Transcript: Succeeding in a Digital World
[The Canada School of Public Service logo is in the top right corner of a purple background. White text in the middle of the screen reads, "Some of the scenes in the following video were filmed prior to the COVID-19 pandemic. / Certains extraits de la video suivante ont été filmés avant la pandémie de COVID-19."]
[On a background of a circuit board, a logo appears of a glitching maple leaf on an open book. The logo solidifies and slides into the bottom right corner. Green text reads, "Canada School of Public Service Presents/Présente... Succeeding in a Digital World. / Réussir dans un monde numérique." On the Earth, white lines bounce between different cities, connecting them rapidly.]
[In a montage, various people use technology. A young woman works at a computer. Text overtop reads, "Digital is now..." A man types on a laptop in a café. "Le numérique, c'est maintenant." Dark blue light illuminates the ground. Text reads, "It's in everything we do... ça touche tous les aspects de notre vie." In a car, a person presses buttons on the touch screen display. In a building, a person texts on a smartphone. On the dark blue background, the text reads "Our work... Notre vie professionnelle..." In an office, a man and woman are on a video call with four others. At a desk, a woman edits photos of a model holding sunglasses. In a dental office, a technician displays 3D-modeled teeth on a tablet. In a field, a person holds a tablet and puts vegetables in a basket. Text on the blue background reads, "And personal lives... Et notre vie personnelle." At a restaurant, a woman taps her phone on a card payment reader. Another woman types in card numbers on a hologram screen. Text on the blue background reads, "Digital technologies can be an equalizer... Les technologies numériques peuvent aider à corriger les inégalités..." A greying couple laugh together as they look at a smartphone. A person walks with crutches and high-tech leg braces. A person holds up a hologram screen, which has a video of a man talking. The text reads, "To succeed, we must use it effectively... Pour réussir, nous devons les utiliser efficacement." Code runs across the screen. A man and woman stand by a high-tech control panel. She shows him a laptop. In a field, a person stands over crops and looks at a tablet. "We must also disrupt... Nous devons également faire preuve d'innovation." Code runs across the screen.]
[On a purple background, green text reads "Opening Remarks - Setting the Stage. Lessons for the Age of Disruption. Featuring Taki Sarantakis, President of the Canada School of Public Service." / Mots d'ouverture – Préparer le terrain. Leçons apprises en cette ère de perturbations. Avec Taki Sarantakis, Président de l'École de la fonction publique du Canada." In a video, a white man smiles into the camera. He has a black and grey beard, and wears glasses with a black button-down shirt. Full bookshelves cover the wall behind him. The man smiles.]
Taki Sarantakis: Hi, my name is Taki Sarantakis and I'm the president of the Canada School of Public Service.
[In the bottom left corner, a green text box identifies him.]
President, Canada School of Public Service
Président, l'École de la fonction publique du Canada
At the Canada School of Public Service we are obsessed with building a better public service and a better public servant for the future.
[The text box disappears.]
And one of the reasons that we are obsessed with this is because our world is changing quickly. Our world is marked by disruption. And as a civil servant in Canada's public service, you need to understand that you live in a world that's marked by disruption. Please join me for a few minutes of kind of old man wisdom on what it means to live in the age of disruption.
[A purple background appears with the Canada School of Public Service logo in the top right corner and the Canada Wordmark in the bottom right corner. The title of the slide reads, "A few lessons for the Age of Disruption." The subtitle is "The only constant is change." The title slide shrinks slightly so Taki's video window fits on the screen beside it.]
Disruption just means change, but it's a particular type of change. It's a change that's so dramatic and so rapid that it dislodges the current equilibrium. And that's what we're living right now. And I want to illustrate this in a few different ways. So I'm going to show you some pictures of some things.
[The title card is replaced with a white background. A picture of a VHS tape appears.]
So that's ... A lot of you might know what that is, but depending on your age, you might not know what that is.
[An image of a CD appears beside it.]
Probably you all know what this is.
[An image of an original iPod pops up.]
And some of you know what this is, some of you kind of thought at one point this was the greatest thing on Earth. And some of you are kind of scratching your heads going, "what is that thing?"
[The three photos are replaced with a picture of an old device attached to a wood platform.]
This is a Morse code transmitter.
[Above it, a picture of a black landline phone appears.]
Ah! Now, for sure, you know this. This is a telephone, but it's a particular type of telephone. It's actually a landline.
[A chunky 1980's-era cell phone is next.]
Oh, this, this is a cell phone. And this was actually... For many of us of a certain age, we remember the very first time we saw this in real life, and we remember the very first time we actually held this.
[A picture displays a black 90's-era Motorola StarTAC cell phone.]
And again, for those of us of a certain age in the government of Canada, this was our very first cell phone. It had a battery life of about an hour. And that was true if you didn't turn it on. Once you turned it on, it had less battery life.
[The images are replaced with an early 2000's-era typewriter.]
This is a typewriter.
[Beside it is a picture of a chunky white desktop computer with a white tower beside it.]
This is a computer. So, why am I showing you all of these things? Well, they all have something in common. They have a lot of things in common, actually. Number one, they're more or less museum pieces. And what I mean by that is they're things that we don't really use anymore. We don't really see them anymore except in museums and in a few kind of workplaces. But really, what they fundamentally have in common is that they were, in their time, world leading technologies. These were not toys. These were business and personal tools that we could not imagine living without. They were not fads. They were things that ran the world. And for a few of them, a couple of years later, they're gone. They are completely irrelevant. They're museum pieces.
[A PowerPoint slide fills the screen, titled "Lesson 1: Disruption is not about incompetence. It is about irrelevance."]
So, what this speaks to about the importance of disruption is that disruption is not about incompetence, it's about irrelevance.
[The previous images reappear.]
These things—the typewriter, the computer, the cell phone, the landline—they didn't get worse. They actually got better. And they got better and better and better and better. But they're irrelevant.
[Taki's video window fills the screen.]
So if you spent your life making a better landline, if you spent your life making a better CD player, you did absolutely nothing wrong. You were getting better and better and better at what you did. But the world just kind of passed you by. The world just kind of said, "you know what, that really is a terrific landline, but I'm not interested in landlines anymore." So it became irrelevant. And that's really important to remember, that you could be the best at what you do but if what you do gets passed by, you become irrelevant.
[On a white background five images appear: the Amazon logo, a credit card, a smartphone, the Google logo, and a steering wheel.]
What are some of the things that you live with right now that you can't imagine in the future living without? For some of us, it's a credit card. For some of us, it's an iPhone. For some of us, including myself, it's an Amazon account. For others, again including myself, it's access to Google. For some people, it's a steering wheel. They can't imagine a world without a steering wheel. But guess what? A lot of these things are actually leaving us. And today we can't imagine our world without these things, but digital currency is coming to wipe out credit cards. Jeff Bezos always tells his employees, "We're still at day one. We're at risk of going bankrupt and we have to keep innovating. Otherwise, we're going to become a dinosaur." Google is terrified of things like privacy or things like DuckDuckGoose or GoGoDuck or things like that, because they can imagine one day that they will become irrelevant. And Google started off in 19—roughly 1997 as a commercial search engine. And over time we rely on it less and less because Google is a general search engine. But if you want to find videos, you probably don't go to Google. You probably go to YouTube. If you want to find something to buy, you probably don't go to Google. You probably go to Amazon. If you want to find your friends, you probably don't go to Google. You probably go to Facebook. So specialized search is something that could eliminate Google going forward in the future.
And the steering wheel. How could we think about life without a steering wheel? Well, it's coming, and it's probably coming in our lifetime. And in fact, it will probably be dangerous in some point in the future to have a car with a steering wheel, because that means that the human being can take control. And the human being will become less and less apt to do things safely as computers and automation and processing gets better and better.
[Various logos appear on a blue background with a pattern of paper airplanes where one takes flight. The logos are for GM, Chrysler, Ford, CBS, ABC, and NBC. Beside them are the words "Giants last forever. Right?"]
So, the second thing we want to talk about is giants. And these are some of the giants of the recent past—the General Motors and the Chryslers and the CBSes. And they were always going to last forever. Right? Like we couldn't imagine a world without, you know, the big three automakers or the big three television networks. But they're not our giants anymore.
[They're replaced with more logos, including Spotify, Facebook, Apple, Airbnb, Amazon, and Uber.]
These are today's giants. These are the Spotifys and the Netflixes and the Googles and the Twitters and the Instagrams and the Microsofts and the Ubers and the on and on and on and on. These are the giants. And these are not only the giants, but they're the digital giants. And they have a few things in common. If you ask yourself, "how did they get so big, so fast?" The answer is because they were digital.
For General Motors or Ford or Chrysler to become really big they needed analog things. They needed physical things. They needed to build plants. They needed to buy steel. They needed to buy aluminum. They needed distribution networks. They needed trucks, they needed glass, they needed, they needed, they needed, they needed. All those things take time. And all those things are what are called exclusionary goods. If I buy a piece of steel, it's mine. I have it. But there's the different type of good, which is a digital good. And a digital good scales really, really quickly. A digital good is cheap, a digital good is replicable. I can make ten thousand copies of a piece of software like that.
[Taki snaps his fingers.]
I can't make ten thousand cars...
...like that. I can make ten thousand cars if I really wanted to, but I couldn't do it really quickly. And to illustrate this...
[An image appears of a yellow-beige bungalow with an attached garage. Text beside it reads, "What famous business started here?" A question mark is in a circle below the house.]
This is the first global headquarters of...
[An image appears of a man leaning on two tall stacks of books. The question mark and circle cover his face.]
[The question mark disappears to reveal a younger Jeff Bezos. More pictures show the Amazon headquarters, a box with the words "the everything store" on it, and a photo of Jeff Bezos' eyes.]
And this is like 1995, 1996. That's roughly when I joined the government of Canada. When I joined the government of Canada, this was the global headquarters for Amazon. And now Amazon is the everything store, in one generation. But Amazon actually isn't even really that big. It's massive on an absolute sense, but it's relatively small in in a comparative sense.
[An image displays a high-tech business campus. The two attached buildings have multiple walkways leading between them, and a shattered glass-style roof is between them. Both buildings have one or two sections of shattered glass-style facades, where the windows are in various shapes on the white walls. The other walls on the buildings are entirely glass. Text in the top left corner reads, "What business campus is this?"]
[An orange logo appears for Alibaba.com.]
This is the world headquarters for Alibaba. Alibaba is kind of the Chinese equivalent to Amazon, and it is about five times the size of Amazon. Think about that for a moment, five times the size of Amazon. And there are all these other companies that you don't really know right now, but they're coming.
[Three logos appear.]
And they're called Tencent and they're called ANT and they're called Huawei. And so even Amazon, which we kind of think of as the ultimate epitome of kind of innovation and success, they're looking at that and going, "Oh my God, there's all this stuff coming. Who's coming next?"
[Text on a white background reads, "Big business has historically held the power..." Below is it a graphic of an upset man sitting on one side of a scale and a building on the other. The scale is tipped in the building's favour. The graphic is labelled "Information, Price, Location."]
Another big feature of disruption is that it's changed the relationship between the consumer and companies. Historically, companies had all the power because they had three things that we didn't have. They had information, they had price and they had location.
[The text changes so it now reads, "Big business has historically held the power... With technology, customers are empowered." A second graphic shows the same scale, but it's tipped in the favour of the now-smiling man.]
But now we have information, price and we have location. How do we have it?
[Taki holds up his smartphone.]
Because of this thing. Because we now have access to real time data on a mobile setting that before we didn't have.
[In the second graphic, the man now holds a smartphone.]
If you wanted to know in the past what was the price of commercial real estate in Edmonton, you had to kind of go and do some digging, you had to hire a broker. And you had to and you had to do and you had to. Now you just kind of say click, click, click, click, click, and you get the answer.
[A slide reads, "Lesson 2: Do not get complacent. Giants fall. Often. Almost always. But they fall more suddenly and faster now."]
So, lesson number two is don't get too complacent. If you think you've won, you're probably on the way to losing. What you want to think instead is that "I haven't won, but right now I'm winning, and in a couple of minutes, I might not be winning." And in the Government of Canada we tend to get kind of complacent because we kind of say, "well, we did that. We solved that problem. Go away." But it's not about solving a problem and going away, it's about constantly, constantly getting better because something else is coming. Simon Sinek, who's a really interesting thinker, calls this the infinite race. Think of yourself as being in an infinite race, a race that never ends.
[Dozens of white paper airplanes are lined up on a pale blue background. One yellow airplane flies out of place. The caption reads, "Platform Economy."]
Another thing that's really important about digital and disruption is the platform economy. And what's a platform? A platform is simply something that you build on top of.
[Business logos appear on a white background, including McDonald's, Coca-Cola, Pepsi, Molson Canadian, Bell, and Rogers.]
And in the past, what's interesting in an economy—and these are Canadian examples but they're true around a lot of the world—you kind of had two or three big players and then everybody else was small. So kind of in food you had like McDonald's and Burger King. In Colas, you had Coca-Cola and Pepsi. In beer you had Canadian and Blue and on and on and on. And you could be, really, number two or number three or number four in any given market, and you could still make a living.
[The earlier screen of digital giants' logos appears.]
But what's interesting about the platform economy is if you're number two to Facebook, who are you? If you're number two to Instagram, who are you? If you're number two to Airbnb, who are you? The answer is you're probably not much.
[A slide reads, "Lesson 3: Winner takes (virtually) all."]
So, one of the things that's really interesting about the new economy is that the winner takes virtually all, and that's why you see companies striving and driving for data. That's why you see them striving and diving for market share and for eyeballs. And that's why you don't see profits being a big consideration for a long, long time. Because once you get to number one, then you start making a lot of money. You can crank it up really, really quickly. But having the number two social media platform for connecting with friends after Facebook, who's number two? I don't know, do you know? Nobody knows, nobody—nobody knows because nobody cares. If you want any of these services you go to the leader. And that is very different from the economy in the past. So, remember that as you go forward and live in the disrupted economy.
[On the image of the paper airplanes, a photo of an iguana covers the yellow paper plane. A speech bubble reads, "One step at a... Time."]
Another important thing about disruption is what's happened is it's kind of distorted our sense of time. And as human beings, we have this very funny relationship with time.
[A photo of Bill Gates appears beside an hourglass filled with red sand. A quote reads, "Most people overestimate what they can do in one year and underestimate what they can do in ten years. -Bill Gates."]
And I love this quote from Bill Gates, because Bill Gates says that "We overestimate what we can do in one year and we underestimate what we can do in 10 years." So, think about that as you apply that to your life in terms of investing or working out or eating. We all are obsessed with the one year. We say, you know, every January 1st we're going to do, here are our resolutions and here's what we're going to do this year. And that's exactly the wrong way to think. We should be thinking. "what's going to happen in 10 years?" as opposed to what's going to happen in the next year. But our human brain has trouble doing that.
[A picture appears of a person holding a smartphone. An arrow points away from it on either side. The arrow pointing to the left is labelled "Pre-Smart Phone," and the arrow pointing to the right reads "Post-Smart Phone."]
But the other thing that's happening with our human brain is we're starting to get a warped sense of time because the smartphone, again, this mobile computer that we all carry around, this mobile connected computer that we all carry around in our pockets, it's giving us a pre-smartphone sense of time and a post-smartphone sense of time. Basically, it's making us impatient. Basically, it's saying to us, we don't really have time to wait anymore.
[By the arrow graphic, a list of roles appears: Student, Professional, Company, Government, Public Servant.]
And what does this sense of time mean if you're a student or you're a professional or you're a company or you're in government or you're a public servant? It means you have to work differently. You have to work faster. And not only that, you have to get people's attention faster.
[The screen fills with a picture of an orange goldfish.]
This is a goldfish. The attention span of the average goldfish, for people who study these things, we're told it's about nine seconds. If you can't capture the imagination of the goldfish in nine seconds, the goldfish will move on. Well, the attention span of the average human being now, apparently, from people who measure these things, is down to eight seconds. So you now are living, working in a world where you have less time than the attention span of a goldfish to communicate what you're trying to communicate.
[A slide reads, "Lesson 4: Time is Different Now."]
So, time is different now. Think about that and remember that because, you know, working at the speed of government 10 years ago was great, 10 years ago. It is not great now and it will not be great 10 years from now. It will actually be a lot worse.
[A title on a white background reads "Data." Below it are the words, "How much data is generated every minute of every day by some of the most popular platforms." Arrows point to the blank right half of the background.]
Obviously, data is the big, big driver in the disruption and data is being generated every moment of every day and it's being generated in huge numbers every single minute of every single day.
[A graphic fills the right half of the screen. It includes 20 examples of platform use per minute, including "Twitch users view 1,000,000 videos," "#Love is posted 23,211 times," "YouTube users watch 4,500,000 videos," "188,000,000 emails are sent," and "18,100,000 texts are sent."]
Five million Google searches, 1.4 million Tinder searches, over a million videos. Data, data, data, data.
[A graphic depicts a human genome with the title "the high cost of the human genome." A quote below it reads, "Soon it will cost less to sequence a genome than flush a toilet. -Ray McAuley, Biotechnology and Bioinformatics Chair, Singularity University." Circles of decreasing size show the annual cost of the human genome: $2.7B in 2003, $300K in 2006, $1,500 in 2016, ≥ $1000 in 2018, and ~$100 in 2021.]
Look at this. You have the human genome a few years ago, in 2003, it cost 2.7 billion dollars to map the human genome. A few years later, that went from 2.7 billion dollars to three hundred thousand dollars. It went from something that in 2003 could only be done by a very rich country to something that could be done by a company. And then a few years later, it went to something that could be done by a company to something that could be done by a person. And now in 2021, it can be done not by a very rich country, not by a very rich company, but by a high school student. It's under a hundred bucks.
[Three logos appear.]
You look at Spotify, you look at Netflix, you look at Amazon and you're like, "oh, music, movies, stuff." But they're not music, movies and stuff. They're about data. The way they apply the data is to music, movies and stuff. But they're really data companies.
[An image shows a full glass of water.]
Data is everywhere. A glass of water is full of data. A glass of water tells you if you know what you're doing, it tells somebody where you live because it's composed of minerals, it's composed of chlorine, it's composed of fluoride. And it could tell you where you live.
[A picture of a toilet appears beside it.]
This is the other side of the glass of water, and that's got even more data. In fact, if you know how to read the data that comes out of here, you can even tell somebody when they're going to die. And that's pretty powerful stuff. But you look at this and you go,
"Spotify, Netflix, Amazon. Yeah, I get it. But that's not the real world." Well, you know, here's where data goes in the real world.
[Photos show a farm worker picking strawberries in a field, and a machine picking tomatoes in a greenhouse. A logo reads "Agrobot Robotic Harvesters." A quote from Agrobot's CEO Juan Bravo says, "Everything is fully autonomous." Text below reads, "Real-time Artificial Intelligence. Cutting-edge Graphic Processing Units determine the fruit ripeness."]
There is no industry that is more data infused than modern agriculture. In modern agriculture, data tells you when to plant. It tells you when to water, when to seed, when to harvest, how much to plant, when satellites, talking to tractors, talking to combines, talking to—it is data, data, data, data, data, and that's agriculture.
[A slide reads, "Lesson 5: The New World is all about actionable real-time data."]
And so lesson number five in the age of disruption is that the new world is all about actionable, real time data. And note that I said actionable, real time data. A lot of us think that we have data, but if it's not real time it's not that big a deal sometimes. If you're battling a pandemic and your data is from three months ago, you could go, "oh, that's wonderful. I have all this data." You don't have data. You actually have something worse. You have misinformation. You have something that's telling you the wrong thing. Data also has to be actionable. If you're collecting data and spending all this time and money to collect data and you don't actually do anything with it, you probably shouldn't be collecting. You probably shouldn't be spending all that time and money collecting data.
[The image of the paper planes reappears. The title above the yellow diverted plane reads, "Value-Add."]
The last thing—the second last thing I'll talk about is kind of the value add.
[A graphic shows four different working professionals: Craft, Profession, Labour, and Skilled Labour.]
In the world, we all kind of find ourselves in one of these four buckets: we're either labour or craft or skilled labour or we're a profession. But labour is changing now.
[A world map appears. Text on the left reads, "Labour is Changing. Now you are swimming in a Global Pond. Where you are matters less than what you do. How do you plug into the global pond? Survive or Thrive?"]
Labour is now playing in a global pond. Where you live matters a lot less than what you do and how you do it. If you live in Brampton, Ontario, or in Ottawa, Ontario, or in Toronto, Ontario, you used to compete with people that lived in Brampton, Ontario, in Toronto, Ontario, and in Ottawa, Ontario. Now you compete with the whole world, the whole world. You're competing with people in Shanghai, you're competing with people in Mexico City. You're competing with people in India and Bangladesh and Vietnam and Philippines and United States. Everywhere, everywhere, everywhere. You have to find a value-add or else you're in a lot of trouble.
[A slide reads, "Lesson 6: Cultivate and nurture your value-add."]
And that's our next lesson, the value-add, and I like to think of this in a couple of ways, and my favorite analogy for your value-add is what do you bring to the table?
[An image displays four smiling people at a high-end restaurant. Twinkling lights shine behind them, and a bottle of red wine sits on the table with the patrons' menus.]
And you look at like a restaurant like this, and there is wine, there's food, there's the experience, there's decor, there's the lighting, there's the ambiance, there's the sound. Something is bringing something to the table.
[The image is replaced with a casual eating chain restaurant. It's packed with dining people. The description reads, "Users set the needs, you meet them with value."]
And you look at kind of a less upscale restaurant. You're still full of people. So that means something is bringing something to the table, whether it's price or value or really good food or convenience or location.
Even at the lowest level of kind of the dining, the kind of the classic fast food, McDonald's brings a lot to the table.
[In a grainy photo, a hundred people line up outside of a McDonald's.]
It brings convenience, it brings price. It lets you have your little kids run around. It brings value. It brings entertainment. What's your value-add? What are you bringing to the table? In the age of disruption, it is critical that you bring something that nobody else brings to the table.
[The paper plane image is now titled, "Embrace Chaos."]
Embrace chaos. The US military has a really nice way of remembering chaos.
[The letters "VUCA" appear on the image of a black and white open road.]
They call it VUCA and VUCA is volatility, uncertainty, complexity and ambiguity.
[Each word appears beneath its related letter. Descriptions follow. "Volatility: The environment demands you react quickly to ongoing changes that are out of your control." "Uncertainty: The environment requires you to take action without certainty." "Complexity: The environment is dynamic with many inter-dependencies." "Ambiguity: The environment is unfamiliar, outside of your expertise."]
Volatility, uncertainty, complexity and ambiguity. Remember that. If you remember VUCA, you will remember that the world isn't static. You will remember that the world doesn't have rules. You will remember that you have to constantly change.
This is the world we used to work in before.
[A graphic shows a hierarchical structure, with one person pointing to two people, who each connect to two more, and so on.]
The one would dictate to the two and the two would dictate to the four and on and on and on. It was ordered. It was structured. This is the world we live in now.
[A graphic shows a network web, where lines connect between people, phones, videos, laptops, and other technologies.]
There are relationships, there are interactions. There are things that we can't even see. In the past, you would kind of go, "who is in charge?" and it would be like, "here is the org chart." Now it's everywhere. This is the world you have to navigate.
[A quote appears from Arie de Geus: "Your ability to learn faster than your competition is your only sustainable competitive advantage."]
And in a world where you have to navigate, your one competitive advantage is your capacity to learn faster than the person beside you. The moment you stop learning is the moment you start falling behind. Think about that.
We spend a lifetime going to school, another half lifetime going to a university, and then we're kind of like, "I'm done, I'm finished. I've learned." That's exactly the way to become irrelevant. That's exactly the way to become the fax machine and the typewriter. And you don't want to become a fax machine or a typewriter.
[A slide reads, "Lesson 7: Stay Curious."]
The best way to make sure that you don't become irrelevant is that you stay curious. Ask questions, read, talk to smart people, talk to people you admire, ask why. If you do those things, you will thrive in the age of disruption.
[The words "Thank you" appear on a grey background. The logo for LinkedIn appears with the name Taki Sarantakis, and the user handle @takisarantakis is beside the Twitter logo.]
Thank you for listening to the babbles of an old man, and I wish you nothing but success as you navigate the age of disruption. Thank you very much.
[Text on a purple background reads, "If you take away nothing else... Disruption means the best of today is irrelevant tomorrow, so don't get too comfortable. Remember that time is different now, where actionable real-time data is key. To stay relevant you must stay curious. Even giants fall suddenly and fast in a winner takes all environment. In a data driven world, cultivating and nurturing your value-add is the most important thing you can do."]
[On the dark blue background on the Earth, captions appear: "Digital is here to stay... Le numérique n'est pas près de disparaître..." In a montage, various people use technology: a person types on a tablet, a lab technician uses VR goggles, and two teenagers text. Words on the blue background read, "Are you ready? Êtes-vous prêt?" A man presses his hand against a hologram, which scans his fingertips. He opens his eyes and hologram-type graphics appear over his cornea. On a purple background with circuits lighting up on the side, the logo of the glitching maple leaf appears. It solidifies and slides into the bottom right corner. Green text reads, "Succeeding in a Digital World. Réussir dans un monde numérique."]