Building Blazor Web Apps Faster with GitHub Copilot in Visual Studio 2022

in this demo I'll show you how to use GitHub co-pilot within a simple Blazer project and the cool thing about this is we'll get to see how copilot can help us navigate a couple different contexts here including C sharp code HTML CSS even some bootstrap elements so the project I'm working on is a simple Blazer resume website and this comes from the.net conf Student Zone demo so on the right hand side here is my resume page of my website and there's three main sections so far there's an about me and experiences and an education section but I think every resume should include a list of your skills so you can showcase them to Future employers folks you're networking with Etc so I'm going to go ahead and add that in and I've actually already included some of my skills data in the resume.json so now I'm going to go into the resume.razer file I'm gonna go down below the education section here and on line 36 I'm going to prompt copilot to help list my skills they'll say list skills and co-pilot's given me the following suggestion and this looks pretty good it's following a very similar format to that of the previous education section so I'm going to go ahead and accept that but one thing I am noticing is it didn't include the closing div so I'm going to go ahead and add that in for Copilot and now it's adjusting that to me which is perfect co-pilot once again isn't here to run the show it's just here to be a pair programmer and sometimes it doesn't do everything perfectly so I'm going to save that and as we can see on my resume page my skills section is here another thing to notice is that the list skills comment is also included there so I'm actually going to go ahead and delete that um just help co-pilot out a bit but I'm still not seeing my skills being displayed so I need to go in and add those so I'm going to go into my skill.razer file and I'm going to ask copilot to help me list these skills so I'm going to ask it to display my skilled data okay the skill Theta let's see what it comes up with okay so it's giving me something pretty similar to what I want um I'm gonna see if there's any alternate suggestions which would show up when I hover over that ghost text um but I'm not seeing those so I'm just going to hit tab and I'm going to add in what I wanted to see here so I'm going to say estimated level perfect doesn't always do everything perfectly so it's all good I'm gonna help it out and also add in that closing div great so now you can see the skills are displayed here on the right once again that comment is also displayed but I'll take care of that after I refine this a little bit because I want this to pop a bit more so I'm gonna have copilot help me to make these show up with a little bit more contrast to the background and the way that I'm going to do that is to integrate a bootstrap card in here and make that pop so I'm actually going to go ahead and delete this and I'm now going to ask copilot to display the skill information in a card in bootstrap bootstrap and this looks pretty promising so I'm going to go ahead and check if there's an alternate not seeing one I can accept this add in that closing div awesome so it's given me those cards uh in white unfortunately that means that we can no longer see my skills again so I'm going to further refine this and continue to get more and more specific with copilot one of the reasons I'm doing this is to show to you all that copilot works best when it has very specific clear instructions um for the task that you want its help with so I'm going to go back in I'm going to delete this and I'm going to give it some more specificity here I'm going to say with a blue background and white text all right it's giving me the BG primary text white this is looking pretty promising I'm gonna accept that and add in my closing div all right looking much better but I'm going to go ahead and refine even further because I don't like the way that these uh estimated skill levels are showing up in Gray so I'm going to go back in um refine what copilot gave me wasn't perfect but did a pretty good job and I'm gonna make that no longer muted Perfect the final thing I'm going to do here is delete this comment so that it doesn't show up on my resume page and there you go I've got my resume copilot helped me to edit it up a bit give it a bit more contrast there's definitely a lot more that could be done here but I hope this was a helpful display on how copilot can help assist in your Blazer projects

Brad Anderson's Lunch Break s9 e5 Kurt DelBene, EVP, Microsoft (Part 2)

- It's lunchtime, and this is Brad Anderson's Lunch Break. (bouncy music) Here in Redmond, we're visited by some of the smartest people on the planet. Pretty much every day. Every chance I get, I meet up with them for lunch. (bouncy music) Today I'm meeting up with Microsoft veteran and industry icon, Kurt DelBene, Executive Vice President of Strategy and Operations at Microsoft. (jazzy piano) okay, now tell me about you coming to Microsoft. - Yeah? - 1991, 1992. - Yeah. - This was early days Microsoft. I worked for a woman named Karen Hargrove, at the time, in this advanced technology group. And what we were doing at the time was putting a version of Windows into fax machines, copiers, phones, literally had to install. - (laughing) The original embedded. - Yeah, the story I remember most from there was, you know, I did the analytic things, what's the market telling us, etc., and I presented all of this to Nathan Myhrvold, the CTO at the time-- - Oh yeah, I remember Nathan. - Who was my boss's boss, and I said, "You know, Nathan, it seems that people don't want "a fax machine with a touchscreen on it. "They just wanna hit 10 digits and hit send." And his response was, well at Microsoft, we don't look at market research, we just know. - (laughing) Contrast that now-- - Yeah, contrast that deeply now. We have learned, we have come a long way since those points, just night and day in terms of that, you know. There's not that arrogance of, you know, we know all the answers, let us just tell you the answers. It's about, you know, we think we have, we believe we know the answers, let's talk to you and figure out how the technology works for you, what can you tell us about where it doesn't fit. - So you started in 1991, you left for a few years as you went and worked on healthcare.gov, and you came back. What's the difference you saw in Microsoft from when you left till you came back? - Oh I think it's night and day. I think one, Satya's driving a culture where it's about the customer, it's about learning what we need to learn, it's about adapting over a period of time. When he talks about the growth mindset, he actually, he really means that. - [Brad] Oh yeah, he embodies it. - You know, the other thing is the bets that we made, we started making ten years ago, they're really coming into their fold, so you know, Office 365, we used to see Google a bunch in terms of, you know, what are enterprise customers considering Google or not, we don't see that as much any more because the value proposition is so strong with 365-- - It's just the default. - Yeah, it is. I hate to ever say it's just the default, but it is the first, it's absolutely the thing that people would think of, and then, the stitching together of those. Like what does it mean if I'm on Office 365 and now I wanna move my estate to the Cloud? What, you know, things like the Office Graph, working against the LinkedIn Graph, being able to do ML against in the Cloud, those scenarios are really popular. - [Brad] I tell you, we are so happy you're back. - Well, thank you, I'm happy to be back. - All right, it's good to see you, Kurt. - Thanks, Brad. - All right, let's make sure we do this more regularly. - All right, see you later. - All right, bye. - Next time on Brad Anderson's Lunch Break-- - Part of what we try to do at Premera, and how we leverage technology is to solve those four issues. - I did a search on LinkedIn and there were multiple Mark Gregory's that I found. - Right. - So let's play, which one are you. - Okay. (laughing) - Back in the early 2000, did you own a small chain of pizza restaurants in Alaska? - [Mark] I did not. - Did you have a role in the movie Adam and Eve Meet the Cannibals? - Oh, man, no. I wish I did though! Didn't that sound like the greatest script? - No, seriously, right? (bouncy music)

Brad Anderson's Lunch Break s9 e4 Kurt DelBene, EVP, Microsoft

It's lunchtime, and this is Brad Anderson's lunch break. Here in Redmond we're visited by some of the smartest people on the planet, pretty much every day. And every chance I get, I meet up with them for lunch. (upbeat cheery music) Today I am meeting up with Microsoft veteran and industry icon Kurt DelBene, the Executive Vice-President of Strategy and Operations at Microsoft. (light jazz piano music) I know you're a big car guy, you build cars, - [Kurt] I am a big car guy. - [Brad] You raise cars, - [Kurt] I do. - I don't know why I'm driving, I should have you drive. - Well, you should. - [Brad] So do you drive something like this every day to work? - [Kurt] I gotta tell ya, I drive a Prius. (both laugh) - I don't know if everyone knows this, but we all know you, my kids know your last name because they have seen all the commercials of your wife, you know, who's one of our Congresswomen. - [Kurt] Hey, it was my name first, that's what I tell people. You know the benefit of that is now people know how to pronounce it. - [Brad] Yeah, you know, your wife is obviously in the game but you're no stranger to politics either, I'm sure you're probably too humble to say this but what was it like to get that phone call that says, 'hey you know Kurt we need to come and save healthcare.gov'. - [Kurt] It came actually at the breakfast room table. I saw the New York Times article kind of going through the issues and I said to Suzan, this looks all completely preventable. And she then asked the magic question: 'well would you be willing to help?' And I said, well... - That's where the question came? - That's where the question came originally. And then literally just a couple of weeks later I'm sitting in the Oval Office and the President said 'I unabashedly beg you to do this' and I learned later you don't even go into the Oval Office unless you are planning on saying yes, so I guess I gave the right answer but it was an incredibly rewarding experience. I love building software but the ability to kind of get people healthcare and know that the system that you're building is helping people in that direct way was just, it was great. - [Brad] You know, so you've had Obama as a boss and you know you have Satya as a boss right now, who was better at playing basketball? - Oh that's an easy one. I don't know, I thought you were going to ask me a tougher question than that one, that's got to be President Obama. - Who's better at cricket? - Well that's got to be Satya I suppose. I don't know, the styles of those two leaders is different, I mean I briefed the President about every week when I was doing the work, - [Brad] Wow. - [Kurt] He's a funny guy, and probably one of the biggest differentiators, obviously Satya's highly deeply technical and the President was learning. He kind of got a crash course with healthcare.gov, no pun intended. But I was sitting in the Roosevelt Room, we're getting ready for the final push, and I'm describing to him how we're looking at dashboards every day, we're looking at all the indicators, seeing when they'll tip over, and he says 'oh so Kurt, it's just like Star Trek isn't it, we need more power'. And he actually says it, and I didn't know what to say, I finally just said 'Yup Mr. President, it's just like that.' (Brad laughs) Yeah, it was a fantastic experience. The thing that's amazing about him is one: after this, and I think it's true of government forevermore, these IT systems are going to be absolutely critical to the success of their agendas and that this was a turning point in our industry where that got learned. - [Kurt] And I said, you know Nathan it seems that people don't want a fax machine with a touch screen on it they just want to hit ten digits and hit send. And his response was, well at Microsoft we don't look at market research, we just know. - And contrast that now... - Yeah contrast that deeply now, we have come a long way since those points.

Brad Anderson's Lunch Break s9 e3 Anil Cheriyan, EVPCIO, SunTrust Banks

- It's lunchtime, and this is Brad Anderson's Lunch Break. Here in Redmond, we're visited by some of the smartest people on the planet, Pretty much everyday. Every chance I get, I meet up with them for lunch. (upbeat music) In today's episode, I meet up with Anil Cheriyan, the CIO of SunTrust Banks. (light piano music) Alright, so people who don't live in the Eastern United States, well, SunTrust, you guys are a huge bank. - We're about 220 billion in assets. So you got the top four banks, guys like B of A and JPMorgan, Wells Fargo, and Citi. And then you got the six of us who are like the next set, and we're one of the next set of banks. - Yeah, you're spread across 11 states, 1,400 different locations if I remember right. 24,000 employees, I mean you guys are big. So, one of the things that I recently learned about SunTrust, is that your name is on the new stadium in Atlanta. - That is true. - But you also have a long-term relationship with Coca-Cola. - Yup, yup. - In 1919, the president of the bank bought Coca-Cola for 25 million dollars. So the original secret formula of Coca-Cola was kept in SunTrust vaults from 1925 to 2011. What did you think when you realized that the formula was gone? (laughs) - So great organizations have become great because they have found ways to get the best ideas out of their people. So, how do you use creativity at SunTrust to really get the best out of your workforce? - It's a really a big culture change that we have to go through. - When I first got there, it was about five or six years ago. Everyone worked in their silos and they did their jobs. They did them pretty well, in fact, one had a lot of these town hall meetings and lunch and learns and conversations with teammates. And they'd say, hey, can you help us with that other team, 'cause they're not doing what we're supposed to be doing. - Yeah, I've never had this conversation at Microsoft. - But do you realize guys, you guys are on the same floor, and you literally can just walk across the floor and have those conversations. - As Satya has driven kind of the same exact culture change that you're describing. Breaking down the silos, everybody working together. This growth mindset, one of the biggest challenges we had was our review model had basically made people nervous to ever fail. And in a growth mindset, you want to be able to identify a hypothesis, test it quickly, and if you're doing it right, 70% or 80% of your hypothesis are not gonna be right or correct. And so, getting the cultural change to understand that it's okay to not be right, but we're on this learning journey. That was actually one of the biggest changes that we had to do at Microsoft. - I really like that. Moving from, what's it, know-it-all to learn-it-all. That's just a phenomenal, that's just a great idea. - Okay, I'm gonna give you three product ideas, and you're gonna tell me if you would want to invest in them, if you want to compete against them, or sue because it's too close to something you're already working on. - Okay. - Alright, first, a mobile banking app that bricks your phone for three hours if you go over that day's budget. - I would... invest. (bell dings) While that's interesting, that whole premise is interesting, the very fact that they are looking at budget and planning - Is a good thing - That is a good thing. Now, I wouldn't shut down the phone But I'd certainly use that-- - That is a little harsh. - But I'd certainly use that as-- - Maybe shock 'em a little bit. - A little buzz. (laughs) - Alright, next one. An ATM that saves users embarrassment by making it sound like money is coming out, even if there's insufficient funds. - No that's not (laughs) I wouldn't invest in that one either. (buzzer sound) - An app that monitors your checking account, and only suggests restaurants that are in your price range. - That's a good one. That's budgeting and planning. - That'd be an investment. - That's an investment. (bell dings) - As a banker, what's your stance on the two dollar bill? (laughs) - Another fraudulent thing. - Next time on Brad Anderson's Lunch Break, - You're part of the change, and if you can't articulate where that change is gonna mean, what that change is gonna mean from a business standpoint, you really don't belong on it, on the team. - You have three degrees from Imperial College in London. - I know I have spent a long time in college. - So one of those is in philosophy. So, here's my question for you. Why are we all here? - I have no idea. (laughs)

Brad Anderson's Lunch Break s8 e8 Jay Emery, Anheuser-Busch InBev (Part 2)

- It's lunchtime, and this is Brad Anderson's Lunch Break. (bouncy music) Here in Redmond, we're visited by some of, the smartest people on the planet, pretty much every day. Every chance I get, I meet up with them for lunch. (bouncy music) Today I finished talking with Jay Emery, the senior director of Global Enterprise Architecture at Anheuser-Busch-InBev. (bouncy music) Anheuser-Busch is really a case study about market domination through cost innovation. You're the first to use pasteurization, first to use refrigeration, first to do mass bottling, the first refrigerator railroad cars, and then the 1870's when you're already big, you went back to Europe to even learn more, and you came back with Budweiser. How does this history of innovation and this growth mindset, you know from the history impact the work, that you do today? - Innovation, like you said it is kind of in our bloodline. The couple things we really look at one is, you know how do we innovate technology wise right, so we're really focus at least in the beer garage at, how do we leap frog right? Get rid of the incremental thought, cause everybody's doing incremental updates, but how do we jump from on premise data centers, directly to cloud right, versus this phase approach right? How do we really leap frog in terms of a, technology road map, to help create a bit of that competitive advantage. We also look at how do we lead from a social responsibility, perspective, and then we also wanna make sure that, we're really driving the change on consumption right, so really focus on spending almost a billion dollars over the next several years on communicating the responsible drinking message because we want people to enjoy our products, but we wanna do it responsibly. - I gotta tell you, I hear that you guys got the best products on the planet, but I could honestly say I've actually never tasted one. (laughs) - We will find a way for you to do that. Right I'd tell ya. You know believe it or not we, a big part of what we've been doing, and we do a lot, being in the alcohol industry we really, focus on social responsibility. - Oh yeah. - Environmental. - I've seen that in your messaging. - Yeah, we're actually made kind of an internal, pledge really by 2025. 20 percent of our volume is gonna come from, low alcohol or no alcohol. - You know I was gonna ask you about that, that's huge change, tell me what you're doing there. - So what we're finding is that with the new generation of, drinkers that come into the world, they're more focused on health right, and kind of less loyalty in terms of single brands, so they like to experiment, we wanna kind of to take the stigma away from that, and say why can't you have a non alcohol beer, - Yep - Right, with lunch. - Sure. - Right or if you don't have a, you know where to get Coke or Pepsi, or whatever, why can't you have a non alcohol product right? And so we're really seeing some good growth in that marketplace right as people. - It's probably safe to say that, that kind, of like starts after the kids graduate from college. - Exactly, exactly, exactly. No absolutely, absolutely, absolutely. So next time we'll I'll have some non alcohol for you. (bouncy music) I read and article where you were talking about, the balance of working with service vendors, and software vendors versus doing as much as, you can do in house. - Yep. - And you know the way you're describing about it is you know you want to leverage the skills of the world, but you want to keep the architecture internally. What results have you seen from that? - Very positive results. I think we look back, and I think what we realized was that, we didn't have as much in house technical knowledge, that we needed to really set the strategy right. Where in many cases we're dependent on, and sometimes our vendors to set the strategy for us right. And that's great we love our vendors and our partners, but a lot of times there's that they maybe, don't understand as deeply as the business needs, and where we're going as a company, so we really made a concerted effort to bring those, enterprise architects back in house right, And we're starting to see big big benefits from it right, we're much more quickly able to push, and kind of leap frog technologies right. - Nice. - So, we're not having to get stuck with that technology, where we just look at minor upgrades, and we're able to really sell the thing in, because we're coming up. - Be much more bold and impactful. - Exactly, exactly. - A few months ago we brought even more, of our solutions together in Microsoft 365. As you think about that vision from Microsoft, what from that is gonna help you with your future workspace? - What we try to do and I think this is where that, this fits into kind of our strategic road map, is we really sit down and really to understand, technology profiles right? What are the tools that our users need to do their jobs? So we really go through and we really try to figure out, what's the right profile for the right roles, we don't look at people, we look more at the roles. - Yep. - Right? And then, make sure that we've got the right security, and technologies for those individuals to be productive. So, one of the things that we're looking at, I like the Windows 10 S product, specially for, that security component. - That's right. - Where we have a mix of corporate laptops, BYOD, we also have kind of thin client infrastructure, how does that fit into that kind of that profile. I think it's very interesting conversation. - One of the teams that I run here, is a team that is actually out doing pilots right now, and you know roughly a hundred customers, where they're all piloting S mode to understand, you know which roles, exactly your point, does configuring Windows to be in S mode, as oppose to being in pro mode. And it's pretty remarkable the benefits, that they are seeing, you know in terms of the security, but the simplicity and costs, I mean it really is great experience. Alright thanks Jay. - Thank you so much Brad. - No, thank you for doing that. - That was painless, I liked the questions too. - [Brad] Yeah alright. - [Jay] Thank you. - [Brad] Thank you.

Brad Anderson's Lunch Break s8 e5 Terry Myerson, EVP, Windows

- It's lunchtime, and this is Brad Anderson's Lunch Break. Here in Redmond, we're visited by some of the smartest people on the planet, pretty much every day. Every chance I get, I meet up with them for lunch. (bright upbeat music) This week, I meet up with my new boss, the one and only Terry Myerson, the Executive Vice President of the Windows and Devices Group. So, Terry, you've had an incredibly long and storied career at Microsoft, like a real long. - Well, long is probably a good adjective, sure. - And so I think all of that leads to this question. What's it like to be my new boss? - Well, so far I'm impressed by the cars you rent. You know, we've always been partners, but actually just even just the last few days, to have these rich dialogues about whether it be specific customers, or what is our vision for what we want to bring to people in three years. - [Brad] So let's talk about your start of your career, and how you came to Microsoft. - How I got to Microsoft? - Yeah, so you graduated Duke. - From there, I went from the US EPA to the North Carolina Supercomputing Center, but I was basically doing scientific visualization data models. And then from there I was recruited to go be a sales engineer in the Washington, DC area for a startup selling computer graphics workstations. - I did not know that. - Yeah, from there I was actually so excited about what I saw. I was selling to NASA Ames, NASA Langley, Naval Research Lab, National Institute of Health, all these high-end government labs. They really got excited about the internet. They were excited about this NCSA Mosaic, and I went to my bosses and said, "We need a website." And they were like, "Nope. We don't know what that is." So we started a company, and two and half years later at the Gartner Symposium, I met Bill Gates. Next thing I know, Microsoft bought us, and we were in Seattle. - So, what's that like, to go from college, startup, bought by Bill? - I joined Microsoft thinking I was not going to be here very long, just to be honest. I think that was the-- - My wife and I had a deal. It was come up for a year and see how it goes. - I just somehow moved to Seattle, and just fell in love with the people I was working with, the area of Seattle, and then in fact, then I did meet my wife. I did-- - Yeah, takes local. - You marry a local girl, and then over the course of 20 years you have some kids, buy a house, and you make friends, and it's just been a great experience. - So you built and sold your startup in the 1990's, which is like the golden era of rock bands. It's also the golden age of interesting software company names, so I'm going to give you a name. - All right. - I want to see if you can guess. Is it a rock band from the '90's, or the name of a startup? How about Dr. Koop? - [Terry] Dr. Ku? - Right. K-O-O-P. Dr. Koop. - Oh, Koop. I was going to say, Dr. Ku I think works at Microsoft. But Dr. Koop, I'm going to have to say a rock band. (bell rings) - Okay, how about Dr. Madd Vibe? - Dr. Madd Vibe sounds like a bad company name. (bell rings) - [Brad] How about Pixelon? - Pixelon, I'm going to guess that's a tech startup, too. (bell rings) But I don't know. I'm waiting for Rush, or Metallica, or-- - No, no, these are like offbeat names. - Oh, okay. - I'm not going to give you any easy ones. - Okay. - [Brad] Prodigy. - Prodigy was, of course, the, I remember, back when I was trying to get a website built by my company, they were like, "You can do a Prodigy or a CompuServe forum, or a Prodigy site." - Boy, those were the days. - I'm like, "No, no, it's the internet," and my VP of Marketing had no interest in this internet thing. And I'm like, okay, I'm going to go start my own company and go after this. - But Prodigy was actually both, believe it or not. (two bells ring) [Brad] A startup and a band. You talk about why we exist, and why we do what we do at Microsoft. I don't know about you, but one of the most common questions I get right now is I meet with senior leaders across synergies. They all want to know, what has Microsoft done to change the way that we have? People say, this is not the company that I knew three or four years ago. So as you think about that, what has happened, and what have you as a part of the senior leadership team, how have we driven this kind of change? - I think, like all teams, it starts with the leader. I think Satya is a, you know I once heard Steve describe Satya as a beautiful person. It's one of those comments I heard years ago, and it was registered away as my peer is a beautiful person, cool. But then actually seeing him work, and seeing him work with communities, employees, all the stakeholders, it just resonated me. He really is just a beautiful person. It's someone who I've learned from in that regard quite a bit, and I think it's reflected in our approach to so many things. - As I come in and get a chance to interact with you and all the members of the senior leadership team, it's unbelievable to see how that team works together. - (laughs) Like all teams, I'm not going to describe it as a marriage, but I'll certainly describe it as we're a team, and teams, you're in the, I think Satya described writing his book during the fog of war. It's a very complex, very interesting but very complex, unclear environment when you consider all of the stakeholders that we're trying to direct. - Live for. - Yeah. - Next time, on Brad Anderson's Lunch Break. You saw this opportunity and this vision to take Exchange to the cloud, and that's actually kind of the foundation of what became Office 365. What were you seeing then, that led you to say, hey, we need to look at this as a cloud service? - We look back in Windows history. Windows 7 was a fantastic release that built on some great work in Windows Vista that didn't land very well.

Brad Anderson's Lunch Break s7 e6 Peggy Johnson, EVP Business Development, Microsoft (Part 2)

- It's lunchtime, and this is Brad Anderson's Lunch Break. (playful music) Two of my favorite things about Microsoft are the smart people that constantly visit campus, and the great fleet of shuttles. Whenever I can, I try to take advantage of both of these things, and grab lunch with some of the tech industry's best and brightest. (playful music) This week, I'll finish up my conversation with Microsoft's deal maker and partnership expert, Peggy Johnson. (car accelerates) (playful music) (gentle piano music) So while you were at Qualcomm, you transitioned from being an engineer to a business leader. - That's right. - What do you miss about the technical work on the engineering side? - I loved sitting in the lab, and collaborating together with my fellow engineers on a project. That was really fun, and we were all doing pieces of code, and then we'd build it all together, I do miss those days. And I really had a hard time making the jump over to the business side, because I thought about, I'm not gonna get to code anymore (Peggy laughs) So I miss some of that. - Now speaking about that, Business Insider just ranked you as the world's most powerful female engineer. So what does that feel like? (Peggy laughs) - Well first of all, I was with a ton of super engineers on that list, including our own Lily Chang. - Yep. Love Lily. - And so, so excited to share that honor with her and the other ladies on that list. And so it was just great to see that list with some really good names on there. - So you were heavily involved in the largest acquisition of Microsoft's history of LinkedIn. - Oh, that was a team effort. (Peggy laughs) - Yeah, oh yeah. - Yeah, so our part was, as it is in many acquisitions, catching that signal early on, that this might be an interesting acquisition for us, it might be filling a gap, solving a problem, those are sort of the things that we look for. But it's truly a team sport, we work closely with CorpStrat, Corp Dev, Amy and her finance teams, Satya himself, the product and engineering teams of course weigh in. And when all of those things come together, we often times say, yup, this is the one. And we pull the trigger and go for it. - That's a big trigger. - That was a big trigger. (Peggy laughs) - One of the interesting things about LinkedIn is it has, you can endorse people's skills and capabilities. So I'm gonna read you a list of five skills, and I want you to tell me which of these are real endorsements on LinkedIn today. - Okay. - Number one, carbohydrates; Number two, paranormal romance; (Peggy laughs) Number three, guinea pigs; Number four, salads; and Number 5; friendly personality. Or, all the above. - Okay I have to go with all the above. - You are right. - Yes! - People have those as not just as a skill, but an endorsed skill. - Hamsters? - How do you know that? How good must you be at paranormal romance for somebody else to endorse that? - That is an odd one, yes. (playful music) - What are you looking for, like what are the key things you look for in a company you're going to invest in? - We look for a number of things. First of all, we say, are there gaps in our current product line that they could fill for us? Is it a new, disruptive, exciting technology that maybe is a little bit over the horizon that we wanna track? We also look for talent. And I think all three of those were in our Maluuba, - Yeah, for sure, yeah. - That acquisition that we did earlier this year. (playful music) - A couple months ago I was driving around with the CIO of Accenture, Andrew Wilson, and a comment that he made was, "Diversity is just not a goal, but it's fundamental to the bottom line in being successful." - I think, as a modern employer, it is absolutely essential that we stand for all forms of diversity. I think gender, I think race, color, sexuality. Why? Because we serve a global world. And all diversity exists in the global world. How on earth can we be relevant and bring the best of humanity to the products and services we build if we're not diverse ourselves? - And how do we help more organizations understand that? How do we encourage more, for example, women, to continue in STEM programs and be more technical engineers? - I mean, that is a very good point, and I think of it that way because I think there's two things that come to mind. One is when you're designing products, you wanna design for the largest total addressable market. - Oh yeah, totally. - And if you have design teams that all look and act alike, you will likely design a product for that design team. - Right. - And it could be any group; if it's all homogenous, you just will miss things that appeal to the broader population, so I think there's one very strong business reason to make the case for diverse design teams, because you wanna be able to touch-- - Have the broadest ideas touch the broadest amount of people. - Exactly. (playful music) - So, every day you make big decisions that often unfold over many years. - Right. - What kind of decision-making workflow do you use when you do things like naming a dog? (Peggy and Brad laugh) - You know, I have four dogs. - I know. - Yeah, so, sometimes there's a lot of analysis that goes into it, and other times not so much. (playful music) - A piece of advice that you were given early in your career that you wish you would've taken? - Oh, just to be yourself. Because I have largely, all through my early career worked in mostly male environments, and I was an engineer-- - In tech. - Yeah, in tech, and they tended to be maybe a little more aggressive, type of environments, and-- - That was the Microsoft I joined 15 years ago. - Yeah, that's changed so much and, so many times when I was struggling, I thought I need to be more, and I got advice, to be more like the guys, why don't you just speak up more, and be more assertive? And whenever I tried to be something I wasn't, the outcome wasn't very good. I had a boss at one point who said, "Why don't you just be yourself?" and that was sort of like the turning point in my career, - That's good advice - I just became who I was, my authentic self, and I thought, well if they don't like it, I'm not changing anymore. - [Brad] Thank you again for taking the time here, - [Peggy] Thank you, thank you for having me. - This has just been a real joy. - It's been super fun, thanks for driving me around. - And next time maybe I'll upgrade the car a little. - Okay, please. (laughs) Thank you-- - Again, well thank you so much. - Thanks very much, Brad. Bye-bye. - [Brad] I'll talk to you again soon, Peggy. - [Peggy] Okay. (upbeat music) - Next time on Brad Anderson's Lunch Break; More than a few times you've wondered, am I better off with familiar disappointments, rather than new adventures? - Oh I'd go for the second one, the proof-of-concept one. (Brad laughs) - That's what I thought, too. You'd get stuck with the bill at the end. (Mauricio and Brad laugh) (car accelerating) (playful music)

Brad Anderson's Lunch Break s7 e11 John Houston, CISO, UPMC

- It's lunchtime, and this is Brad Anderson's lunch break. Two of my favorite things about Microsoft are the smart people that constantly visit campus, and the great fleet of shuttles. Whenever I can I try to take advantage of both of these things, and grab lunch with some of the tech industries best and brightest. This week I meet up with John Houston, the chief information security officer at the University of Pittsburgh Medical Center. John, how are you doing? - What happened to the Ferrari? - I know that you are like a race car guy at heart, so I wanted to do something a little different, you know? - I could've caught an Uber you know. - Yeah, you know. So, University of Pittsburgh Medical Center. - Yep, UPMC. - And that's located in Atlanta? - Pittsburgh, Pittsburgh, Pennsylvania. - Yeah, gotcha. Top ten medical centers in the world. - Yep. - 60,000 employees, 30 hospitals, 5,000 beds. - Yep. - Man, you must be busy. - We are, and we're growing. Great place to work, been there for a long time. - How long you been there? - I've been there for about 20 years. - Wow. As I think about some of these, what do you call them, bellwether industries, and when I see financial healthcare, two specific ones, going to a new kind of a technology, or to a kind of a once in a generation shift like the cloud, I know that we have addressed, you know, the concerns around security et cetera, et cetera. - And I will also say this, Microsoft is one of the good guys. You have too much riding on your cloud products to allow something like a security incident to derail it. - That's existential for us. - So I look at Microsoft, and I almost always make the assumption that you're going to get it right or you're going to put a lot of effort into anything you do from a security perspective. It's sort of built in to the way you do business, and it's been that way for a long time It doesn't mean you're not a big target, but you take it seriously. But unfortunately, that can't be said for everybody. There are a lot of cloud apps that are being developed by small start up companies. Niche products, niche areas, and often the staff that do the development are very small, and don't necessarily understand security the way they necessarily should, or, when having to make the decision about building in more features and functions into their software. - Versus the fundamentals. - Or, the fundamentals like security. They're going to opt to put more features. - Sure. - Because that's what's going to allow them to. - That's how they sell. - To sell a product, or get traction with their product in the market. So I understand that, however, unfortunately often it's one's done to the exclusion of the other, and we've certainly had some situations where we've found that the security of these apps is wanting. - You get a chance to give a lot of key notes, and addresses in very big environments, but you've also testified in front of the senate. - I have, three times. - So what's more nerveracking, a big key note, or testifying in front of the senate? - Probably the senate. - That's what I would think too. - You know, when you're 15 feet from Hillary Clinton. - Under oath. - Or Ted Kennedy, it can be somewhat overwhelming. But it was a lot of fun as well, I wasn't a hostile witness. - How do you then look at the partners, the vendors you're gonna partner with, and push them to deliver what you need? - That's hard because often, the time between you think you need something, and when they can provide it is necessarily too short. You sort of have to hope that the market either stays up with the threats as the occur, because otherwise I think you're gonna always be reacting to the threat. I contend that I have to look at my portfolio of tools almost constantly. Any tool that I might use today just to secure my environment, in two to three, four years, could be obsolete. - If it even lasts that long. - So I'm constantly changing tool sets. It's not because I'm making bad decisions, it's because the threats change, the technologies change to confront the threats, and my business continues to evolve and to change. So the things that were suitable before just simply are no longer suitable. - You know, this is one of the points that we really try to push with all of our customers which is, if you're using, say you're on office 2010, great product, but it's seven years old. The sophistication of the attacks and stuff that are being leveled against everybody, has changed dramatically in that period of time. So one of our points to people I say is, you move to the cloud like you know, you guys are in the process of moving to office 365, you're gonna be more secure because you're gonna be up to date with all the latest innovations and all the latest defenses that we've implemented immediately. - As long as Microsoft can continue to be progressive, and deliver those up to date platforms, yeah, I agree with you. But that is a challenge for a lot of vendors is to continue to keep their software up to date and to evolve it. - [Brad] Next time on Brad Anderson's lunch break. - We used to work for a company that did a lot of defense work and they had the no spec catalog for all the different military specifications, and one of them was donuts. - Do they really? - So if you're gonna buy donuts for the military, there is a specification for donuts. I've seen the specification.

Bing runs on .NET Core 2.1

hi this is John Galloway and today I'm talking to McCall from the Bing team and McCullough you wrote a really cool blog post recently where you talked about how the performance impact and all kinds of other great impacts from running on dotnet core to one um can you give me just an idea of the the sigh you know the how how busy Bing is I mean how what kind of traffic you're you're processing here yeah I mean Bing comm gets thousands of queries of search queries per second we power Bing calm and other API partners using cognitive services so you get thousands of queries per second and we have millions of lines of c-sharp code that's powering Bing calm Wow okay so I always think it's great when I'm talking to people to get it you know when I'm talking to customers to tell them that large implementations of dotnet or you know people are using dotnet core on large production instances and this is a really cool one um so one thing you call out right at the top of this post is the idea of ready to run images and I don't think that's that well-known can you explain what that is yeah so ready to run images are this version file format that's available on dotnet core basically allows you to pre compile your assemblies into both native and manage code in the same file which allows you to basically have this ready run experience you have managed code that gets jittered usually but when your images are ready to run that are essentially ready to run when your program starts which is very useful for if you have a large application with many assemblies and a lot of managed code it really helps startup performance and also impacts your working set so usually this code that is generated is more compact in its representation because there's not a lot of jitter jitan going on that's putting code in different places so it's all in one image very cool so as opposed to paying the price of like jetting on each of your servers on a farm you can you can kind of do this at Build time and blow the out to everybody is that correct exactly the the key part of ready-to-run images and dotnet core is that we did have previous technologies like engine on dotnet framework but they always a required admin privileges on the actual machine that you need to Engen on and also the fact that it had to be done on the exact machine so if you have five thousand machines that mossis happens five thousand times yep okay so next this is awesome seeing this chart here this you you showed a thirty four percent improvement from from deployment from upgrading to dotnet core to one so previously you had both dotnet framework for seven to and dotnet core to oh so just that that bump two to one was a thirty four percent improvement overall yeah so we basically when we migrated our code we were still running on net four seven two and then you know we would switch back between four seven two in two Oh and so we had both we saw both sides of four seven two and two oh and when we upgrade to two point one that was phenomenal 34 percent improvement that's right so I love how you went through and called out detailed issue or like features and also specific pull requests on some of these and you showed why your performance got better so like any favorites here I mean I I always loved things like vectorization and and looking at how that kind of bubbles all the way up the stack yes I I you know they're all they have the best part in one sentence is the fact that the community and microphone please contributing open-source has really helped us one my favorite I have to say is the vectorization because it actually you know had a major impact but this my my other favorite one is the combination of work done by Microsoft employee and Andy Ayers and an open-source contributor well-known Ben Adams where they had D virtualization and how that impacted when you did it for certain default equality comparison areas that was you know it was a great sort of synergy between Microsoft II's and open-source desolate I would say you know that's one of my favorites and it's it's really neat in as part of this my understanding is that you had specific requests and you work through the public github thing to say hey we'd love this sort of performance improvement or change and then as part of that collaboration this shipped as part of dotnet core to one and helps everyone out right that's right one of the ones that I that I contributed and you know sort of open to pull requests an issue was this one with calling direct and it's it's because we generate that kind of code so you can imagine as an open source if you have a particular kind of code that you'd like optimized it's it's really great you can just go in and contribute and that's what we did with the help of the.net team as well so it really overall was a great experience operating an open-source is probably one of the main reasons why I think this performance improvement across so many different things has been seen anything cool ok so then one final thing is the actual rolling out to production and this is just amazing here that within two days of the release you were able to deploy what what is it about dotnet core that allows you to do that so Donna core has basically these two deployment types one is the shared deployment the shared one time where you will have the dotnet tool available in your Linux distribution or your Windows OS and the other one is this idea of self-contained apps so for us we use this idea of self-contained apps and we're able to basically have the dotnet core runtime be a part of our application deployment so which if you think about it is is extremely cool you just have your app sitting right besides it is all the core CLR the GC the JIT everything there so if you think from a person a perspective of you know how can you isolate things it's really cool you on day one you have this application running on a framework on day two you upgrade it with dotnet core sitting right beside your app and so when dotnet core 2.1 comes out for us it's a change in the CS project literally a change in the NuGet package we made one character change and we were able to deploy dotnet core 2.1 two days after and that two days is just because of some additional validation we had to do so that was really awesome that's so cool I love here I mean the focus of this post is on performance but were there other features you were able to turn on as a result of moving to dotnet core to one yeah so this is another one of these things where the ecosystem really helped we with done at core 2.1 you also get broadly support in the core FX libraries so we actually use that and were able to get big comm broadly support which was phenomenal so not only did we get all these performance improvements our response eyes also shrunk a little bit because of using broadly so that was also pretty phenomenal wow that's great well that's all the time we have for this quick look I'd encourage people to go out and read more on this post the post is titled bing.com runs on dotnet core 2-1 and thank you so much for your time a call thank you

Airband TV White Space technology helping rural businesses in Essex County thrive

>> This is a small rural area, somewhere around 3,000 full-time residents. When I moved to the local area, the only Internet was satellite, and satellite just didn't work. >> We were using weird little repeaters from signals that were barely moving and Beth said, "I think I can get fiber optics and I think I can beam it to your silo." >> I purchased two antennas and radios I went along with that, people start saying you've got Internet, how do I get that? >> Here at the Hub we have a retail store. Internet is a huge boon to our existence. The locals who need a place to shop, who have no access to local food they can get local vegetables, locally made products that they wouldn't have access to otherwise. We communicate through a platform with a lot of the local farmers that's all internet-based. >> Our customers are ordering on an online market forum basically a grocery list. This is our grocery store, you get to pick as many of these things if you want, all internet-based. >> Currently I'm providing internet for 250 people. The problem with the current technology is that it needs to be line of sight. If somebody is back behind a bunch of trees or behind a mountain, it just doesn't work. In order to grow, we need some new technology called TV White Space. It uses the old TV frequencies and rebroadcasts them for Internet. The support from Microsoft has been extremely helpful, I never would've thought about expanding into TV white space without the support from Microsoft. From a policy level, we need more bandwidth so I can provide better service and push it out to more people. >> I think we're at ground-zero right now, with the Air Band initiative, we can take our farm to the next level. >> It's all about solving problems. It's a lot of fun to see people's eyes light up for the first time that they haven't had service before, it's nice to be able to do that.

08 Smarter Add New File

I can't recommend this highly enough I love this thing I use the extension and for years and I'm very happy that this is now in the Box I'm gonna show you one of my favorite new features that we are putting into Visual Studio this one started its life as a an extension it's now coming into Visual Studio let me demonstrate that so let's say I want to add a file to my project you know I can right click go down to add a new item and that gives me this dialogue but what if I go into tools options here and click preview feature flag here and what I want to search for is enable quick add so now when I right click and say add new item or kick Ctrl shift a it's the same thing I get this little dialogue up instead so I can still click on this link that's shown as well that says show all templates which gives me that experience that I'm used to but I want to get the simplified view we call it the quick add dialog and so in here I can just type a file name so a name dot Cs and that's what it does it just gives me the internal class and and this actually respects if I have uh how how my namespace rules are in my editor config or in my settings and it will do the right thing it uses the the templates behind the scenes but it's it's a little bit more clever than that so control shift a again for add new item to bring it back up let's type something a little bit more interesting let's what if we create two files what if I create create a client Cs and iclient.cs I just comma separated them and I now have those two files but check this out iclient is an interface whereas client is a class so the quick ad method or dialog is able to understand that I client that naming pattern should match an interface template and then give me that but I can also click create folders so I'm going to create a folder here called folder and you can name it whatever you want and just end it with a forward slash hit enter and now you have an empty folder I could also have gone in and said okay what if I do some sub directories here and then end with file.css so I can create subfolders I can create files in those folders and again I can comma separate these to create multiples this is in the preview behind a feature flag so you saw how I went into tools Options under preview features and enabled this feature

07 Fresh Car Smell

so this is my default this is what I always do it's a little performance trick if you like the fresh car smell I want to switch over to a different project notice how how when I open it up here all the files that were opened before are now open again and in my solution Explorer I can see that all my folders and projects have all been expanded to the same levels that they were last time I used this project and that's all good that means that I can get right back into where I left off but very often this is not what I want very often I come in I open the project in the morning to start working on on something and I don't want sort of yesterday's state to be expanded into Visual Studio I want something clean I want something fresh I want that fresh car smell none of this open but I want to be able to open my my app and work with it so I'm going to show you a couple of settings that are really really helpful so if you go to tools options and then go to projects and solutions so reopen documents on solution load I'm going to uncheck that and restore solution Explorer project Key State on solution load I'm going to uncheck that as well so now let's open this project again that we had before I'm going to switch again and first of all I don't know if you notice this but it's instant the loading of these projects are now instant because no other files have to be opened no state had to be read from disk and hydrated into memory on the UI thread in Visual Studio to expand all the tree notes in solution Explorer none of that was necessary when you open a file let's say you open a c-sharp file if it's the first time you open a c-sharp file in that instance of Visual Studio that you've got open then it has to boot up all of Rosslyn and everything to get intellisense and colorization and all that working and that's called a language service and a language service can sometimes take a little while to load it's not necessarily a long time but it's not instant

01 Saved Layouts

this is super helpful I use this every day all the time as I move between different development scenarios but also different monitor setups a lot of people have gone back to the offices but a lot of people have not we tend to move between different screen resolutions and different monitor setups I want to make sure that no matter where I am where I'm plugged in what screen setup I've got Visual Studio is always in an optimal condition to allow me to do my best work so here I have Visual Studio you know and I have my various different Windows like the toolbox and I have the solution Explorer and this works well for this particular monitor with this resolution that I'm using right now when I'm sitting with my laptop I want more of a kind of a minimal layout like this so in this situation I have a small screen so I don't want all these tool Windows to show up I need that extra space to code when I work on extensions I like my layout to be a little bit different and then when I'm at my ultra wide I really like to spread out horizontally over that big area let's say you have dual monitors you could actually take the different tool windows in visual studio and spread out on these various different monitors let's open a window here a tool window the test Explorer and let's imagine that I take this and I drag that onto my secondary monitor all I have to do to save that Windows layout so I can easily come back and forth to it is to go to window it's a save window layout and then we give it a name let's call it testing so now I've saved this layout if I go go back up to window you can see that I have all of my saved Windows layouts right here and I can apply any of them you can go through this one and then back to the one we just created testing and I can do that with keyboard shortcuts