conchiglie, farfalle, una statua, un disegno di un uccello, libri e un quadro. Infine nel 1700 fece incidere un ananas su una medaglia d'argento. Nella parte anteriore c'è il suo nome e ritratto e la citazione Flora Batava. Dall'altra parte è mostrata la dea Flora, cioè Vijverhof, e un'iscrizione latina Fert Arsque Laborque Quod Natura Negat, cioè L'arte ed il lavoro producono ciò che la natura nega, ovvero solo con l'aiuto di Agnes Block Vijverhof può fiorire.

Anche un cugino sia di Agnes che di Sijbrand, Philips de Flines, era un grande appassionato di botanica, della vita in villa e di arte. Le sue collezioni di piante e animali, di dipinti italiani e francesi e di sculture classiche erano famose.

La collezione documentata
Agnes Block si accostò alla botanica in modo scientifico. Possedeva letteratura in molte lingue, anche se scrisse a Trionfetti a Bologna che non era in grado di leggere i libri in latino, italiano e francese, ma li utilizzava solo per le illustrazioni e i nomi.

Lasciò accurata documentazione della sua collezione. Una ventina d'artisti, specializzati in rappresentazioni botaniche e zoologiche, furono da lei ingaggiati per eseguire centinaia di acquerelli aventi come soggetti le piante, i fiori e gli uccelli di Vijverhof. Tra di essi vi erano Herman Saftleven II, Pieter e Alida Withoos, Anna Maria Sibylla Merian e sua figlia Johanna Herolt-Graff, Pieter Holsteijn II, Maria Moninckx e Johannes Bronkhorst.

I disegni, catalogati in libri, furono acquistati da Valerius Röver di Delft dopo la morte della Block e successivamente dispersi. Grazie al catalogo che Röver fece della sua collezione nel 1730, si conosce quali piante e fiori Agnes Block fece rappresentare e da chi. A volte su o dietro alcuni disegni è riportato il nome della piante o dell'animale rappresentato o dell'autore dell'acquerello.

Testamento ed eredità
Per ben dieci volte Agnes Block cambiò il suo testamento. Sembra che cugini e nipoti con il suo stesso nome abbiano avuto un trattamento preferenziale.

Agnes morì il 20 aprile 1704, nella casa di sua nipote Ida de Neufville, ubicata lungo il Keizersgracht, all'età di settantaquattro anni. Fu sepolta nella Oude Kerk. Il letterato Ludolf Smids scrisse una lamentazione per la sua morte e fu prodotta una medaglia funebre d'argento.

Il testamento stabiliva che la casa, i disegni e i dipinti dovessero rimanere insieme.
Dal momento che i nipoti non vollero acquistarla, Vijverhof fu venduta. Valerius Röver acquistò, oltre al libro dei fiori e al libro degli uccelli, la maggior parte dei dipinti della collezione Block. Non è noto dove siano finiti i disegni eseguiti dalla stessa Agnes.

Dopo la morte di Röver, i dipinti furono acquistati dal Langravio di Hessen-Kassel. I disegni, invece, furono dispersi. La villa fu comprata da Benjamin Teixera, che assieme al fratello Samuel si occupò della casa e del giardino con grande cura. Nel 1717 Vijverhof fu visitata dallo zar Pietro il Grande, che fu così colpito dalla perfezione con cui il giardino era gestito da assumere il giardiniere.

Alla fine del XVIII secolo dei giardini non rimase traccia e nel 1813 la casa fu demolita. La maggior parte dei mobili fu venduta e dispersa.

Note

Bibliografia
 Hanneke van Dijk, Agapanthus for gardeners, Timber Press, Portland, 2004, pag.10

Altri progetti

Collegamenti esterni

Illustratori botanici
Personalità del secolo d'oro olandese


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Voice Of Wealth
International Asia Belgium Brazil France Germany India Italy Luxembourg Middle East Monaco Morocco Poland Spain Switzerland United States Turkey
Please lengthen the characters to 3 or more.
DECODING YOUR
FINANCIAL UNIVERSE
Monthly Investment Strategy
Let's Talk About Sustainability
homeVoice of Wealth I Decoding Your Financial Universe
COVID-19: 3 APRIL UPDATE
#Articles — 03.04.2020
Florent BRONES, Chief Investment Officer
Financial markets have entered an intermediate phase in which volatility remains high but stock markets react less than before to bad economic news.
In terms of the Covid 19 pandemic, trends in recent days are continuing. There are few new cases of infections in Asia, the peak of the epidemic dates from the beginning to mid-March depending on the country. In Europe, the number of confirmed new infections is increasing, but less rapidly than before. It is even starting to shrink in Italy where there has been better news for several days. The number of deaths remains high and on the increase. But it seems quite clear that the peak of the epidemic in Europe is close, three to four weeks after the implementation of harsh containment measures.
In the United States, on the other hand, new infections continue to increase very rapidly, and we are still in the expansion phase of Covid19. Containment measures are neither national nor strictly applied. The peak of the epidemic looks far away.
Economic news is bad, worse than many anticipate. Yesterday, the number of new jobless claims in the United States doubled by contribution last week. Three figures to measure the extent of the deterioration in the US labour market: two weeks ago, 280,000 jobless claims, last Thursday 3.3 million, yesterday 6.65 million. This afternoon, the important monthly employment report will shed new light on this deterioration.
Another significant piece of economic data was the announcement by the German government that it would reduce its forecast GDP by 8% in the first half of the year, leading to a 5% drop in activity for the year as a whole. Never since the Second World War has such a contraction in activity been observed.
This morning, purchasing manager indices for services for March were published in Europe; they hit new records at -17.4 in Italy, -27 in France, -29.7 at the European level. The level below 50 indicates a recession ahead; the lowest levels in previous recessions were around 40. An index below 30 indicates a severe recession in services, which are assumed to be less cyclical than industry. The economic cost of containment is very important!
Yet this bad economic news was more than offset yesterday by the rebound (+20%!) of oil prices. A tweet from U.S. President Trump sufficed: negotiations seem to be under way between OPEC, Russia (and even the United States) to reduce oil production by at least 10 million bbbl/day. These negotiations were neither confirmed nor denied, and this morning the announcement of a virtual OPEC meeting on Monday 6 April allows for a continued rise in oil prices. Yet the decline in demand for crude globally is closer to 25 to 30% because of containment measures (global production of around 100 mb/d). 10 million barrels would not be enough.
Financial markets remain under pressure: risk indicators are high but far from their mid-March highs. For example, volatility on the US stock market index, the VIX, peaked at 82 on 16 March, and now trades at 51, but moved between 10 and 20 during 2019. We could multiply the examples with V2X, or CDS on credit, or spreads on liquidity. Markets are tight, but risk appetite is slowly returning; it is clear that issues of good quality corporate bonds are being bought, issues that are starting to pick up again on recent days. The market is once again becoming active.
In our view, we have entered a new phase, that of the horizontal U bar we expect, with the U being a crude visualization of the profile we expect for economies, interest rates and stock markets. The phase of sharp decline seems to be over; we entered the phase of stabilisation with volatility. Markets digest bad news. The timing of the rebound phase remains unclear to date. This timing will depend on news about the pandemic that is inherently unpredictable. There are opportunities to accumulate from a medium to long term investment perspective, but the short term remains uncertain.
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Intelligent Automation Radio is the #1 podcast for IT executives seeking insights on the impact and opportunities for innovation that automation is delivering to businesses around the world. Featuring thought leaders in AI, Machine Learning, Orchestration, Security Automation, and the Future of Work.
Dec 04, 2018 Episodes
Episode #6: Insights from IBM: Digital Workforce and a Software-Based Labor Model
In today's episode of Ayehu's podcast we interview Gene Chao, Global Vice President and General Manager at IBM Automation
Automation, Artificial Intelligence, and Machine Learning are disrupting work environments in nearly every major industry and job function around the globe. This tectonic shift in how work gets done is almost as breath-taking as the pace at which the change is occurring. Depending on one's perspective, this digital transformation is either exciting, unsettling, or even both. If however you run the automation practice for IBM, a Fortune 100 company, your perspective is uniquely broader, and decidedly more enlightened.
As Global Vice President and General Manager for IBM Automation, Gene Chao probably knows as much as anyone else in the world about the current state of these technologies, and the impact they're having on the enterprise. Gene joins us to share his views on what a digital workforce with a software-based labor model will look like, why organizations clinging to rigid centralized hierarchies may not remain competitive much longer, and which metric is the worst indicator at gauging the effectiveness of automation.
Guy Nadivi:	Welcome everyone. My name is Guy Nadivi, and I'm the host of Intelligent Automation Radio. Our guest on today's episode is Gene Chao, Global Vice President and General Manager for IBM Automation. Gene leads the entire global spectrum of IBM's automation business with responsibilities that include building and developing IBM's offerings across automation, artificial intelligence, and enterprise solutions. Prior to leading IBM's automation business, Gene had a distinguished career with such global IT leaders as CSC, Hewlett-Packard, and Accenture. And most recently prior to joining IBM, Gene was the Chief Revenue Officer of IPsoft. And I can't imagine too many other people having as broad an insight on the global automation market as Gene Chao. And so we invited him to come on our show, and we're very pleased he's able to take time out of his extremely busy schedule to join us today. Gene, welcome to Intelligent Automation Radio.
Gene Chao:	Thank you so much Guy. Really excited to be here, and I think the topic is top-of-mind, and hopefully the audience agrees. We have a lot to talk about, so thank you again.
Guy Nadivi:	All right. Let's dive in. Gene, not too many people know this tidbit, but the company that eventually became IBM started out in the 1880s I believe building scales. So I think it's appropriate that I start out today by asking you to "weigh in" about intelligent automation, which you talk a lot about in your own presentations, and of course is what our show's all about. How do you define intelligent automation?
Gene Chao:	Well, it's a great question, Guy. "Automation", amongst other terms in the industry, have become so broad, just like "AI", just like "platforms". We actually mean something pretty specific here at IBM. The way we define it is, think about automation has traditionally been about routines, repetitiveness. It's about a static way of working, or a static workflow. This holds true across physical robotics, assembly line type of things, as well as what I'll call the first generation of your knowledge worker automation. Think of things like advancing macros, or even elements like screen scraping. However, with the advancement and the ability to take advantage of new artificial intelligence elements, the advancements of machine learning, really good insights into patterns and anomalies, those micro data and business insights, a workflow rebalancing has shifted that static workflow into a dynamic workflow. To us, this is intelligent automation. Not only being able to create the static aspect of it, but the ability to learn, to adapt, to interpret with the advent of machine learning and AI, to start creating an autonomous workflow. Things that understand, things that it will be able to self-adjust and self-correct. This is the new way of working.
Guy Nadivi:	So now speaking of workflow, you've stated that people following a process supported by technology is basically a dead-end paradigm, and the future will be one where processes are run by technology, supported by people. Can you elaborate a bit on that, and perhaps give an example where you've seen that next generation approach implemented?
Gene Chao:	Oh, absolutely. And it's interesting. What started out as sort of a pithy, hooky type of statement has really become the cornerstone of our methodology. And if you don't mind, let me work backwards a little bit. You asked about a specific example. The best example I can give is a business, look at Netflix, right? It's a perfect example where recommendations, the insights into who's watching what and when, those "jobs" if you will are done by algorithms, by bots. They're not being interpreted by a human or a person. People are there to support the system. They're there to support the algorithms. And that's what we mean by this whole shift into technology running the process, supported by people. It's not that we don't need people. People are a very important aspect of development and certainly the management of these things, but processes have traditionally been designed for people to follow. The new sort of paradigm as you call it is really around rebalancing that workflow. What people do, versus what the systems and algorithms can do, that's fundamentally changed, which is why we're trying to introduce the concept that those automation technologies, those things that actually trigger those processes, those are done by systems and technologies, rather than people igniting that spark. Does that make sense, Guy?
Guy Nadivi:	Yeah. So Gene, in that future where processes are run by technology, you've predicted there will be a digital workforce comprised of software-based labor. What will that look like?
Gene Chao:	Oh, that's a really good question. In what I'll call a classic model, there's a people-only aspect, and then there's what I'll call a people plus machines, or a people augmented by technology aspect. And that was good. That was a necessary step as we took a look at what our computing powers can do, what the software components can do. It's what created the maturity of things like systems of record or ERP systems. But now you introduce a third part, which are what I'll call the digital workforce or the virtual co-workers. And now you have a three part framework that looks like people only, people plus machines, and then a software-based labor model. That's what we mean by the digital workforce. And there's actually two sides of it. There is a digital workforce which is literally a software-based labor model, and then there's what I call digitally-skilled people. So how do we move from being a pure back office accountant into an accountant that also manages technology? So those are the things that we comprise as a digital workforce.
Guy Nadivi:	You've talked about how automated processes that touch multiple departments divided by walls will eventually cause those walls to come down, and that suggests a flattening of the organizational hierarchy away from a centralized paradigm. And as most people know, flatter organizations tend to move quicker than hierarchical ones, and generally also require employees to take on elevated levels of responsibility and greater involvement in decision making. So as automation becomes more ubiquitous, do you think organizations that cling to rigid hierarchical structures will still be competitive?
Gene Chao:	That's a very emphatic no. Those dynamics and those changes are already happening. So a couple sort of, let's double-click into that. There's two aspects into what I want to talk about. First is, we have the concept of trying to move everything into a stay through processing model. So we've taken a look at all of our work, whether it's supporting our clients, running our business, even the way we provide consulting type of projects, and we've classified that work into where those routines are, what are those repetitions where there's unique knowledge or unique work, and we've tried to reshape those workflows into everything straight through processing. So it becomes at a machine time, a machine speed if you will in terms of how that stuff gets done, how work gets done. That completely takes away the organizational hierarchy, because as you think about vertically integrated processes, and I'll use the case of a banking environment. Banks have their customers, customers may have a checking and savings account, might have a 401k or investment management. They might also have a mortgage. How do you maintain those stove pipes while saying, "I'm gonna be customer-first," and really understanding the customer relationship aspect of that? You have to break down those departmental walls. You have to get through an ability to transact, scrape through without hiccups, and you have to tear down those hierarchies.
Now, easier said than done. You touch upon one thing that is critical is the requirement of employees to take on elevated levels of responsibility. Absolutely. You have to become cross-functional which means you have to be cross-trained, and you have to be able to look across the organization and upside-down and sideways to figure out the right organizational dynamic. Those workflows will drive those new organizations. So long winded way to say "no, many businesses have already changed, they've already decentralized some of those paradigms", and those are the ones leading the market today.
Guy Nadivi:	It's pretty clear automation is heralding some dramatic shifts in corporate cultures, and I'm curious, what are currently the biggest bottlenecks IBM is seeing that are preventing wider adoption of automation, and more importantly, how will those be resolved?
Gene Chao: We could probably do another show on that one. And I wouldn't say anyone's technically wrong, it's just that there's a fear factor in this. But let me land on two key things around the bottlenecks. The first one is, having a belief or trust that the technology can actually work. There's just a general fear that's created. So is my job gonna be lost to a bot? I wouldn't worry about that too much, because we're not in a place where complete swaths of people are gonna get completely eliminated, right? So there's a fear over if I adopt this quickly and I adopt this well, we're gonna lose our human intelligence. We're gonna lose our human capital. That fear factor paralyzes a lot of companies. And we have this phrase which is around automation and/or AI that is responsible. Those are the types of things that we're working on.
The second big bottleneck is really understanding the design principles of how to do this. Let me kind of shorten that and say, many of our clients are using these technologies as sort of an extra tool in their backpack as opposed to really taking a look at fundamental charter, role, and job changes in that adoption. They're just saying, "Hey, maybe there's an RPA, robotic process automation technology. We'll just kind of shove it into that process, and we'll find two hours of efficiency." Those little points of light does not add up to an economic change. Those little points of light, as we joke around, we call those longer lunch breaks. So we've created some efficiencies and some productivity, but that wider adoption, that automation at scale as we say, never really happens. So we start to take a look at the strategies and the blueprinting at a wider adoption level.
Guy Nadivi: Switching gears for a moment, taking a broader view Gene, I'm curious from your vantage point, what industries have you seen benefit the most from intelligent automation?
Gene Chao: That's a great question. There's a bit of a complex answer there. Let me answer that in two ways, and really in a pivot. By industry or sector, we've noticed that those that are highly digitized, so think about banks or investment management companies, think about companies that use that next set of digital data. Those are the ones that have been the early adopters. So if I could pick the top three in terms of adoption, I would say banking and financial services. I would say the second industry is around industrials and/or manufacturing. I think that's because they're already used to the robotics element. And the third one that's been up and coming very, very quickly for us, funny enough, is consumer goods and retail, because they've already introduced the topics on sort of a chat bot or the buying assistant. You go onto websites now and there's a buying assistant there or a bot to help you through a purchasing process. They've now taken that one step further.
So those are the three industry sectors that I would focus on in terms of earliest adoption. However, if I pivot to a different approach to how they use automation, there's sort of a three-part answer. The first one is around IT service management. How do we fundamentally take back office processes and automate the heck out of it? How do we move to a virtual engineer or a virtual service agent model? The second one is really around the running-the-business processes. Think about accounting, think about HR and recruiting. Think about internal sourcing and procurement. Those are the first two areas that have been almost to the degree of table stakes that you have to go address through an intelligent automation engine. The last one is a focus on that front office. This is where that banking or financial services approach has been leading the way. Think about things like a "robo-adviser" for investment management. They're now flowing that all the way through from advice given to their customers, making sure this compliance and regulatory aspects on doing things like tax returns and investment management. The front office has really started to adopt this approach. So that's almost in the stack ranking. Biggest, widest adoption and IT operations and service management. Right underneath that would be the run-the-business processes, your non-core processes, and the third would be in the core business processes that they have. That make sense?
Guy Nadivi:	It does. And it makes me wonder, the financial services, manufacturing, consumer goods and retail, those are three very different industries, and the processes you discussed were also very diverse. So I'm curious, from all that diversity, is there a particular metric you like above all others that best captures the effectiveness of automation to those types of enterprises?
Gene Chao:	Absolutely. And I'll actually start on the other end of the spectrum where automation has classically been viewed as a cost or productivity play. So what's been happening is expense ratios, and I think funny enough the worse one for me is around managing headcount out of the business, so people reduction. Those are to me the worst indicators of effectiveness, because there are disconnects between operating model, use cases, and translating that into your operating expense, in this case people. We try to advise folks to go beyond that and get into taking a look at the turnaround time of a process. Measure the run time of how long a process takes, the effectiveness of the outcome. We're introducing topics like different types of resource units. I talked about the digital workforce. Think about a human resource unit versus a software-based resource unit. Humans are managed in terms of 2,000 hours a year. Machine time, robotics, or automation is measured in 6-7,000 hours a year. So just by the effectiveness of the software technologies, that entire metric has changed. And we're in the middle of trying to drive the new commercial terms around that. So those advancing commercial terms are really what's gonna be able to capture the effectiveness of what we're doing.
Guy Nadivi: You mentioned unrealistic metrics, and that leads me to wonder what are some of the most unrealistic expectations about automation that you've encountered?
Gene Chao: Yeah, it's sort of coupled, and I'll pick on the RPA community a little bit. It's "Hey, adopt RPA and you're gonna save 40% tomorrow." I just haven't seen that happen. Unrealistic expectations are really centered around the speed at which you can get these economic gains. There's a lot of design principles, there are very many touch points and dependencies along the way before you really see a new operating model in terms of that work flow. So don't think you're gonna get sort of an in-quarter return on investment, especially when that bad metric I talked about in terms of people or head count take down, that doesn't happen very quickly. And when you start looking at the cost benefit of it, you just gotta be careful. So that's sort of that speed to realization of economics. That's the worst one.
Guy Nadivi: Gene, for the CIOs, CTOs and other IT executives listening in, what is the one big must-have piece of advice you'd like them to take away from our discussion with regards to implementing automation?
Gene Chao:	I think it's actually two. I quickly mentioned one. The first one is understand the enterprise impacts to what you're doing. 60-70% of the design principles of intelligent automation are common regardless of domain area. So having an automation element running your infrastructure, the baseline or common service areas are very similar if not the same to your front office processes. Now domains are obviously in question and have a uniqueness to it, but there's a lot of what I'll call baseline work that has to get done. So consider your enterprise strategy. The second one is be very specific on what I call "use case hunting". That economic return, that operational return, be really specific. Can't just be, put that in your backpack, we're all good. It's gotta be mindful, and it's gotta be thought out across functional design areas.
Guy Nadivi: Use case hunting may be my new favorite term in the automation glossary. All right, looks like that's all the time we have for on this episode of Intelligent Automation Radio. Gene, thank you very much for coming on the show today and sharing some really intriguing insights about the global automation market. It's been great having you as our guest.
Gene Chao: My pleasure. Always fun with you, Guy, and look forward to the next one.
Guy Nadivi: Gene Chao, Global Vice President and General Manager for IBM Automation. Thank you for listening everyone, and remember, don't hesitate, automate.
Gene Chao
Global Vice President and General Manager - IBM Automation
Gene leads the entire global spectrum of IBM's Automation business, with responsibilities for building/developing offerings, skills, and competencies across automation/autonomics, artificial intelligence, and enterprise solutions. Gene's team encompasses this foundational business area through market/client advocacy, thought leadership, delivery assurance, and developing IBM's ecosystem and client engagement models.
Throughout his career, Gene has held general management, sales, and executive leadership positions in the business & IT services arena. He most recently arrived from IPsoft, where he was the Chief Revenue Officer. Gene's experience spans business and technology consulting, as well as managed/outsourcing services with leading companies such as CSC, Hewlett Packard, and Accenture. Additionally, he also has broad corporate finance experience as he began his career as a financial analyst with Shearson Lehman, and also resides on the Board of Trustees for Active Weighting Funds (ETF provider).
Gene can be found at:
E-Mail: gene.chao@ibm.com
Twitter: @gene_chao
LinkedIn: https://www.linkedin.com/in/gene-chao-46474/
Moreinformation about IBM Automation can be found at this link:
https://www.ibm.com/automation
"To us, this is intelligent automation. Not only being able to create the static aspect of it, but the ability to learn, to adapt, to interpret with the advent of machine learning and AI, to start creating an autonomous workflow. Things that understand, things that it will be able to self-adjust and self-correct. This is the new way of working."
"It's not that we don't need people. People are a very important aspect of development and certainly the management of these things, but processes have traditionally been designed for people to follow. The new sort of paradigm as you call it is really around rebalancing that workflow. What people do, versus what the systems and algorithms can do…"
"How do you maintain those stove pipes while saying, "I'm gonna be customer-first," and really understanding the customer relationship aspect of that? You have to break down those departmental walls. You have to get through an ability to transact, scrape through without hiccups, and you have to tear down those hierarchies."
"You have to become cross-functional which means you have to be cross-trained, and you have to be able to look across the organization and upside-down and sideways to figure out the right organizational dynamic. Those workflows will drive those new organizations."
"So is my job gonna be lost to a bot? I wouldn't worry about that too much, because we're not in a place where complete swaths of people are gonna get completely eliminated…"
"Unrealistic expectations are really centered around the speed at which you can get these economic gains. There's a lot of design principles, there are very many touch points and dependencies along the way before you really see a new operating model in terms of that work flow."
Ayehu's IT automation and orchestration platform powered by AI is a force multiplier for IT and security operations, helping enterprises save time on manual and repetitive tasks, accelerate mean time to resolution, and maintain greater control over IT infrastructure. Trusted by hundreds of major enterprises and leading technology solution and service partners, Ayehu supports thousands of automated processes across the globe.
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Episode #1: Automation and the Future of Work
Episode #2: Applying Agility to an Entire Enterprise
Episode #3: Enabling Positive Disruption with AI, Automation and the Future of Work
Episode #4: How to Manage the Increasingly Complicated Nature of IT Operations
Episode #5: Why your organization should aim to become a Digital Master (DTI) report
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Neither the Intelligent Automation Radio Podcast, Ayehu, nor the guest interviewed on the podcast are making any recommendations as to investing in this or any other automation technology. The information in this podcast is for informational and entertainment purposes only. Please do you own due diligence and consult with a professional adviser before making any investment
What will 2019 have in store for AI and machine learning?
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New research shows us that emotions are contagious and affect the people around us. Read this article to find out how our emotions affect our culture and also how we can improve our cultural leadership.
Adapted from the HBR article by Daniel Goldman, Richard Boyatzis and Annie Mckee.
Latest psychological research tells us that our emotions drive and guide our behaviour, develop or ruin relationships, guide attention and help us store memories. Put simply our emotions control our performance and quality of life. They even have a dramatic impact on our health as negative emotions lead to the release of toxic chemicals that damage our body. Intensive care units have shown that patients who are comforted by others have lower levels of stress hormones, lower blood pressure and even have lower secretion of artery clogging fatty acids.
Obviously emotions have a big impact on you, but do your emotions affect your environment?
The reality is that emotions are carried through your organisation like electricity through a cable.
Put another way your emotions are contagious. The question is are your emotions worth catching?
A closed loop system is one that regulates its self and is not influenced by the outside world. Your emotions/mood is an open loop system meaning that the environment affects them. This open loop system allows a mother to console her distraught child, or a manager to rev up their sales team.
This means that our mood affects the mood of our team. In 2000 Caroline Bartel at New York University and Richard Saavedra at the University of Michigan found that people in meetings adopted the same mood (good and bad) within 2 hours. They also found that teams of nurses and accountants tracked the same emotions over the week, even though they varied in terms of external stress and challenges.
Depending on what sort of emotions you bring to work you could be quite literally killing your co-workers. Pause for a moment and consider how do you affect the mood of your team? We so often only focus on the role of the leader, however we all affect the mood of our team.
Having said that the greatest influence on a team is the mood of the leader. It is so potent that many leaders should consider their primary task as the emotional leadership of their team. This is not to say that leaders cant have bad days, however research tells us that teams perform best and solid culture is built when the leader regularly has an optimistic, authentic and high energy mood.
Can we change our mood? In a word YES!. A person's emotional state and attitude are not genetically hard wired, they can be changed. However we all have a bias towards a certain style and emotional set point.
The more we act in a certain way be it happy, cranky or sad, the more we reinforce that pattern in our brain and the more we act that way.
This is where emotional intelligence matters. An emotionally intelligent person can be self aware of their mood/emotions, change them for the better through self management, understand their impact through empathy and act so that they improve the emotional state of those around them.
What emotional state do you want to be in? Picture how you want to act, be perceived, what is the mood of your team like. Get a clear understanding of how you want things to be.
Find out your starting point. Many leaders do not know how they affect their team and environment. I have spoken to many leaders to have them inform me of the great "vibe" in their team and how their team loves their leadership style. Only to be informed by the team that they see them as a "tyrant" and unapproachable. Park the ego and ask your team for feedback. The best way to do this in anonymously, you might also consider getting formal 360-degree feedback. In addition make it ok for your team to give you feedback on your emotional leadership. Relax we are not as perfect as we think we are.
How do you start to develop your leadership? First step is to up-skill yourself. Here are some things I have seen other leaders do in the past.
a. Simply start to research and educate yourself on this area through books and courses.
b. Take time to reflect, some of the best leaders I have worked with spend 30 mins a day reflecting on their emotional leadership. They analyse different situations during that day and examine how they reacted and how they could have responded in a better way.
c. Some look outside of work, they develop empathy and emotional regulation by coaching their children's soccer team or devoting time to a local charity.
Choose one emotion to work on. For example you may choose to practice more patience with your co-workers, more empathy, greater optimism or simply look at removing anger and judgement from your leadership style. The way we change our behaviour, is to do and redo the new behaviour, over and over again. This breaks old neural patterns. An added bonus is that we can fast track this with visualisation. Imagining something in vivid detail fires the same brain cells and neural pathways that are actually involved in the real life task. Before a meeting or on the way to work start to run through your head and picture how you want to lead and manage your team.
Find a coach or a colleague who you can debrief you activity with. I have encouraged many leaders in large corporates to form coaching groups where they discuss their challenges and how they handled them. The feedback has been that they are exceptionally beneficial.


text:
University of Cincinnati athletic director weighs in on Tuberville's outburst
Coach told heckler to 'go to hell,' 'get a job'
Posted: 3:19 PM, Nov 06, 2016
By: Joe Rosemeyer
CINCINNATI -- Call it what you want, it ain't an apology.
University of Cincinnati Athletic Director Mike Bohn issued a statement Sunday afternoon after frustrated football coach Tommy Tuberville told a heckler to "go to hell" and "get a job."
His outburst came as the Bearcats lost 20-3 to BYU at Nippert Stadium. The team is 4-5 overall this season, and 1-4 in their conference.
Bohn's explanation: Tuberville "was put in a no-win situation in front of his team last night which resulted in an out of character response for him. He expressed frustrations from an emotional game.
"Our team, led by our seniors, is fully engaged with coach and his staff to fight to the finish."
JOHN FAY: UC has got to fire Tuberville
WCPO's Keenan Singleton recorded Tuberville yelling at the heckler as he headed to the locker room. Since then, FOX Sports , Sports Illustrated and USA Today have picked up the story.
A statement on the postgame event near our locker room following the BYU game last night. pic.twitter.com/aX1iqOlxQx
— Mike Bohn (@mikebohn_uc) November 6, 2016


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text:
Kim Christiansen remembers being Miss Colorado – and twirling
By Bill Husted
9News' afternoon anchor Kim Christiansen will be honored Saturday night at the Miss Colorado Pageant at the Ellie Caulkins Opera House. She wore the state crown 1980-81 – so this celebrates the 30th anniversary of her reign.
"I was a teenager," says Christiansen. "And I look dramatically different today."
I say she looks better as a grown-up and a mom than she did as a CU-Boulder freshman.
Her talent was twirling, for which I have teased her for 25 years.
"Back in the day, it was a very competitive sport," she says. "I still have the batons. You never forget how to do it, but when and where would I do it?" Her speciality: Batons on fire!
And don't forget that she walked across a stage in a bathing suit at the Miss Colorado and Miss America Pageants.
"That will never ever happen again," she says.
But Christiansen says the experience was overwhelmingly positive.
"It was awesome. I learned to speak on a moments notice. I did about 130 appearances that year, parades, ribbon cuttings, speaking engagements. It was the ultimate internship for the profession I went into – before I even knew I was going into it."
Bill Husted's column appears Sunday, Tuesday and Friday. You can reach him at 303-954-1486 or at bhusted@denverpost.com.
Categories: The Peek
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Kim is knockout gorgeous.
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Victorian Fetish Ball coming this Saturday – and Aianny Celeste went to the prom in Denver – and now she's on the cover of Playboy
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New workout regimen - be mean — 8 comments
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HBO and Oprah visit Ted Haggard and Mike Jones - — 6 comments
Denver's Anti-Gym shuttered by IRS, Karolchyk vows to move on — 5 comments
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Denver Post columnist Bill Husted offers Denver, Colorado, gossip tidbits on celebrities, bold-faced people and other gadflies.
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