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Enjoy a substancial breakfast in our sunny breakfast room with a panoramic view of the green hillsides.
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Additionally, an alternating offer of homemade marmelades, cakes, bread, as well as seasonal fresh fruits and fruit salads, varieties of muesli, quark dishes, yogurt and scrambled eggs.


text:
'The Ruin' by Dervla McTiernan
Published by Sphere,
8 March 2018.
ISBN: 978-0-7515-6930-8 (PB)
Twenty years ago, Cormac Reilly, then a new recruit to the Garda (the Irish police), had been called out to a remote house in County Galway for what he had been given to understand was a minor domestic dispute. When he eventually finds the house, there are two young children there, a teenage girl, Maude, and a much younger boy, Jack, who has an injury. Upstairs is their mother. She is dead. Unsure of what to do and unable to contact his colleagues because the car radio doesn't work, he decides to take them both to the nearest hospital where Jack's injury can be tended, and the care of both children undertaken by social workers. But at the hospital Maude disappears and, since it appears that her mother's death from a heroin overdose may not have been accidental, she has become a prime suspect to which her disappearance adds. Cormac then moves to Dublin and becomes a leading member of the Dublin-based Special Detective Unit anti-terrorist unit. But the job is gruelling and when Cormac's scientist wife Emma is offered a great new job in Galway, Cormac, deciding that he too could do with a change, returns to the Galway Garda. But he finds that his new colleagues are far from welcoming, apart from his old friend Danny McIntyre who has stayed with the Galway Garda and made little progress until recently when he is transferred to the Galway drugs squad. Cormac, however, spends all his time looking into a variety of cold cases. An apparently parallel story is that of Aisling Blake, a doctor at Galway University Hospital. She is ambitious and wants to train as a surgeon, but her ambitions are threatened when she discovers she is pregnant. She and her husband Jack are undecided about what to do; the important thing is their love for each other. And then Jack dies; he apparently threw himself off a bridge. Aisling is devastated but she does what is expected of her: goes to the funeral, receives the condolences of those who knew him, then decides to go back to work. What she is not expecting is a visit from a woman who insists that she is Jack's sister and her name is Maude. Her arrival in Galway pulls in Cormac who links it to past cases of child abuse and that in turn leads to a vast web of allegations involving the past and the present.
This is an excellent story which will hold the reader right to the very end. Highly recommended.
Dervla McTiernan was born in County Cork, Ireland, to a family of seven. She studied corporate law at the National University of Ireland, Galway and the Law Society of Ireland, and practiced as a lawyer for twelve years. Following the global financial crisis, she moved with her family to Western Australia, where she now lives with her husband and two children. Her debut novel The Rúin sold in a six-way auction in Australia and New Zealand, and has since sold to the United States, the UK and Ireland, and Germany.
Andrew Garve
A J Cross
'The Master Key' by Masako Togawa
'The Killing Grounds' by Jack Ford
'Friend Request' by Laura Marshall
'Dark Pines' by Will Dean
'Foreign Bodies' Edited by Martin Edwards
'A Time for Role Call' by Doug Thompson
'The Perfect Victim' by Corrie Jackson
'Night Shelter' by Gil Hogg
'The Final Hour' by Tom Wood
'District VIII' by Adam Lebor
'The Royal Ghost' by Linda Stratmann
Mystery People at Portsmouth Library
Edgar Allan Poe and the London Monster by Karen Le...
'The Forgotten Room' by Lincoln Child
'Iron Wolf' by Dale Brown
'The Stolen Child' by Sanjida Kay
'The Whistler' by John Grisham
'The Buzzer' by David Mason
'The Well of the Dead' by Clive Allan
'Rocastle's Vengeance' by James Morley
'Here and Gone' by Haylen Beck
'White Bodies' by Jane Robins
'Out of Mecklenburg' by James Remmer
'Legacy' by Jim Napier

redpajama_set_name: RedPajamaCommonCrawl


One of the problems you might have when customizing ZenTao is how to add the customized features to the navigation bar. In this chapter, we will talk about how to do it.
The menu in ZenTao includes three level, the top menu, the module menu and the function module.
The code of menu definition is saved in the language files in zentao/module/common/lang/en. Now let's look at the definition of the main menu.
It defines the code of the Testing module. menu->qa defines the key value of the menu, which can be defined according to the actual definition of modules. The three parameters separated by the vertical lines are the text of the menu, the corresponding module and the method. This code is to define a top menu, the text of which is Testing, and link its index method to qa module.
Take the module menu of Product as an example.
These codes define the module menu in the Product and there are some new definitions.
It defines two elements, link and subModule, with array, when defining the link. One parameter field is added, productID=%s, which means the browse method used when linking the "Story" menu to the Product. The parameter passed is productID=%s, and %s will be changed into the actual product ID.
It is used to define submodules and highlight it. When you are in story module, the defined menu Product will be highlighted.
Alias means that the edit page and view page of the product are the same. Therefore, when you go to edit products, the Overview is still highlighted.
Every menu is displayed on the left by default. If you want to move it to the right, you have to define its float parameter.
By setting the float parameter, you define that the link of the newly added product will be displayed on the right.
Function module is printed in each module. Its extension method is the same as that of Views, which we will touch later.
What has been mentioned above is how to define a menu in ZenTao. Now we will talk about how to define the order of a menu in ZenTao. In the directory of common/lang/, there is menuOrder.php which is used to define the display order of each menu.
Once you understand the menu mechanism in ZenTao, it will be very easy to extend. Let's look at the steps to add pages to menu.
4.1 Create a file in the directory of module/common/ext/lang/en/. It can be abc.php and you can name it at your wish.
4.2 Add your own menu to the file, e.g. the build repository menu in the ZenTao Pro.


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text:
Is 'man up' the most destructive phrase in modern culture?
Documentary filmmaker Jennifer Siebel Newsom believes that being told to 'be a man' or 'man up' can have damaging repercussions
By Jonathan Wells 13 July 2015 • 10:33 am
The phrase 'man up' suggests a rigid construct for masculinity Credit: Photo: Coach for America
If you are a man, I can guarantee that at one time in your life somebody will have told you to "man up", or "be a man". Be it over crying at physical pain, complaining about the difficulty of a task or during a verbal fight, one of these phrases will have at some point found you. And, whether you realise it or not, the experience will have affected you.
Seemingly innocuous words like "man up" don't just affect us personally and emotionally, they also blur our understanding of masculinity and manhood as concepts. That's the argument Jennifer Siebel Newsom makes in her new film The Mask You Live In, which has won a series of accolades on this year's international film circuit.
Siebel Newsom has form when it comes to making films about gender politics. Her 2011 documentary Miss Representation explored the damaging portrayal of women in the media, while The Representation Project, which she founded, attempts to challenge gender stereotypes and help people fulfil their potential.
But The Mask You Live In is the first time she has turned the gender tables and focused her camera specifically on men. The film shames modern culture's strict adherence to stereotypes, with a particularly strong condemnation of the short, heavily-gendered phrases that have become unfortunate staples of our language.
So, what is it about the phrase "man up" that is so damaging?
The phrase itself is not particularly detrimental to man's self-esteem and confidence. Instead, it is the connotations of hyper-masculinity that unavoidably accompany it. Say "man" and the first thoughts you'll conjure up will be of action heroes – muscle-bound, tall, handsome stock characters with a fondness for fighting and a way with women. This stereotypical "box", as Siebel Newsom describes it, flashes into every man's mind when they are instructed to "man up". And even if we are just slightly outside of this box, insecurities begin to manifest themselves.
Such a feeling of insecurity and shame causes men to curl in on ourselves, contorting our personalities until we can squeeze ourselves into the box, the stereotype. In our vain pursuit of this hyper-masculine ideal, we effectively disconnect from who we really are.
• What does the phrase 'be a man' actually mean?
Emotions are repressed, budding interests quashed and steps taken to set ourselves on the path to emotional illiteracy. These are the unforeseen consequences of being told to "man up". And they influence and affect us throughout our entire lives.
Former professional American Football star Joe Ehrmann is a contributor on the documentary
From childhood, the media shows us what men should be. By the age of five or six we are conditioned to believe that it is not acceptable to cry. And throughout the unforgiving battlefield that is youth, we desperately fight to establish a respected, 'manly' place in a string of dominant and unjust playground hierarchies. At these young ages, we're taught the crucially misguided associations that 'being a man' is synonymous with power, wealth and athletic prowess.
These associations are the most damaging connotations of the phrase. We know that in basic anatomical terms, the borderline-obese, pallid computer programmer is no less of a man that the 6ft 4in, peck-dancing gym shark. But socially? Boy, is he less of a 'man' in that arena – and this flags up the absurd uncertainty of the phrase itself.
The phrase 'man up' is simply too ambiguous, too obscure to be vaguely constructive. Even the word 'man' has too many different definitions and linguistic applications. Are we talking about the concept of masculinity, the biological category of male, or society's perpetuated expectations of those of us lucky enough to possess a Y chromosome?
As a result of this vagueness, young men grow up confused. "Man up" or "be a man" is banded about so freely that many men never unlock their full potential. There will be great dancers, musicians and artists wiling away their days fixing burst pipes or wilting in office cubicles – and all because they were afraid to exhibit any emotional or creative behaviour when they were younger. Anybody who shows even a modicum of interest in a pastime that isn't drenched in testosterone is obviously either a little bit wrong or too sensitive to be a real man.
• Women say they want men to 'man down' – but do they really?
These phrases, uttered by parents, coaches and colleagues throughout our lives, grab us when we try to escape the 'man box' and throw us right back in. Generations of men have grown up suppressing their emotions, and their lives suffer as a result. Abuse of alcohol, drugs, sex and gambling can be seen at a much higher percentage in men than women; possibly because the macho-psyche has to resort to substance abuse and overcompensation to truly express himself.
Steven and his son, Jackson, feature heavily in the documentary
Ever heard a sober man tell his friends "I love you guys"? Just wait until he sinks a few drinks ...
Society's confusing rules about which emotions are acceptable for men to display are established in our youths, but make no mistake: the problem pervades all ages. Emotional sensitivity is rigorously socialised out of young boys, and never allowed to sneak back in.
Now, I'm not trying to suggest that there's a ballet dancer in all of us. Men shouldn't stop working out, swearing, drinking and doing all those things that 'manly' men do – just so long as that is their natural type. But others, who are born outside the box but encouraged into it, should be free to uncover talents and passions that are currently considered taboo to try.
This is what Siebel Newsom's Representation Project is all about. The organisation wants everybody to feel comfortable with themselves. Men are men whatever their interests or inclinations. So, the next time someone tells you to "be a man", have the knowledge and the confidence to reply: "I already am, thanks".
The Mask You Live In is available to watch through hosted screenings. See The Representation Project for more details.
Live Politics latest news: EU rubbishes Boris Johnson's claims that post-Brexit trade is running 'smoothly'
By Catherine Neilan 20 Jan 2021, 1:53pm
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By Helena Horton 20 Jan 2021, 1:51pm
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text:
Q: Trying to close MS Teams meeting app sidepanel view programatically I developed an MS Teams meeting app which based on documentation, when added to a meeting would have a tab-config dialog for example like here.
After we click Save, we would get the sidepanel view of the app for example like here.
I am wondering if there is any way or meeting api available to close the sidepanel view or close the app programmatically rather than the user clicking the cross icon or removing the app.
Thanks!

A: Currently there is no option to close the meeting sidepanel programmatically.
Could you please raise a user voice here:
https://microsoftteams.uservoice.com/forums/555103-public/filters/new

redpajama_set_name: RedPajamaStackExchange


Here is a healthy side dish which we made to go with some grilled chicken this past weekend. It does not take more than 10 minutes to make. The couscous takes 5 minutes to cook, once you add it to the chicken broth. You can go all vegetarian by using vegetable broth instead. Using broth instead of water helps flavor the couscous.
In a sauce pan bring the chicken broth to a boil, add 1 teaspoon olive oil and the couscous. Stir and take it off the heat. Cover and let stand for 5 minutes. Fluff with a fork.
In a small bowl, combine the lemon juice, zest, salt and the olive oil to make the dressing. In a bowl, mix the couscous, almonds, cranberries, scallions and the dressing.
Zest the lemon before juicing it.


The Daggett Montessori School Green Team's mission is to ensure our school is a green, sustainable school and to teach students and the community about sustainable practices. By establishing a campus composting program, we hope to educate the entire school, including parents and the community, on the science behind and benefits of composting.
The DMS Green Team will build a compost bin, begin collecting food waste from the cafeteria, place the food waste (along with dried leaves and grass) in the bin, work the piles of waste until it becomes compost, and then apply the compost to our vegetable and native plant gardens. Students will track the amount of food waste coming from the cafeteria to the compost bin, measure the volume and temperature during the composting process, then be a part of applying the compost to the gardens.


text:
RAWG
Rate top games
LeaderboardDiscord@rawgtheworld@rawgthepicturesAPISitemap
Popular in 2018
All time top 250
Games/
7 Days to Die/
7 Days to Die reviews
Microsoft from Deutsch
Early Access Review I now let my Experiences speak of 269 std Playing time. First of all, I have a conditional Purchase Recommendation. Gameplay: You'll be thrown into a finished world or a generated world depending on what you choose. Where the generated World is the better Choice for starters, as the Levels are better tuned and there are plenty of Places for first Base. But what do you need a Base for, simply to protect yourself against Zombies. These are a Danger in many Places. There are the Zombies that run on the Street, the ones sleeping in Houses (Sleepers), who wander through the World (Horde) and who hunt the One purposefully when the night dawns for the 8th Day. In addition to the "normal zombies, there are various special zombies (Policeman, Big/D, spider, football Player, Rocker, Lumberjack, rector and Feral) each of them is human in Nature and has special Abilities. In addition to the human Zombies, there are also a Pair of Animals (Dogs and Bears) that could not resist the Virus and became Zombies. Now we already know the Dangers of the Undead, but there are even more Dangers, be it the Fauna (Wolves, bears, Vultures, etc.), the Flora (Cacti) or the last Traces of a Civilization (Mines and other Traps). But what do you do to overcome these Dangers? You go looten/plunder and not too little. While at the Beginning you can still search individual Houses, Cars or Garbage, you quickly find yourself forced to search in a more dangerous Area ... A City. Here, the Danger awaits in every House and around every Corner. What do you do with the Plunder found? Man crafts. While the Main Focus at the beginning is on An Armament, you quickly realize that it doesn't do you much good if you don't have a Home. This one expands oneself or one expands an existing House. Here you notice a new Problem. You especially need Resources such as Iron Where do you get them? From Stones that lie on the Surface or from the Earth, so you dig a Face. And so you hang out from Problem to Problem until you have a decent Foothold and can defy everyone driven. But what are the work to be done? One wants to survive the 7th Night, because then make the Zombies hunt for one while the first is still relatively easy to master it becomes more difficult from Night to night. Graphic: The Graphics can be described as deficient In a clear conscience, the Textures are not particularly beautiful, the Models (Zombies and Players) are questionable. BUT it fits. The Atmosphere through the dim Light and the sometimes unclean Textures gives you the Feeling of being in an Apocalypse. Furthermore, with each update the Graphics adjusted it runs hard ahead but it gets better. Level System: To survive in the Apocalypse there is Help in the Form of Level, which is fed with experienced people depending on the Activity. These Activities leveln in two Directions, Player Level and Skill level. Player Level: By increasing the Player Level, you get Skill Points that can be invested in Skills. Skill Level: By increasing the Skill Level, new Recipes and Bonuses can be unlocked to better compete against the Zombies. Multiplayer: There are two Modis: Survival/Survival: The classic Survival experience, in Multiplayer come alongside the well-known driven (above) the greatest Danger, the enemy player. And Horde: This is all about Teamwork, because one Horde after another comes to you, which you have to fight off with built weapons. You should not forget to build up your Base either;) If the Game itself is no longer a Challenge for you, there are already Mods that freshen up the Game's Experience. Can highly recommend the Valmod and the War of the walkers. Should bad Graphics and a Beginner Unkind game not deter you but challenge you should watch this Game and enjoy Graphics should be the most important or you should be taken by Mutti at the Hand of Mutti you should take another one Choose Game.
Der Bär(tige)
Steam, Apr 19, 2019
If you want a story, you're in the wrong place. This survival building genre thing grew old. I didn't enjoy Minecraft... and Honestly I thought oh, zombies! Fun! But then you jump into this super buggy, incomplete feeling game, and get killed shortly after starting--Not by zombies, but by a damn grizzly bear. Survival is tough. Maybe one day I'll try again, but I doubt it. Games w/o stories aren't worth it.
Jake A. StrifeMar 10, 2018
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Futurist Trond Arne Undheim, PhD, has one goal: wherever he operates, his life is dedicated to making orders of magnitude of difference for business, society and planet. Trond is a 6x author and is a major global thought leader on the role of technology in society in the next decade and beyond. He is often brought in when clients or media want to hear from a 'Renaissance man' with broad insights derived from a plethora of fields.
A podcaster (Futurized and Augmented), venture partner at Antler, ecosystem evangelist at MIT startup Tulip, nonresident Fellow at the Atlantic Council, co-founder of Yegii, and former Director of MIT Startup Exchange, based in Wellesley, MA, he holds a PhD on the future of work and artificial intelligence.
Trond is a regular podcast guest, keynote speaker, panel moderator and conference chair across the world. Whilst he often has strong and controversial opinions based on fact-based insight, and can entertain an audience too boot, his main objective in these events is to listen and bring out the best in other people's thinking.
To have Trond on as a podcast guest or webinar speaker, please contact Trond Undheim directly or work with his publicist. Trond accepts jobs globally, traveling out of either the East of West coast of the United States. He speaks in English, Italian, French or Norwegian.
Book Trond
What your audience could learn
Trond's key messages could be summarized under nine broad topics: 1) Augmented Lean, 2) The Futurist's view, 3) The Future of Technology, 4) Commercializing Innovation, 5) Our Health Tech Future, 6) The Future of Work, Leadership and Reskilling, 7) Global e-Governance, 8) Inclusive Capitalism and the Future of Finance, and 9) Mastering our Physical World.
Outcomes of Trond's speeches and interviews include increased awareness of the forces of disruption surrounding your business, clarity about where society is headed, and a real push to develop 21st century skills that matter in the workplace whether you are a C-level executive or just starting out.
TOPIC 1: Augmented Lean: the counterintuitive next wave of industrial tech is all about scaling humans innovation
Executives need a management framework that prioritizes humans over machines. When you empower your frontline workers, you are investing in their growth, productivity, and loyalty. Increased efficiency of your machines is just a side effect. Hear Trond present highlights from his latest book, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations (Wiley 2022), co-authored with serial entrepreneur, and MIT Media Lab alum, Natan Linder. The book was pre-launched both at the World Economic Forum and at IMTS – The International Manufacturing Technology Show, the largest and longest-running industry trade show in the Western Hemisphere and has been featured in Fast Company, Forbes, IndustryWeek, and the World Economic Forum's Agenda Blog.
TOPIC 2: The Futurist's view
Futurism isn't about predicting exactly, but about projecting long term potential outcomes and deciding what kind of future we want to optimize for. Trond's current research at Stanford University (see his Stanford profile) is about Cascading Risk Scenarios for 2075 stemming from artificial intelligence, synthetic biology, climate change, nuclear technology, geopolitics, social movements, and a whole host of risks that are rising and combining in unforeseen ways, often under the radar.
Episode 100: The Futurist's View with Trond Undheim
In addition, Trond is the host of the Futurized podcast which is soon rounding 100 episodes which are all about the 'Future of' various societal domains, technologies, and issues. See Futurized podcast.
His next major book will be on long term foresight towards 2050-2075 and includes modeling various scenarios for the next five hundred years of human existence–perhaps our last five hundred years if things (including exponential sci-tech advances) don't pan out.
TOPIC 3: The Future of Technology (AI, Blockchain, Synthetic Biology, 3D printing, Robotics)
His recent book, Future Tech: How to Capture Value from Disruptive Industry Trends was published by the highly regarded, independent publisher Kogan Page.
For a sample of his views, see The five technologies that matter: how the C-suite can deploy each for post-pandemic positioning (CEO Magazine).
Tom Cheesewright: Talk About Tomorrow: Shaping the future with Trond Undheim
TOPIC 4: Commercializing Innovation: Academia to Innovation AND How corporations should work with startups AND How to learn from–and even thrive on–failure
Trond was the inaugural director of MIT Startup Exchange, the world's leading matchmaking program between startups and corporations, working with some of the leading startups of our time (including unicorns Formlabs, Desktop Metal, and Ginkgo Bioworks) and over 200 Fortune 1000 companies.
Trond wrote the book Disruption Games: How to Thrive on Serial Failure
He is now both an early stage (pre-seed) investor through Antler as well as a corporate venture capitalist at Hitachi Ventures and also works with growth startup Tulip, the frontline operations platform.
TOPIC 5: Pandemic Aftermath and our Health Tech Future
Trond wrote the first book on the COVID-19 pandemic, a futurist's 450 page account of what might happen in the next decade which was published in early May 2020. As the pandemic enters different stages, seemingly catching governments, medical professionals, businesses and citizens by surprise, his five scenarios seem more and more relevant every month that passes. See his tome Pandemic Aftermath.
Trond's upcoming book, Health Tech: Rebooting Society's Software, Hardware and Mindset, will be published by Routledge in September 2021, and is available for pre-order. The book introduces anybody who wishes to understand how global healthcare will change in the next decade to key technologies, social dynamics, and systemic shifts that are shaping the future.
Unleashed – How to Thrive as an Independent Professional |
· Trond Undheim on the aftermath of the pandemic
BEYOND COVID S1 E12: Futurist Trond Undheim
HC360 #044 Pandemic Aftermath with Futurist & Author Trond Undheim
Pandemic aftermath and making better decisions for the future with Trond Arne Undheim | Thought Leader
Pandemic Aftermath: How COVID Changes Global Society with Trond Undheim
TOPIC 6: The Future of Work: a) Reskilling one billion workers in industry 4.0 technologies and mindsets, b) Leadership challenges in a changing world, c) Remote work, hybrid work, and the face-to-face advantage, and d) The Role of Knowledge and Insight
Why reskilling, not developing the technologies themselves, is about to become the 21st century's greatest leadership challenge. Trond leads MFG.works, the reskilling platform launched in association with the World Economic Forum and aiming to provide learning journeys to future proof the world's workers
Trond wrote his PhD on What the Net Can't Do (2002) on AI/cognition whether and when nomadic knowledge production (e.g. remote work) will take over. The topic has, again, become hotly debated. Trond has tracked this debate now for over twenty years and is in a unique position to debate what will happen to cities, workplaces, and jobs — as well as power dynamics — and in what time frame.
Trond wrote the book Leadership From Below to explain how leadership without formal authority will become the only viable strategy going forward.
What is the future of work going to look like? Will it be robotically dystopian or humanly augmented? Who gets to decide, tech developers, big tech, big business, G7 governments, billionaires, startups, or ethicists?
What is the emerging role of knowledge and insight? How to stay up to date on an ever changing world of business and technology? Trond started Yegii, the insight network, to try to bring to market a product that combines the best of a search engine with the best human talent.
Will the future be Orwellian? Facebook knows what you like, Waze knows where you are, and Google knows what you're looking for. In the name of convenience, we have willingly chained ourselves to digital archives, and allowed others, including companies and governments, to follow our every move. How much privacy are you willing to give up? How much have you given up already? Is our use of new technologies liberating us or imprisoning us? Or doing both simultaneously? We invite you to learn about the exciting and alarming technologies available to us and their societal implications.
TOPIC 7: The case for global e-Governance
How the world needs to co-regulate technology in a way where governments work alongside private sector and nonprofits to watch algorithms, safeguard interoperability, and build nocode services of public interest in health, privacy, and culture.
Digital Government Podcast: Futurist Trond Arne Undheim on the e-government of tomorrow
Here's a shortlist of recent podcasts Trond has featured on that don't explicitly fall into the above categories:
Leveraging Thought Leadership | Trond Arne Undheim | 265
TOPIC 8: Inclusive Capitalism and Financial Services of the Future
Trond is committed to a more inclusive form of capitalism, where Diversity, Equity, and Inclusion (DEI) no longer needs to be a focus because each is valued in its own right.
For an op-ed on his thoughts, see Capital serfdom: why early-stage VCs must act as a co-founder for the businesses they invest in
Why blockchain is the future of financial transactions across a plethora of fields. What peer-to-peer finance means for C-level executives, leadership, and the future of society.
Topic 9: Mastering our Physical World: Outer Space as the Next Frontier, Will we ever achieve Sustainability through Energy Tech, and The Future of the Planet
The space race is suddenly becoming quite interesting due to a plethora of startups joining in as serious contenders for major space contracts and indeed sending out their own satellites and rockets. What are the societal consequences of the new space race and new space innovation?
Energy Tech is always fundamental to human progress, yet the abuse of fossil fuels has also brought us to the brink of extinction due to having exhausted the planet's natural resources, with devastating consequences for habitat, biodiversity, and adding high and unnecessary risk to human settlements. Will we ever achieve sustainability or are we destined to live in excess of our given resources at any given moment?
What does the future of the planet look like short term (in the next 25 years), medium term (in the next few hundred years) and long term (in the next Millennia)? This is the focus of Trond's upcoming book.
Trond's podcasts – Futurized and Augmented
Trond runs two of the world's top 1.5% podcasts, according to Listen Notes. Futurized podcast and Augmented podcast. As a result, he is an extremely easy podcast guest delivering impeccable sound and video quality both as a podcast host and as a podcast guest.
Episode 106: Post Lean with Frode Odegard – Augmented Podcast
Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is "Post Lean." Our guest is Frode Odegard, Chairman and CEO at the Post-Industrial Institute (https://post-industrial.institute/). In this conversation, we talk about the post-industrial enterprise going beyond digital and higher-order organizations. If you like this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you like this episode, you might also like Episode 102 on Lean Manufacturing with Michel Baudin (https://www.augmentedpodcast.co/102). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Lean is a fundamental perspective on human organizations, but clearly, there were things not foreseen in the lean paradigm, both in terms of human and in terms of machine behavior. What are those things? How do they evolve? We have to start speculating now; otherwise, we will be unprepared for the future. One of the true questions is job stability. Will the assumptions made by early factory jobs ever become true again? And if not, how do you retain motivation in a workforce that's transient? Will future organizational forms perfect this task? Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Post Lean. Our guest is Frode Odegard, Chairman and CEO at the Post-Industrial Institute. In this conversation, we talk about the post-industrial enterprise going beyond digital and higher-order organizations. Augmented is a podcast for industrial leaders, process engineers, and for shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Frode, welcome to Augmented. How are you? FRODE: Pretty good. TROND: Yeah. Well, look, talking to Norwegians living abroad that's become a sport of mine. You were born in Norway, software design from there, became an entrepreneur, moved to Silicon Valley. I also know you have an Aikido black belt; we talked about this. This could have become its own podcast, right? There's a long story here. FRODE: [laughs] Absolutely, yeah. TROND: But you're also the CEO of the Post-Industrial Institute, which I guess used to be called the Post-Lean Institute. But in any case, there's a big connection here to lean, which is a global community for leaders that are driving transition towards something post-lean, post-industrial, post-something. So with that context, tell me a little about your background and how you ended up doing what you're doing. FRODE: Born in Norway, as you pointed out. My folks had a process control company, so that was kind of the industry I was born into was industrial controls, which included visiting factories as a child and installing process control systems. So I was doing, you know, circuit board assembly at age eight because when you grow up in a family business, that's what you get to do. And I quickly gravitated towards software. I think I was 13 when I was working on my first compiler. So my first passion was really programming and language, design, implementation, and that sort of got me interested in theoretical computer science. So very far from what I do today, in some ways, but I think theoretical computer science, especially as a software architecture and all that, teaches you how to think and sort of connect the dots, and that's a good life skill. At 17, I started a software company in high school. And when I was 22, I immigrated to the United States after some trips here. I was on a Standards Committee. I was on the Sun User Group board of directors as a European representative. It was a weird story in itself, how that happened. So yeah, 1990, 1991, I'm in Silicon Valley. TROND: So you jumped ship, essentially. Because, I mean, I've heard a lot of people who come to the U.S. and are inspired, but you just basically jumped off the airplane. FRODE: Yeah, I like to say I was here as an entrepreneurial refugee. Things are different now in Norway, but for a long time, they had strange taxation rules, and very difficult to start companies and scale them. But also, they didn't really have the fancy French word. They didn't really have the milieu. They didn't have a community of people trying to build companies in tech. So tech was very much focused on either military applications, that was its own little industry and community, or the energy industry, the oil industry in particular. TROND: All of that seems to have changed quite a bit. I mean, not that you or I, I guess, are experts on that. As ex-pats, we're outside, so we're looking in, which is a whole other story, I guess. But I'm curious about one more thing in your background so Aikido, which, to me, is endlessly fascinating, perhaps because I only ever attended one Aikido training and, for some reason, decided I wasn't going to do it that year, and then I didn't get back to it. But the little I understand of Aikido it has this very interesting principle of using the opponent's force instead of attacking. That's at least what some people conceptualize around it. But you told me something different. You said there are several schools of Aikido, and one of them is slightly more aggressive, and you belong to that school. I found that quite interesting. FRODE: [laughs] Now I'm wondering about my own depiction of this, but the Aikido that I study is known as Iwama-style Aikido, and it's called that because there was an old town in Japan, which has been absorbed by a neighboring city now, but it was called Iwama, and that's where the founder of Aikido moved during the Second World War, and that's where he sort of completed the art. And that's a long technical story, but he included a fairly large weapons curriculum as well. So it's not just unarmed techniques; it's sword-knife stuff. And it's a really beautiful art in that all of the movements with or without weapons are the same, like, they will follow the same principles. In terms of not attacking, of course, on a philosophical level, it calls itself the art of peace. In a practical sense, you can use it offensively to, for example, if you have someone who is grabbing your child or something like that, this person is not attacking you, but you have to step in and address the situation, and you can use it offensively for sure. TROND: Very interesting. I was going to jump straight to what you're up to now, then, which is, I guess, charting this path towards a different kind of industrial enterprise. And you said that you earlier called your efforts post-lean, and now you're calling them post-industrial. It's this continuity in industry, Frode. Tell me a little bit more about that. FRODE: I think a good way to think about approaches to management and understanding the world around us is that various management practices, and philosophies, and ideas, and so on, have been developed in response to circumstances that were there at the time. So if you think about Frederick Taylor and the problems that he was trying to solve, they initially had a lot to do with just getting work organized and standardized. And then, in 1930s, you start seeing the use of statistical methods. Then you start seeing more of an interest in the psychology of work and so on. And lean kind of melts all of these things together. A great contribution from Toyota is you have a socio-technical system and organizational design where you have a new kind of culture that emphasizes continuous learning, continuous problem solving using some of these ideas and tools that were developed much earlier. Now, in the post-war years, what we see is information technology making business more scalable, also contributing to complexity, but certainly making large companies more scalable than they would have been otherwise. And what we see in the mid-1990s leading up to the mid-2000s is the commercial internet, and then we get smartphones. That's the beginning of a new kind of industrial landscape. And what we see then is instead of an increasing tendency towards centralization in firms and business models, you start seeing this decoupling and decentralization. And what I discovered was that's actually a new thing for the human species. Ever since the invention of agriculture 10,000 years ago and then cities in the Bronze Age a little over 5,000 years ago, and then the industrial revolutions, we've seen a culmination of improved mastery of the world, adapting the world to our needs, which is technology and increasing centralization. You had to move to where the work was, and now we're sort of coming out of the pandemic (Let's hope it doesn't come back.) that has accelerated in the pandemic, so you have this decentralization, decoupling. And this continuity and the way I started using the term post-lean, and we can jump back and forth as you'd like, it was just because a lot of the assumptions behind the lean practices and how those practices were implemented were based on the idea that you had organizations that lasted a long time. You had long employee tenures. You had a certain kind of a…I don't like this term, but a social contract between the firm and workers and managers and workers. And they would come and do their work on-site in person at the factory, and this world is kind of disappearing now. And so there's all of this work now being done. I think manufacturing labor forces peaked at a third of the workforce some decades ago. But now it's down to about 11%, even though manufacturing as a share of the economy has remained fairly constant since the 1940s. It's gotten more productive. So there are also all these new jobs that have been created with people doing different kinds of work, and much of that work is knowledge work. And a lot of these industrial-era management practices and ideas have to be changed for knowledge work. And so that was sort of my initial discovery. That happened in the early 2000s. I started a company in 2004, which was called initially Lean Software Institute. I wanted to basically take these ideas and adapt them to software development. And that was generalized for knowledge work in general. And because we have big clients like Lockheed Martin in the aerospace defense sector, we rebranded the company to the Lean Systems Institute. And so for ten years, myself and a small team, we did organizational redesign work looking at not just workflow but also a bunch of these other factors, which we can talk about, that you have to take into consideration like knowledge management and so on. And then it was about 2014, 2015, when I discovered, hey, even though we kind of extended lean to look at all these other things, there's this decentralization happening. And maybe we should fundamentally revisit what firms should look like and how the external landscape outside the organization changes the way we think about designing companies. TROND: Yeah. I found it interesting, obviously, that you started from the software angle. And you told me earlier that, in some ways, your kind of Lean efforts are almost in parallel to, I guess, what could be called the lean movement, although there's such a variety of lean practitioners out there. They're obviously not all in the manufacturing industry. That's the whole point. Toyota managed to inspire a whole host of other companies that had nothing to do with automotive and nothing to do even with any kind of basic manufacturing. And I guess the software industry is no different; you know, the industry as such was inspired by it. And as you said, Lockheed Martin, and perhaps not only for their manufacturing side, were inspired by it when running their software or other types of maybe even office-based knowledge work. So as you're coming to these realizations, what sorts of things is it that you then start to think about that are the same and that are different in terms of the classic assumptions of lean, as you know, reducing waste or improving a process in a specific way with all the assumptions, so stable labor force like you said. FRODE: In that initial period from 2004 to 2014, that's when I really worked on adapting lean to knowledge work. And so you could see some people were trying to reduce knowledge work to kind of a simplified version of itself. They were trying…and so I call that the reductionist approach where they then could count documents as inventory, and they could have a Kanban system and all of that. And the agile movement in software became very enthused about doing just that. And I think what we did was we went the opposite route, so we took an expansionist approach. So we said, well, we got to keep adding practices and models to the original lean to deal with not just the value stream architecture of an organization but also its structure, so organization architecture, how it manages information, and the shape of that information, where it's stored, and how it's designed. And it's also that's information architecture. And, of course, what we know from wonderful people like Melvin Conway, who discovered that there's a direct relationship between your technology architecture and the shape of the organization, is we really need to also take into consideration what we then called product architecture. Because if your product architecture, and your organization architecture, and your workflow, your value stream architecture is mismatched in product development as well as in manufacturing, that leads to huge misalignment. And that's a cause of massive inventory problems and so on. And then the last of the five dimensions that we have in this model, which we call the lean systems framework, was a way to look at an organization's culture. So there are values that you explicitly promote, so we call them the organizational ideals. And then you have the actual behaviors that don't always live up to the ideals. And then you have people's beliefs about the past, the present, and the future, so we call all of that social architecture. And I think the last bit of work we did in this model, which is a pretty rich model or a metamodel of organizations, is we added the way to look at leadership styles and leadership effectiveness as a function of character and competence of perceived effectiveness. So this was used in a bunch of mostly large organizations over a period of 10 years, and Lockheed was able to get a 72, 73 production in lead time, largest subcontractor in the Future Combat Systems. I think that's the biggest defense project in the history of the United States. [laughs] It was canceled by Congress in the end, but yeah, they got some great results. And a lot of that was because workflow bottlenecks were caused by these other problems in these other four dimensions that had to be addressed, so that was kind of our initial realization. And then there's that big break where we look at decentralization, and how is that causing us to revisit the assumptions about organizational design? So it's not like we get new dimensions of organizational design as much as starting to think about what's the ideal design. And those answers turn out to be very different than they have been up till now. TROND: So that's interesting. So both…you were kind of discovering some…maybe not weaknesses, just, you know, some social change that was happening that is affecting organizations nowadays, you know, in America or anywhere else trying to implement lean principles. But also, what you were saying about the agile movement and what's happening in software industrial organizations that it doesn't reflect what needs to be happening in industries across the board and perhaps not even in their own organizations because it is, I guess, if I paraphrase you a little bit, the agile principles they are very valid for achieving a very smooth software development process. But they're not so valid for a lot of other aspects having to do with social and organizational phenomena that you also need to take into account eventually. So, I mean, if that's correct, it's interesting, right? Because everybody obviously focuses on what they are doing. So the agilists, I guess, they're optimizing a software development process. The lean folks, the classic lean folks, are optimizing a production line. But today's knowledge work is, I guess, over these years also, Frode, it has changed a bit. FRODE: It has changed, and there is more machine systems, software systems. We have more tools, although we're still in the early stages of what's going to come with the use of AI to make knowledge work more productive and so on. But I think one thing that's important, because I don't want to throw anyone under the bus here, is practitioners. There's a lot to be learned from practitioners. Often, they're kind of apologetic, "Oh, I'm not doing the pure X, Y, Z method. We have to adapt it a little bit." Well, guess what? That's what Toyota did. And so what happened is a lot of western companies they were just trying to copy what Toyota did without understanding why those things work there. And it's when you can adopt it, so that's also sort of martial arts. — TROND: That's actually a fantastic point, Frode, because if you're very, very diehard lean, some people would say, "Well, lean is whatever Toyota does." But on the other hand, for Toyota, lean is whatever Toyota does, right? And it seems to have worked for them. That does not even mean that Toyota would tell you to do exactly what they are doing because they will tell you what makes sense for your organization. In a nutshell, that seems to be – FRODE: And I was there. I mean, I was, you know, I remember one time I was really thinking about standardizing work. And I was reading about the history of all this and reading about Frederick Taylor and the very early days of all of this. And I was coming up with a checklist for housework. I was trying to implement standard work for housework. And guess what? It didn't really work. My girlfriend was upset. [laughter] TROND: Implementing standards for housework. I like it. FRODE: Yeah. I mean, if you see something that needs to be cleaned, just clean it. I was like, "No, no, we need a checklist. We need your exit and entry conditions." [laughter] TROND: You should work at ISS, you know, the big cleaning professionals company. FRODE: There you go. And people have done that, right? But I like to tell this joke about how do you know the difference between a terrorist and a methodologist? And the answer is you can negotiate with a terrorist. TROND: Yeah, that's right. FRODE: So the methodologist believes that his or her methodology is the answer to all things. And so what we were trying to do with the Lean Systems Framework was not to say, "Ah, you know, all this lean stuff is invalid." We were trying to say, "Well, the methods that they had and the practices that they had that were available to us via the literature…because we never went to visit Toyota. We talked to a bunch of companies that were doing a lot of these things, and we were familiar with the literature. But we realized there's a whole bunch of other things that are not being addressed, so we have to add those. And that's why I called it the expansionist approach as opposed to the folks taking the reductionist approach, which is we have to shoehorn everything into making it look like manufacturing. But, you know, product development is not manufacturing. And Toyota's product development practices look nothing like their manufacturing processes. It's completely different. And that's a much less well-known area of lean…although the Lean Enterprise Institute has published good stuff on this book. Lean product development is completely different from lean production. And that was not as well-known and certainly not known by the people in the agile world. Our attitude was always, well, the circumstances change or even from one company to another, the tools might have to change. And so the skill you want to develop in our case as researchers, and advisors, and teachers, or in the case of practitioners, as leaders, or implementers, is keep learning about what other people are doing and what works for them and try to understand what the deeper principles are that you then use to construct a solution that's appropriate for that situation. That's really all it is. TROND: That's fabulous. So tell me then, apart from Lockheed Martin, what are some of the other organizations that you've worked with? How have they thought about these things? I mean, how does your community work? Is it essentially, I mean, before COVID at least, you met, and you discuss these things, and you sort of reflect on how they show up in your organizations and discuss best practices. Or do you kind of write papers together? How does this knowledge evolve in your approach? FRODE: It's important to point out here, like in the history of the company, which has been around now for (I'm feeling old.) 18 years, so after the first ten years, there was a big break because that's when we started working on okay, well, what comes after even the expansionist version of lean that we were doing, which was called the Lean Systems Framework? And that's when we started working on all of this post-lean stuff. And so the companies we worked with in the first decade were the likes of AT&T, and Sony, and Lockheed, and Honeywell, and mostly large companies, a few smaller ones too. But they had a lot of problems with complexity. And often, they were doing a combination of hardware and software. And they were in industries that had a lot of complexity. So in 2014, 2015, there was a big shift where I'd spent about six months to a year reading, talking to a bunch of people, trying to come up with what was going to be the next new thing. And that was kind of the journey for me as a founder as well because I felt like I'd done all this organizational redesign work, soup to nuts. And it wasn't just Kaizen. We did Kaikaku, which is much less known in the lean world, and that's radical redesign, basically. And we did this working on a board C-level with a lot of companies. TROND: Tell me more about Kaikaku. Because, like you said, it's not a vernacular that's really well-known outside of the inner circle of lean, I guess. FRODE: Yeah. So Kaikaku is where you look at an organization, and basically, instead of thinking about how do we put in mechanisms to start improving it incrementally, you say, "Well, there's so much low-hanging fruit here. And there's a breakthrough needed in a very short time. And we're just going to put together a design team, basically, a joint design team, and essentially redesign the whole thing and implement it. So it is a radical redesign. It hasn't been; at least, at the time we were doing it, there were not a lot of details available in the literature. And you heard stories like Ohno-san would walk into a factory and just say, "Well, this is completely unacceptable. Move this machine over here, and this machine over here. And can't you guys see…" So we didn't do it that way. We didn't tell the clients what the answer should be. We taught them. We had the executive spend a week with us learning about the Lean Systems Framework, and they mapped out the organization they had. And then, basically, we facilitated them through a process that could take sometimes a few weeks designing the organization the way it should be. And then there was an implementation project, and they put it in place, so… TROND: But Kaikaku basically is a bit more drastic than Kaizen. FRODE: Very much so. TROND: Yeah. So it's like a discontinuous sort of break. It's not necessarily that you tell people to do things differently, but you make it clear that things have to be different maybe in your own way. But you're certainly not going for continuous improvement without any kind of disruption. There will be disruption in Kaikaku. FRODE: I mean, it is disruption. And if you think of the Fremont Factory Toyota took over, that was a reboot. [laughs] And so now — TROND: Right. So it's almost as if that's where you can use the software analogy because you're essentially rebooting a system. And rebooting, of course, you sometimes you're still stuck with the same system, but you are rebooting it. So you're presumably getting the original characteristics back. FRODE: So I think of it as sort of a reconfiguration. And in the case of the Fremont factory, of course, there were a bunch of people who were there before who were hired back but also some that weren't that we tend now to avoid just because the knowledge people had was valuable. And in most cases, the issue wasn't that people were malicious or completely incompetent. It was just that the design of the organization was just so wrong in so many ways. [laughs] And what we had to do, it was more of a gradual reboot in the sense that you had to keep the existing organization running. It had customers. It had obligations. And so it wasn't a shutdown of the factory, the proverbial factory, it wasn't that. But yeah, after I started looking at the effects of decentralization and starting to question these assumptions behind lean practices the way they had appeared in the mainstream, that was around the time, early 2015, I started to use the term post-lean. It wasn't because I thought I had all the answers yet or certainly, and still, I don't think I do. But it was clear that there was an inheritance from lean thinking in terms of engaging people in the organization to do things better. But the definition of better I thought would change, and the methods I thought would change. And the assumptions behind the methods, such as long-lasting organizations, long employee tenures, tight coupling between people in organizations, organizations taking a long time to grow to a large size, and human problem solving, which already was being eaten by software back then or elevated, I should say, by software, all of these assumptions needed to be revisited so… TROND: They did. But I have to say, what a gutsy kind of concept to call it post-lean. I mean, I co-wrote a book this year, and we're calling things Augmented Lean for the specific reason maybe that we actually agree with you that there are some things of lean that are really still relevant but also because it takes an enormous confidence, almost a hubris, to announce something post a very, very successful management principle. FRODE: It was the theoretical computer scientist in me. TROND: [laughs] FRODE: So I thought that surely from first principles, we could figure this out and not that it would be the same answer in every situation. But I think it was also, at that point, we had a decade of field experience behind us in doing customized organizational redesign with clients in many different industries. So we knew already that the answer wasn't going to be the same every time. And in a lot of the lean Literature, the assumption was that you weren't really going to dramatically change the organizational structure, for example, which we had a lot of experience with doing. And we already had experience with teams of teams, and just-in-time changes, and reconfigurations, and so on because we thought of organizations the way software people think of organizations which are, you know, they're computational objects that have humans, and then there are social, technical objects. And they're reconfigurable. And I think if you grew up in a manufacturing world, the shape of the organization is sort of attached to… there are physical buildings and equipment and all of that. So — TROND: And this is so essential to discuss, Frode, because you're so right. And that's a real thing. And that's something we write about in our book as well. There is a very real sense that I think, honestly, the whole manufacturing sector but certainly the first automation efforts and, indeed, a lot of the digital efforts that have been implemented in manufacturing they took for granted that we cannot change this fact that we have infrastructure. We have people; we have machines; we have factories; we have shop floors. All of these things are fixed. Now we just got to figure out how to fit the humans in between, which is how they then interpreted waste, being let's reduce the physical waste so that humans can move around. But really, the overall paradigm seems to have been, and you correct me if I'm wrong, but it seems to have been that the machines and the infrastructure was given, and the humans were the ones that had to adapt and reduce all this waste. And no one considered for a second that it could be that the machines were actually wasteful themselves [laughs] or put in the wrong place or in the wrong order or sequence or whatever you have. But with other types of organizations, this is obviously much easier to see it and much easier to change, I mean, also. FRODE: Yeah, yeah, absolutely. And software is an example of this because now we take for granted that a large percentage of the population works from home and don't want to go back. But if you are part of that 10%, 11% of the population working in a factory and you have to show up at the factory because that's where the machine is that goes ding, that, you know, [laughs] it's not work that requires only a low level of education of course. That hasn't been the case for a while. And these are people with master's degrees. And they're making sure all of this equipment runs. This is fancy equipment. So what we learned in that 10-year period was this is not just about workflow. It's a five-dimensional model, so there's workflow, organization structure, and knowledge management, the technology, architecture, the product you're making, and the culture. And all of these are five axes if you will, So 5D coordinate system and you can reconfigure. You can make organizations into anything you want. Now, the right answer might be different in different industries at different lifecycle stages of companies. And basically, our thinking was that we weren't going to just teach our clients or even help our clients. We certainly weren't going to just tell them the answer because I always thought that was a terrible idea. We were going to help them redesign themselves for their emerging landscape, their emerging situation, but also help them think about things, or learn to think about these things in general, so that if their landscape changed again, or if they merged with another company, then they had the thinking skills, and they understood what these different dimensions were to be able to redesign themselves again. TROND: That makes a lot of sense. FRODE: That's kind of the whole – TROND: I just want to insert here one thing that happened throughout, well, I mean, it was before your time, I guess. But remember, in the '70s, there was this concept among futurists, Toffler, and others that, oh, we are moving into a service economy. Manufacturing the real value now is in services. Well, that was a short-lasting fad, right? I mean, turns out we are still producing things. We're making things, and even the decentralization that you're talking about is not the end of the production economy. You produce, and you are, I mean, human beings produce. FRODE: No, I never thought that we would see the end of manufacturing. And the term post-industrial, he was not the person that coined it, I think. It was coined 10 or 20 years earlier. But there's a book by Daniel Bell, which is called The Coming of Post-industrial Society, where he talks about both the sociological challenges and the changes in the economy moving to a more service-based knowledge-based economy. Of course, what happened is manufacturing itself became more knowledge-based, but that was kind of the whole idea of what Toyota was doing. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on http://www.augmentedlean.com, and pick up the book in a bookstore near you. TROND: So, Frode, tell me a little bit about the future outlook. What are we looking at here in the lean post-industrial world? What will factories look like? What is knowledge work going to look like? FRODE: Yeah, so I think what we're going to see is that companies that do manufacturing are slowly but surely going to start to look like other kinds of companies or companies that do knowledge work. The content of manufacturing work has become more and more filled with knowledge work already. That's a process that's been going on for decades. As manufacturing technology improves, I think after many, many generations of new technology platforms, we are going to end up in a world where basically any product that you order is going to be either printed atom by atom in your home or in a microfactory, if it's a big bulky thing, in your neighborhood where you can rent capacity in a just-in-time basis. That's not going to happen overnight. This is going to take a few decades. But you can easily see how this kind of mirrors what happened to old chains like Kinko's and so on where if you needed something to be printed, I mean, I remember there were printers. [laughs] And then you had to go to the equivalent of a Kinko's, and you could, you know, if you wanted to print 100 copies of a manual back in the day when we still did that, you could get that done, and that was surely more efficient than doing it at home. And in your home office or at your office, you would have a laser printer. And now we have a $99 inkjet printer, or you just might get it included when you order your laptop, or you may not even care anymore because you have a tablet, and you're just looking at it on the tablet. So there's this phenomenon of some of the things getting smaller and almost disappearing. Now what has happened…this was underway for a while, but the relationship between people and companies has increasingly become more loosely coupled. So a big part of the post-industrial transition is that individuals are empowered, and organizations now become more of a means. They're not institutions that are supposed to last for a long time. I think that ideal is fading. And so they're in a means to an end to produce economic value. And every investor will agree it's just that they're going to be much more reconfigurable, a lot of management work. There's managing resources, tracking progress, tracking inventory, communicating with customers. A lot of that stuff is going to be eaten by software and powered by AI. That doesn't mean people go away. But I think that a lot of the repetitive management administrative work, much more than we can imagine today, will be eaten by software and AIs. TROND: But one of the consequences of that surely, Frode, is somewhat risky because there was a certain safety in the bureaucracy of any large organization, whether government or private, because you knew that, yes, they might be somewhat stiflingly and boring, I guess, or predictable, whatever you might want to call it, but at least they were around, and you could count on them being around. And if you wanted to know what approach was being applied, if you had experienced it once, you knew it. And if you were a government, you knew that this is the GE Way or this is the whatever way, and it was stable. But what you're charting here is something where the only stability might be in the configuration of machines but even that, of course, you know, evolves really rapidly. And even the algorithms and the AIs and whatever is put into the system will evolve. And then, the humans will move around between different organizational units a little quicker than before. So where do you control [laughs] what's happening here? FRODE: So one of the things to keep in mind…I'll answer this from a technical perspective but also from a sociological perspective. So I'll take the latter first. So we are used to a world of hierarchies. So from the invention of agriculture, that's when silos were invented. The first organizational silos were actually centered around corn silos [laughs] and so a shared resource, right? And we need governance for that, you know, who gets the corn and how much your family's already had enough this week and so on. And then, in the Bronze Age, you see more specialization of labor and more hierarchies. So the pyramids were built by determined organizations. [laughs] so just like Melvin Conway would tell us. And the same happened with The Industrial Revolution. So you had management; you had oversight. And then as we are thinking about this matured, you know, we developed this notion of organizational values. So that had to do with the day-to-day behavior so people, including managers, and how they should treat their people and what the employee experience should be like. And then kind of management is about organizing people or organizing people and resources to pursue short or long-term objectives. So, what happens if the AI goes crazy? What happens if there's a bug in the software if there is a flaw? On the technical side of this, what I would say is just like we have people who are concerned about safety with robots, industrial robots in factories, you're going to have people who look at the same kind of thing in organizations. You're also going to have AI watching AIs. So you're going to have a lot of software mechanisms that are there for safety. People also have the option to leave. The threshold for quitting your job now and you log out from your current employer if you're sitting in your home in the Caribbean somewhere [laughs] because you can live wherever you want and logging in somewhere else and taking a job, that threshold is lower than ever. So organizations have an incentive to treat their people well. TROND: Well, the interesting thing, though, is that Silicon Valley has been like that for years. I mean, that was the joke about Silicon Valley that you changed your job faster than you changed your parking space. FRODE: [laughs] TROND: Because your parking space is like really valued territory. It's like, okay, here's where I park. But you might go into a different part of the office building or in a different office building. So this has been part of some part of high tech for the industry for a while. But now I guess you're saying it's becoming globalized and generalized. FRODE: Yeah. And part of it it's the nature of those kinds of jobs, you know, of doing knowledge work that's where you're not tied to equipment or location as much. Now, of course, in Silicon Valley, you've had people go back and forth about, and not just here but in other innovation hubs too, about the importance of being together in the room. You're doing brainstorming. You are talking to potential customers. You're prototyping things with Post-it Notes. People have to be there. And I think there's an added incentive because of the pandemic and people wanting to work from home more to develop better collaboration tools than Post-it Notes on whiteboards. But the last data we have on this is pre-pandemic, so I can't tell you exactly what they are today. But the employee tenures for startups in Silicon Valley when we looked last was 10.8 months average tenure. And for the larger tech companies, you know, the Apples and the Googles and so on, was a little bit more than two years so between two and three years, basically. And so because more jobs in the economy are moving into that category of job where there's a lower threshold for switching, and there's a high demand for people who can do knowledge work, you're going to see average employee tenders going down just like average organization lifespans have been going down because of innovation. TROND: Which presumably, Frode, also means that productivity has to go up because you have to ramp up these people really fast. So your incentive is Frode started yesterday. He's already contributing to a sprint today, and on Thursday, he is launching a product with his team. Because otherwise, I mean, these are expensive workers, and they're only going to be around for a year. When is your first innovation? FRODE: It depends on where the company focuses its innovation. And this will not be the common case, but let's say that you are developing a whole new kind of computing device and a whole new operating system that's going to be very different. You have to learn about everything that's been done so far, and it takes a lot to get started. If what you are doing is more sort of applied, so you're developing apps to be used internally in an insurance company, and you're an app developer, and you know all of the same platforms and tools that they're already using because that was one of the criteria for getting the job, yeah, then you ramp up time is going to be much shorter. All of these companies they will accept the fact, have had to accept the fact, that people just don't stay as long in their jobs. That also gives some added incentive to get them up and running quickly and to be good to people. And I think that's good. I think it's nice that employers have to compete for talent. They have to have to treat their people well. I think it's a much better solution than unions, where you would basically try to have a stranglehold on employers on behalf of all the workers. And the less commoditized work is, the less standardized the work is in that sense. The less business models like those of unions, whether they're voluntarily or involuntarily, because the government sort of makes it easier for them to set up that relationship and sort themselves. The thing that surprised me is that now and as we're coming out of COVID, unions in the United States are making somewhat of a comeback. And I'm sort of scratching my head. Maybe this means that there are a lot of companies where they have scaled because of IT, Amazon being an example. They wouldn't have been able to scale the way they have without information technology. But they haven't yet gotten to the point where they have automated a bunch of these jobs. So they've hired so many people doing soul-sucking repetitive work, and they're doing their best to treat them well. But the whole mentality of the people who have designed this part of the organization is very Taylorist. And so people are complaining, and they're having mental health problems and so on. And then yeah, then there's going to be room for someone to come and say, "Well, hey, we can do a better job negotiating for you." But gradually, over time, fewer and fewer jobs will be like that. One of the sort of interesting aspects of the post-industrial transition is that you have industries…well, some industries, like online retail on the historical scales, is still a young industry. But you have industries that when IT was young, you know, I think the oldest software company in the U.S. was started in 1958. So in the aftermath of that, when you started seeing software on mainframes and so on, what software made possible was scaling up management operations for companies. So they made them more scalable. You could open more plants. You could open more offices, whether it was manufacturing or service businesses. And this happened before people started using software to automate tasks, which is a more advanced use. And the more complex the job is, and the more dexterity is required, physically moving things, the higher the R&D investment is required to automate those jobs. The technology that's involved in that is going to become commoditized. And it's going to spread. And so what you're going to see is even though more people have been hired to do those kinds of jobs because the management operations have scaled, fewer people are going to be needed in the next 10-20 years because the R&D investment is going to pay off for automating all of those tasks. And so then we're going to get back to eventually…I like to think of Amazon as just like it's a layer in the business stack or technology stack. So if I need something shipped from A to B or I need to have some sort of a virtual shopping facility, [laughs] I'm not going to reinvent Amazon, but Amazon has to become more efficient. And so the way they become more efficient is drone delivery of packages and then just-in-time production. And then, they take over everything except for the physical specifications for the product to be manufactured. TROND: It's interesting you say that because I guess if you are Amazon right now, you're thinking of yourself in much wider terms than you just said. But what I'm thinking, Frode is that I'm finding your resident Scandinavian. I'm seeing your Scandinavianhood here. The way you talk about meaningful work, and knowledge work, and how workers should have dignity and companies should treat people well, I found that very interesting. And I think if that aspect of the Scandinavian workplace was to start to be reflected globally, that would be a good thing. There are some other aspects perhaps in Scandinavia which you left behind, and I left behind, that we perhaps should take more inspiration from many other places in the world that have done far better in terms of either manufacturing, or knowledge work, or innovation, or many other things. But that aspect, you know — FRODE: It's a big discussion itself. I mean, I was kind of a philosophical refugee from Norway. I was a tech-oriented, free-market person. I didn't like unions. I didn't like the government. TROND: [laughs] FRODE: But at the same time, that didn't mean I thought that people should not be treated well that worked into the ground. I thought people should just have healthy voluntary sort of collaborative relationships in business or otherwise. And I've seen technology as a means of making that happen. And I have no sympathy with employers that have trouble with employees because they treat people like crap. I think it's well deserved. But I also have no sympathy with unions that are strong-arming employers. TROND: You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Post Lean, and our guest was Frode Odegard, Chairman, and CEO at the Post-Industrial Institute. In this conversation, we talked about the post-industrial enterprise. My takeaway is that lean is a fundamental perspective on human organizations, but clearly, there were things not foreseen in the lean paradigm, both in terms of human and in terms of machine behavior. What are those things? How do they evolve? We have to start speculating now; otherwise, we will be unprepared for the future. One of the true questions is job stability. Will the assumptions made by early factory jobs ever become true again? And if not, how do you retain motivation in a workforce that's transient? Will future organizational forms perfect this task? Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. And if you liked this episode, you might also like Episode 102 on Lean Manufacturing with Michel Baudin. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us; we would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects people, machines, devices, and systems in a production or logistics process in a physical location. Tulip is democratizing technology and empowering those closest to operations to solve problems. Tulip is also hiring, and you can find Tulip at tulip.co. Please go ahead and share this show with colleagues who care about where industrial tech is heading. To find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: Frode Odegard.
Episode 106: Post Lean with Frode Odegard 43:56
Episode 105: Product Lifecycle Management's Momentum in Manufacturing with Jim Heppelmann 46:31
Episode 104: A Scandinavian Perspective on Industrial Operator Independence with Johan Stahre 44:01
Episode 103: Human-First AI with Christopher Nguyen 42:30
Episode 102: Lean Manufacturing with Michel Baudin 49:02
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Trond's keynote addresses and speeches have impressed policy makers, MBA students, Members of Parliament, IT professionals, communication executives, bureaucrats as well as university staff in Europe, the United States and Asia:
100+ corporations (members of MIT Industrial Liaison Program)
American-Hellenic Chamber of Commerce (Greece, 2008).
European Committee on Interoperable Systems (ECIS, 2009).
European Commission (Belgium, 2009).
International Communication Association (Mexico).
OECD (France, 2009).
Management Events Co. (UK, 2007 and Austria, 2007).
Norwegian Association of Communication Professionals (2000).
Norwegian Parliament (2003).
Openforum Europe (Belgium, 2010).
Oracle Standards Days (2009, 2010).
Politech Institute (Belgium, 2007).
Salzburg Seminar (Austria, 2007).
Slovenian Presidency of the EU (Slovenia, 2008).
Terrapinn Events (UK, 2008).
TMAB Business Events (Belgium, 2008).
The Agency for Public Management and eGovernment-DIFI (Norway, 2008).
Smart IT 2009 (Belgium, 2009).
WCIT 2010 (The Netherlands, 2010).
Appeared on Good Morning Connecticut, a morning TV/news show (USA, 2009).


text:
Land Platforms
Land Simulation and Training
Future of Sustainable Armor Steel
Unencrypted communications by Russia undermines operational security in Ukraine
Poland and neighbors may be shifting center of gravity in European defense & security
Oshkosh reports net sales of $8.28bn for fiscal year 2022
Airbus begins two EU Commission-awarded defence R&D projects
GA-ASI performs first Eaglet flight from MQ-1C UAS
netcon int.
Babcock produces first 3D metal parts for UK's armoured fleets
Northrop Grumman reports sales increase of 3% in 2022
General Dynamics reports full year net earnings of $3.4bn
Training and Simulation Solutions
Report finds gaps between US security policy and military capabilities
A report by American nonprofit global policy think tank RAND has revealed that significant gaps exist in the ability of the US and its allies to deter or defeat aggression, which may threaten national interests.
The research found that more funding will be required to close the gap between the 2018 US Department of Defense (Dod) budget and the forces needed to implement the Trump administration's stated security and defence strategy and goals for military modernisation.
The researchers urged to prioritise investments by the significance of the goal to the US and its interests, the size and urgency of the gap between the capabilities needed to achieve defence objectives and the forces ready and postured to provide the capabilities, as well as the availability of realistic opportunities for the US to close the gaps.
RAND senior fellow and lead author on the report Timothy Bonds said: "Modernising its nuclear deterrent over the next several decades is likely to consume most of the recent increases in the US defence budget.
"RAND said in order to deter Russia and defend the Baltics, the US should pre-position the equipment and munitions for armoured and Stryker or infantry brigade combat teams."
"The question, then, is how the United States should utilise the resources remaining to ensure that aggression that imperils US interests in critical regions would fail while helping allies build the capacity to do more for their own and the collective defence."
RAND made several recommendations urging the DoD to enhance the mobilisation infrastructure to accelerate the activation of National Guard and reserve forces, as well as the training capabilities required to make all forces in the deployment pipeline ready.
The US President should mobilise all of the reserve components in case of a major war such as a Russian attack on the Baltics, a resumption of full-scale combat on the Korean Peninsula, or a US decision to come to Taiwan's defence against China, the report said.
RAND said in order to deter Russia and defend the Baltics, the US should pre-position the equipment and munitions for armoured and Stryker or infantry brigade combat teams and supporting ground and airforces in Europe.
The DoD has also been urged to increase the readiness of US forces to the stated service goals or beyond for all contingencies.
Decreasing Defense Expenditure: Key Trends and Future Outlook
Low-Intensity Warfare - Thematic Research
COVID-19 Impact on Military Satellites Market
Low-Intensity Conflict - Thematic Research
Littoral Warfare - Thematic Research
RAND Corp
Stryker Corp
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The leading site for news and procurement in the defence industry


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