Tuesday, May 1, 2018

FOOD SPECIAL....The Magic Of Indian Spices


The Magic Of Indian Spices

Dishes like pilaus may have come to us from West Asia, but it was India’s spice magic that raised them to another level entirely
Many years ago, I wrote that some of the food of Central Asia and the Middle East was a rough draft for Indian cuisine. This led to (understandable) outrage and claims that I had ignored the contribution of foreign visitors of our cuisine.

What about kebabs, I was asked? Weren’t they a Middle-Eastern invention? What about the samosa? Arabs brought it to India and variations of the original samosa (under such names as sambusak) can still be found all over West Asia. And then there was the big one: pilaus. Didn’t I realise that the first pilaus came from Turkey and other Middle Eastern countries? Why was I going on and on about biryani’s Indian flavours when it was clear that the dish came to India with Arab armies? And so on.
My answer has always been that while I have huge respect for the cuisines of West Asia, they have always struck me as lacking the depth of Indian cuisines. (Yes, yes: I concede that I haven’t travelled through the whole of the Middle East and that, as an Indian, I am not exactly an unbiased or disinterested observer.)
I do not dispute that samosas, kebabs and pilaus came to India from the Middle East. (Though biryani, I think, was our own creation.) But I believe that these dishes were raised to the next level of complexity and sophistication because of India’s secret ingredient. Spice. Any Indian who eats a Middle Eastern kebab or pilau will find it bland and unsophisticated because it will not have the complicated spice flavours that are the hallmark of good Indian food. My view is that yes, these dishes came to us from West Asia but it was India’s spice magic that raised them to another level entirely.
Great Indian food is all about spices. Do you know of any other country where so many of the great chefs will refuse to part with the secret spice mixture that goes into each dish?
It’s not just kebabs and pilaus. Go to any traditional restaurant anywhere in India and you will never be able to get the chefs to reveal what the exact proportion of masalas is. When fancy restaurants hire traditional chefs, they are shocked to discover that the chefs will make their masala mixes at home and will come to the kitchen with little packets of ready-made spice mixes.

Nor is this restricted to North Indian food. I once shot a TV programme at Muthu’s Curry, the famous fish head curry restaurant in Singapore. It turned out that only a few members of the founding family knew the exact proportion of masalas that went into the curry. Each morning, a family member would come and make the curry masala in secret. The cooks would have to use that masala and would never learn what it was that made the famous curry so special. Take away the spices and most Indian food loses its distinctive identity. The reason why a Turkish pilau pales before a Lucknawi pilau is because the man who made the Lucknawi dish used spices. Compare any minced meat kebab from the Middle East to a shami kebab (let alone a galouti ora kakori) and the Indian kebab will always have a more complex taste because the Indian kebabchi has used complex spicing. Many people in the Middle East (and the West) disagree violently with me. Some suggest that I am making too much of the spice factor. If a pilau has meat and rice, then surely it is the same dish everywhere, even if the Indian version has a little more spice, they argue. So I was relieved last week to meet up with Dr Ganesh Bagler who has spent many years researching the science of Indian food along with many enthusiastic and gifted students and collaborators. Dr. Bagler specialises in flavour molecules. This is an area of great interest to the food industry, though not one that interests most chefs. But the chefs who have studied it (such as Heston Blumenthal) have come to some interesting conclusions.

Traditional Indian chefs keep their spice mixes a secret: many make them at home and come to work with little packets

When we taste say, a strawberry, we are actually tasting hundreds of different flavour compounds that combine to give the strawberry its characteristic taste. This fascinates the food industry, which tries to isolate the molecules that make up these compounds. Then it merges many of these molecules in a lab to create the strawberry flavour that goes into say, your strawberry ice cream.
Some of these molecules are at the heart of what we regard as strawberry flavour. For instance, if you mix ethyl butyrate, cis-3-hexenol, furaneol and gamma-decalactone, then these four molecules will give you the essence of a strawberry taste even though a real strawberry has many more flavour molecules. (OK. No more technical stuff after this, I promise.)
All ingredients can be broken down into flavour molecules. Research suggests that most Western recipes combine ingredients that contain common flavour molecules. For instance, asparagus and butter go well together because they share many flavour molecules.
Often these similarities extend to ingredients that would appear to have nothing in common. Modern chefs make dishes that mix strong blue cheese with chocolate, a combination that sounds wrong at an intuitive level. In fact, the two ingredients share 73 flavour molecules and work well together. A more famous example is white chocolate with caviar, which sounds bizarre. But Heston Blumenthal, who found that the two paired well, had them analysed and discovered that they had many flavour molecules in common.
We know, thanks to the work of Yong-Yeol Ahn at Harvard University that while Western recipes are based on combining ingredients with similar (or the same) flavour molecules, East Asian cuisine is the exact opposite. In Korea and Thailand, for instance, recipes focus on combining ingredients that have few (if any) flavour molecules in common. It is the contrasting flavours that make the cuisine so distinctive.
As far as I knew, nobody had done similar work in India. But Dr. Bagler has followed roughly the same methodology as the Harvard team and has analysed Indian recipes. He has come to several interesting conclusions.
The first is that Indian recipes do not follow the Western pattern. We choose ingredients that do not share flavour molecules.
Secondly, if you were to list out the ingredients that determine flavour, there are many regional variations in India. But one thing is common across the subcontinent. The key determinants of flavour (like the four molecules that give the strawberry its essential taste) are spices. Even a tiny bit of spice will determine how a dish can taste. Take away the little dash of spice and keep all the other ingredients intact and the dish will taste totally different.
Here at last is scientific proof of what I have long believed at an intuitive level: Indian food is about spices. The quantity of masala in a pilau may be one-fiftieth of the quantity of rice. But the dish gets its distinctive flavour from the spice.
The Harvard team led by Ahn concluded that a few foods become the key signatures of a cuisine. In North America, these include dairy (milk, butter, cream), eggs and wheat. In Korea, they are ingredients like beef, ginger, pork, onion, soya sauce and rice.
Dr. Bagler says that in India, these key ingredients would just be spices. No matter which regional cuisine he studied, spice (to varying degrees) became the defining factor.
Which takes us back to the origins of pilau and kebab. When we say that the basic ingredients of the Middle Eastern kebabs and the Indian versions are broadly similar, we are right. But that, as research has now conclusively demonstrated, is not the key determinant of taste.
It is the flavour molecules that determine the taste. And the spice mixes in our kebabs and pilaus are uniquely Indian.
But I wish I knew more about the flavour molecules in Middle Eastern food. Does the cuisine – like Western food – rely on recipes that combine ingredients with the same flavour molecules? Or is it like Indian food where the opposite is true? The Middle East has its own herbs and spices. How important are those flavour compounds to the final taste? I looked at the research but found nothing about Middle Eastern food.
But, thanks to Dr. Bagler, we do have research about Indian food. And it tells us that there is no Indian food without spices.

VIR SANGHVI HT BR 22APR18

BOOK SPECIAL.... 7 books to tickle the mind


7 books to tickle the mind

From lost civilisations and human hybrids to astrophysics and octopus brains, these invigorating books on science are sure to keep you hooked

The Singularity is Near
by Ray Kurzweil
Futurist Ray Kurzweil has thought deeply about the role computational power and artificial intelligence will play in our future. In the book, Kurzweil discusses what he sees as the next step in the evolutionary process: When our biology becomes so intertwined with machines that we improve our physical and mental capabilities well beyond what normal homo sapiens are capable of.

The Sixth Extinction
by Elizabeth Kolbert
Over the last 500 million years or so, the world has been faced with five distinct mass extinction events. In her latest work, Kolbert takes a look into the science behind what she deems the “Sixth Extinction” — and it’s primarily caused by us. While accompanying geologists, marine biologists, and botanists on their fieldwork, Kolbert introduces readers to species that are being wiped out of existence because of our impact on the planet.

1491: New Revelations of the Americas Before Columbus
by Charles Mann
Mann’s look at what the complex societies of the Americas were like before Christopher Columbus’s fateful arrival is eye-opening. The author lifts the veil on the spectacular cities and civilisations of the ‘New World,’ and how they rivaled the empires in Europe and Asia.
He also explores how places like the Amazon rainforest have actually been subject to human intervention for over thousands of years.

Collapse
by Jared Diamond
Diamond’s look into the causes of social and environmental collapse is a worthy read as we grapple with similar issues on a global scale. He uses Easter Island, the Mayans, early Viking settlements on Greenland and Iceland, and other prominent civilisations as case studies in how misguided political decisions, rapid population growth, and unsustainable agricultural practices lead to calamity.

The Soul of an Octopus
by Sy Montgomery
Montgomery’s immersion into the astounding world of octopus intelligence is both funny — when she recounts how some creatures make daring escapes — and a deeply pr o - fou nd look at the intelligence (and humanity) of a species so different from us. Scientists are only just beginning to understand how the eight-armed animals view the world, and what their color-coded communication means. If you are at all curious, start with this book.

Enlightenment Now
by Stephen Pinker
Bill Gates called Enlightenment Now his “new favourite book of all time”. Pinker, a professor of psychology at Harvard, takes a sweeping look at human history and comes to the optimistic conclusion that we’re living in the most peaceful era humans have ever enjoyed. He analyses 15 indicators, like literacy, quality of life, and safety, and compares data to show how they have changed over time.

Astrophysics for People in a Hurry
by Neil deGrasse Tyson
If you want to contemplate black holes, quantum mechanics, and time itself but you also have a day job, Tyson’s book is for you. A survey of the most important topics in cosmology and astrophysics, it offers a readable introduction to the universe and may help you understand a little bit more about what scientists are looking for in the great beyond.
                                                                     
businessinsider.in


CEO SPECIAL.... Myth vs. Reality: Four Behaviors That Define Successful Leaders PART II


Myth vs. Reality: Four Behaviors That Define Successful Leaders PART II
Elena Lytkina Botelho continue to discuss the traits that define successful CEOs.

Knowledge@Wharton: That leads to a logical transition to the third attribute that you found, which is that people who are reliable also are great at managing relationships; in fact, you call them masters at relationships. How does that factor into the success of CEOs?
Botelho: Being a CEO or being a leader of any kind is a team sport, right? You’re only a leader if you can get others to follow and bring the whole business or the whole initiative that you are leading to success. What we found that was really interesting was how successful CEOs relate.
The best analogy I can offer is that of an orchestra conductor. Good orchestra conductors obviously understand the score. They understand the intention and they have a point of view and a vision for how they want to interpret the music. Second, they have a keen understanding of the musical instruments and the participants in the orchestra, both in terms of what their role is, and how to draw out a performance that brings it to life. Good conductors also know what motivates the musicians in the orchestra. They will know the first violinist’s cat died that day. … It’s a really big deal for her. They’re tuned into each individual who is sitting around and creating the music.
Then, all of that comes together — the conductor, his engagement with the instruments, his performance and that of his musicians, who often may be more talented. … It is all in the service of that vision, of producing a piece of music that nobody in that room individually could have produced on their own. That’s what we call relating for impact.
It’s easy to describe what it’s not. What it’s not is relating for likeability, meaning I’m here to be liked, I’m here to be beloved by the musicians or the audience. That’s much easier actually. It’s also not about hammering away and beating … the musicians until they perform their best piece of music. CEOs who are successful at engaging for impact always hold in mind the purpose of what they’re here for, and they tune in to their stakeholders to deliver that purpose.
Knowledge@Wharton: How do they manage that balance, though, between those two extremes that you just described?
Botelho: I think for some it comes more naturally than for others. I find that they do two things particularly well. One, again it’s back to clarity of purpose and clarity of intent. It doesn’t need to be purpose with a big P. There’s a lot of dialogue about the high-minded purpose. The purpose could be as simple as in this business relationship here’s what our intent is. But they’re really clear about what that is.
Secondly, they are voracious feedback consumers. So they’re constantly watching to see the feedback that the audience gives them, the feedback that they get from their musicians, and they are constantly evolving and responding.
One of the CEOs that we’ve worked with is Tom Monahan. Tom led a successful company called Corporate Executive Board, grew it to $1 billion and he sold it to Gartner. Tom had a great way to frame the job of a CEO. He said, “Look, I’ve got three groups of stakeholders — my shareholders, my customers, and my employees. If I were to fully satisfy any one of the three, we would be bankrupt. As a CEO, my job is to keep them all constructively dissatisfied in the name of making the enterprise successful so that the enterprise can deliver to them all.”
Knowledge@Wharton: What does he mean by “constructively dissatisfied?”
Botelho: I found that fascinating. He didn’t say my job is to satisfy all of them. He said my job is to keep them all constructively dissatisfied so I can bring the whole enterprise forward successfully, and then deliver for all of them. I think it’s really that he’s not thinking about how do I please my audience but how do I bring everybody forward, even if at times they’re not going to be happy with what it feels like day to day.
Knowledge@Wharton: The fourth attribute [is that] successful CEOs are fast learners; they adapt quickly to changing circumstances. Why and how is that important?
Botelho: If there is any behavior that is growing in its importance and is getting the most airtime in the boardroom these days, it’s adaptability. You write a lot about innovation. I don’t know a single board, company, or a single set of investors that aren’t talking about how the world is speeding up, how there is a greater degree of uncertainty in the world, and how important innovation is, in this environment of change and of constant surprises. You have to be able to position the business for success and remain vibrant and viable. Adaptability is on the rise as a key CEO behavior.
Knowledge@Wharton: You did this study over a long period of time, and I’m sure it was global in its character. Were there any cultural factors in the way in which these four behaviors played out?
Botelho: Yes. We would love to do additional exploration of that factor; the research is still developing. Fifteen percent of our dataset are CEOs of companies that are not U.S. companies. A greater percentage of the data are CEOs who are not U.S.-born CEOs. There’s certainly representation, and I think we have an opportunity to dig into it deeper and explore it further.
Knowledge@Wharton: The specific point that I was thinking about was if your data showed whether some cultures are more relationship-oriented and others are more contract-oriented. I see that conflict in leadership roles all the time. Some people will change a contract if it preserves a key relationship, whereas others will let a relationship go if it doesn’t stick to the contract. How did you navigate this divide?
Botelho: If I had a hypothesis, I would say that these behaviors hold across cultures but the way in which they are interpreted could be determined by culture. I’ll give you one example that’s very simple and close to home. In 1998, I was between my first and second year at Wharton. Half my internship was at the Boston Consulting Group in London and the other half was going to be in Russia working for a private equity fund.
I was very conscious that when I went to Russia I shouldn’t be smiling too much because in Russia people smile for two reasons. They’re either flirting, or something is funny, or if not then you’re an idiot basically. In contrast, in the U.S. the social message you are conveying by smiling is just that, “I’m okay, you’re okay, we’re enjoying our conversation and we’re trustworthy partners.” It’s part of the social lubricant, if you will. This is a very trivial example but just goes to your broader point around behavior and culture.
Also the value that a culture places on a behavior will be different. I think in our culture adaptability is the behavior that we really value. Many of us are first generation immigrants or have immigrant roots. It’s often adapt or die. But in more established countries, or in countries that have roots with a more established population, reliability might be that much more important. This is a fertile area for further exploration.
Knowledge@Wharton: You worked on the CEO Genome study for a decade or more. Of all of the leaders you encountered, did any one person stick in your mind as the top person? And if so, why?
Botelho: A lot of this research will feed into a book that we will have coming out in the spring of 2018, The CEO Next Door. The first part of the book is about these four CEO behaviors. We pushed ourselves to say, okay the data is nice but who really embodies that behavior? So for each individual behavior we have our masters or our black belts.
I’ve been very fortunate. I feel blessed to have had an opportunity to be around several CEOs I admire and who have been very successful. And I’ll tell you, none of them is equally good at all of these four behaviors. Each of them will be able to shine on probably a couple of them.
What we’re finding in the data is that having strength in two typically seems to be the sweet spot, and then having awareness around the others. It’s very easy to think when you look at these behaviors that some things seem on the face of it mutually exclusive, or contradictory to each other. If I’m really decisive and I’m really fast to move, how am I also relating for impact? If I’m really decisive, how am I also adaptable? Or if I’m really adaptable, how am I also reliable? I’m always curious about leaders who seem to combine behaviors that on the face of it seem to be hard to combine.
Let me talk about a CEO here in town. Madeline Bell has been leading CHOP (Children’s Hospital of Philadelphia). If you talk to folks around Madeline, what you’ll hear is that she’s somebody who stands out for her ability to relate for impact, and build trust in a multitude of stakeholders. At the same time, she’s somebody who is very decisive. And obviously reliability is a core, fundamental organizational capability for CHOP, because they’re saving kids’ lives every day, and so reliability is really essential. I can tell you one simple thing you can do that will help in all four behaviors. Will that be useful?
Knowledge@Wharton: Of course.
Botelho: If you look at the underlying muscle building, and how you raise your game on all four, I think the most fertile area for that is mistakes. What are we talking about? We’re talking about who are the most successful CEOs, and what comes to mind is an Olympic list of accomplishments. The reality is the most successful CEOs who are really strong at these behaviors are fantastic at mining their mistakes for learnings for themselves and for the organization.
If I had to think about an underutilized business asset, it’s mistakes, and really digging into them and figuring out, well how do I become more reliable? Another point on reliability that’s interesting. Every organization that I know where reliability is a matter of life or death is obsessive about mistakes. There is a cult of actually finding these mistakes. Madeline at CHOP introduced a practice called ‘Great Catch’ as a way to celebrate people and encourage them and open the doors to the fact that a mistake is not an indictment of perfectionism. Excellent organizations often struggle with mistakes, because we expect ourselves to be so perfect. Madeline found a lighthearted but really profound way to say: Great catch, it’s the job of all of us to find mistakes. So I would encourage all of us to go on a personal ‘Great Catch’ program. If you do that, that is a route to improving your behavior on every one of the four traits.
Knowledge@Wharton: How would the principles that you have learned be applicable to leaders who are not CEOs?
Botelho: This is probably one thing that makes me most excited about our research. It’s exciting to dispel the myths about CEOs and help boards become better at picking the right CEOs. It’s exciting to see that it can actually change lives for the better no matter what you do, whether you happen to be a principal or you just want to have a good family.
What we found is that it’s never too early or too late to apply these behaviors. We have examples of struggles and examples of real victories at any stage in one’s career, whether you’re a really successful CEO or you’re just the kid graduating from high school or anything in between
http://knowledge.wharton.upenn.edu/article/myth-vs-reality-four-behaviors-define-successful-leaders/?utm_source=kw_newsletter&utm_medium=email&utm_campaign=2017-05-30

TRAVEL SPECIAL ....Your cue for indulgent active holidays


Your cue for indulgent active holidays

Nature trails, daring acts and harvesting floral blooms this season can add much fun to your trip

TIME TO CHILL
BEAT THE HEAT BY GETTING CLOSER TO THE ALPS
Region: Austria
On your European trip this summer, include Innsbruck in Austria. Also called Capital of the Alps for being closest to the mountain range is popular for its spectacular views, impressive imperial and modern architecture, multiple festivals, activities and to top it all with such pleasant weather. It is at least worth a 3 night stay that can be clubbed with other destinations in Austria or nearby areas of Germany and Italy.
Hike through the alpine landscape or take a mountain bike tour on the Nordkette range. Whatever you choose, the reward is undoubtedly going to be a mesmerising view. Fore more adventurous souls, there are rock climbing and horse riding options too. Kids will love the cable car ride to Hafelekar up the mountains. Even the shell shaped stations, inspired by natural ice formations, command a look with their unique futuristic design blended well into a traditional city. Soak the view of Inn River flowing through the town.
The 15th century Hofburg Imperial Palace is one of the three most significant cultural buildings in Austria. Every nook and corner inside is drenched in opulence giving an insight into the luxurious lifestyle of the royals. It is also a must-visit for its hall with family portraits and ceiling fresco. Twelfth century Hofkirche, houses the nearly 400 years old tomb of Emperor Maxmillian. There are 28 larger than life bronze statues representing his ancestors. Nearby, there is a historical foundry, run by Grassmayr family since 1599, if you want to see casting of bells.
Another attraction is Ski Jump Tower on Historical Bergisel hill. The place has a olympic stadium with 28,000 capacity and a Gondola ride takes you up to the panoramic viewing platform and restaurant, a place with amazing views.
In downtown, Rathausgalerie shopping center offers some retail therapy. You can go on the terrace bar and unwind watching the sun go down as a mild breeze hits you. Also a great place to see aeroplane taking off with a beautiful backdrop. A stroll in the town center will leave you gazing its Medieval Gothic buildings with beautiful artwork on doors and windows. Climb on top of 450 years old majestic City Tower and recap your visit with amazing views of downtown Innsbruck, the gorgeous rooftops, river Inn, Nordkette mountains and Bergisel Ski Jump.
(Contributed by Naveen Soni)

CULTURAL DELIGHT
DARE YOU TO EAT ‘FRIED TARANTULA’
Region: Cambodia
There is so much more to witness and indulge in than sunset and sunrise watching spree at the Angkor Wat complex in Cambodia. On top of the list is an experience that we dare you to try. How about gobbling down a new-age super food that is deep-fried and is considered an excellent snack in Cambodia? We pique your palate to eat fried tarantulas, which are basically fried spiders. To make it more palatable, they are often rolled in sugar or garlic and then eaten by the handful out of street vendors’ carts. The residents find this routine but for the adventurous tourists who visit here, this act is one that goes down memory lane.
Another indulgence is to witness a traditional Cambodian performance at the Bayon Temple complex. The Bayon is a wellknown and richly decorated Khmer Temple at Angkor in Cambodia. Some trivia for you: Built in the late 12th or early 13th century as the official state temple of the Mahayana Buddhist King Jayavarman VII, the Bayon stands at the centre of Jayavarman’s capital, Angkor Thom. Historians state that Bayon’s distinctive feature is the multitude of serene and smiling stone faces on the many towers, which jut out from the upper terrace and cluster around its central peak.

WITNESS HARVESTING OF WORLD-FAMOUS ROSES
Region: Jabal Akhdar, Oman
Jabal Akhdar is famous for its pleasant weather and the whiff of rose blooms during the summers. In fact, the mercury levels fall below zero on some of the days in winter. This also helps in making the environment suitable for multiple agricultural products and increases their yield. As Jabal Akhdar roses are considered of superior quality and are available in abundance, the rose water industry has become a profession for the locals as they see a huge demand for Omani rose water. Becoming a tourist attraction now, the season of harvesting roses in Jabal Akhdar has become a major attraction, of late.Visitors are free to walk in some of the agricultural areas, watch the locals pluck roses and explore the blooming rose terraces. You can also visit some of the traditional factories to see the traditional method of manufacturing rose water. Along with this, adventure enthusiasts can trek the mountains and relax with a special rose petals bath.

Compiled by Nimisha Tiwari TNN
ETTR  26APR18


TECH SPECIAL ......Industrial revolution or evolution?


Industrial revolution or evolution?

My whole life, I have been preoccupied with how to make things. My father innovated steel products in Germany, and when I studied engineering, I chose to learn about factory production. Throughout my career, I’ve looked at the processes that get put into place to produce goods more efficiently – and the people that develop and execute these processes. I’ve studied the history of industry, and I’ve looked at manufacturing across sectors – from the creation of cars to pharmaceuticals.
We are in the midst of a new Industrial Revolution, and within a generation, everything is going to change.
Technology has transformed every industry, and manufacturers are only beginning to embrace the latest innovations. With innovations that can sense the health of equipment, augmented-reality, and self-learning and self-healing machines, it’s no wonder that many companies are unsure of where to start and unsure of how to begin transforming their production.
We know that too many organizations are stuck in “pilot purgatory.” They test but don’t scale. They try one technology but don’t think how technologies can work inter-operably. Less than a third of all manufacturers have begun implementing major Industry 4.0 technologies, like artificial intelligence, the Internet of Things (IoT) or robotics. 41 percent are still piloting at a single site, and 30 percent haven’t even started.
That’s why my colleagues and I have spent the last year working with the World Economic Forum on the Technology and Innovation for the Future of Production initiative. We believe that global manufacturing can reach its potential by understanding how businesses can accelerate the adoption of new technologies and how the private, social, and public sectors might collaborate to promote technological transformation.
We compiled and analysed lessons from over 500 technology companies and their deployment successes across numerous sectors to inform the white paper we introduced at the World Economic Forum’s 2018 annual meeting, in Davos, Switzerland. We determined that – across sectors and diverse manufacturing types -- there are around 40 proven innovations ready for immediate scale-up. We believe that all major manufacturers can immediately begin their transformations using these innovations.
Fully integrated into global manufacturing, these new technologies could create up to $3.7 trillion in additional global GDP by 2025 — value larger than Germany’s whole economy.
If government, business and civil society leaders want to get serious about manufacturing’s future, they will need to start working together.
That’s why I was so heartened by the response of leaders in Davos to our paper. The discussion immediately sparked conversations about how to strengthen tri-sector collaboration to ensure that innovation could become more accessible, especially for the small and mid-size manufacturers that make up the bulk of the manufacturing sector. Policy leaders immediately began discussing how education systems could be retooled to train the millions of data scientists, machine operators, IoT architects, and engineers that will be required in the future. Companies discussed sharing their lessons in a more concerted way. Thankfully, everyone moved to consensus about the need to consider the human consequences of disruptive change, as automation displaces many of today’s roles.
It is said that this is the fourth great Industrial Revolution, and that seems true. What remains to be seen, is whether we have really learned from the previous manufacturing revolutions to ensure that this time, we build a system that truly works.
 by Enno de Boer
https://www.mckinsey.com/business-functions/operations/our-insights/operations-blog/industrial-revolution-or-evolution

MEMORY SPECIAL ..... Only Way to Remember Everything You Have Read


MEMORY SPECIAL  Only Way to Remember Everything You Have Read

Our brains aren’t made to remember everything that we encounter. Unless you’re one of the rare individuals who has a photographic memory, it’s likely that details about the content you consume fade quickly.
How often do you recall reading an article, but forgetting what it’s about? Have you ever recognized a movie title but failed to remember the plot? If you frequently forget the things you’ve read and the movies you’ve watched, you aren’t alone.
Think about what you had for lunch yesterday or what you did last weekend. Those memories are probably blurry because they aren’t critical for your survival. Our brains have about 8 GB of capacity for immediate recall, and only the most essential information will make the cut. This can leave us with a blurred picture of nonessential information. Learn more about this in my other article: You’ve Been Using Your Brain Wrong: Human Brains Aren’t Designed to Remember Things
The human brain is not designed to help you handle with massive amounts of data. We’re bombarded with stimuli every day. If we processed and remembered everything, then it would probably make it difficult for us to function. Your brain sorts through all your experiences to weed out the significant and insignifcant things that we encounter.1
The first time you read something, finishing it is the only aim.
It doesn’t matter how much you’ve been looking forward to seeing a movie or reading a book. Unless the content is linked to your survival, chances are that you’ll forget what you’ve seen or read soon after viewing it.
Part of this is because your primary objective was to watch the film or read the book. When you’ve never seen something, your urge to finish the story is your main concern. After you’ve satisfied your desire, you probably won’t remember what you’ve seen. Finishing the movie or book is not the same as remembering all the details.
Human beings store memories through a process called encoding. Our brain is better at encoding information when it can associate new information with pre-existing experiences.
The first time we encounter information is akin to us passing strangers on the street. Your neurons process that you’ve encountered someone, and that’s the end of it. There’s no recognition, and after you leave the situation, you probably won’t remember who you saw.
Some people do remember what they see, though. Why?
You might feel frustrated when you can’t recall what you’ve just seen, but it can be even more maddening when you run into someone who seems to have absorbed everything. This is the friend that recites details from the movies that you watched months ago. Long after the finer points of a text have slipped your mind, they’re still talking about it. How do they do it?
These people don’t have extraordinary memories. They simply take in the information actively. Since they’re actively processing information, they are able to experience the book details or the movie scenes repeatedly in a short time. They revise and synthesize the information so that it becomes their own.
It’s like taking the same route every day and running into the same people. You begin to recognize people and observe more about them because they are already familiar to you. Likewise, your neurons can easily make new connections when they have been asked to revisit and analyze new information instead of passively observing it.
The key is to see, connect, and then repeat.
The more you actively engage with the content that you are consuming, the more readily you’ll remember it. As your neurons revisit the same subject over and over, it’s easier for them to make new connections.
Think of it like taking a walk through the woods. At first there is no path, but if you take the same route every day, eventually, you’ll create a trail. You’ll be able to move quickly and easily in a place where you used to have to move slowly. Your brain handles memory like this too. You want to build a well-worn path for your neurons.
Don’t rely on your initial memory
The first time you go through something, you’ll probably forget many details. You may find it difficult to absorb specifics because there’s too much new information. When you watch movies or read books, you may find yourself obsessed with what will happen next. Your goal is just to get to the end.
It’s helpful to revisit the content several times. You may find that since you already know what happens, you’ll be able to appreciate the details.
Replaying or rereading isn’t enough
You can look at the same piece of information over and over, but it doesn’t mean that it will stay in your head. Rote memorization (memorizing by repetition) doesn’t allow you to make meaningful connections with what you’re seeing.3
To remember something, you need to apply it. Instead of passively taking in information or actively trying to memorize it by rote, it’s important to make connections. If you can apply what you’ve learned, get feedback, and re-apply a concept with feedback, it’s much more likely to stick.
For example, reading a recipe alone won’t help you learn to cook. Cooking a meal and having the combined feedback of your taste-buds and the comments of others will stand out in your mind. Watching someone do an exercise never has the same impact as doing it yourself. A framework is all but useless unless you apply it.
When you apply a concept or practice to your life, it becomes easier to internalize the information. Think about the first time you had to travel to work versus now. At first, you had to think about each step on the route, but now, you don’t even have to think about it. It is the combination of repetition and application that solidifies neuron connections.
Have a question at the back of your mind before you read/watch it
When you pick up a book or sit down to watch a movie, have a purpose in mind. If you don’t, your default mode will simply be to get to the end of the book or film. Have a question that you’d like to answer before you begin.
For example, reading The Power of Habit without a purpose will not be very helpful. It will seem useless to anyone who isn’t ready to build a habit no matter how good the book is. On the other hand, if you think of a bad habit that you’d like to quit before you start reading, you can instantly connect what you’re reading with your own life.
When you spot related chapters or ideas in books, find ways to connect them. Highlight them, write notes, or clip the sections that are related. Taking notes by hand is an especially valuable way to help you remember important concepts.
People who watch lots of movies or read lots of books, but can’t remember them, waste a lot of time. They haven’t taken in any information that will actually help them. To avoid forgetting everything you see, apply it immediately after you see it, and revisit the concepts often.
Have a mind like a steel trap
Chances are that by tomorrow you will forget what you’ve read in this article unless you save it, highlight it, and make a point of relating it to your life. Bookmark this and come back to it so that you can remember what you need to do to have better recall on the media you consume.
Watching movies and reading mindlessly is a a waste of time. Make the most of everything that you see and read by finding ways to engage with the content. Think of what you’ll be missing if you allow these learning opportunities to pass you by
Leon Ho
https://www.lifehack.org/640273/the-only-way-to-remember-everything-you-have-read?ck_subscriber_id=168781672