India among top 3 countries with private rocket launch capability

Only three countries globally have a private company (not a government space agency) that has actually put a payload into orbit:

1. United States — the original and by far the largest; SpaceX (first private orbital launch, 2008), Rocket Lab, Firefly Aerospace, and others

2. China — several commercial firms have reached orbit, including iSpace (Beijing Interstellar Glory, 2019), Landspace, and Galactic Energy

3. India — joined this list on July 18, 2026, when Skyroot Aerospace's Vikram-1 reached a ~450 km orbit on its first attempt

Countries actively trying, but not yet there:

- Spain — PLD Space is targeting an orbital launch of its Miura-5 rocket from French Guiana

- UK — Virgin Orbit's 2023 attempt failed, and Orbex (developing the Prime rocket) filed for insolvency in February 2026 — a real setback to British private orbital ambitions

- Japan, Germany, Australia — all have private launch startups in development, none has reached orbit yet .. 

- 🙏🙏👍👍

How medical fraternity fools the world

**This is reality, not a joke... 🙏**

**Read it. If you like it, please share it with others!!**

**!!!! Ultra-Modern Medical Science !!!!**  

**Dr. Ananya Sarkar**

For the past two or three days, you had a fever. Even without taking any medicine, you would have recovered naturally within a few days. Your body would have healed itself. But you went to see a doctor.

Right from the start, the doctor ordered a lot of tests. The reports didn't find any specific cause for the fever, but they showed slightly high cholesterol and blood sugar. These small changes are actually quite normal in most people.

The fever went away, but now you were no longer seen as just someone who had a fever. The doctor told you: "Your cholesterol is high and your sugar is a bit high. That means you are **pre-diabetic**." From now on, you would need medicines to control cholesterol and blood sugar. Along with that, many strict rules were given about food and drink.

You may not have followed the diet strictly, but you didn't forget to take the medicines.

Three months passed like this. When you did the next tests, cholesterol had come down a little, but now your blood pressure was found to be slightly high. Another medicine was added for that. Now you were taking **3 medicines**.

Hearing all this, you started feeling more anxious. "What will happen next?" Because of this worry, you began losing sleep. The doctor started giving you sleeping pills too. Now the total number of medicines became **4**.

After taking so many medicines, you developed acidity and heartburn. The doctor said, "You need to take a gas tablet on an empty stomach before food." The medicine count rose to **5**.

Six months passed like this. One day you suddenly felt chest pain and rushed to the hospital emergency. After checking everything, the doctor said, "You came just in time. Otherwise, something very serious could have happened." Several special tests were then advised.

After many expensive tests, the doctor said, "Continue the old medicines. Now we will add two more heart medicines." He also advised you to consult an **Endocrinologist** (hormone specialist). Now you were taking **7 medicines**.

Following the heart specialist's advice, you went to the endocrinologist. He added one more medicine for sugar and another for a slightly enlarged thyroid.

**Now your total number of medicines reached 9.**

In your mind, you started believing you were very sick — a heart patient, diabetic, insomnia patient, gas patient, thyroid patient, kidney patient, and so on.

No one told you that you could stay healthy by improving your willpower, confidence, and lifestyle. Instead, you were repeatedly told that you were a "seriously ill person" — weak, helpless, and broken!

After six more months, due to the side effects of all these medicines, you started having problems with urination. Routine tests then showed some issue with your kidneys. After more tests, the doctor said, "Creatinine level has increased a little, but if you keep taking the medicines regularly, there's nothing to worry about." Two more medicines were added.

**Now you were taking a total of 11 medicines.**

You were now consuming more medicines than food. Slowly, due to the many side effects of these medicines, you were moving towards death!!

---

If only the doctor had said this when you first went to him with the fever:

*"Don't worry. This is just a mild fever. You don't need any medicine. Take rest for a few days, drink plenty of water, eat fresh fruits and vegetables, and go for morning walks. That's all. No need for medicines."*

But then how would the doctor and the pharmaceutical companies fill their pockets?

---

**The biggest question is:** On what basis do doctors declare people as having high cholesterol, high BP, diabetes, heart disease, kidney disease, etc.?

**Who decides these standards?**

Let us understand this in more detail:

- **In 1979**, blood sugar above 200 mg/dl was considered diabetes. At that time, only **3.5%** of the world's population was considered to have Type-2 diabetes.

- **In 1997**, under pressure from insulin manufacturing companies, this limit was lowered to 126 mg/dl. This increased the number of diabetics from 3.5% to **8%** — meaning **4.5% more people** were suddenly labelled as patients even without symptoms. In 1999, WHO approved this standard.

Insulin companies made huge profits and opened new factories.

- **In 2003**, the American Diabetes Association (ADA) declared **100 mg/dl** fasting blood sugar as the limit for diabetes. This turned **27%** of people into diabetics without any real reason.

- Now, according to ADA, even **140 mg/dl** after eating is considered a sign of diabetes. Because of this, nearly **50%** of the world's population has been declared diabetic — many of whom are not actually sick.

Indian pharmaceutical companies are trying to lower it even further to **5.5% HbA1c**, so more people become "patients" and buy more medicines.

Many experts believe that even up to **11% HbA1c** should not be considered diabetes.

**Another example:**

In 2012, a famous pharmaceutical company was fined **3 billion dollars** by the US Supreme Court. Between 2007–2012, their diabetes drug was accused of increasing the death rate from heart attacks by **43%**. The company knew this but deliberately hid it to make profits. During the same period, they earned **300 billion dollars** in profit.

**This is today's "ultra-modern medical system"!!**

**Think about it... Start thinking...** 🙏

HARI

My top 10 Learnings from IIMB SCMC Climate summit 2026

 

Ten things I learned at the IIMB Climate Summit 2026

Two days, one campus, and a world running out of time, May 30, 2026

I spent May 28 and 29 at the Indian Institute of Management Bangalore for their Climate Summit — a dense, energising, occasionally alarming two-day gathering of policy-makers, industry leaders, scientists, lawyers, and one actual astronaut. My notebook is now full of circled facts and underlined questions. Here, distilled, are ten things that genuinely shifted my thinking.

LEARNING 01

The world is headed toward energy surplus, not energy scarcity

Manoj Kumar Singh, CEO of Net Zero Think, opened the summit with what sounded like a provocation but turned out to be a thesis backed by data: by 2030, the world will have more energy generation capacity than it knows what to do with — if we invest correctly. The bottleneck is not physics. It is politics, vested interests, and inertia. His phrase "Energy Surplus World by 2030" deserves to be on more people's desks.

LEARNING 02

Solar panels in orbit are no longer a joke

SpaceX-level launch economics have made Low Earth Orbit solar collection a plausible near-term proposition. The conference noted that 15,000 LEO satellites could harvest solar energy in space — uninterrupted by night, clouds, or seasons — and beam it down. The question is no longer whether the physics works. It is whether the political will and the capital will arrive in time.

LEARNING 03

Our buildings are a hidden climate catastrophe

India's Energy Conservation Building Code (ECBC) remains largely voluntary. Speakers were blunt: compliance is the exception, not the rule. Embedded carbon in construction — from cement to steel — is a massive and systematically under-reported source of emissions. Green certifications like LEED Platinum to Silver benchmarks for new buildings coming up is a real blessing.  The gap is enormous. And we are building at an unprecedented pace.

LEARNING 04

50% of global wars have been fought over energy

This one stopped me cold. Singh's argument: solving energy scarcity is not just a climate intervention, it is a peace intervention. Historically, half of all global armed conflicts have had energy access — oil, gas, coal, water — at their root. An energy-abundant world is, structurally, a more peaceful world. Climate action as conflict prevention: it is an argument that deserves far more airtime in geopolitics discussions.

LEARNING 05

India's sludge problem is actually a goldmine

Only 25% of India's sewage sludge is treated. The rest is dumped — into land, into water, into the future. But the PKC Box / CAMBT session showed that this is also an enormous missed opportunity. The pathway of Sludge → Biogas → Biofertiliser could simultaneously address waste management, energy generation, and agricultural inputs. Toyota is already piloting bio-methane at scale. The technology exists. The will — and the infrastructure — lags.

LEARNING 06

Every death in India costs two trees

At India's mortality scale, cremation using firewood destroys approximately two trees per person who dies. Multiplied across a billion-plus population, this is a significant and rarely discussed driver of deforestation. Bamboo and compressed briquettes are viable alternatives — cheaper, cleaner, and available. Yet cultural habit has kept firewood dominant. This is the kind of problem that policy alone cannot solve.

LEARNING 07

Karnataka's farms are acutely exposed to what is coming

60% of Karnataka's agriculture is rain-fed. Not irrigated. Not buffered. Rain-fed — meaning it is directly, nakedly dependent on monsoon patterns that are growing increasingly erratic. Speakers discussed precision agriculture, automation, and drought-resistant crops as mitigations, but the structural vulnerability is stark. For a state that is simultaneously India's tech capital and a major agricultural producer, this tension is going to define the next decade.

LEARNING 08

India's power math is ambitious but not yet closed

274 GW installed today. 500 GW targeted by 2030. Solar costs ₹3–6 per unit — genuinely cheap. But solar-plus-storage — the dispatchable, 24-hour clean power that actually replaces coal — costs ₹20–30 per unit. That gap is the central unsolved equation of India's energy transition. Until storage economics improve dramatically, we will keep reaching for coal when the sun goes down.

LEARNING 09

Ecocide should be a crime — and the argument is gaining ground

A Supreme Court advocate made a compelling case that the deliberate, large-scale destruction of ecosystems should be codified as Ecocide — a crime against the Earth, prosecutable under international law. The concept has been gaining ground in global legal forums for years. In a country where forests, rivers, and coastlines are routinely sacrificed to "development," placing Ecocide in the same moral category as genocide would be genuinely transformative.

LEARNING 10

AI will cut India's energy intensity — but it will also cut jobs

The summit did not let AI off the hook. Yes, intelligent systems could reduce India's industrial energy intensity by approximately 40% — a significant and achievable gain. But the same automation wave will eliminate millions of "decent jobs," in the summit's own phrasing. The transition cannot be celebrated without also planning for the people it displaces. Energy efficiency and employment justice are not separate problems.

Two days, one notebook, and more questions than answers — which is, I suspect, exactly the point of a good conference. The climate crisis is not waiting for us to be ready. It is asking only whether we are paying attention. I am trying to.

— George, Bengaluru, May 2026

Egyptian mummies

British Museum details..

River Thames Walk ..

Went for a great walk besides the Thames..

River Thames

Silent silver thread,  

From Cotswold green you run,  

Through ancient stone and whispered dream,  

Beneath the golden sun.  

You cradle towers tall and proud,  

Carry echoes of the past—  

Kings and barges, fog and tide,  

In your gentle waters cast.  

Timeless guardian of the city,  

Where history softly flows,  

In your quiet grace we see  

The beauty only London knows.

This is the Thames .. 🙏🙏👍👍 (generous help from Perplexity.. 😀) ..

On London bridge across the Thames..

London city visit after attending church service at St Paul's cathedral..

Deus Lunus statue, Woolwich, London

This image depicts the Deus Lunus statue, a late Roman sculpture located at the Royal Arsenal in Woolwich, London. Easaw and Anna stay in the Royal Arsenal building area in Woolwich.

Historical Background

The statue has a fascinating history involving both ancient origins and British military campaigns:

 * Discovery: It was dug up by British troops (the 3rd Regiment of Guards, later the Scots Guards) in 1801 while they were making entrenchments during the siege of Alexandria in Egypt.

 * Naming: Although the plaque identifies it as "Deus Lunus" (a moon god), modern scholars believe it actually depicts a Roman barbarian. It was likely one of a pair of figures that supported an architectural feature in a public building or necropolis.

 * Arrival in London: It was brought to the UK in September 1802, likely alongside other famous Egyptian artifacts like the Rosetta Stone.

Current Location

You can find it standing outside the Royal Brass Foundry building on No. 1 Street. (Where Jobin and Anna are staying..). Because it was exposed to London's industrial pollution for over a century, much of its original detail has been eroded, giving it the weathered, textured appearance seen in your photo.

It remains a unique connection between the military history of the Royal Arsenal and the Napoleonic Wars in Egypt.

The statue is estimated to be between 1,700 and 2,000 years old. While there isn't a precise "birthday" carved into the stone, historians and archaeologists have narrowed down its age based on its style and origin:

 * The Estimated Era: It is classified as "Late Roman," typically dating it to the 1st to 3rd Century CE.

 * The Most Specific Dating: Research conducted by specialists from the British Museum suggests it likely dates toward the later end of that spectrum, possibly the early 3rd Century.

 * Historical Context: If the theory that it depicts a "Roman Barbarian" (specifically a captive) is correct, it was likely part of a grand monument or public building in Alexandria, Egypt, built to celebrate Roman military victories during the height of the Empire.

Why is it so hard to date exactly?

 * Weathering: As you likely noticed when seeing it, the statue is heavily eroded. It spent over 150 years standing outside in Woolwich during the height of London's industrial "Great Smog" era. The acidic pollution ate away at the fine details that would normally help art historians pin down a more exact decade.

 * Mistaken Identity: For a long time, it was called "Deus Lunus" because people thought it was a moon god. We now know it's a secular figure (a prisoner/ barbarian), but shifting that historical classification changed how experts look at its "age" relative to other Roman artworks.

In short, when you stand in front of it, you are looking at stone that was carved roughly 1,800 years ago in North Africa. It is indeed a sad thought that it is facing the vagaries of British weather for over 225 years now, staying in the open.

What is happening in Iran ?

When the Islamists overthrew Shah Reza Pehlavi and took power in 1970, the Iranians fell to religious radicalism. One of my colleagues in the Uty is an Iranian Professor. 34,000 people have become part of history including 200 children over the past one year and she dare not return to Iran, because she fears she will also be part of history. Iranians want the Islamist radicals out of power. 

This will be the war to liberate Iran of Islamists. Iranians have rich cultural heritage and are a proud group of people. 

Iran presently has inflation of 45% and food inflation of 70%, 1.5 million Iranian Rial is a US dollar and GDP grew -2.5% (negative) last year. People are fed up of the Islamists. 🫢🫢🤔

Davos WEF '26 Deliberations at Alliance School of Business Bangalore

Ashutosh Patki talk - WEF ‘26, Davos,  ASB 6 Feb ‘26

Ashutosh shared his insights and experiences from attending the World Economic Forum (DAVOS) in 2026, providing Alliance School of Business, Bangalore MBA sem 4 Operations and BBA sem 6 operations students besides students from Journalism with an inside view of the event's significance and impact on global trade, supply chains, and geopolitical dynamics. He highlighted how DAVOS serves as a platform for leaders to engage in informal discussions, fostering trust and facilitating high-impact decisions. Through stories and examples, Ashutosh explained how narratives shift at DAVOS, influencing financial markets and strategic directions. He also discussed India's evolving presence at the forum and the strategic importance of networking and building connections. The session concluded with Ashutosh emphasizing the value of proactive networking and the importance of developing a startup mindset for future success.

DAVOS Insights and Global Impact

Ashutosh shared his experiences and insights from attending the World Economic Forum (DAVOS) and discussed its significance in global diplomacy and business. He highlighted how informal leader-to-leader conversations at DAVOS can lead to significant outcomes, such as the 1988 DAVOS Understanding between Greece and Turkey. Ashutosh also explained how DAVOS influences global business narratives, using the example of how climate change was reframed as a financial risk by central bankers, leading to a shift in investment strategies and risk management practices. He encouraged the students to think about how they would respond as CEOs to the emerging understanding of climate risk as a financial risk.

India's Rising Influence at Davos

Ashutosh discussed his experience covering the World Economic Forum in Davos, highlighting how India's presence and influence have evolved over the past decade. He noted that Indian leaders, including chief ministers, have become more proactive in attending Davos to attract investment and engage with global leaders. Ashutosh also shared insights into the geopolitical risks and themes discussed at the forum, such as geo-economic confrontation, interstate conflict, and technology governance. He emphasized the importance of de-risking strategies for organizations in the current globalized world.

DAVOS Investment Strategy Insights

Ashutosh discussed the intense investment attraction at the Maharashtra Promenade, highlighting the efforts of Chief Ministers and Union Ministers like Devindra Fadnavis and Revanth Reddy in securing MOUs. He explained the "DAVOS playbook" which includes access to decision-makers, sending market signals, converting ideas into reality, and follow-through to realize value. Ashutosh also mentioned the importance of private meetings over panels for strategic networking at DAVOS.

Davos Insights on Global Strategy

Ashutosh discussed the importance of private meetings at Davos, emphasizing that they provide more meaningful connections than panel sessions. He shared insights from a CNBC interview with a CEO about China's strategic absence from Davos 2026, highlighting how He Lai Feng, China's vice premier, delivered reassurance on economic stability and openness to foreign investment. Ashutosh also noted the strong presence of AI, digital asset, and blockchain companies at Davos, which some CEOs found unusual.

DAVOS and Venture Capital Dynamics

Ashutosh discussed the relationship between DAVOS visibility and venture capital, noting that sectors gaining prominence at DAVOS often seek to transition from emerging to institutional status. He emphasized that while narrative intensity and capital allocation can drive market expectations, they may not always align with valuation reality, citing recent market corrections in AI and tech stocks. Ashutosh also highlighted the shift in digital finance towards infrastructure, with a focus on tokenization and stablecoins as potential game-changers in the financial system. He concluded by sharing insights from DAVOS sessions, including discussions on monetary policy and the potential impact of blockchain technology on financial systems.

India's Supply Chain Diversification Strategy

Ashutosh discussed the impact of global supply chain recalibration, highlighting India's diversification strategy in trade agreements, including the EU-India FTA and potential deals with GCC and the UK. He emphasized how India's approach to supply chain recalibration has evolved, particularly in response to geopolitical uncertainties and the dominance of China in critical minerals processing. Ashutosh also noted that the economic disruptions caused by Trump's policies will have lasting effects, even if he is no longer in power, making it challenging to revert to the pre-Trump status quo.

Strategic Shift in Supply Chains

Ashutosh discussed the emergence of a new supply chain route, the India-Middle East-Europe corridor (IMEC), as a strategic alternative to the traditional Silk Route, which now bypasses China due to European Union's concerns about trading risks and human rights issues. He explained how India's Chabahar port deal with Iran has been terminated, prompting a shift towards IMEC, which is gaining traction with the Middle East and European Union through existing FTAs. Ashutosh also emphasized the importance of networking and digitalization for business success, encouraging students to build connections with CEOs and CFOs through cold emails and meetings.

15 TQM tools ..

 15 commonly used tools in Total Quality Management (TQM), compiled from widely recognized quality management practices. The first seven are the classic "Seven Basic Quality Tools" (also known as 7 QC Tools), developed by Kaoru Ishikawa and foundational to TQM for problem-solving and process improvement. 

The remaining are additional key tools frequently cited in TQM implementations for advanced analysis, planning, and continuous improvement.

------------------------------------

1. Cause-and-Effect Diagram (Fishbone Diagram or Ishikawa Diagram) — Identifies potential root causes of a problem by categorizing them (e.g., people, processes, materials).

2. Check Sheet (Tally Sheet) — A simple data collection tool to record and count occurrences of events or defects systematically.

3. Control Chart — Monitors process stability over time by plotting data points against control limits to detect variations.

4. Histogram — Displays the frequency distribution of data to show patterns and variations in processes.

5. Pareto Chart — A bar chart that prioritizes issues based on the 80/20 rule (80% of problems from 20% of causes).

6. Scatter Diagram — Plots two variables to identify relationships or correlations between them.

7. Flowchart (Process Map) — Visualizes the steps in a process to identify inefficiencies or bottlenecks.

8. Run Chart — A time-series plot to track trends and shifts in data over time (often considered an extension of basic tools).

9. Statistical Process Control (SPC) — Uses statistical methods to monitor, control, and improve process performance.

10. Root Cause Analysis (RCA) — Systematic methods (e.g., 5 Whys) to dig into the underlying reasons for defects.

11. 5 Whys — A questioning technique to drill down to the root cause by asking "why" repeatedly.

12. Benchmarking — Compares processes or performance against industry best practices.

13. Quality Function Deployment (QFD) — Translates customer needs into technical requirements (often using House of Quality).

14. Failure Mode and Effects Analysis (FMEA) — Identifies potential failures in a process or product and their impacts.

15. Six Sigma Methodology — A data-driven approach (integrated into TQM) to reduce defects and variability using DMAIC (Define, Measure, Analyze, Improve, Control).

Making of an entrepreneur

Jio - Digitisation of a nation ..

Physical engine of AI - Data centre..

How Michelin reinvented the tyre business..

AI brain for autonomous vehicles ..

How Amazon India optimised it's operations..

Hayes Wheelwright Model (1985) ..

The Hayes and Wheelwright model (often referred to as the four-stage model of operations strategy or manufacturing's strategic role) is a foundational framework in operations management. Developed by Harvard professors Robert H. Hayes and Steven C. Wheelwright in their 1984 book *Restoring Our Competitive Edge: Competing Through Manufacturing* (building on their earlier 1979 work), it describes how an organization's operations function (manufacturing or service delivery) evolves in its contribution to overall business strategy and competitive advantage.

The model presents operations as progressing through four stages, from being a neutral (or even negative) factor to becoming a powerful source of competitive edge. It is typically visualized as a 2x2 matrix with two axes:

- Internal vs. External focus  
- Neutral vs. Supportive contribution  

 

The Four Stages Explained

Stage 1: Internally Neutral  
This is the lowest level of maturity. Operations are viewed as a **barrier** or "necessary evil" by other parts of the business. The primary goal is to **avoid mistakes** and minimize negative impact on the rest of the organization (e.g., preventing breakdowns, quality issues, or delays). Operations are reactive, inward-looking, and lack strategic direction. They simply "make the stuff" without surprises, but underperform consistently, holding the company back. Many struggling or immature organizations start here.

Stage 2: Externally Neutral  
The operations function breaks out of internal negativity by benchmarking against competitors and adopting **industry best practices**. The aim is to achieve **parity** — to be as good as (but not better than) rivals in terms of cost, quality, delivery, etc. Operations adopt standard approaches (e.g., similar suppliers, quality systems, or workforce practices) to meet external benchmarks. This stage is common for most companies: operations are no longer a weakness, but they don't create any unique advantage.

Stage 3: Internally Supportive  
Here, operations become **proactively aligned** with the business strategy. The function develops a credible operations strategy that supports the overall competitive priorities (e.g., low cost, differentiation, speed, or flexibility). Operations reach "best in class" levels within the industry and are coordinated with structural (e.g., capacity, technology) and infrastructural (e.g., workforce, quality systems) decisions. The business can now exploit operations capabilities for better pricing, faster delivery, or superior products to gain market share. This is where operations truly support and enable the strategy.

Stage 4: Externally Supportive
The rarest and highest level — operations become the foundation of the company's competitive success. The function is innovative, proactive, and forward-looking, often driving the entire business strategy. Operations provide unique capabilities that competitors can't easily match (e.g., breakthrough processes, flexibility, or technology leadership), putting the company "one step ahead." The organization builds its strategy around what operations can deliver, creating sustainable advantage. Very few companies reach this stage (examples historically include world-class performers like Toyota in its prime or certain tech giants today).

Key Insights from the Model
- Progression is sequential: Organizations typically move upward from Stage 1 → 2 → 3 → 4 as they mature.  
- Stages 1 and 2 are neutral (operations neither help nor significantly harm strategy).  
- Stages 3 and 4 are supportive (operations actively contribute to success).  
- The shift from internal to external focus marks a major leap in strategic impact.  
- The model is both descriptive (how operations currently contribute) and prescriptive (encouraging ascent to higher stages for competitive edge).

Applications and Relevance
Originally focused on manufacturing, the model applies equally to services, supply chains, and modern digital operations. It remains highly relevant in 2026 for assessing how operations (including AI-driven processes, sustainability, or agile manufacturing) can move beyond parity to true differentiation.

In summary, the Hayes and Wheelwright model reminds us that great companies don't treat operations as a back-office function — they elevate it to become a strategic weapon. Ascending the stages requires deliberate investment in capabilities, alignment, and innovation.

What happened at Indigo airlines in India ?

This discussion would not have happened in any other academic campus in the country. 

The Indigo employees were used to a highly efficient hectic safe work schedule across the country. This was disturbed by the assessment of potential future health problems of employees in flights endangering passenger safety and the govt organised initiatives inclyding reducing weekly work hours and schedule for flying staff meant with good intentions to improve flight safety in general across the country. 

Indigo took it easy and did not take enough precautions early on to increase flight crew, as lean principles and high employee utilisation were topmost in their mind. They delayed implementation of govt policies leading to the issue.

VSM symbols and Value Stream Map .. ..

 

Deep Learning output, from a blackbox ?

Deep learning models, particularly large neural networks like those used in computer vision or natural language processing, are generally considered "black boxes." This means that while we can observe the inputs and outputs, the internal workings—such as exactly which neuron processes which specific piece of information—are not transparently understandable.

When can this be properly understood or analysed ? Is the output from Deep Learning systems optimised or randomised ? Can we understand working of Deep Learning systems better ? Can any other digital system optimally replace this blackbox of neurons and network ?