Case Analysis of Sutton Health Essay Example for Free

Case Analysis of Sutton Health Essay This system distinguished that conventional installment preparing framework had confinements that thwarted the powerful gathering of income. What with the downturn, medicinal services associations have seen an expansion in the failure to gather obligation from oneself compensation, the uninsured and underinsured patients. This has caused a great deal of battle with regards to the associations to meet the operational edges and the benefits. I discover there are various explanations behind the new increment in patient’s obligations, the most well-known are, poor bookkeeping rehearses, absence of patient data and right socioeconomics. There is new administration that is intended to give increasingly organized consideration to said patients (Gleeson,2010). There are five geographic areas that mirrors the medicinal services access to the clients of Northern California. Every one of the five districts will have administration structure and it will regulate a considerable lot of the Sutter partnered clinical offices and furthermore the medical clinics. In its push to expand purpose of administration assortments and improve the general income cycle Sutter wellbeing found a way to gauge execution utilizing a bunch of explicit essential benchmarks, enabling PFS staff to accept accountability for each individual record they handle, guarantee every enrollment is examined utilizing a guidelines motor to distinguish issues before patients leave the enlistment work area and guarantee PFS staff get suitable far reaching preparing to exceed expectations under the new system† (Souza, McCarty, 2007). Getting the right patient data has an enormous influence on non-collectable obligation since patients can't be reached. These impediments were related with restricted access to precise data by the record delegates, ineffectual execution gauges and divided focuses of the administration arrangement. The Sutter Health program built up a framework that was contained arrangements that were outfitted towards beating these confinements. The key issues and issues, is that the United States medicinal services framework is described by tremendous upkeep from gathering income from patients. This circumstance is realized by a medicinal services protection framework which involves high deductible compensation wellbeing plans and just as higher co-installments plan. (Souza, McCarty, 2007). This circumstance has been aggravated through the huge extent of the populace not having social insurance inclusion. The customary human services framework experiences considerable difficulties meeting their objective income assortment. This is because of a few issues that joined alongside the customary installment framework. Dissimilar to when managing the installments through protection guarantees yet in addition managing the direct front installments that are required by the medical clinic for installment of administrations before the patient could even get the administration (Souza, Mccarty, 2007). So this implies the patient administrations staff (PFS) must have total and precise data about above said customer. This introduced an issue for the conventional installment framework where a significant part of the client installment framework was prepared in the back end. This framework additionally necessitated that the PFS staff request cash from self-pay patients, however the PFS were not familiar with this under the conventional framework. The PFS staff thought that it was difficult to sit tight for the back end area to process client data and to give a breakdown of the patients installment subtleties. So this turned into a dreary errand for emergency clinic bookkeeping divisions just as for patients that needed to hold up a more extended period before accepting administrations. The wastefulness of the conventional framework brought about low quality administrations, yet in addition in low income assortments. The framework gives such a wide scope of human services administrations, which incorporate intense, sub-intense, home wellbeing, long haul, outpatient care just as doctor conveyance frameworks. These administrations are given through an incorporated medicinal services conveyance approach that enables the framework to convey a full scope of human services items and administrations. rks. Sutter likewise perceived that the customary framework didn't give a way to breaking down chosen information nor did it create required nitty gritty report on request. This prompted more expense as the medical clinic needed to depend on software engineers to produce such reports. The front work area staff additionally needed ongoing data which frustrated their capacity to serve the customer without speaking with the back end staff. It likewise implied that the front work area staff couldn't screen the patients progress (Souza, McCarty, 2007). Another test was that the PFS individuals were not enabled enough to be considered responsible for every patients accounts they managed and it decreased the measure of responsibility among the staff. These are a portion of the key difficulties that the Sutter framework were intended to address. The arrangements that were utilized by Sutter Health was an endeavor to defeat the difficulties expressed previously. Sutter Health actualized certain adjustments in the front referenced framework that would make their activity progressively proficient. The methodologies recognized by the Sutter program involved moving the greater part of the back end entrusting to the front work area; giving precise and complete data to supervisors and forthright staff; giving increasingly viable execution assessment and coordinating all information components inside the framework (Souza, McCarty, 2007). Permitting front work area staff to deal with a significant part of the installment procedure was regarded to affect the effectiveness of the procedure. Different arrangements were utilized to guarantee this is accomplished. One of these arrangements involved utilizing benchmarks to gauge execution by the Patient Service Staff (PFS). Sutter distinguished a bunch of essential benchmarks which included; Unbilled A/R days, Gross A/R days, Major A/R days, Cash Collection,percentage of A/R more than 90, 180, 360 days (Souza, McCarty, 2007). This benchmark presented shorter periods with which staff exhibitions could be assessed. This move was ideal particularly while onsidering that the business has changed and things occur as far as hours and days yet not months. Another arrangement included engaging the PFS individuals to have full obligation over the records they are managing. This move was intended to expand an awareness of other's expectations and responsibility as every individual individuals will be answerable for their own record (Souza, McCarty, 2007). This likewise gave the PFS individuals more independence to go about as they saw fit and this improved the speed and productive of administration conve yance by these staff individuals. The program likewise furnished the PFS individuals with instruments, that empowered them to robotize their records, sort out their bookkeeping utilizing different methods and seen their exhibitions dependent on the accomplishment of the objective. PFS and other bookkeeper delegates were given individual dashboards that helped in the following of their advancement in meeting targets. This likewise helped in authorizing the benchmarks set by this program. Sutter’s wellbeing program additionally presented a front end gathering framework as methods for defeating the referenced issues. The half quart of access gathering framework presented an open door for the human services offices to diminish cases and disavowals. In spite of the fact that this framework the patient records are broke down before the patient leaves the enlistment work area. This empowers the front work area staff to recognize issues, for example, terrible obligation, patient or invalid patient sort sufficiently early and make the fundamental restorative move. The Sutter wellbeing program additionally left on a complete preparing program that was intended to help the current PFS individuals and the enrollment staff. This gave staff the essential capability to manage the devices gave by this framework. The preparation program additionally killed the need to enlist officially taught staff to work the framework that would and more than the $10-$20 an hour paid to current enrollment and PFS staff. For instance, enlistment staff who were not used to approaching patients for cash were prepared in powerful relational abilities. The preparation was additionally intended to present self-governance and adequacy which went about as a help to the worker.

The History of Human Evolution Essay -- Exploratory Essays Research Pa

The History of Human Evolution By definition, human advancement is the turn of events, both organic and social, of people. Human philosophies of how the advancement of man came to be is dictated by social convictions that have been embraced by social orders returning similar to the Upper Paleolithic period, approximately 40,000 years prior. Through the investigation of paleoanthropology, we have come to verify that a human is any part having a place with the types of Homo Sapiens. Paleoanthropologists, while examining the advancement of people, recognize and clarify transformative changes that happen all through time that guide in the improvement of the human species. It will be through the assessment of human physical characteristics, human birthplaces from pre-people to current people, and significant revelations that we will have the option to comprehend the historical backdrop of human advancement. The Hominidae, or primates are a gathering of upstanding strolling primates with generally huge minds. The main existing agent of this family is the Homo sapiens. We can proclaim that all people are a piece of the primate family, yet not all primates can be viewed as people. Anyway all people are primates; in spite of the fact that people have grown extremely particular qualities from its hereditarily comparative primate, the chimpanzees, for example, bipedalism, which means strolling on two legs. â€Å"Bipedalism is by all accounts one of the most punctual of the major hominine attributes to have evolved.†(Microsoft Encarta) Bipedalism empowered people to create explicit physical characteristics to suit their upstanding stance, for example, a specific pelvis, hip and leg muscles, and a S-molded vertebral section. These characteristics, explicit to people, can be identified in fossil records accordingly making bipedalism the characterizing factor in the physica... ...o could even have lived side by side†.(Lawson) This revelation just demonstrates how human advancement can be seen more inside and out with consistent fossil discoveries and how we can never genuinely be certain how human development started on the grounds that it is difficult to be 100% positive that every single fossil record have been investigated. The Kenyanthropus disclosure may demonstrate that two ancestries of human development may exist yet that doesn't really imply that others do not.â WORK CITED Gallagher, Richard B., Michael Murphy, and Luke O’Neill. What Are We? Where Did We Come From? Where Are We Going? Science 14 Jan. 1994: 181-183 Human Evolution. Microsoft Encarta. 1996 ed. [CD-ROM] Lawson, Willow, â€Å"A New Face Joins the Family.† ABCNEWS 2001. Broken, Meave G., â€Å"New hominin variety from eastern Africa shows various center Pliocene lineages.† Nature 2001:433-440â

Sumo Logic

Sumo Logic INTRODUCTIONMartin: Hi, today we are in Redwood City in the Sumo Logic office. Hi Christian. Who are you and what do you do?Christian: I am the CTO and Co-founder of Sumo Logic. And we’ve been building this company for the last five and a half years. We started in early 2010. We now have our own office here in the beautiful Redwood City. Having two full floors full of people, it’s very exciting. We’ve got the sales crowd, the engineering crowd, you know, all the in-between folks that you need to make a great company.Martin: Christian, you have a super interesting life story. So, starting from Germany, how did you come to the U.S. and how did you move from start-ups to your own start-up?Christian: Yes. I came to the U.S. in an airplane that was flying into Seattle in late ’98 and I was extremely anxious and I really wanted to turn around and go back. So, why was that going on, and why was I going to Seattle? Well, I was a student at Fachhochschule Brandenburg and so if you go to a school of applied sciences, in Germany anyways, in the 7th semester they’ll kick you out and you need to basically do an internship. So, I ended up, and this is really kind of a convoluted and long story, and through a lot of hoops, etc., I ended up with a bunch of guys who got acquired by Amazon in order to sort of bootstrap Amazon.de that was called telebuch.de back then.And the acquisition had just happened and, as an intern, they basically just said, ‘Hey, why don’t you come with us to Seattle, and we’ll build something, of some sort?’ And so I was actually at Amazon then in late ’98, in downtown Seattle. They didn’t even have proper offices yet. They were like spread all across the city. I remember, I was like walking down 1st or 2nd street with literally compact servers underarm. It was ridiculous.So that was basically a six month thing, where it was super interesting and that was the first time I programmed, I guess, as a quote unquote professional, having done some stuff in school before. So, anyways, from there we helped, me and another intern, who is actually also, he’s not here today, otherwise I would introduce him. His name is Stephan he’s another German guy. And I’ve been working with him ever since. He’s our chief architect here. So, basically, we helped this founder guy to work on one of his ideas which was sort of a German to English translator and vocabulary service. Fast forward, that really didn’t go very well. There were some differences between people.But we had met this lady who came over from Miami to Berlin to help out, because now this was actually a two continent story and but then people kind of fell apart, as what sometimes goes when you mix too many people too quickly and all of this pressure and what not. So, she had this idea that people should just be able to store their files on the internet, you know? Like upload them to the web server. People really didn’t have laptops yet. And, certainly, they didn’t have USB sticks, right? So you would go from another café, to another café, and you’d get home or to the office and sharing your stuff, even with yourself wasn’t super easy. So, in other words, essentially, what you know today is Dropbox.So, ‘It’s a great idea,’ we thought, ‘let’s do it.’ And we started a company together with her in Florida, in Miami actually. She was responsible for running things and bringing the money and Stephan and I started building the product and engineering and so forth. But, we had no idea what we were doing, and we ran it into the ground. Timing was not great, it was like in 2000, but that’s not really an excuse. It was really us.We then ended up going around, sort of making the rounds to a bunch of PCs, both on the east coast and the west coast. Of course we came to San Francisco, Silicon Valley, nobody wanted to give us any money, but my resume was kind of was left behind. There was this VC who ended up at the same time wh o actually had just incubated this company called ArcSight. This was basically in early 2001. Somebody got my resume, they were looking for technical people and they interviewed me and flew me out here and I got to show up and was like ‘This is very cool.’To this day, I remember interviewing with them, and they completely blew my mind. They were, by far, the smartest people I’d ever met. And I was like: ‘Oh wow. There’s something cool going on here. This is definitely a cool place.’ So they paid for the relocation, me and another German guy, so we threw all our stuff in a big moving truck and we hoped on a plane. So then, in early 2001, I was starting to work at ArcSight in Silicon Valley, living in San Jose, and so I’ve been here ever since.Martin: And how did this story unfold until you really started Sumo Logic? How did you come up with this idea?Christian: You know, if you are working in a particular field, and in my case, ArcSight was a company that was dealing wi th a lot of security information management so ArcSight basically did log management for security. And so, I was actually there for nine years. The company was successful, it was actually a really good story. I was an early employee and there was lots of opportunities for growth and I became the chief architect and all these kinds of things.And so you kind of get steeped in the domain to some degree, right? And then at some point you start realizing that ‘Hey, I might not know a whole lot, but when it comes to say in my particular case, log management, there are probably not necessarily another million people out there that know as much as I do.’ And I’ve observed the goods and bads about how to do this product for nine years. So did a bunch of other folks at ArcSight who have been working with and so Kumar, who is now my Co-Founder here at Sumo and I, basically started putting together this idea, that there’s a lot of good things, and there’s a lot of bad things, ultimate ly nine years in, about how we approached the product and stuff at ArcSight. And if we can improve on the things that didn’t really work so well, given there’s a lot of good things and there’s a huge target market and so forth, and there’s expansion capability, maybe we have the hypothesis behind a next generation company. And that was basically it.We basically were trying to improve on the delivery model. ArcSight was still enterprise software, so you would give the software to the customer and it just turns into a shit show. As a developer or as a vendor you lose control, and without control, you know, helping a customer and making the system really fly is hard. Unfortunately, I felt that it also sort of ended up kind of stopping the innovative capabilities of the company because, with enterprise software, you know once software has left the building, it will never die, right? And there will always be other people that still use it and they want fixes and patches and then suddenly you spend all of your time with every new version it gets worse because the old versions never die and all of your engineering and time that you would use to build new cool stuff gets kind of soaked up in, you know, backporting and supporting existing customers.So, we wanted to fix that, and so that’s why we said, ‘Hey, this has to be a service,’ So the cloud stuff was just coming up. Of course people had done SaaS before, that’s clearly not our idea. We saw the applicability for it for our field, I guess. As usual when you do stuff like that other people say: ‘Oh, you can’t possibly do that. No way you can do it.’ And I’m like- ‘Well, I think we can do it.’ You have to be a little bit stubborn, I guess. And you’ve just got to be high on your own supply, I guess. A certain amount of arrogance is warranted. You’ve got to really believe into it.And so we ended up having a very good relationship with a VC from Greylock and his name is Asheem Chandna and he helped us along tremendously because was really the only person we had talked to that had sort of a similar idea that came to him based on his understanding of the market and the way that things were going. Most of the other VCs didn’t even know what log management is. And so, they ended up funding us in early 2010. We did a proper series A, we raised $5 million dollars. And, essentially, overnight, more or less, put the company on the map. And we started going through all the things that you needed to do as a company.Martin: Christian, can you please describe what was it like the first 3-12 months? So what have you been focusing on and when did you talk to the investors?Christian: We basically went through a little bit of sort of just getting to know people. And when I decided to quit ArcSight, it was basically at the end of 2009, Kumar, who was at Mint.com, and Mint.com just got acquired into Intuit and he’s really not a big company guy so he wanted to get out of there. So we basically were both sitting there with nothing to do and we started really gelling on the idea and ramping up our relationships, talking to VCs, going to all the various places in Palo Alto where you have to go to meet VCs.But through the whole things, Asheem really stuck out as the guy who was the only one who really understood what we were all about. And then, basically, give or take a 3 months period to Series A. So we got very lucky there because we really believed in the idea and who felt that we were equipped to execute on this, at least as a kernel of a company, considering both of our histories (Kumar was there for the same amount of time). Just basically domain experts, I guess. And so, I think this is probably not a very classic story. Because sometimes you have to go out and convince people and ultimately VCs make decisions in very interesting ways. I understand this better today.If you have somebody who almost felt like: ‘Hey, this company should exist.’ And if y ou show up and you basically have to say ‘my idea’ and you offer yourself because VCs can’t do the company themselves, there are always more people involved. So in many ways, the stars aligned really well for us. We got very lucky, I think, and we had a great mentorship and all of that. So that was the story.It happened pretty quickly, actually, we didn’t have anything built. We had no product. We barely had slides. We got a lot of mentoring and they had to put the slides together and from Asheem, and he ran us through the partnership and made sure we check all the boxes. And ultimately here as a partner meeting. I think it was the last week of March on a Monday and we went there and I think we didn’t totally blow it. We didn’t totally blow it up. We were sitting at a beach and having some shitty lunch and we got a call they said, ‘Yes. We all agreed to it. It’s pretty much like a rocket, kind of. It’s like being strapped to a rocket, really.BUSINESS MODEL OF SUMO LOGICMartin: Christian, now let’s talk about the business model of Sumo Logic. So, who are, basically, your customer segments and what type of value proposition are you delivering to them?Christian: In many ways, the people that we’re selling to are working in IT, in general. So they might be IT operations folks. They might be developers. They might be this new kind of unicorn that’s called DevOps. And they might also be people who worry about information security both from the compliance angle, as well as, to some degree, from the hunting angle, like security analytics and those kinds of things. So product really takes logs, which is the fancy term for what is machine data, but it’s really the stuff that gets dumped on your disk and is over written and you lose it. The insight there is that this is very rich information and if you can find a good way to process it, it will add a lot of visibility.And so our main audience, it really sticks with folks who have to run applicat ions. And that includes the entire stack. It’s not just the application code. These things all plugged all together, from they write some codes themselves and there are some libraries and frameworks. Sometimes it goes all the way down to the machine often, of course, people today do it in a cloud] and they don’t really know what a machine is anymore, which is fine too, I haven’t seen one in 10 years.There’s a lot of diagnostic information and random information and metrics that comes out of that, that you can choose to ignore, or you can choose to actually make it work for you. And Sumo provides a way to put all of this stuff that you already have to work. So, folks use it when things blow up. It’s a very easy way to go to one single data class to figure out, as a troubleshooting exercise whats the root cause and restore service.Of course, we would also like to help our customers, not always waiting for shit to blow up, but get more proactive. So there’s a lot of capabil ities in the product that can take the logs, which are not really well structured, and transform them into something that you can ultimately aggregate and usually trend. You can wrap a learning around it and so hopefully you catch the problem next time before it happens, or at least a little bit. You know, all of these things.And then to go all the way to the proactive side, we also, and this is another tactic we’re taking as a company, apart from being a service which is quite differentiated still, we really wanted to take So when you have a system like this, in many ways, you are building a system that is sitting there waiting for your user to ask you a question. And you need a really slick interface to get that question expressed through the tool and then the tool is supposed to come back in the fastest time possible with some sort of answer or some sort of supporting evidence that lets you figure out what actually happened. And that’s great, because people are good at asking very good questions, but at the same time there’s a lot of data that’s there that probably never gets touched by your questions.And there are a lot of questions that you can derive from that data, that’s otherwise sitting there, by running things like machine learning and statistical inference. In many ways, learning aspect like big data aspect. And sometimes that’s as simple as just counting, and sometimes that includes a rather complicated and algorithmic stuff, etc.And so we provide a bunch of pretty differentiated functionality there, all the way to automatic detection which can identify relatively complex anomalies events across multiple types of logs, etc. and can guide you, ideally, into a place where it either already gives you all the clues you need for an answer or at least points you into the direction. Causality is not something that machines can do quite yet, apparently until like end of 2030s or something, we’ll be there. That’s probably either going to be good or really bad. But humans are very good at adding causality and the machines are very good, however, at correlating large amounts of data that humans are notoriously bad at. And so we’re basically trying to put the two together in terms of just making this really slick and having a great tool for answering questions, we also try to fuse or augment the human intellect with what machines can do.Martin: How did you acquire the first customers? So when you got the 5 million dollars, started the product development, and when did you start acquiring and looking for customers, and how did you do that?Christian: Yes. That’s a good question. So we started putting the team together, in engineering, and so forth. I think there must have been around, June 2010. We came out of self and we did the go to market thing in a launch of the company in January 2012. So, let’s say, that’s basically 18 months. That’s the time that it took to build the system. The first version, I guess, of the system. There’s no versions of the system anymore. It’s all this living thing that keeps evolving.I think we had our first beta customers nine months in when we had some things strung together that, sort of, barely worked. How did we find the beta customers? There was a very important person that got added to the team, right after the funding and that’s our VP of Product- Bruno. He was the business guy. Both me and Kumar are the technical guys. The funding was like- ‘Yes. It’s okay. We’ll find you a business guy.’ So we went out and we found Bruno and he’s awesome. He kind of comes from the space as well. He has the background. And Bruno did a lot of customer discovery. He has a MBA background so he’s much more of a rolodex than either me or Kumar and we did 80 or so interviews with people. We played the idea off of them and waited for them to tell us that we’re fucking crazy. And most of them didn’t, actually. The obvious objections came up: ‘What do yo u do with all the data in the cloud? How do you make it secure?’ etc. and we started developing more and more reasonable answers for that. And out of that discussion eventually, through some connection, came somebody who was willing to actually be a guinea pig and then, of course, we kind of swamped him. So we spent quite a bit of time on all of that and then it kind of went from there. But it was basically relationship based.And the lesson there is, and I guess this is pretty obvious, at least in hindsight now to me, no matter how good you are as an engineer, or you might think you are, or probably you are, who knows, that doesn’t necessarily mean that you’re good a running a company. You need more people. Especially if you’re doing it the first time around. I think if you’re on your third start-up or so, and you’ve observed, and absorbed, and learned, you probably can probably impersonate certain roles. But, especially if you are a first time founder, or maybe even if you just don’t give a shit about this other stuff and you just want to build the best possible system and you don’t really want to talk to 80 people on the phone, because that’s not really fun, maybe. Then you need to find people that can come and join the team and become part of the whole, that can actually do all of these functions. It turns out that even people who can write code, can actually be pretty decent. So that’s kind of what we learned.So Bruno did a fantastic job there and a lot of credit really goes to him for getting us into the beta phase and all these things. And we’ve gotten questions before about like: ‘So, 18 months seems like a long time.’ And it’s like-‘I don’t really know.’ This is a big heavy-lifting kind of system. We are now at a point where we’re processing 50 terabytes of new data per day. We have many, many petabytes of data under management and this is a really infrastructure heavy data processing play. We have built everything i n the AWS and of course there is infrastructure that gets taken care of. So at least we don’t have to worry about power pipe. But still, this is a large distributed system, and so it takes a while.So I think, in retrospect, that 18 months is not that bad. Of course, today you think that, depending on what you want to do, you can launch it in three weeks and all that kind of stuff an MVP there. But we knew exactly what we wanted to build, there was an existing market, we knew, basically, we had a very strong hypothesis we started with. There was no MVP business going on. And this might be our arrogance. I don’t know, the company might be in better shape today if we had done more experimentation. Or not, I don’t know. But it’s in good shape right now.Our sense was that it was pretty clear what we had to do and we set out to do that and it took 18 months and it has never stopped since. And this is the trade off that you make. When you ship software, it’s a false trade off ac tually. Because when you ship software you think: ‘Well, now I’m done with it,’ when, in reality, you never are. As a service, now, you have the control, but you also have the responsibility for running it. Which is still a positive sum game and I’ll do it again. But it’s much harder to duck. If your shit is down, it’s down. And that, in many ways, makes us very similar to all of our customers, and that’s actually good. And at the same time we can also use the product for dog fooding which is also almost perfect.Martin: We’re heard some different opinions of people. Some people say, ‘Do a MVP and in one month, and then ship it.’ Some people say, ‘Okay. Work on it for 18 months, and then ship it.’ From my point of view, in the end it boils down to, can you differentiate based on what you’re delivering to the market and if you can differentiate through some other kinds of solutions out there in one month, ship it. Of course, if it takes 18 months to be like 5 x, 10x better, then you should invest 18 months.ADVICE TO ENTREPRENEURS FROM CHRISTIAN BEEDGEN In Redwood City (CA), we meet CTO and Co-Founder of Sumo Logic, Christian Beedgen. Christian talks about his story how he came up with the idea and founded Sumo Logic, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we are in Redwood City in the Sumo Logic office. Hi Christian. Who are you and what do you do?Christian: I am the CTO and Co-founder of Sumo Logic. And we’ve been building this company for the last five and a half years. We started in early 2010. We now have our own office here in the beautiful Redwood City. Having two full floors full of people, it’s very exciting. We’ve got the sales crowd, the engineering crowd, you know, all the in-between folks that you need to make a great company.Martin: Christian, you have a super interesting life story. So, starting from Germany, how did you come to the U.S. and how did you move from start-ups to your own start-up?Christian: Yes. I came to the U. S. in an airplane that was flying into Seattle in late ’98 and I was extremely anxious and I really wanted to turn around and go back. So, why was that going on, and why was I going to Seattle? Well, I was a student at Fachhochschule Brandenburg and so if you go to a school of applied sciences, in Germany anyways, in the 7th semester they’ll kick you out and you need to basically do an internship. So, I ended up, and this is really kind of a convoluted and long story, and through a lot of hoops, etc., I ended up with a bunch of guys who got acquired by Amazon in order to sort of bootstrap Amazon.de that was called telebuch.de back then.And the acquisition had just happened and, as an intern, they basically just said, ‘Hey, why don’t you come with us to Seattle, and we’ll build something, of some sort?’ And so I was actually at Amazon then in late ’98, in downtown Seattle. They didn’t even have proper offices yet. They were like spread all across the city. I remember, I was like walking down 1st or 2nd street with literally compact servers underarm. It was ridiculous.So that was basically a six month thing, where it was super interesting and that was the first time I programmed, I guess, as a quote unquote professional, having done some stuff in school before. So, anyways, from there we helped, me and another intern, who is actually also, he’s not here today, otherwise I would introduce him. His name is Stephan he’s another German guy. And I’ve been working with him ever since. He’s our chief architect here. So, basically, we helped this founder guy to work on one of his ideas which was sort of a German to English translator and vocabulary service. Fast forward, that really didn’t go very well. There were some differences between people.But we had met this lady who came over from Miami to Berlin to help out, because now this was actually a two continent story and but then people kind of fell apart, as what sometimes goes when you mix t oo many people too quickly and all of this pressure and what not. So, she had this idea that people should just be able to store their files on the internet, you know? Like upload them to the web server. People really didn’t have laptops yet. And, certainly, they didn’t have USB sticks, right? So you would go from another café, to another café, and you’d get home or to the office and sharing your stuff, even with yourself wasn’t super easy. So, in other words, essentially, what you know today is Dropbox.So, ‘It’s a great idea,’ we thought, ‘let’s do it.’ And we started a company together with her in Florida, in Miami actually. She was responsible for running things and bringing the money and Stephan and I started building the product and engineering and so forth. But, we had no idea what we were doing, and we ran it into the ground. Timing was not great, it was like in 2000, but that’s not really an excuse. It was really us.We then ended up going around, sort of making the rounds to a bunch of PCs, both on the east coast and the west coast. Of course we came to San Francisco, Silicon Valley, nobody wanted to give us any money, but my resume was kind of was left behind. There was this VC who ended up at the same time who actually had just incubated this company called ArcSight. This was basically in early 2001. Somebody got my resume, they were looking for technical people and they interviewed me and flew me out here and I got to show up and was like ‘This is very cool.’To this day, I remember interviewing with them, and they completely blew my mind. They were, by far, the smartest people I’d ever met. And I was like: ‘Oh wow. There’s something cool going on here. This is definitely a cool place.’ So they paid for the relocation, me and another German guy, so we threw all our stuff in a big moving truck and we hoped on a plane. So then, in early 2001, I was starting to work at ArcSight in Silicon Valley, living in San Jose, a nd so I’ve been here ever since.Martin: And how did this story unfold until you really started Sumo Logic? How did you come up with this idea?Christian: You know, if you are working in a particular field, and in my case, ArcSight was a company that was dealing with a lot of security information management so ArcSight basically did log management for security. And so, I was actually there for nine years. The company was successful, it was actually a really good story. I was an early employee and there was lots of opportunities for growth and I became the chief architect and all these kinds of things.And so you kind of get steeped in the domain to some degree, right? And then at some point you start realizing that ‘Hey, I might not know a whole lot, but when it comes to say in my particular case, log management, there are probably not necessarily another million people out there that know as much as I do.’ And I’ve observed the goods and bads about how to do this product for n ine years. So did a bunch of other folks at ArcSight who have been working with and so Kumar, who is now my Co-Founder here at Sumo and I, basically started putting together this idea, that there’s a lot of good things, and there’s a lot of bad things, ultimately nine years in, about how we approached the product and stuff at ArcSight. And if we can improve on the things that didn’t really work so well, given there’s a lot of good things and there’s a huge target market and so forth, and there’s expansion capability, maybe we have the hypothesis behind a next generation company. And that was basically it.We basically were trying to improve on the delivery model. ArcSight was still enterprise software, so you would give the software to the customer and it just turns into a shit show. As a developer or as a vendor you lose control, and without control, you know, helping a customer and making the system really fly is hard. Unfortunately, I felt that it also sort of ended up kind of stopping the innovative capabilities of the company because, with enterprise software, you know once software has left the building, it will never die, right? And there will always be other people that still use it and they want fixes and patches and then suddenly you spend all of your time with every new version it gets worse because the old versions never die and all of your engineering and time that you would use to build new cool stuff gets kind of soaked up in, you know, backporting and supporting existing customers.So, we wanted to fix that, and so that’s why we said, ‘Hey, this has to be a service,’ So the cloud stuff was just coming up. Of course people had done SaaS before, that’s clearly not our idea. We saw the applicability for it for our field, I guess. As usual when you do stuff like that other people say: ‘Oh, you can’t possibly do that. No way you can do it.’ And I’m like- ‘Well, I think we can do it.’ You have to be a little bit stubborn , I guess. And you’ve just got to be high on your own supply, I guess. A certain amount of arrogance is warranted. You’ve got to really believe into it.And so we ended up having a very good relationship with a VC from Greylock and his name is Asheem Chandna and he helped us along tremendously because was really the only person we had talked to that had sort of a similar idea that came to him based on his understanding of the market and the way that things were going. Most of the other VCs didn’t even know what log management is. And so, they ended up funding us in early 2010. We did a proper series A, we raised $5 million dollars. And, essentially, overnight, more or less, put the company on the map. And we started going through all the things that you needed to do as a company.Martin: Christian, can you please describe what was it like the first 3-12 months? So what have you been focusing on and when did you talk to the investors?Christian: We basically went through a little bit of sort of just getting to know people. And when I decided to quit ArcSight, it was basically at the end of 2009, Kumar, who was at Mint.com, and Mint.com just got acquired into Intuit and he’s really not a big company guy so he wanted to get out of there. So we basically were both sitting there with nothing to do and we started really gelling on the idea and ramping up our relationships, talking to VCs, going to all the various places in Palo Alto where you have to go to meet VCs.But through the whole things, Asheem really stuck out as the guy who was the only one who really understood what we were all about. And then, basically, give or take a 3 months period to Series A. So we got very lucky there because we really believed in the idea and who felt that we were equipped to execute on this, at least as a kernel of a company, considering both of our histories (Kumar was there for the same amount of time). Just basically domain experts, I guess. And so, I think this is probabl y not a very classic story. Because sometimes you have to go out and convince people and ultimately VCs make decisions in very interesting ways. I understand this better today.If you have somebody who almost felt like: ‘Hey, this company should exist.’ And if you show up and you basically have to say ‘my idea’ and you offer yourself because VCs can’t do the company themselves, there are always more people involved. So in many ways, the stars aligned really well for us. We got very lucky, I think, and we had a great mentorship and all of that. So that was the story.It happened pretty quickly, actually, we didn’t have anything built. We had no product. We barely had slides. We got a lot of mentoring and they had to put the slides together and from Asheem, and he ran us through the partnership and made sure we check all the boxes. And ultimately here as a partner meeting. I think it was the last week of March on a Monday and we went there and I think we didn’t totally blo w it. We didn’t totally blow it up. We were sitting at a beach and having some shitty lunch and we got a call they said, ‘Yes. We all agreed to it. It’s pretty much like a rocket, kind of. It’s like being strapped to a rocket, really.BUSINESS MODEL OF SUMO LOGICMartin: Christian, now let’s talk about the business model of Sumo Logic. So, who are, basically, your customer segments and what type of value proposition are you delivering to them?Christian: In many ways, the people that we’re selling to are working in IT, in general. So they might be IT operations folks. They might be developers. They might be this new kind of unicorn that’s called DevOps. And they might also be people who worry about information security both from the compliance angle, as well as, to some degree, from the hunting angle, like security analytics and those kinds of things. So product really takes logs, which is the fancy term for what is machine data, but it’s really the stuff that gets dump ed on your disk and is over written and you lose it. The insight there is that this is very rich information and if you can find a good way to process it, it will add a lot of visibility.And so our main audience, it really sticks with folks who have to run applications. And that includes the entire stack. It’s not just the application code. These things all plugged all together, from they write some codes themselves and there are some libraries and frameworks. Sometimes it goes all the way down to the machine often, of course, people today do it in a cloud] and they don’t really know what a machine is anymore, which is fine too, I haven’t seen one in 10 years.There’s a lot of diagnostic information and random information and metrics that comes out of that, that you can choose to ignore, or you can choose to actually make it work for you. And Sumo provides a way to put all of this stuff that you already have to work. So, folks use it when things blow up. It’s a very easy wa y to go to one single data class to figure out, as a troubleshooting exercise whats the root cause and restore service.Of course, we would also like to help our customers, not always waiting for shit to blow up, but get more proactive. So there’s a lot of capabilities in the product that can take the logs, which are not really well structured, and transform them into something that you can ultimately aggregate and usually trend. You can wrap a learning around it and so hopefully you catch the problem next time before it happens, or at least a little bit. You know, all of these things.And then to go all the way to the proactive side, we also, and this is another tactic we’re taking as a company, apart from being a service which is quite differentiated still, we really wanted to take So when you have a system like this, in many ways, you are building a system that is sitting there waiting for your user to ask you a question. And you need a really slick interface to get that questi on expressed through the tool and then the tool is supposed to come back in the fastest time possible with some sort of answer or some sort of supporting evidence that lets you figure out what actually happened. And that’s great, because people are good at asking very good questions, but at the same time there’s a lot of data that’s there that probably never gets touched by your questions.And there are a lot of questions that you can derive from that data, that’s otherwise sitting there, by running things like machine learning and statistical inference. In many ways, learning aspect like big data aspect. And sometimes that’s as simple as just counting, and sometimes that includes a rather complicated and algorithmic stuff, etc.And so we provide a bunch of pretty differentiated functionality there, all the way to automatic detection which can identify relatively complex anomalies events across multiple types of logs, etc. and can guide you, ideally, into a place where it ei ther already gives you all the clues you need for an answer or at least points you into the direction. Causality is not something that machines can do quite yet, apparently until like end of 2030s or something, we’ll be there. That’s probably either going to be good or really bad. But humans are very good at adding causality and the machines are very good, however, at correlating large amounts of data that humans are notoriously bad at. And so we’re basically trying to put the two together in terms of just making this really slick and having a great tool for answering questions, we also try to fuse or augment the human intellect with what machines can do.Martin: How did you acquire the first customers? So when you got the 5 million dollars, started the product development, and when did you start acquiring and looking for customers, and how did you do that?Christian: Yes. That’s a good question. So we started putting the team together, in engineering, and so forth. I think th ere must have been around, June 2010. We came out of self and we did the go to market thing in a launch of the company in January 2012. So, let’s say, that’s basically 18 months. That’s the time that it took to build the system. The first version, I guess, of the system. There’s no versions of the system anymore. It’s all this living thing that keeps evolving.I think we had our first beta customers nine months in when we had some things strung together that, sort of, barely worked. How did we find the beta customers? There was a very important person that got added to the team, right after the funding and that’s our VP of Product- Bruno. He was the business guy. Both me and Kumar are the technical guys. The funding was like- ‘Yes. It’s okay. We’ll find you a business guy.’ So we went out and we found Bruno and he’s awesome. He kind of comes from the space as well. He has the background. And Bruno did a lot of customer discovery. He has a MBA background so he’ s much more of a rolodex than either me or Kumar and we did 80 or so interviews with people. We played the idea off of them and waited for them to tell us that we’re fucking crazy. And most of them didn’t, actually. The obvious objections came up: ‘What do you do with all the data in the cloud? How do you make it secure?’ etc. and we started developing more and more reasonable answers for that. And out of that discussion eventually, through some connection, came somebody who was willing to actually be a guinea pig and then, of course, we kind of swamped him. So we spent quite a bit of time on all of that and then it kind of went from there. But it was basically relationship based.And the lesson there is, and I guess this is pretty obvious, at least in hindsight now to me, no matter how good you are as an engineer, or you might think you are, or probably you are, who knows, that doesn’t necessarily mean that you’re good a running a company. You need more people. Especiall y if you’re doing it the first time around. I think if you’re on your third start-up or so, and you’ve observed, and absorbed, and learned, you probably can probably impersonate certain roles. But, especially if you are a first time founder, or maybe even if you just don’t give a shit about this other stuff and you just want to build the best possible system and you don’t really want to talk to 80 people on the phone, because that’s not really fun, maybe. Then you need to find people that can come and join the team and become part of the whole, that can actually do all of these functions. It turns out that even people who can write code, can actually be pretty decent. So that’s kind of what we learned.So Bruno did a fantastic job there and a lot of credit really goes to him for getting us into the beta phase and all these things. And we’ve gotten questions before about like: ‘So, 18 months seems like a long time.’ And it’s like-‘I don’t really know.’ This is a big heavy-lifting kind of system. We are now at a point where we’re processing 50 terabytes of new data per day. We have many, many petabytes of data under management and this is a really infrastructure heavy data processing play. We have built everything in the AWS and of course there is infrastructure that gets taken care of. So at least we don’t have to worry about power pipe. But still, this is a large distributed system, and so it takes a while.So I think, in retrospect, that 18 months is not that bad. Of course, today you think that, depending on what you want to do, you can launch it in three weeks and all that kind of stuff an MVP there. But we knew exactly what we wanted to build, there was an existing market, we knew, basically, we had a very strong hypothesis we started with. There was no MVP business going on. And this might be our arrogance. I don’t know, the company might be in better shape today if we had done more experimentation. Or not, I don’t know. But it’s in good shape right now.Our sense was that it was pretty clear what we had to do and we set out to do that and it took 18 months and it has never stopped since. And this is the trade off that you make. When you ship software, it’s a false trade off actually. Because when you ship software you think: ‘Well, now I’m done with it,’ when, in reality, you never are. As a service, now, you have the control, but you also have the responsibility for running it. Which is still a positive sum game and I’ll do it again. But it’s much harder to duck. If your shit is down, it’s down. And that, in many ways, makes us very similar to all of our customers, and that’s actually good. And at the same time we can also use the product for dog fooding which is also almost perfect.Martin: We’re heard some different opinions of people. Some people say, ‘Do a MVP and in one month, and then ship it.’ Some people say, ‘Okay. Work on it for 18 months, and then ship it.’ Fr om my point of view, in the end it boils down to, can you differentiate based on what you’re delivering to the market and if you can differentiate through some other kinds of solutions out there in one month, ship it. Of course, if it takes 18 months to be like 5x, 10x better, then you should invest 18 months.ADVICE TO ENTREPRENEURS FROM CHRISTIAN BEEDGENMartin: What type of learnings did you generate over the last years at Sumo Logic and other companies before that you can share with other first time entrepreneurs? Some dos, some don’ts?Christian: So one thing that I learned was, you don’t have to think that you’re an entrepreneur and you don’t necessarily have to wear a t-shirt that says, ‘fund me’ And you do not necessarily have to be on Angel List all day. That’s one way, but especially if you have established a little bit of a record in terms of your work history, etc. And, even more so, especially if you have managed to be, and this was by luck, even in my case . If you were actually part of something that was successful, and if you were actually part of that and people will reference you like that, you don’t have to be the CEO, but you were an integral part of making this company successful to the best of your abilities, then, from the investor’s perspective, that counts an awful lot. At least a lot of them. Maybe others are looking differently at it.My point is that Kumar and I had established a reputation without even knowing that we had one, if that makes any sense. And when we got the VC connections, the right VCs took us seriously in a way that totally blew my mind. Because I don’t have a personal brand. I don’t have a blog. I’m not on Instagram, or something like that. And that works for some people, but that’s just not who I am. But that doesn’t matter. If you actually can talk intelligently and if you have a reasonable reputation, especially if it’s attached to a successful company or if it was a very heroic unsucc essful company, because that sometimes also happens, but if you’re real. And that’s really what they’re looking for. At least I think that’s what they’re looking for. That’s what worked for us on our part. Because we know what we know and we know there are things that we don’t know. We don’t know which those things are. But we don’t run around. We were basically pitching something that was a logical extension of what we had done before. And we had this moment when we were sitting there and we were like: ‘Maybe we should build a mobile photo sharing app.’ and then we decided not to do that and that was probably a mistake. I’m just kidding. I don’t think people would have taken us seriously, to the same degree that they took us seriously because we pitched something that was so clearly coming from personal experience. So that blew my mind, actually.The other thing that I’ll say is that when it comes to VCs, of course there is a huge amount of information as ymmetry, etc., but, you have power too. Not from the perspective that there has to be a fight, but don’t underestimate that there’s a lot of money to go around and the money needs to be put into people that do work. And that gives you power because if you can present yourself as someone who can take that money and do something reasonable with it, chances are they’re going to give it to you because it’s still better than the money sitting there and not doing anything because they still need to return funds, etc. That applies to anybody who has expertise in a certain area and who might not even be aware how much that counts. So, for me, that was very interesting.The amount of how important your reputation is, and how badly you can mess that up if you’re basically being not nice to everybody, and people will remember that. And the VCs, and the good Vcs in particular, they will make a ton of reference calls. And they will find everybody. They’ll first call your references, b ut the real work goes into finding the people that you’ve worked with who have not given you a reference, for whatever reason. And getting that 2nd degree or 3rd degree kind of opinion matters a lot. So generally being decent is actually not such a bad idea. I guess that’s one way to do it. You can also be a total d to everybody. But, the way that I saw it was like: ‘Your reputation really matters.’Martin: Christian, thank you so much for your time and for your insights. Next time if you’re thinking about starting a company and you don’t have a clue which problem you want to solve, maybe it’s a good idea to build a reputation and knowledge at some other cool innovative companies. Learn from that, get into some specific area where you have awesome knowledge, and then maybe you’ll find a bigger problem in this area and start a company then.Christian: Awesome.Martin: Thanks.Christian: Thanks man.

Problemas en las aduanas al entrar a Estados Unidos

Entrar en Estados Unidos no siempre es posible, aunque se tengan todos los documentos en regla. Y es que cuando un extranjero se presenta en las aduanas puede suceder que no se le permita entrar, por considerarlo inadmisible. Esto puede suceder no sà ³lo con extranjeros que intentan llegar al paà ­s usando pasaportes o visas falsas, sino tambià ©n con aquellos que cuentan con una visa và ¡lida sin expirar, o que viajan sin visa porque pertenecen a un paà ­s acogido al Programa de Exencià ³n de Visas. Esto ocurre porque el oficial de Proteccià ³n de Aduanas y Fronteras (CBP, por sus siglas en inglà ©s) tiene la à ºltima palabra para decidir quià ©n entra a Estados Unidos y quià ©n no. Causas por las que se prohà ­be entrar en Estados Unidos Las causas son variadà ­simas y pueden ir desde que se ha intentado utilizar un pasaporte o una visa falsa a alegar ser ciudadano americano cuando no es verdad. O haber tenido una presencia ilegal con anterioridad, haber cometido delitos agravados o inmorales o ser un peligro para la seguridad del paà ­s. Incluso posesià ³n de marihuana por mà ¡s de 30 gramos para consumo personal. Tambià ©n es posible que la visa està © cancelada o revocada aunque su titular no lo sepa. Si sospecha que ese puede ser su caso, es recomendable obtener un rà ©cord de inmigracià ³n o si no tiene ni idea de cuà ¡l puede el problema. Y por supuesto que puede suceder que se niegue el ingreso a Estados Unidos porque el extranjero no està ¡ utilizando la visa correcta. Por ejemplo, pretende entrar con visa de turista para casarse. O quiere estudiar en el high school o en la universidad o en academia de inglà ©s pero pero llega sin visado si es de un paà ­s como Chile o Espaà ±a o tiene uno de turista.   Incluso circunstancias como ser una amenaza a la salud pà ºblica por padecer ciertas enfermedades o generar la sospecha en el oficial de la CBP de que se tiene la intencià ³n de violar la visa y quedarse en el paà ­s por mà ¡s tiempo del autorizado.   Para evaluar si existe un problema que convierte a una persona en inelegible para la visa que trae o en inadmisible para ingresar a Estados Unidos, el oficial migratorio realiza, como mà ­nimo una pregunta. Estos son 7 ejemplos tà ­picos. Y a continuacià ³n puede decidir permitir el ingreso, enviar a la persona a una segunda inspeccià ³n (el famoso cuartito) o decidir regresarlo. Quà © sucede cuando la CBP no permite la entrada Pueden ocurrir los siguientes escenarios: El extranjero es objeto de una expulsià ³n inmediata. Es lo que se conoce en inglà ©s como expedited removal. Sà ³lo en el caso de que se tenga una visa và ¡lida puede suceder que el oficial de aduanas prefiera que la decisià ³n final la tome un juez de inmigracià ³n. En este caso se entregarà ¡ una citacià ³n en una corte con jurisdiccià ³n en el lugar de destino final del extranjero. O tambià ©n puede suceder que se le conceda la oportunidad de retirar su peticià ³n para entrar a Estados Unidos. Es lo que se conocen inglà ©s como permission to withdraw his/her application for admission. Esta opcià ³n es mà ¡s ventajosa que la de la expulsià ³n inmediata. Hay que entender que retirar la peticià ³n para entrar no es un derecho, sino que es un privilegio que concede a su discrecià ³n el oficial de la CBP a cargo. Para concederla tendrà ¡ en cuenta distintos factores como que el extranjero no tiene intencià ³n de violar la ley, que la causa por la que es inadmisible es leve y puede ser subsanada y tambià ©n circunstancias humanitarias como su edad y salud. Si decide darle la oportunidad de retirar la peticià ³n para entrar en Estados Unidos entonces el oficial de inmigracià ³n completarà ¡ la forma I-275, que cancela la visa, y en la que se especifica claramente la causa de la inadmisibilidad. A esta forma se adjuntarà ¡ una declaracià ³n jurada del extranjero. Ademà ¡s se le explicarà ¡ quà © debe hacer para corregir el problema que en esa ocasià ³n ha impedido que pudiese entrar a Estados Unidos. Por ejemplo, si la razà ³n es que fue condenado por un delito inmoral, se le dirà ¡ que debe rellenar la planilla  I-192 para subsanar este problema. Consecuencias de problemas graves en el control migratorio La persona que es objeto de una expulsià ³n inmediata no podrà ¡ regresar al paà ­s por un periodo de cinco aà ±os. Si desea regresar antes deberà ¡ pedir un perdà ³n o waiver que se concede en casos muy especà ­ficos. Por el contrario, el extranjero al que se le permite retirar su peticià ³n de entrada al paà ­s no se le prohibe regresar por ningà ºn periodo de tiempo ni tiene que pedir permiso previo para volver a intentar entrar. Lo que sà ­ es muy aconsejable es que analice la forma I-275 donde se especifica la causa de inadmisibilidad y que solucione ese problema antes de ponerse de nuevo en marcha hacia Estados Unidos.Y pedir una visa nueva, porque precisamente ese formulario cancelà ³ la que se tenà ­a. A tener en cuenta para los residentes permanentes Los residentes permanentes legales que pasen en el extranjero mà ¡s de un aà ±o sin contar con el debido permiso y luego intentan regresar al paà ­s usando su green card se encontrarà ¡n con que la CBP considerarà ¡ que han perdido su estatus de residentes. En estos se les permitirà ¡ abandonar voluntariamente su condicià ³n de titulares de una tarjeta de residencia legal rellenando el formulario I-407. Si asà ­ lo hacen, pierden la residencia. Si se oponen a ello, les serà ¡ entregada una nota para comparecer ante un juez de inmigracià ³n, que serà ¡ quien decida si pueden conservar su estatus o si lo han perdido definitivamente. Informacià ³n que puede interesar En la frontera o aeropuerto se puede solicitar asilo pero en la realidad està ¡ habiendo muchos problemas en los puntos de control migratorio en la frontera con Mà ©xico. Recordar que hay dos controles: el de inmigracià ³n y el de aduanas. No se debe  traer productos prohibidos y conviene estar enterado de regulaciones como la que gobierna cuà ¡nto alcohol se puede  llevar  y de cuà ¡nto dinero se puede  ingresar a Estados Unidos sin declarar. Test de respuestas mà ºltiples para despejar dudas Es altamente recomendable tomar este  quiz, trivial o test sobre visas  para asegurarte  de que sabes lo fundamental para obtener y conservar los visados. Este es un artà ­culo informativo. No es asesorà ­a legal.

Main Ideas and Themes of Beowulf Essay - 1138 Words

Beowulf and Sir Gawain have many things in common. We will be discussing them later on, but their main similarity is that theyre both heroes. A hero is a person who must pass through a test and a battle (mental, spiritual or physical) to help someone else. He must be selfless, and act for others rather than himself. All societies have supported heroes, like the ancient Greeks Hercules and the modern day Spiderman. These are hero stereotypes, with supernatural powers. Heroes dont have to be stereotypes, but can be firemen, policemen or soldiers. Two famous heroes in ancient literature are Beowulf and Sir Gawain. Beowulf is about a guard who must destroy a destructive monster who has†¦show more content†¦Beowulfs test is to defeat the evil creature Grendel, protecting his hall and soldiers. Sir Gawains test is to resist temptation to steal a magic belt, and steal the masters wife! Even though both tests are different, Beowulfs test and Gawains test both test courage. The courage to take on a monster and the courage to resist stealing and keeping youre word! In the end, both succeeded, Grendel was killed, and sir Gawain received his blow, and stayed alive, but both had consequences. Beowulfs friends got killed, and later on Grendels mother attacks him, and sir Gawain had been given a cut to his neck, and lost his honor. The test the heroes have to face, is often put up by a villain, and both have their fair share of villains. In Beowulf the enemy is a dark monster, which eats human and has super-strength, enough to bend iron. In Sir Gawain, the apparent villain is the green knight, who challenges sir Gawain to a grueling beheading contest. After its head falls off, he is not harmed, so he has some weird magical qualities. Both have supernatural powers and striking appearances, but the difference is that in sir Gawain and the green knight, the green knight is just the master of the kingdom in disguise, testing the nobility of King Arthurs knights, and not a mortal enemy. The main difference in the two poems is theShow MoreRelatedGood vs. Evil Found in Beowulf807 Words   |  3 PagesGood vs. Evil Found in Beowulf In the story of Beowulf, there are many different themes found. Many people argue the main theme found in this story. This has been argued for a very long time and will go on for many more years to come. Although many themes in this story stick out and a main theme will never be accepted, one main theme is very noticeable in the story of Beowulf. The main theme found in Beowulf is good versus evil. 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ForRead MoreAn Assortment Of Heroism : Sir Gawain And The Green Knight1171 Words   |  5 PagesAn Assortment of Heroism Theme is essential to any great work of literature, and while the following are certainly very different tales, Sir Gawain and the Green Knight, Beowulf and The Dream of the Rood each have particularly strong themes of heroism, though, they each have their own distinct idea of what heroism is, their own flavor one might say. It is partly because of their strong themes and ideas that they are still well-known and read today. A story without a theme or real purpose has littleRead MoreTheme Of Heroism In Beowulf1139 Words   |  5 Pagesâ€Å"Beowulf† is the oldest surviving poem in Old English Literature. It is an epic poem, which is a narrative poem typically revolving around heroism. The poem emphasizes repetitively on how Beowulf is a hero. 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The story of Beowulf was commonly used as a story to teach upcoming leaders powerful ways to

What does it mean to learn Free Essays

Needless to say, learning is the most fundamental part of our daily experience. From the time we are born, we are learning how to walk, owe to talk, different emotions, and so on. The study of how learning occurs is part of educational psychology, neurophysiology, learning theory and pedagogy. We will write a custom essay sample on What does it mean to learn or any similar topic only for you Order Now Pedagogy is the science and art of education: it is the study and practice Of how best to teach. The benefits Of learning is the ability to develop natural abilities such as learning from one’s past mistakes, creativity ways of thinking, and increased brain power. Our mind is our most powerful weapon; it helps us adapt to change, makes social groups, and establishes valuable relationships. It also helps us establish lines of daily communication. Learning efferent languages impacts our attitudes and correlates to academic achievements. As a person our main focus is achieving a better sense of self, learning leads to this self-fulfillment. It will keep your mind and memory sharp, increases confident, offers inexpensive ways to try something new, feeling of accomplishments, and even offers opportunities to learn new skills and trades to increase income. We do not learn just by being taught during class or lecture, we learn by continuously being shown something throughout our lives. Whether it is in science class or behaviors taught by our parents, we learn about what is right r wrong, increased advantages from language studies, and ability to take care of one’s self. What is it to learn? Learning is not the same for everyone. Although we are taught mostly the same things, how to eat, how to read, we progress in different ways. Therefore, learning encourages us to form personalities. It gives us stability in repetitive activities. The best thing for being sad,† replied Merlin, beginning to puff and blow, â€Å"is to learn something. That’s the only thing that never fails. You may grow old and trembling in your anatomies, you may lie awake at night listening to the disorder of your veins, oh may miss your only love, you may see the world about you devastated by evil lunatics, or know your honor trampled in the sewers of baser minds. There is only one thing for it then -? to learn. Learn why the world wags and what wags it. That is the only thing which the mind can never exhaust, never alienate, never be tortured by, never fear or distrust, and never dream of regretting. Learning is the only thing for you. Look what a lot of things there are to learn. † White, The Once and Future King Learning is by far the best gift in this world. It provides us with more than just basic knowledge. It gives us meaning to the very questions we ask ourselves. How to cite What does it mean to learn, Papers

Cherokee Indian Journal Entry free essay sample

My people are being forced off of our territory by United States troops. We the Cherokee Indians live in a peaceful manner. When the Indian Removal Act was forcing us to move off of our territory we were outraged yet we handled it in a mature manner, a lawsuit. We were even victorious, yet they still force us off of our land. The Americans show a lot Of bias and prejudice. There is no liberty and justice for Few of our tribe were able to escape to the mountains of North Carolina.Thou ugh I dont believe that if I had the chance I would escape. My life would not be complete without my family. Though I am very much against the reason we must move west maybe this journey will bring our family together. Sunday, November 22nd 1 838 am so sorry my dear journal, have forgotten about you. I have been so bus y walking that it slipped my mind to write. We will write a custom essay sample on Cherokee Indian Journal Entry or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This journey is so depressing and exhausting. Many can not withstand the tee enrapture. Am in disarray because my grandmother has fallen into the ultimate slumber r.She has taught me so much about life, yet she is no longer here to live hers. I will make sure to pray for the rest of my family to make sure they awake each morning. Monday, December 17th 1838 It seems that when we slept a large amount of snow had fallen. Many of my ski ND are now with my grandmother including my baby sister Kayak. We believe that Aka yah had died from malnutrition and/ or harsh weather, though there is a possibility that she had a disease of some sort. Most people that have died on this journey have died from those c sees.My mother and I are very upset about Kayaks death because she was a helpless child, an d she hadnt lived her life to the fullest. I believe there is a scar in my mothers heart, I real y dont believe she will ever recover from that wound. These weather conditions make me feel so fatigued and frozen. It is extremely y difficult to march through several inches of cold crystals, though that is what we must March 1839 It is so that today my family and can blissfully relax after our journey of 2,20 0 miles.It is very depressing to look back upon this journey. First the Americans willingly force us off of our land. Then we walk for such a long period that is filled with lots of heartache Approximately 4,500 Cherokee Indians did not survive this journey. Lastly we reach our destination. Do not believe this journey has brought my family closer together, this may b because I have lost many that were very close to me along the way. Though n owe hopefully my people and I will live in peace for the rest of our lives.