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Welcome back to the Better 
Business Analysis podcast with 

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your host Benjamin Walsh. 
And today we dive into a topic 

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that I had on a probably a 
weekly basis and I tried to 

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frame it under the heading 
Connecting all the bits and 

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pieces. 
And what I mean by that is that 

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we need to connect our systems 
and our processes to generate 

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value for our business. 
That's part of the reason we are

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business analysts and why we are
business professionals. 

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And it will requires 2 mindsets,
the business mindset and the 

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technology mindset and that 
comes under what is classified 

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generally as enterprise 
architecture. 

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But today we're going to dive in
why and how and what you might 

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want to integrate across your 
business and how you can explain

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why this is valuable to AC Suite
and a Better Business Analysis 

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Institute presence. 
The Better Business Analysis 

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podcast with Kingsman Walsh talk
to business leaders all the time

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about this. 
Most of my day involves doing 

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some kind of technical advisory,
even though I'm a a business 

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architect and analyst and it is 
around explaining that there 

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isn't really an easy solution to
all their problems. 

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As in there is no one box that 
will solve their problems. 

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And I'm going to give you an 
example. 

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So ERP systems or enterprise 
resource planning systems are 

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great for manufacturing, right? 
And there are business models 

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which suit that one platform to 
rule them all. 

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Very few businesses that I deal 
with necessarily require multi 

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$1,000,000 ERP. 
But even if you do have that and

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you're big enough to need that 
kind of system for your industry

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or your size, there are other 
systems you have. 

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You have e-mail clients, you 
have Microsoft Productivity 

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Suite or Google Productivity 
Suite, or you have some custom 

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apps and AWS. 
All of those things are part of 

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what's called your architecture.
And I talk a lot about business 

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architecture. 
That's the game I play and 

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enjoy. 
But today we need to think about

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how does the processes and the 
people and our environment, how 

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does all of that relate to our 
technical architecture? 

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And usually what you will have 
in an organization is someone 

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called an enterprise architect. 
And that name sometimes is given

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to more than one person. 
But the idea of enterprise 

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architecture is to do both the 
business side and to connect the

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technical side. 
So your technical architecture. 

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And you'll find that people that
usually have the term or the job

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title enterprise architects are 
actually enterprise technical 

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architects. 
And so they look at this Indian 

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state and they draw these really
high level solutions, which is 

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fantastic. 
We need these. 

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We need to make some decisions 
around our technical 

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architecture, and I'm just going
to say architecture for the rest

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of the episode. 
And you need to just assume I'm 

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talking about technical 
architecture here. 

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So if you have your ERP system, 
you need your productivity 

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suite. 
So you need, you know, your Word

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and your Excel and you need your
Teams and you need your Outlook.

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You need all those underlying 
functions regardless of which 

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vendor provides. 
But generally you buy them 

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bundled and you can't ignore 
that. 

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So you're buying the Microsoft 
suite, or you're buying the 

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Google suite, or you're doing 
some kind of open suite. 

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There aren't actually that many 
options. 

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So you're using that, especially
in a corporation. 

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And that is where your data's 
flowing, your data is flowing 

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and living in those systems and 
you're producing the, that's 

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your interface, right? 
Then you might have an 

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operational system or an ERP, as
I talked about before, our CRM 

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system, you've heard these terms
and you are storing information 

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in a structured way in those 
systems, which may integrate 

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with your website, which is 
another interface, a touch point

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for your customer. 
And then maybe you've got a 

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reporting suite like Power BI or
Tableau or something, which is 

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connecting to your operational 
systems, usually more than one 

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because you've got a financial 
system and a CRM and something 

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else. 
And that all needs to come 

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together in a case of way, 
ideally in an easy way, ideally 

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in what we call kind of single 
storage of data. 

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So you're not storing the data 
in more than one place. 

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So that costs money. 
When you store things, 

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especially in our cloud 
environment, you have to move 

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data, you have to integrate 
these systems and it all becomes

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complicated. 
So the first thing that I see 

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are CTO or CIO more so or CEO 
will think about the C-Suite. 

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We'll think about especially if 
they're not hugely technical or 

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haven't come from that 
background is they don't 

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understand the inner workings of
that. 

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They may not care, but the 
reality is they to operate, you 

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need to get you as ABA and you 
as a architect, and it needs to 

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be efficient. 
And if these systems can't send 

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the information back and forth 
and don't talk to one another, 

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then your business process is 
inefficient and therefore your 

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business is inefficient. 
So I'm going to cover off quite 

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a few ways here that you can 
think about this problem, how 

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you can connect the bits and 
pieces. 

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OK, Number one is the digital 
glue. 

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So why do we care about 
connecting these systems? 

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I've gushed on it, but data, 
primarily data. 

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So to get rid of all the 
complexity of systems. 

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C-Suite executive or a person on
the street can understand this, 

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that data, a piece of data is 
only powerful when it flows just

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like water to reverse system. 
If you have disconnected 

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systems, then you have an 
efficiency, you have 

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duplication, you have data 
solos, you have risk, you have 

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potentially trust issues because
1 area of the business doesn't 

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know about what's happening in 
the other in the era of the 

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business, or they come up with 
two different results from AB as

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perspective. 
Disconnected solutions break 

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processes, they frustrate users 
and they create blind spots for 

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decision making. 
So a great solution regardless 

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of what it is. 
So you know, a sales force or a 

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or whatever you're putting in 
the widget that you're putting 

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in that's not connected to the 
rest of the ecosystem is like a 

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smart person talking to 
themselves and like a soundproof

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room. 
Doesn't matter how smart that 

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one component is, if it can't 
talk outside of that to the rest

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of the systems. 
The data's not flowing. 

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You really haven't got any 
further in terms of what your 

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enterprise needs into a little 
bit more detail here. 

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Business functions are really 
isolated. 

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So the functions that support 
your processes are really 

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isolated. 
So a customer journey crosses 

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multiple systems. 
Customer journey is what your 

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customer's trying to do to get 
their job done. 

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And so that will go from CRM, 
maybe a CRM system to your 

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ordering system to fulfilment to
billing support. 

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Most organizations will not have
that all in one system for good 

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reasons, which we'll touch on in
a minute. 

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So therefore your customer 
journey experiences and and has 

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touch points with all of those 
areas either directly or 

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indirectly through phone call, 
e-mail, website. 

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So when systems aren't 
connected, it's not just an IT 

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problem, it becomes a business 
performance issue in these 

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silos. 
They kill visibility, reduce 

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agility and create inconsistent 
data stories, which is where 

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this trust issue comes. 
So an example would be in 

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education, a student record 
might live in, I don't know, the

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tenant system and might exist in
say the ministry's financial aid

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system. 
It could exist in the reporting 

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platform, it could exist in a 
learning management system. 

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And if they're not all 
connected, tracking a student's 

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well-being or performance 
becomes manual or error prone. 

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OK. 
And that's that's kind of the 

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word I'm living in at the moment
in in some ways. 

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And then we'll jump on to the 
number 2 point. 

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So we know that it's important 
to have this glue, but why can't

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we just put it in one system? 
Why one system to rule them all 

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kind of fails in reality. 
So it's it's it's really 

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tempting, especially for 
executives. 

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You'll get this in your life. 
I have on an executive team. 

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We are. 
It's easy to imagine 1 mega 

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platform that does everything 
OK, but it creates complexity, 

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it's rigid. 
You end up probably spending a 

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lot of money on customizations 
because those, because those 

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systems are so big and they have
to have such a wide scope. 

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They're not really focused on 
one doing one thing well. 

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And therefore, to get the 
differences you want for your 

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business, you have to customize 
it. 

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And then it's longer delivery 
timelines when you want to 

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change something because you're 
generally going through 1 vendor

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and then you're, you're locked 
into that vendor and your data's

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locked in. 
Sometimes even if you, even 

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though we're getting better at 
having some policies and 

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decisions out there worldwide 
that allow you to get your data 

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out. 
So one system to rule them all 

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becomes one system to slow them 
all. 

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Does that make sense? 
So that's kind of a a good 

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analogy there. 
And I know from my experience 

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that if you're a smaller 
business, it might be really 

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great to have one system. 
But number one is don't look at 

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necessarily spend your time 
looking at all the features of 

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that system. 
Look at it, it's integration 

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ability, OK. 
And if you, if it's got great 

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integration ability with other 
systems that that vendor doesn't

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own, so it uses an open system 
AP is all the rest of it you 

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know connects to Zapier or 
whatever other integration 

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platform that's out there, then 
that's a good sign, OK, compared

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to one that doesn't, it doesn't 
mean you should buy it. 

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It could be really crappy in 
terms of how it fulfils the use 

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case, but it definitely has one 
of the attributes you need to 

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worry about, which is 
integration. 

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And I guess the other point 
about that is that these systems

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have this romantic notion of 
simplicity, but actually really 

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comes at the cost of agility. 
And they're quite hard to 

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evolve. 
And even systems which are 

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behemoth or monolithic like 
Eips, like SAP for example, 

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would be one of the world's 
biggest. 

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The ones that do well and don't 
have this problem the most have 

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actually started to create the 
various areas. 

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So, you know, customer 
management or inventory 

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management, they have created 
those as separate apps that 

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didn't live on a platform. 
So a platform with various apps 

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that talk to one another is much
more preferable than a system 

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which has tightly integrated 
modules that are that cannot be 

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pulled out as separate apps. 
If you want to know more about 

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that, it starts to get quite 
technical, but there are a few 

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systems out that they're built 
that way. 

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So I'd say a Microsoft Dynamics 
365 and a sales force are more 

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of what the latter where there 
are modules and it allows 

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optionality for choice. 
An example would be here. 

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If you take a large public 
agency, they will try and 

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consolidate all their data into 
one massive ERP or a data 

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warehouse or a whatever and 
years and millions later they 

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had a slow rigid system no one 
liked and ended up kind of 

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layering smaller tools on top 
just to make it usable. 

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They haven't a lot, especially 
if you are locked into a vendor 

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and that vendor doesn't upgrade 
their system or that system has 

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decided to invest in function 
but not experience user 

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experience. 
So it's really hard to use from 

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AUI point of view. 
So it looks like doesn't look 

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very nice, but it happens to be 
feature rich. 

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Again, SAP comes to mind. 
OK. 

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So what's the other end of the 
spectrum? 

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The other end of this spectrum 
is something that became really 

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popular a few years ago and you 
may have heard the term it's 

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called microservices. 
So you can go to the other end 

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and go, well, that's bad. 
Having one system, why don't we 

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just have lots or thousands of 
Microsystems or microservices? 

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Sorry, and that isn't the answer
either, but I'm going to explain

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why. 
Micro services, they promise 

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agility and scalability, but 
only when governed well, OK, 

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because you could still have 
many disconnections, right? 

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And you have to create these 
kind of mini solutions. 

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So you end up with chaos in the 
integration layer and you end up

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with like kind of a bit of a 
dependency problem between the 

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systems and then you have to 
manage the security and the 

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maintenance he'd actually get 
across. 

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So I would say that micro 
services done badly are just as 

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kind of dysfunctional as one 
behemoth. 

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And but in saying that, if you 
are a custom product shop or you

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really understand it and you own
your understand your 

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architecture well and you don't 
have lots of micro services, 

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just a few that are manageable, 
it is a better option than just 

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having one behemoth. 
However, that isn't the sweet 

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stop spot. 
Let me just give you one kind of

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example of what where you might 
use micro services in a good way

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because I don't want to. 
It is quite new and it is better

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than what we've had. 
And that is when you're doing 

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kind of scathing large systems, 
but it only works if you've got 

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governance and orchestration and
documentation. 

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So you everything has to have 
high levels of integration, 

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which is what a ideally the the 
reason for having a micro 

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services that that's what it 
allows you to do because it does

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one thing really well. 
And you need to be able to have 

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kind of API gateways which are 
managing all that. 

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And you need to have kind of a 
service mesh to manage the 

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communication and you need kind 
of like document interfaces. 

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So a fintech start up might be 
good because it's got different 

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services that do things well. 
But if you don't invest in 

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service discovery or contract 
versioning and your deployment 

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processes, then it's really hard
to work out where and what 

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services are breaking your 
processes if something breaks. 

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So what I would suggest for most
businesses, and I like I said, 

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there's no one rule to kind of 
fix your problem is really when 

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you're looking at the sweet 
spot. 

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And that is just integration 
done right in, in my simple 

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terms. 
And that is when your solutions 

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are modular and loosely coupled.
So they're not tightly coupled, 

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but they're tightly aligned not 
to necessarily each other, but 

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to the business capability and 
the step in which your users and

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your customers are wanting to 
perform. 

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So you need to focus on business
driven integration. 

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So you can connect where data 
flows, but only if it's 

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valuable. 
So another way of saying that is

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to connect where value flows 
through value streams and you 

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need to think about what I would
defer affirm we over use this 

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word actually argument about 
what this word means today, but 

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it's around prefer platform 
thinking over point to point 

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hacks. 
So platform thinking being 

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something where you've got your 
base services platform for me 

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isn't necessarily Azure, AWS. 
It is having these consistently 

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used services you want across 
your organization as a base and 

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then building these kind of 
areas which have value in their 

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own space as separate systems or
services. 

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So let me say that another way. 
If you were like for example 

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wanted ACRM system, most CRM 
systems out there now will 

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integrate you know Hub, a 
HubSpot, Microsoft CRM or it's 

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Dynamics 365 and Salesforce. 
They actually have really good 

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integration layers. 
And if you love that tool and 

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system, it's probably OK to use 
it because it integrates well 

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and it's decoupled for CRM and 
it makes sense to do all your 

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CRM in one place. 
So all those processes are 

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tightly coupled from a business 
process point of view and a 

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value point of view. 
Now what makes sense for 

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example, is have that as it's 
own system, but then any of your

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authentication layer or maybe 
your web content or anything 

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that's shared would be on the 
plat. 

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So it's OK to have that as it's 
own system and to use 

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integration to move data around.
But I would say you wouldn't 

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want more four of those big 
things. 

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Does that make sense? 
You wouldn't want to break that 

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CRM system down to lead 
management and then have another

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interface which was managing 
your customers, managing your 

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opportunities. 
Had those as separate services 

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or systems, it would become 
chaotic, right? 

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That's why we have CRM systems 
in the 1st place. 

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But you don't necessarily want 
to grow that system out, so it 

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does everything. 
So you can use things like 

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integration patterns and you can
use things like business 

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capability maps, which is a 
business architecture term to 

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really anchor the integrations 
that you need and where the 

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value flows. 
I would suggest that what you 

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could do to figure out if you 
should maybe buy a kind of a 

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package system like ACRM system 
to fill your needs, or an ERP or

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both, or which systems you 
should look to integrate more 

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closely. 
All which ones you could 

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specialize in and have a a tiny 
micro service widget to the side

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is to map out the information 
flow. 

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So map out the information flow 
across business processes, where

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data starts, where it travels, 
and where it's consumed. 

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Use the data management life 
cycle to do that. 

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Identify the integration pain 
points. 

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So where is manual re entry? 
Where is inconsistent data? 

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Where do you need to reconcile? 
That's always a bad word. 

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Or you've got kind of what we 
call swivel chair operations. 

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Where are the touch points for 
your customer? 

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And start speaking the language 
of integration, like 

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understanding what a web hook 
is. 

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Data contracts AP is REST, AP is
integration tools like 

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zapiermake.com. 8 N 8 N which is
a free tool and then collaborate

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with architects to shape 
integration patterns that make 

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sense for your business, not 
just IT. 

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And if you drew it up and you 
work with your enterprise 

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architect, then when you make a 
decision about what systems you 

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00:20:46,120 --> 00:20:49,400
should introduce to your 
ecosystem, it becomes way 

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easier. 
OK. 

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And and and then there is some 
insights you can and some 

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patterns you can draw. 
So for for example, if you are 

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using the Microsoft Office suite
and you have Microsoft Dynamics 

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365, it probably makes sense for
you to use Azure, which is under

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00:21:06,960 --> 00:21:13,800
all that to do some small 
services for various reasons, 

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cloud cost moving a data, the 
way it stores it contracts, 

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authentication, it will might 
not make sense for you to go, 

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oh, there's something great in 
AWS. 

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Let's just change our pattern 
for that because it's going to 

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cause you headaches. 
These are all the world's of 

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00:21:29,840 --> 00:21:32,200
architects, but it's a great 
example. 

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00:21:32,200 --> 00:21:36,200
Again, if you're using the 
Google suite and you're a 

336
00:21:36,200 --> 00:21:40,200
startup company and you're doing
everything fast and custom, 

337
00:21:40,200 --> 00:21:45,440
maybe on AWS, maybe on Google 
Cloud, introducing Microsoft 

338
00:21:45,440 --> 00:21:49,400
offer, sorry, the Microsoft 
Teams, and then using that to 

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00:21:49,400 --> 00:21:51,880
save your documents doesn't 
really make sense. 

340
00:21:51,880 --> 00:21:54,800
You should use Google Drive. 
So you can start to generalize 

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some of these patterns and that 
they are, you will see if you're

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00:21:58,240 --> 00:22:00,880
working on the space, you start 
to have these same conversations

343
00:22:00,880 --> 00:22:02,840
again and again, especially with
management. 

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So is your business more like 
Frankenstein or Ironman? 

345
00:22:08,360 --> 00:22:12,200
Frankenstein, which is stitched 
together with no plan or Iron 

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00:22:12,200 --> 00:22:15,600
Man, where there's modular 
components that are seamlessly 

347
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connected. 
As a BA, your job is to help 

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build Iron Man. 
I'll see you next week.

