|Exam Name||:||Oracle9i, Build Internet Applications II|
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|Updated On||:||April 22, 2019|
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When Mark Hurd begun at Oracle in 2010, he grew to become the vicinity the wrong way up. Hurd became expecting a huge shift in the business, and he desired to exchange how Oracle constructed and bought its utility.
The changes he made have been dramatic. tons of of Oracle income team of workers contributors left the business in his first few years on the job, and Hurd changed into criticized by business analysts.
but he stuck to his plan. After about six years, the general public's notion of that plan started to shift, as hiring and sales ramped up. The business nevertheless has a ways to go, as it struggles to trap as much as opponents in the cloud utility company. but Hurd noticed that Oracle, a longtime company, had to reinvent itself to stay aggressive, even when this gave the impression of a bad conception.
We spoke with Hurd past this year for an episode of business Insider's podcast "this is Success" and took a closer look at his first years at Oracle. Hurd explained what it become like initiating a massive lifestyle shift on the company and the way his plan continues to unfurl.
in the episode, you are going to hear from Hurd about how he is drawing near the challenges of developing his cloud company and onboarding waves of latest ability — and how his success at Oracle began with a profession comeback.
The podcast and a flippantly edited transcript are under.
hearken to the complete episode, which changed into produced by means of Sarah Wyman and Jennifer Sigl, right here:
Subscribe to "here's Success" on Apple Podcasts, Google Play, or your favourite podcast app. try old episodes with:
Hurd obtained the job at Oracle weeks after leaving Hewlett-Packard, where he'd been CEO for five years. The 2010 departure become difficult for him. Even today, it's now not some thing he feels at ease speakme about. Hurd changed into forced to resign after a public dispute with HP's board over his price account and a private relationship. He stepped down that August.
Richard Feloni: How did you feel on the time, given the cases, of the departure at HP? have been you irritated in any respect with the circumstance?
Mark Hurd: No. I liked HP. I appreciated the business, I preferred the individuals of the business, etc. I had a disagreement with a few board individuals, but it really is now not HP. in case you looked at our financial efficiency at the time, it changed into quite tremendous.
Larry Ellison, who built Oracle and had led it on the grounds that 1977, got here to Hurd's defense. He and Hurd had worked intently whereas Hurd led HP, and Ellison idea the company made an immense mistake in letting him go. Ellison did not watch for the situation to blow over, hiring Hurd as Oracle's president a month after Hurd became ousted from HP.
Feloni: So when did he approach you for the Oracle job?
Hurd: We had a few meetings about it face-to-face and talked concerning the business, the function that Oracle could play inside it, the position that I could do in helping Oracle from a strategic viewpoint. And so we had all of those dialogues as we mentioned it.
Oracle makes utility that businesses worldwide use for everyday operations. When Hurd joined the company, the industry changed into in the early days of transferring to "the cloud." All that potential is that the application your head of human elements would use, as an example, may well be accessed on-line, from any place, in preference to installed on a single desktop. or not it's fundamental in observe but requires essential shifts in operations.
Hurd: neatly, of path, on the time it became truly just the beginnings of all this circulation to the cloud, and the implication on Oracle become that we needed to exchange most of the issues we were doing, each in R&D and in the go-to-market part of our enterprise. part of the enchantment, of course, is the complexity of all that.
it's one aspect if you happen to go to a company it really is struggling, and you say, "we have now got to alternate." Most every person acknowledges that and says, "Gee, I see the outcomes, I see the performance. We need to do anything distinctive." it's a really other element if you happen to go to a corporation it is successful. And right here's an organization in Oracle it is profitable, it really is got huge market presence, gigantic company, after which you say, within the core of all that, "now we have bought to exchange."
the first query that comes up from lots of people is, smartly, why would that be? And so then in the event you need to describe that there is a coming exchange within the trade or not it's probably — not probably: I believe or not it's essentially the most problematic leadership challenge that you've is to take a gaggle of individuals winning and then persuade them or not it's imperative to exchange. as a result of there's resistance more than you are typically used to.
Feloni: So this conception of "let's radically change even though we're profitable and people are comfy doing things these techniques," did that stem from Larry, or became that how you read the circumstance?
Hurd: We spent loads of time speaking about the business, because this trade become coming, nonetheless it become at its very infancy at the time. I suppose one of the most benefits you've got with somebody like Larry — and once I say "somebody like," there is now not many to compare, frankly, if any, actually within the enterprise area — is that you've someone who's a big proprietor in the company, the biggest proprietor of the business, that thinks a little greater generationally, actually than quarterly.
I suppose if we did not mutually agree on the need for exchange, it will on no account work. or not it's now not like we agree on every thing, however the beauty of Larry, amongst many, is that you have loads of debate. I can't inform you how many times he stated, "Yeah, you're right, let's do what you observed." And, incidentally, the same method for me. We evaluate notes a whole lot, focus on a lot, and agree on actually materially greater than we do not. but if it wasn't mutual, it wouldn't work.
Larry Ellison cofounded the software company he would finally rename as Oracle in 1977. He stepped down as CEO in 2014 however has remained chairman. Kimberly White/Getty photos
Feloni: Your first day as president, your first a few days, what did you see on the company that made you suppose, ok, we will ought to absolutely seriously change the manner earnings are achieved here?
Hurd: I suppose Oracle traditionally has been concept of as most likely the surest revenue force within the IT business, and that i wouldn't are attempting to persuade you in a different way.
Now, all that referred to, our industry, holistically, had matured into a bad house, personally.
Thirty years ago, when Hurd became beginning out in the IT trade, organizations would hire entry-degree employees and groom them to be triumphant at the company.
Hurd: you might come out of college, and you would go to work at a corporation, and also you would in reality get proficient by the company. you would have trainers, enablers, people that could help you, teach you about how to promote, how to pay attention, a way to speak — all styles of first-rate abilities that frankly I still use today. practising became looked at as an investment, now not as an expense, and what happened through the years is that practising again grew to become considered as an fee as adverse to an investment.
And what started occurring was all of this mercenary hiring. you'd go to work for this enterprise, after which you'll go to another company, an additional enterprise, an extra enterprise, and it turned into a bit of like all the businesses putting their bad salespeople in the core of the desk and we'd just swap unhealthy salespeople, with a methodology that your dangerous salesperson would be notable once they got here to our region.
Feloni: so that you wanted to kind of convey it returned to the world that you had began up in?
Hurd: Yeah, and perhaps confidently a little improved than that. because of the character of the cloud, what now changed into a expertise that might simplest be bought by means of the largest groups would now be attainable to each business, no matter what scale. You failed to need to have an IT body of workers. You didn't should have a knowledge center. You might just now get all of this remarkable highbrow property basically over the internet.
as a result of that, the should develop our sales drive grew to become very vital.
Feloni: turned into this practically for Oracle to continue to exist during this new environment?
Hurd: i'd basically say to thrive. And so it wasn't like we had a problem, you be aware of, if we dial all the method lower back to 2010, that we had a cash movement issue or we weren't about to make payroll or the rest. once more, we have been a extremely successful company saying, within the core of that success, let's alternate —
Feloni: You have been looking forward of it.
Hurd: Yeah. So how's this market going to work five years from now?
The cloud became about to revolutionize how the IT business did company. The product become altering. The clients have been changing. And that intended the salespeople had to alternate too.
Hurd: i'd say my view's always been that the more focused you can make a salesperson — that means the more i can get them to do the same aspect day by day — the greater opportunity they have got of profitable. My view has at all times been to focal point them on understanding their product, knowing their buyer, figuring out their industry, and, frankly, figuring out their competitor.
So the fact that we are able to carry individuals to market that are skilled at all of these issues raises their chance of success. Now, if you agree with that, and i do, then the way you then construct a revenue force becomes crucial in response to these building blocks.
So for us, as an example, if we're promoting an utility like HR, it might develop into critical, if you had been a salesperson, that you knew how to speak to a head of HR. it might be critical that you'd recognize your competitor. it might be critical that you just may describe that dialogue when it comes to HR in the context of retail or economic functions or a kind of industries. So this is how we built our revenue force, building block by building block, after which we build them accurately for the markets, all the manner from the greatest consumer to the smallest client. it really is how we developed it.
whereas Hurd became starting to roll out cloud software, he was nevertheless pushing Oracle's core enterprise expertise — the stuff the company had been selling for years. And his goals for these revenue were bold. To motivate his sales drive to fulfill them, he made their paychecks greater dependent on their efficiency. Skeptical employees complained that it created a more advanced and disturbing work environment.
Hurd: building incentives are all the time crucial, however frankly, when you are constructing an org, operating an organization as a CEO, you work on three core issues: strategy, operations, after which americans. The incentives piece aligned to the operations piece, and the key to operations is to execute the strategy. So in our case, our strategy turned into to in reality circulate the market to this subsequent era of applications. and then we wanted to incent our sales drive thoroughly to circulation to these next units of up to date applications, which is what we did.
Feloni: You were asserting that you have a group this is winning and you want them to exchange the manner they may be doing issues, you're going to face some resistance.
Hurd: "Some" may be an understatement.
hundreds of salespeople left the business right through Hurd's first few years, together with some of the group's top performers. Hurd insists this didn't upset his plan.
Hurd: You understand, if you have 35,000 or forty,000 americans in your earnings org, you will have individuals that circulate. however I do consider we moved from in fact a products-offered method — which is basically we'd promote you a product, you would then put into effect it, from time to time by means of yourself or with a methods integrator or something like that — we moved to selling a carrier. So we're truly promoting a unique component than we had before.
Now we definitely referred to, "No, you're going to ought to promote to the functional buyer. you're going to should sell to that head of HR or to that CFO." Now you are announcing to people, "we will alternate what you promote, and we will trade who you promote it to." And so a lot of people talked about, "I just do not wish to do this." My view is that that is good enough. We should have americans that are excited and passionate. I do not want to make it sound like i used to be for a lot of dynamism within the revenue force, however I wasn't in opposition t it either.
Feloni: Do you feel that you would have felt as assured making large changes at the company had you no longer had that selected relationship with Larry?
Hurd: Oh, assuredly not. Assuredly now not. i'd have had the same perception structure, but in case you have the capability to speak through considerations with a) individuals that are extraordinarily smart, b) people that basically care, c) people that have a breadth of event — this is what most CEOs would not have.
Hurd begun hiring new americans to support perform his marketing strategy. He failed to need to poach salespeople from his competitors, as was usual within the industry. as an alternative, he wanted to employ people new to IT — contemporary college grads — and get them on board with his new vision for the business.
Hurd: We basically moved into this very aggressive college hiring application, because what I really concept made experience became us to rent our personal. We went again and, of course, we discovered there were very few IT companies recruiting on campus, consider it or not. Over eighty five% of the individuals we offer a job settle for that job. The problem we had returned then, though, was that we had no machinery.
Feloni: there's no method for it.
Hurd: Yeah. it be like, smartly, ok, who's going to do this? good enough, smartly, let's get some people that can go try this.
And we discovered the place the schools were. We discovered how to recruit. We found out a way to reduce an offer letter. but then once we brought them on board, we needed to definitely teach them. So we had to build a strategy to head get, in the US, the greatest younger people during this country, frankly, to put them in the premiere amenities, which we did not have, give them the top of the line tools, which we failed to have, provide them the surest management, which become new as a result of a lot of this changed into new management mentoring some of those super younger people, and provides them the superior working towards.
So when you birth asserting "ideal, top-rated, most effective, finest, most efficient," and you start with "I've received nothing, nothing, nothing, nothing," the complete manner over the closing few years has been get each a type of pillars I described to being the premier at what we do and construct our revenue force from the floor up.
participants of Oracle's "classification Of" practising software in Austin, Texas, in 2018. company Insider/Julie Bort
however some Oracle veterans weren't on board with the brand new practising software. no longer handiest did they just about should find out how to do a brand new job, but they needed to mentor some youngsters straight out of school. A former Oracle worker instructed company Insider in 2013 that the company turned into getting a bad reputation amongst skilled salespeople in the industry. Hurd says it became just a painful but integral byproduct of trade.
Hurd: on the conclusion of the day, I take comprehensive accountability for the strategy that I described. I accept as true with that it turned into ultimate for our purchasers and top-rated for Oracle, for us, to make this trade. And no doubt it became dynamic. absolute confidence that in case you're a part of a dynamic exchange, each time you're making selections, you get opinions. There are going to be americans that say, "I in fact liked it the manner it was," and, pay attention, I wish that historical past was a perfect predictor of the future, nevertheless it's now not. the area we're in, IT, is dynamic, and it alterations. It changes each day. And for us, we vital to dwell forward of this, and there's no question the implication of "staying ahead of this" has some aspect of ache to it.
Feloni: Did you ever query your strategy?
Feloni: What had been conversations with Larry like at this point when there become some turmoil?
Hurd: doubtless his greatest prices can be things like "are you able to go faster?"
Feloni: in order a pacesetter, how were you aware when to take resistance and be like "ok, let me reconsider," or to consider that "good enough, here's just the pain of alternate. I don't have to truly dwell on this." How do you differentiate that?
Hurd: I suppose or not it's difficult. I consider no person likes criticism, resistance, no rely what anyone tells you.
That stated, I feel you have to rely in your experience, your instincts as to the place you believe the market's headed and what changes are integral. I've always believed it was the enterprise first.
I believe to the core that a) we had to expand our salesforce, and b) we could not do it through the usual mechanisms in our trade. We concurrently moved to the mid-market, we moved to school hiring, we built an in-condo practising application — we did all of these issues simultaneously.
And so as to add to it, should you ask managers who've traditionally managed very skilled people, and you say, "hi there, I actually have an idea. we're going to carry some youngsters correct off the faculty campus. i'd in fact appreciate in case you'd spent a while mentoring them and developing them," it's wonderful that they'd say, "i might quite not do that." or not it's counter-instinctive to you, but if you had a earnings supervisor and two people working for you — let's faux your targets for the 12 months have been $10 million, and also you had one salesperson who had a $10 million quota and a second salesperson who had simply come out of school — who do you believe the revenue manager spends all their time with? The person with a $10 million quota.
So we had the considerations additionally from a mores viewpoint, of simply mores of the business, of changed into it important to in reality increase and mentor these people —
Feloni: Mentorship could be as essential.
Hurd: The enterprise I grew up in, it changed into just an unspoken cost in the business that in case you could sit around and brag about the entire great individuals you developed in the company who at the moment are in senior positions, this became a benefit badge. This became whatever thing you wore for your sleeve. There changed into no stock choice for it — it changed into only a supply of pride and a belief this become the way issues have been to get completed. We vital that inner of our company as well. And we nonetheless work on it today.
In 2014, Ellison stepped down as head of Oracle and appointed Hurd and Safra Catz as co-CEOs. so far as Hurd become concerned, the new title failed to alternate the rest. His plan turned into the same.
Feloni: Did that put a brand new drive on you, being given this new title?
Hurd: I don't suppose i would say it changed. I believe we felt the force to flow the company along, to speed up the company, to add pace to the execution of the company, and try this in a method where we can carry nowadays and build for day after today. as a result of be aware, it's our challenge, is that we've a really huge customer base that expects us to carry on products in some circumstances that we developed years and years and years ago. And we should do that. it is our commitment to them.
Ellison appointed Safra Catz, left, and Hurd as co-CEOs in 2014. Catz oversees operations and the criminal and finance departments, and Hurd oversees earnings, service, and advertising. Justin Sullivan/Getty photos
Hurd spent years defending his plan to his employees, buyers, and industry analysts. And by way of 2017, the skeptics have been coming round to his manner of pondering. Even veteran salespeople who had been essential of the large adjustments Hurd changed into making at Oracle might see that his plan was paying off. One instructed The Wall street Journal that his initial response to Hurd's plan had been "What the hell is this?" but that once he saw how tons cash the brand new hires made the enterprise, he changed his intellect.
after I study Hurd this quote, he brushed it off, identical to the criticisms i'd run previous him prior. Of path his plan worked. That … changed into the plan.
Hurd: i would not give too plenty credence to the early anecdote you brought up or to any other anecdote, because I believe that you could find a lot of these as you dig through a huge corporation. I suppose the key's that strategically this became correct for us. I consider you are going to see greater individuals truly imitate that approach. because it simply makes experience.
Feloni: It sounds like you're not involved about the media insurance selecting diverse anecdotes for what your plan would say, however would it be different if one among your colleagues approached you, or one of your shareholders approached you, even if it turned into both skepticism in the first region years in the past or asserting, like, "i'm truly chuffed with how here's playing out"? Would you agree with that in another way?
Hurd: well let me be clear: Of route i might accept as true with it. I bear in mind one investor announcing, "You comprehend, I had purchased the inventory thinking that you have been wise," that means me, the implication being that they'd flipped their factor of view according to the upward thrust in our fee structure. The aspect that i would make is that in this case we needed to make investments so as to profit productivity.
Feloni: there's anything that I believe changed into interesting. A moment at an Oracle convention in 2016, you had polled the viewers about three large trade predictions, which would take place quickest. Forty-two percent mentioned that none of those will ever turn up. You joked about it, but is that, like, a recurring component — where, like, you are met maybe with some skepticism from employees firstly and then you have to persuade them alongside the style?
Hurd: What I do often at our person convention is I make predictions concerning the business. I do them for a pair functions. One, they're funny, and people have quite a lot of reactions to them. 2nd, I try to explain to valued clientele why we're investing the way we're — in selected, products and R&D — as a result of the secular tendencies that we see taking place within the industry. as an example, we see statistics facilities, company records facilities, in reality going away. We see applications that are historically on-premise all moving to the cloud.
So we customarily make these predictions, after which additionally we use them internally to demonstrate why we're making the alterations we're making within the quite a few issues we do, strategically and operationally. So yeah, i'd continually verify my predictions on our personal staff, and then you get a considerable number of reactions like "this is loopy," or "basically, is this going to ensue?" It opens up debate, and or not it's fun.
Feloni: we've got been speakme about an illustration the place you took some thing that become really ambitious and it met with some resistance, people even leaving the company — would this be something that you'd be inclined to do in every single place once more with a brand new plan?
Hurd: If imperative, yeah. I feel that we think decent about strategically the place Oracle sits nowadays. We suppose decent about the changes now we have made. i'm now not right here to let you know that every little thing we've got accomplished now we have accomplished perfectly, however i'm here to let you know that we believe very first rate in regards to the selections we have made, the investments we have now made. we have now persisted to make alterations the place quintessential, might be at a lesser scale, in the context of a product or an answer or quite a lot of different materials of the enterprise. we might all the time be dynamic in that nature.
Feloni: and searching at it, do you consider that probably there might have been a unique solution to communicate that to staff to perhaps hold some of those veteran hires from leaving?
Hurd: i am not certain that is the approach you could need to take. I feel that a frontrunner's job is to explain: "this is where we're headed. this is where we're. here is the experience to get from here to there. These are now the resources we're going to observe to get from here to there."
i attempted to do some explaining of issues like practising and changes in our compensation, our incentives, our management, etc. There are americans who say, "listen, i'm simply no longer up for that." you're talking about issues that are going to require work and alter. Some individuals are up for it, and a few people are not. I believe if you shouldn't have passion and also you're not excited concerning the assignment at hand, the probability that you just'd have as a great deal success as you're having is very unlikely.
You know, I believe we want americans which are excited in regards to the mission, and i do not in reality enjoy asserting this, but some of it really is imperative to get from right here to there.
Feloni: So if you have an bold plan and some americans are not signed on to it, it's adequate?
Hurd: You comprehend, you hate to claim it that way, since it seems like it's a non-empathetic reply, however the answer is sure. in the event you say, "listen, we're going circulate from here to there," now not everybody goes to like it, and in consequence, if someone wants to decide out because they do not like it, in the end, I do think it is good enough.
Hurd nonetheless faces the challenge of catching up with opponents in the cloud sphere, however he spoke of he's confident in Oracle's method. Justin Sullivan/Getty images
Feloni: searching on the closing eight years or so at Oracle, how would you say that your management trend has modified over that time, if it has?
Hurd: I do not alternate my view. You deserve to lead from in entrance. And to me, for us, it truly is with our purchasers and with our americans. And so it really is nonetheless my basic view, that communicating to our purchasers, speaking to our individuals, is critical.
I nonetheless trust the position of leading these corporations is set approach. It is about aligning the operations to the execution of the strategy and then truly surrounding the business with the very best people.
You be aware of, we're all faced with, in any of those jobs, making tons of and hundreds of selections every day — doesn't suggest that you will get them all right. I have confidence adequate notwithstanding within the procedure that if I make a choice, i'm willing to pay attention if I've made a nasty decision. Let's evaluation it and do it once again.
You asked a simple query to begin with: Do I believe confident in the method of Oracle? I do.
Feloni: neatly, thanks, Mark.
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The tower defense genre has a long and storied history on the App Store, featuring well known titles and obscure gems alike. Standing out amongst the latter is Dungeon Warfare, a wonderfully difficult yet seemingly overlooked take on the traditional lane-based formula. Despite releasing two years ago, it still holds up for an occasional bout of strategy and adventurer-murdering with its diversity of traps, traps, and flair.
Dungeon Warfare 2 ($4.99), first released on Steam in 2018 and now available on mobile, offers much of the same things that make its predecessor interesting—a multitude of unique and challenging levels, many with multiple objectives that often cannot be completed in a single attempt; dozens of traps, each useful for different strategies; and a ridiculous amount of replayability. As a tower defense title, it excels in delivering a variety of strategies and approaches to each level despite using a rather plain approach to delivering enemies. More than just a tower defense, however, it also delivers a certain something—something that, if I’m not mistaken, is entirely reminiscent of the old Dungeon Keeper: It feels like a dungeon.
Each level is different, requiring thought and preparation in order to succeed. Where one might have environmental hazards (chasms, rivers, or lava flows) and an optimal strategy may include traps which forcibly move enemies, another may be nothing but walls, or even entirely open. Not only in design are they unique either, as there are a number of tilesets for visual flair—although there is much less diversity here than in the design itself. Nevertheless, switching between jungles, caves, mines, deserts, and volcanic wastelands offers just enough eye candy to please my attention-starved monkey of a brain.
Of course, art and level design are all well and good but the real appeal is the gameplay, the strategy, and the challenge, right? Those are the meat, bread, butter, and potatoes of the matter, and they are all there. Unlike a Kingdom Rush game where tower placements are pre-defined, Dungeon Warfare 2 leaves most of that to the player’s ingenuity, instead preferring to, for most levels, define one or more paths for enemies to travel. To the sides are walls, which can hold a single wall-type trap (think darts, chakrams, flame throwers, and swinging axes). The floor, as well as the walls, can hold traps—they’re just floor-type traps instead (think spikes, meat grinders, gravity wells, slime pits, and spinning pillars of death). A mixture of both is required, as there is only a limited amount of space for either in the critical choke points.
While it is technically a floor trap, it is worth dedicating a paragraph to the barricade. This mighty hero-blocking trap is unique in that it is the only semi-permanent structure which can be constructed which can change the preferred travel path. Adventurers will always follow the path of least resistance, even if that means taking the long route through the passageway full of meat grinders, angry demons, and swinging axes. Block that off too, though, and they’ll immediately return to the shortest path and break through any barricades which first diverted them.
The diverse tilesets, multitude of traps, and crazy number of levels are only a part of Dungeon Warfare 2’s draw, though. Properly rounding out this smorgasbord are skill trees and upgrade tiers which, as far as I’m aware, outright cannot be fully completed. That is to say, there simply are not enough skill points and upgrade points available to fully max every tower and every skill available. Fortunately, both can be reset at the push of a button, requiring no currency or experience penalty. This is something I have taken advantage of several times to complete a particularly difficult level, or simply to better use the points available to me.
While the trap masteries are fairly boring, offering only stat increases, perhaps a cost reduction, and unlocking upgrades at levels five, ten, and fifteen, the three skill trees are anything but. Each tree is strong, but emphasises different playstyles and situations. The Brute tree incentivises rushing every wave and amassing a horde of traps by reducing the penalty to build multiples of the same type, and strengthening them when they are placed together. The Elite tree specialises in optimising a few select traps, emphasising a focus on kill zones and making the most of limited numbers. The Greed tree focuses on amassing vast sums of gold and experience, providing more and stronger benefits with increasing amounts of gold. Each tree is useful and has broad applications, but will excel if applied in its preferred niche.
Dungeon Warfare 2 isn’t all sunshine and rainbows (or, as this is a dungeon, bubbling tar pits and screaming heroes), though. It does have flaws—notably, it can be a little too much of a tower defense. If that sounds unlikely, I would ask you to take a moment and reflect on Field Runners, the old Gem Keeper, or even a Bloons TD. What is it that makes them so appealing? For the most part, it isn’t that they’re a gritty, hardcore tower defense. It’s their quirkiness. They have a charm to them, and it sets them apart from games like Dungeon Warfare 2 which rely on a strategy and a cunning design above all else. While that is certainly an appealing niche, it also removes it from broader appeal. To be entirely fair, Dungeon Warfare 2 does have a certain resemblance to Dungeon Keeper and can tap on that nostalgia to some degree, that doesn’t make up for a story (as in Kingdom Rush), wit and humour (as in Field Runners), or just plain weirdness (Any Bloons TD out there).
For a more strategy-focused, traditional tower defense, Dungeon Warfare 2 hits it out of the park. It is hard, it is unique, it has great level design, and it has a ton of replayability. For players interested in scratching the itch left by Kingdom Rush: Vengeance, those looking for a more premium experience, or those who recall with fondness lane-based tower defenses, this is a steal. For folks who aren’t interested in planning and thinking out the best way to approach a level, or who find the whole dungeon aesthetic to be a turn off, maybe look elsewhere. Regardless, I have thoroughly enjoyed returning to levels I once found incredibly difficult, buffing them up with experience modifiers, and securing a flawless victory with a new strategy. Hopefully, you will too.🤔 Like this article?
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Aputure Sidus Link is a new networking feature that the company is going to be building in to all their new lighting fixtures. It enables centralised control of all the Aputure lanterns you might be using on set.
All Aputure lights in the future will feature WiFi and Bluetooth and will build out their own mesh network when they see other compatible fixtures.
The tech is designed to be more resilient than either Bluetooth or WiFi on their own. With Aputure’s implementation the network (and more importantly the settings on each light) are maintained even if the controller (your phone, for example) runs out of battery or loses internet connectivity.The 300d II will have Sidus Link tech built in
All lights act as both transmitters and receivers, with a maximum range of 400m and a maximum distance of 80m between each network node. The network supports up to 65,000 connections (!) and existing pre-Sidus Aputure lights will be able to connect using a new dongle called the Module Link Bridge.Lighting in the Cloud
Control of your 65,000 lights is via an app which talks to each light and gets a contextual menu depending on what sort of fixture it is. So RGB controls will only appear on RGB fixtures, and colour controls on bi-colour fixtures.
When the hardware supports it the app has Lee and Rosco gel simulation built in, and it can also calculate brightness levels for you.
Source match and colour match mode allow you to pick a kind of light or an object in the world, and the lanterns will match it.
Setups can be saved, stored in the cloud and shared with other users via a store; there’s also a similar store for built-in effects.Aputure Sidus Link price and availability
The Aputure Sidus Link app will be released at end of the summer at the low, low price of free. The Module Link Bridge that you’ll need to use your existing Aputure lights with the new tech should be available around the same time, and the company is aiming for a price point “under $100 US.”RGB panel update
But wait, there’s more. After four years of R&D, Aputure are getting ready to release their ‘heavy duty’ RGB panel light. We’ve covered it before, and since then the design has been further refined with new mounting options, a built-in ballast and integrated Sidus Link support.
Aputure are saying it’s brighter and has better colour fidelity than the ARRI SkyPanel S30 – which is quite a claim – but illustrates the type of market this product is aimed at.
What’s different is that they’re aiming for a price of $1,600 US when it releases later this year, selling directly to owner/operators and making it a purchase rather than a rental. We’ll be very interested to take a look when it’s ready…By Elliot Smith
After working on the pictures and multimedia desks at The Guardian, Elliot now makes videos for production company Happen Digital and types words for Newsshooter.com.
A new study from The Australian National University (ANU) has found a number of 2-D materials can not only withstand being sent into space, but potentially thrive in the harsh conditions.
It could influence the type of materials used to build everything from satellite electronics to solar cells and batteries—making future space missions more accessible, and cheaper to launch.
Ph.D. candidate and lead author Tobias Vogl was particularly interested in whether the 2-D materials could withstand intense radiation.
"The space environment is obviously very different to what we have here on Earth. So we exposed a variety of 2-D materials to radiation levels comparable to what we expect in space," Mr Vogl said.
"We found most of these devices coped really well. We were looking at electrical and optical properties and basically didn't see much difference at all."
During a satellite's orbit around the earth, it is subject to heating, cooling, and radiation. While there's been plenty of work done demonstrating the robustness of 2-D materials when it comes to temperature fluctuations, the impact of radiation has largely been unknown—until now.
The ANU team carried out a number of simulations to model space environments for potential orbits. This was used to expose 2-D materials to the expected radiation levels. They found one material actually improved when subjected to intense gamma radiation.
"A material getting stronger after irradiation with gamma rays—it reminds me of the hulk," Mr Vogl said.
"We're talking about radiation levels above what we would see in space—but we actually saw the material become better, or brighter."
Mr Vogl says this specific material could potentially be used to detect radiation levels in other harsh environments, like near nuclear reactor sites.
"The applications of these 2-D materials will be quite versatile, from satellite structures reinforced with graphene—which is five-times stiffer than steel—to lighter and more efficient solar cells, which will help when it comes to actually getting the experiment into space."
Among the tested devices were atomically thin transistors. Transistors are a crucial component for every electronic circuit. The study also tested quantum light sources, which could be used to form what Mr Vogl describes as the "backbone" of the future quantum internet.
"They could be used for satellite-based long-distance quantum cryptography networks. This quantum internet would be hacking proof, which is more important than ever in this age of rising cyberattacks and data breaches."
"Australia is already a world leader in the field of quantum technology," senior author Professor Ping Koy Lam said.
"In light of the recent establishment of the Australian Space Agency, and ANU's own Institute for Space, this work shows that we can also compete internationally in using quantum technology to enhance space instrumentations."
The research has been published in the journal Nature Communications.More information: Tobias Vogl et al. Radiation tolerance of two-dimensional material-based devices for space applications, Nature Communications (2019). DOI: 10.1038/s41467-019-09219-5
Citation: 2-D material has space vehicle applications (2019, March 15) retrieved 12 April 2019 from https://phys.org/news/2019-03-d-material-space-vehicle-applications.html
This document is subject to copyright. Apart from any fair dealing for the purpose of private study or research, no part may be reproduced without the written permission. The content is provided for information purposes only.
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