Contrary to popular belief, the public cloud will not necessarily make life easier for IT. In fact, technology professionals, particularly those in relatively new fields like DevOps, are at serious risk of becoming irrelevant if they can’t or won’t understand the affordances of cloud infrastructure.Trevor Pott nailed it in his recent article about the rise of DevOps and SecOps when he said “developers become more paranoid…with operations out of the way and infrastructure provisionable through APIs there is no one to blame for delays but themselves.” The issue is that DevOps teams are made up primarily of developers who’ve learnt to manage operations along the way. And Pott (understandably) doesn’t reach the point that in the case of agile development, the medium really is the message, or at least inexorably intertwined with it.Without at least an appreciation for the technology infrastructure that supports agile – or worse, rigidly defining it for one explicit purpose or another – DevOps will not be able to provide the iterative, responsive, continuous delivery that is its raison d’être. In other words, it will fail. But this infrastructure must also be simple and malleable enough to use that it doesn’t become a time-sink for the former developers that dominate the school of DevOps.A question concerning (cloud) technologyOstensibly, the public cloud is the most malleable of technology infrastructures, an acknowledgement of how “without their code, few organisations will be competitive,” as Pott puts it. But is it? Public clouds are not always the most cost-efficient or easy to maintain and scale. Nor are they, especially in the case of SaaS, open to customisation and variation of their workloads. This is not a bad thing in itself. But it poses some particularly thorny issues for DevOps.The main issue is that DevOps exists as what one of my friends calls a response to the high modernism of technology – the notion that software ought to be developed upon planning principles so fine and rigid as to obviate the very role of the developer themselves. In his essay The Question Concerning Technology, Heidegger makes a similar point with his “standing-reserve”, the ideology which defines any technology as built for, and only ever completing, a single and immutable purpose. The alternative – and the motivation for DevOps – is to embrace potential rather than stricture, whereby any particular object is open to interpretation and alteration based on whatever circumstances called for. Heidegger calls this spirit of technology techne. DevOps calls it agile.The public cloud, governed as it is by third-party forces, is increasingly an example of a standing reserve. Anything “as a service” essentially sits waiting to be called on for one specific purpose, whether hosting particular workloads or providing particular applications. The affordances available to DevOps – to make constant minute changes to how their products and services function – are increasingly restricted, whether by cost or technical complexity or just standard access denial. In other words, the public cloud offers simplicity only at the sacrifice of control. And without control over the infrastructural medium, the DevOps messages of responsive and agile will become practically irrelevant.The techne-cal solutionOf course, DevOps itself exists to merge the agile mindset of “dev” with the functional control of “ops”. But, as Pott points out, operations has traditionally worked under an “us vs. them” mentality in restricting technology resources for only the most well-defined of purposes. Operations is the high priest of technology as standing-reserve, if you will. So it’s unlikely that DevOps will find much help there.What DevOps really needs is a medium where agile development doesn’t generate frictions for coders that disrupt continuous delivery, but which also provides an infinite range of affordances for potential projects and services. A techne platform, in other words. Private cloud infrastructure is the obvious choice – but it typically goes too far the other way, creating even more frictions by dint of technical complexity as a result of its piecemeal or siloed construction. What if the private cloud came pre-assembled, with all systems integrated from the very beginning? This is the principle behind converged infrastructure.With converged infrastructure, DevOps can fully understand the medium in which it’s working, since all component systems are already integrated and accounted for. Like a potter with clay, that immediate sense for the technological medium is important because it lets the craftsperson get on with the actual business of building something – whether a vase or an enterprise application – in the knowledge that the medium will respond in a more or less predictable way. Unlike the medium of public cloud, converged infrastructure also allows full control over how its affordances get used, reused, and recycled.The old boundaries between traditional packaged applications and mobile-first, web-based apps no longer apply: they can run securely on the same infrastructure without conflict or incompatibility. Once again, this allows DevOps to delve into rapid iteration, production, and destruction without questioning the baseline integrity of their infrastructure. And to top things off, the long-term costs of running enterprise applications on converged infrastructure are typically lower than in the public cloud – negating one of the biggest reasons for ceding infrastructural control in the first place.For business managers, the question after all this is probably “so what?” The answer is that waterfall and other prescriptive, high-modernism ideologies about software are no longer functional – if they ever were. Now, speed and responsiveness are kings: if you can cut time-to-market from 25 days to 5 for a new service, you can beat the competition, at least for the next few months. But the curse, and magic, of continuous delivery is that it never stops improving. As Pott writes, the tribes within DevOps need to quickly find common ground to keep delivering those results for their businesses. A technological medium like converged infrastructure, which can give developers myriad affordances to iterate and test while smoothing out the frictions of operational control, will be a necessary bridge between them.Image: “Waterfall and Rocks“, Mark Engelbrecht
SEATTLE (AP) — The California-based multi-level marketing business LuLaRoe is paying $4.75 million to settle allegations from the Washington state Attorney General’s Office that it’s a pyramid scheme. The company denied wrongdoing in a consent decree filed late Monday in King County Superior Court in Seattle. LuLaRoe sells leggings and other clothing to a network of independent retailers, who recruit other retailers to sell the company’s products. Attorney General Bob Ferguson sued the company and its executives two years ago, saying they deceived people about how profitable it was to be a LuLaRoe retailer. Ferguson said that $4 million of the settlement will be distributed to about 3,000 Washington residents who were recruited to the company.
Professor, author and former teacher Julie Landsman spoke on her experiences with race and teaching in a lecture Tuesday at Saint Mary’s, sponsored by the education department, Center for Women’s Intercultural Leadership and the Office of Civic and Social Engagement.Landsman said she has been involved in issues surrounding race since college.“Being involved in the civil rights movement was one of the most difficult things, because of the [familial] estrangement,” Landsman said. “It was one of the biggest losses. I don’t want to minimize what the work does, and how our country is divided, but I’ve never regretted it not a day it or a day of teaching.”Landsman’s views on education and race were sprinkled with antidotes about her time teaching. Landsman said her time teaching led her to realize the need for self-reflection on educators’ own views of race.“This [a moment when a teacher realizes there own prejudice] is a teachable moment for yourself,” she said. “That risk you take can change the lives of a young student.”The use of reflection plays an important role in identifying the role of race in your teaching, Landsman said.“We need to think about what we think a classroom needs to look like,” Landsman said. “Kids can be chatting and doing stuff and they are still getting work done. … I think a lot of us have preconceived notions about how our students need to perform.”These preconceived notions are what fuels insensitive teaching, Landsman said, as teachers often have a desire to attempt to fix everything.“It is very tempting for us to jump in and think that we can explain it all,” Landsman said.Landsman said she believes this need can lead to assumptions being made.“It is important to counter a deficient assumption that we have about different groups of people and different neighborhoods — we always look at what is wrong when actually those neighborhoods have great strength and resilience,” Landsman said.“There are some dangerous things we can do as a teacher such as thinking of ourselves as saviors — thinking, ‘I’m going to save them all,’ when that isn’t the truth,” Landsman said. “They might have a strong grandmother who was raising them and is doing a wonderful job. All I saw were the deficits in their lives, not the good things.”Landsman also said it was important to recognize representations of race, especially in history.“There is a big, big problem with curriculum — with hueing to the textbook — because our textbooks are terribly biased and we need to look at the stuff that is not there. And you can be sure that the stuff that is not there is the stuff about people of color,” Landsman said.There is value in addressing the way Americans address race, Landsman said. She advocated for self-examination of how to view race and renew conversations about it.“What happens when we talk about race is that white people tend to stand back and not talk about it because they don’t want to offend, and the thing is to jump in,” Landsman said.Tags: CWIL, education, Julie Landsman, OCSE, race
Photo: Judy Hayward, Executive Director of The Preservation Education Institute receives a $1,500 check from Alice Baird, Financial Services Manager at People’s United Bank in front of the Stephen Jacob House. People’s United Bank,On Labor Day weekend in 1971, a group of area residents formed Historic Windsor, Inc. to save the Windsor House from demolition. In the intervening 40 years, this organization has made a big and far reaching impact by: rehabilitating Windsor House, managing it for over 33 years, and returning it to provide ownership in 2005. They also operated the Vermont State Craft Center at Windsor Housing and the Gerard Room Gallery for 19 years showcasing the work of hundreds of Vermont artists and craftspeople and conducted craft education for thousands of people. At The Preservation Education Institute, they have offered hundreds of innovative preservation education programs from Vermont to Oregon since 1983 and provide technical assistance to property owners and others for the care of historic buildings.‘The funding from People’s United Bank will assist us with our newest project ‘ rescuing and rehabilitating the Stephen Jacob Housing,’ said Judy Hayward, Executive Director at The Preservation Education Institute. ‘When finished the Stephen Jacob House will have a permanent home and the building will have three, market rate apartments to generate funds to sustain the building’s operation. A combination of contractors, Preservation Education Institute students, and prisoners from the Windsor Correctional Facility will be involved in the rehabilitation work to bring this important building back to life.’‘We are proud to support The Preservation Education Institute as they take on the rescue of the Stephen Jacob House,’ said Alice Baird, Financial Services Manager for People’s United Bank in Windsor. ‘There is so much history in Windsor, our support of The Preservation Education Institute helps to bring the history to life.’People’s United Bank is a subsidiary of People’s United Financial, Inc., a diversified financial services company with approximately $25 billion in assets. Peoples United Bank, founded in 1842, provides consumer, commercial and wealth management services through nearly 340 branches in Connecticut, Vermont, New Hampshire, Massachusetts, Maine and in Westchester County and Long Island, New York. Through additional subsidiaries, People’s United provides equipment financing, asset management, brokerage and financial advisory services, and insurance services.Windsor, Vermont
When you reach the finish line, sign onto social media, or visit the local hangout in an outdoor town, adventure jargon tends to be the same. You hear repetitive phrases about epic pursuits: “ah man, you should have been there,” “we slayed that course,” “it was insane…” “off the hook…” or as the uber cool kids say—“it was dank.” But there’s one thing missing from modern outdoor adventure: honest reflection.As outdoor athletes and recreationalists we love to push boundaries, but when we discover those limits and need to take a step back it can be difficult to process, let alone discuss. This past fall I hiked across the state of North Carolina on the 1,175 mile Mountains-Sea-Trail. But I wouldn’t do it again—at least not in the same manner.To be clear, I loved the actual trail and the hiking experience. My hesitation going into it was that I would not enjoy or appreciate a route that was actively being built and is connected by 500 miles of road. I was wrong. It was incredible to be one of the first 100 hikers to complete the full length of the MST. Like holding a newborn baby during the first few months of life, there’s something intimate and exceptionally sweet about being one of the first thru-hikers to finish a particular long trail.Speaking of children, this was a family affair and I was also anxious about how my kids would fare. That’s one reason why my husband Brew and I decided we would only hike as a family when and where it was appropriate. Our plan was to spend the early mornings and evenings together, but during the day I would walk alone.When we began our three-month migration across North Carolina, my daughter Charley was four years old and my son Gus was just shy of a year. I wanted nothing more than for my children to enjoy the experience of being a family of nomads: spending time every day in nature, building memories together, and learning important life lessons from the people and the land of their home state. And in that sense, our journey exceeded my expectations.Charley learned about Cherokee culture near Great Smoky Mountains National Park; she rode shotgun in a tractor turning up sweet potatoes in Sampson County; and she voluntarily picked up trash on North Carolina beaches in an effort to protect the sea turtles. She gained an education that won’t be offered in kindergarten.Gus, on the other hand, was held or chased down by a myriad of friends and strangers. He was loved by people—and he gave love to people—from different backgrounds, ethnicities, and beliefs. He’s more joyful and trusting than he would be if he hadn’t spent a fourth of his life in the arms and homes of people he’d never met.When we were packing up our camping gear, toys, and bags of clothes for the start of the adventure, I wasn’t worried about my husband or my marriage. But the second day of our hike we rushed Brew to the Emergency Room in Cherokee with pain in his chest. He had a condition called pericarditis. It can be really serious but it’s also easily treated with medication and, thankfully, has no lasting side effects. So, hours after the diagnosis I was back on the trail. Brew wanted me to hike. In fact, he insisted that I continue. But I regret walking away from my husband.I should have stayed put that day, perhaps for several days or even weeks, to make sure he healed up well. But at the time, Brew and I both felt like I needed to keep hiking. The culture of adventure is to push through pain, not stop for it. There is also a pressure that comes with adventure. It’s both internal and social, and it tells us that quitting in the middle of the woods—where no one is present and no one is watching—will look horrible.As difficult as the beginning of the hike was for Brew in a physical sense, the greater challenge came from the emotional strain of handling logistics, caring for our young brood, and watching me leave each morning to live out my dream—and his. He would love to hike the Mountains-to-Sea Trail someday. I took it for granted that the man who helped me set a Fastest Known Time on the Appalachian Trail, the hands-on father who loved spending time with his kids, would have no trouble supporting me and our offspring on this adventure. But it was too much.Over the course of three months, I saw my husband bottle up stress and unleash it. We spent evenings crying together and other nights far apart. I’ve seen adventures, mountains, trails, and rivers tragically claim lives, but I have also observed them end marriages and separate families. I love adventure, but my outdoor identity and status does not mean as much to me as Brew, Charley, and Gus do.We will not undertake another journey similar to the Mountains-to-Sea Trail. It’s not healthy for our family. We found our limits and it’s time to take a step back. There are amazing individuals scaling mountains and completing long trails with young—sometimes very young—children. But all families are different, all individuals are different, and it’s important to remember that we can draw inspiration from other people without comparing ourselves to them. Everyone has their own sweet spot for adventure and it shifts over time. My plan is to take on some more ‘rad,’ ‘ripe,’ ‘lit’ long trails in a decade or two—with my husband.
Knoxville’s first climbers to summit Everest help save a Sherpa along the way For the first time in a month, I felt alone, even with Neal and two sherpas ahead. On the flanks of Everest, I peered skyward to a blank snow face where clouds and wind were settling in. By the time we reached Camp 4, I had all but abandoned the idea of summiting. The sun was but a scattering of orange slivers whose fingertips were barely clinging to this nether land on the boundary of Tibet and death. It was too late for a summit push, so we had to survive the night in a makeshift teepee with buckshot holes at 26,000 feet. It was a fitful and gusty evening. Exactly one hour later, Dawa and I made the final steps to the summit, and I collapsed below a small brass statue. Prayer flags snapped crisply. We were the only humans on top of Mount Everest. It was just us, the wind, and this expansive earthscape. Our 45 minutes on top of the world passed like the snow blowing off this exposed summit. Soon, Dawa was goading me off the Earth’s ceiling. Photo By: Neal Kushwaha Bluebird skies greeted us the next morning and we were re-energized. But then a sad reminder of mortality greeted us as we passed a climber patiently lowering his dead friend down the mountain in a plastic sled. He had succumbed to altitude just above us at 25,000 feet. Photo by: Neal Kushwaha Ang Dawa Sherpa peeked his head into our tent and nodded. “Go time” caught me off guard. I was at Camp 4 with my friend Neal Kushwaha and our sherpas—Sange and Dawa—hoping to become the first Knoxvillean to summit Everest. But the light soon gave way to darkening clouds. Lightning was streaking the sky around us on a prominence known as the Balcony. I squeezed an energy gel into my mouth from the side of the oxygen mask which had now rubbed my face raw to the point of bleeding. We switched oxygen tanks and proceeded upward. “We only have one hour,” my sherpa, Dawa yelled. “One hour.” The next day, we limped back into basecamp, where we were greeted by a brother of the sherpa we had assisted. He was anxiously anticipating our arrival at the base of the icefall to let us know that the sherpa, Cherring Dorje, had survived. He expressed his family’s gratitude with the offer of a Coca-Cola for the four of us. When the weather calmed early the next morning, we began ascending. We were still hours from the summit. Focus was escaping me at points. Nodding off on the rope was dangerous. Several of my toes were no longer viable. Like being at the wheel on an overnight drive, I slapped my legs and pressed onward. From this point there would be no more sleeping. I was miserable, freezing and uncertain. The steady wind beat my frozen face. From a blanket of cloud emerged a sliver of dawn light. It was twenty below zero. During our long descent, I stumbled frequently. For the first time on this expedition, I could see Dawa tiring, too. Night was enfolding the Himalayas again, and I fell once more. I remember thinking that I could just lie contentedly right here on the snow. Just a few winks and all would be fine. Then I slapped myself and kept moving, wondering how many climbers had permanently succumbed to that very temptation. My thoughts went back to two days before on our way up the Lhotse Face. An errant oxygen bottle came soaring down the string of climbers above and missed us by about fifteen feet. Moments later, the mountain itself stirred, sloughing an avalanche of rock from her shoulders. Two other nearby sherpas were hit: one had only superficial injuries, while the other semi-conscious sherpa bled profusely from a gaping head wound. I walked one sherpa to a safe place out of the fall line of rock while Sange and Neal tended to the stricken one. After an hour on the radio, our basecamp manager had managed to cajole a helicopter, but it would require dropping the sherpa several hundred feet down the mountain. This meant sacrificing valuable altitude and energy. Neal and Sange never hesitated. They carried the sherpa to an evacuation spot, knowing that it meant they may not be able to summit Everest after weeks of grueling effort. Neal laid him gently down in the soft snow low on the ice face. There was significant trauma. I rummaged through his backpack for some type of bandage to stave the bleeding from his head wound. His skull was cracked open like an egg. Our patient did not know his name or any of his team, who were nowhere to be found. Neal and Sange worked the radio, imploring our base camp manager to organize some type of evacuation. Surprisingly, there was reluctance to expend any resource for the sherpa, given he had no rescue insurance. Already, we had seen half a dozen climbers pass by, unwilling to forfeit valuable summit push time. All I could think to do was have him sit upright while applying pressure from several pairs of socks to his skull. We descended on the last night of summits in 2018. Only six other humans departed that evening before the mountain closed her doors for the year. I spilled back into camp that night, removed boots, and examined my waxy, frostbitten toes. I knew my toes were frostbitten. These were unretractable life decision points; niggling moments of discretion or valor. That damned nascent light magnetized Everest, so I decided to press on. The sun crested the mountains, and my face soaked up its warmth. After the helicopter arrived, Neal and Sange climbed back up to my position. Our team had lost precious time, but together we resumed jugging up one of earth’s highest walls on the afternoon of May 21. It was super late in the season for Everest summits. The majority of the mountain’s climbers had already descended. Precious daylight faded as we gained the most technical portion of Earth’s highest peak in the dark. Hard cold settled into my bones, and I felt the first nips of frostbite. It was 10 p.m. when I collapsed into a tent at the upper end of Camp 3 and guzzled my first sips of bottled oxygen. Neal and I drifted into a somnambulant rhythm of air flowing through valves and hoses into this foreign, rubber death mask. It was good to lie down on our pillows of steel hard ice. My frostbitten toes eventually healed, but my heart was permanently swollen. The mountain—and my team—dispatched me with blessings untold. Still today, from my comfortable life in Knoxville, I relish each morning with the rising sun and steam from a hot cup of gratitude. When lightning streaks a clear, black sky and storms rumble in from on high, I reach into a back pocket filled with dream dust and scatter some for the coming 24, remindful, reverent, and humble.
By Taciana Moury/Diálogo August 24, 2018 Brazilian Army Lieutenant General Elias Rodrigues Martins Filho is the new military force commander of the United Nations (UN) Stabilization Mission in the Democratic Republic of the Congo (MONUSCO, in French). The Brazilian officer, who assumed command May 14, 2018, will face the social issues and armed conflicts of one of the largest countries in Africa until May 2019. In an interview with Diálogo, Lt. Gen. Elias said the position is the most challenging of his career. “The requirements I must manage, considering the technical quality of the decisions I must make, the risks my subordinates face, the observations and demands from the international community, and budget cuts, are a list of items that require full dedication and put my professional skills to the test,” he said. Diverse military component Upon arriving in the Democratic Republic of the Congo (DRC), Lt. Gen. Elias became familiar with the territory and learned about the structures of the mission. “I visited the most remote areas, especially the troubled regions where troops are deployed. When I arrived, I immediately faced crises that forced me to make important decisions, such as the Ebola outbreak in the western area of the country.” The officer leads nearly 17,000 service members from 49 countries. South Africa, Bangladesh, Ghana, India, Indonesia, Malawi, Nepal, Pakistan, Tanzania, and Uruguay have troops in the mission area, while others participate in individual missions. According to Lt. Gen. Elias, the diversity of MONUSCO’s military component adds to the experience. “Military culture is similar worldwide. Respect for hierarchy and discipline, observance of values, and a desire to accomplish the mission are factors that make my work significantly easier,” he said. In addition to the military force Lt. Gen. Elias commands, MONUSCO coordinates with civilian components led by Leila Zerrougui, special representative of the UN Secretary-General in DRC, and police officers under MONUSCO Police Commissioner Awalé Abdounasir. The mission aligns with the position of the DRC government and with representatives from the international community, such as members of the UN Security Council and the multilateral institutions of the African Union and the Southern African Development Community. Among other responsibilities, Lt. Gen. Elias must protect civilians and fight armed groups. “Currently, these groups have had the freedom to plan, attack, and reorganize themselves, gaining strength with every mission. The best way to neutralize them is to cut off support from the population, prevent access to resources and logistics supplies—food, weapons, or ammunition—and prevent them from planning new attacks, recruit new members, or reorganize themselves after each attack,” he said. UN experience To take on the role, Lt. Gen. Elias studied MONUSCO’s characteristics, focused on the history of the DRC, the culture of the Congolese people, and the origin of the conflict. He gained his knowledge of UN missions over the course of his 36-year career. He participated in the United Nations Observer Mission in Angola and worked in the UN Department of Peacekeeping Operations (DPKO). “The mission in Angola captivated me for the work done to support people affected by conflicts, alleviate suffering, and bring hope. I also served as an assistant military advisor to the Permanent Mission of Brazil to the United Nations, allowing me to get to know the UN system as a delegate to a country contributing to peacekeeping operations. From 2005 to 2008, I was a planning officer at DPKO,” he said. Recognition Brazil has been prominent in its participation in peacekeeping missions, whether with military observers, General Staff officers, or troops. Brazilian officers, in their command positions in Mozambique, Angola, Haiti, and DRC, demonstrated their technical and command capacities, as well as the leadership skills of Brazilian service members. “MONUSCO is the United Nations’ largest and most complex mission. For the country and the Brazilian Army, this makes one of their general officers stand out on the international stage and shows Brazil’s strong commitment to international peace and security,” Lt. Gen. Elias concluded.
Arsenal boss Unai Emery insists Ainsley Maitland-Niles wrongly sent off against Aston Villa Advertisement Coral BarrySunday 22 Sep 2019 7:51 pmShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link787Shares Maitland-Niles was sent off for a challenge on Taylor (Picture: Getty)Unai Emery believes Ainsley Maitland-Niles didn’t deserve to be sent off in Arsenal’s thrilling 3-2 victory over Aston Villa.Maitland-Niles gave Arsenal a mountain to climb in the second half after Jonathan Moss issued the youngster his marching orders for a flying challenge on Neil Taylor.It was Maitland-Niles’ second bookable offence and Emery insisted his player did not make contact with Villa’s Taylor.‘I was thinking we can manage,’ Emery said about the red card. ‘He didn’t touch the player.ADVERTISEMENT Comment Aubameyang scored Arsenal’s winner (Picture: Getty)Unfortunately, Villa hit back immediately through Wesley, just 89 seconds after Pepe’s penalty.Arsenal were heading for another disappointing result before Calum Chambers sparked a remarkable comeback in the 81st minute.Pierre-Emerick Aubameyang then scored a stunning free-kick to give ten-men Arsenal all three points and fire the Gunners into fourth spot.MORE: Calum Chambers hails Arsenal team-mates and Pierre-Emerick Aubameyang after comeback vs Aston VillaMore: FootballRio Ferdinand urges Ole Gunnar Solskjaer to drop Manchester United starChelsea defender Fikayo Tomori reveals why he made U-turn over transfer deadline day moveMikel Arteta rates Thomas Partey’s chances of making his Arsenal debut vs Man City Emery did not think it was a red card (Picture: Getty)‘He touched the ball. We had to accept the referee’s decision.’He added: ‘I was thinking it was not a red card.’AdvertisementAdvertisementArsenal were losing 1-0 when they went down to ten men, but Nicolas Pepe equalised from the spot for the Gunners in the 59th minute. Advertisement
Freddie Ljungberg in talks with Malmo ahead of Mikel Arteta’s return to Arsenal / Metro Sport ReporterFriday 20 Dec 2019 2:08 pmShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link437Shares Ljungberg, according to reports, was set to be offered the chance to remain as part of Arteta’s staff, but he is known to harbour ambitions to be a No.1 in his own right. Manchester United captain Harry Maguire Top articles Read More Visit Advertiser website GO TO PAGE Full Screen Advertisement Malmo parted company with former Wigan and Leeds manager Uwe Rossler last week and according to Sportal.se they view Ljungberg as the ideal candidate.Ljungberg had been credited with playing a key role in the development of an emerging group of youngsters at Arsenal having coached the likes of Bukayo Saka and Joe Willock during his time in charge of the Under-23s and Arsenal legend Ian Wright believes it’s vital his old club find a way of keeping Ljungberg on.He said: ‘Absolutely [he should be kept on]. We have to protect Freddie at all costs. He wasn’t there trying to suck up to get the job. He knows the club. You can’t buy him.More: Arsenal FCArsenal flop Denis Suarez delivers verdict on Thomas Partey and Lucas Torreira movesThomas Partey debut? Ian Wright picks his Arsenal starting XI vs Manchester CityArsene Wenger explains why Mikel Arteta is ‘lucky’ to be managing Arsenal‘Nobody knows the young players better than Freddie. I’m sure Mikel will come in and be delighted Freddie is still there.‘What you want is that kind of continuity, especially for the young guys. You can see how much they loved him when things were going right. ‘We need that guy in there. He’s an invincible as well. He’s one of our greats. We have to back Freddie at all costs.’Should Arteta keep Ljungberg as part of his coaching staff?Yes0%No0%Share your resultsShare your resultsTweet your resultsMORE: Mikel Arteta joked about Arsenal defence while Manchester City coach and highlighted huge weaknessMORE: Arsene Wenger questions Arsenal board as he compares his former club to Liverpool Read More by Metro 1 min. story Rio Ferdinand tells Ole Gunnar Solskjaer to drop struggling Skip Read More Read More 1/1 Freddie Ljungberg has been in charge of the Arsenal first team on an interim basis since Unai Emery’s sacking (Picture: Getty)Freddie Ljungberg has been in talks with Malmo about becoming the Swedish club’s first team coach.The 42-year-old has won just one of his five matches in charge of an increasingly rudderless Arsenal side following the sacking of Unai Emery last month.Ljungberg voiced his discontent at having to make do with a skeleton coaching staff following last weekend’s 3-0 drubbing against Manchester City and urged the club’s board to make a quick decision over Emery’s permanent replacement.Mikel Arteta has been confirmed as Emery’s successor with former Everton and Manchester United No.2 Steve Round and Brentford goalkeeping coach Inaki Cava Pavon set to join as part of the former Arsenal captain’s backroom team.AdvertisementAdvertisementADVERTISEMENT PLAY Read More About Connatix V67539 Comment Skip Ad Video Settings Coming Next SPONSORED Advertisement
Hybrid pension funds must have a “balanced” governance structure in place to ensure no one group of beneficiaries is penalised, the latest paper by the 300 Club has said.David Villa, a member of the group of investment professionals seeking to improve the investment landscape, argued that the hybrid approach of blending defined benefit (DB) and defined contribution (DC) was preferable to “going off the defined contribution cliff”.Villa – CIO at the State of Wisconsin Investment Board (SWIB), which reformed to offer employees of the US state hybrid benefits – insisted governance was a crucial risk when determining pension outcomes.“Governance decisions are ultimately equivalent to a change in return and can contribute significantly to volatility of outcomes,” he argued. In his paper, ‘The Third Way: A hybrid model for pensions’, he claims that if the governance model is not designed properly, then one group of beneficiaries risks losing out at the expense of another.“Both the DB and DC models lack the countervailing force provided by risk sharing,” he writes. He argues that the model used by SWIB, which manages assets worth $91bn (€74.8bn), was easily copied by other providers by offering a minimum benefit guarantee and any gains made above the level split between sponsor and member.“The risk sharing aspects of this design have profound implications for the governance of the system,” he says. “Interests are not aligned in DB or DC structures. “In the hybrid structure, risk is shared, and the alignment of interest that results contributes to a virtuous cycle of governance.”Villa argues in favour of the benefits of any hybrid approach.“Society,” he writes, “would also be better off if we could avoid going off the defined contribution cliff, wherein financially unsophisticated individuals take on large risks that significantly change their wealth in retirement if they get it wrong.”