A glimpse into psyche of the corrupt – newagebd.net

A labourer works at an apparel factory at Savar on the outskirts of Dhaka on June 18 as factories reopened after the general holiday ordered as a preventive measure against COVID-19. Agence France-Presse/Munir uz Zaman

You can make sense of neutron bombs

But not human beings! Helal Hafiz, An Obscene Civilisation

The goal of all life, as Sigmund Freud would have said it, is death. In other words, the story of human civilisation is a story of cultivated inhumanity. The global defense expenditure stands at $2 trillion in 2019, which raises a moral question about the opportunity cost in terms of spending on health, agriculture, education, housing and overall sustainable development. The twist of capitalism is that as profit motive becomes paramount, the inhumane drive of self-maximization pervades the entire society. When systemic greed meets dysfunctional institutions, corruption thrives.

As we are well into the fourth month into the COVID-19 outbreak, the total number of patients who tested positive inches towards one and half lac and the number of deaths crossed the two-thousand bar. Almost everyone now knows someone close by to have been affected by the symptoms of the virus. Renowned intellectuals, seasoned bureaucrats, business tycoons, health workers, and ordinary citizens have lost their lives in their fight with the invisible organism. While everyone tries to cope with the alarm and morbidity in the air, a section is trying to make a sordid fortune out of the crisis.

The overwhelming majority of the frontline fighters policy makers, administrators, physicians, or essential workers are demonstrating exceptional integrity and grit in the face of an unprecedented havoc. Yet, the remorseless graft of a minority of government employees, public representatives, businesses and private hospitals are hindering effective response to the outbreak and its socio-economic fallout.

II

Gather ye rosebuds while ye may Robert Herrick

A brief mapping of the main sectors in which COVID-related corruption is happening reveals interesting details. Crooks have been found unsurprisingly in the public administration the powerhouse of an overtly bureaucratically governed nation but also in local government and private sector businesses.

The viral outbreak laid bare the unthinkable fragility of our health sector. The number of intensive care units for treating critically ill patients is terribly low. Lack of medical equipment restricts doctors efforts to treat the patients. Colluding forces, known in the local parlance as syndicates, create artificial crisis of health equipment, thwarting companies that have sufficient reserve of corona testing kits from supplying to the point of use. The health ministry aided by international development organisations took initiatives to procure personal protective equipment, masks, goggles, and other health equipment for the government hospitals. Incredibly, in certain cases costs, according to news reports, estimated in the procurement process have been found to be four times the original market price. Earlier, in-depth investigations into health sector by Anti-Corruption Commission unearthed the endemic corruption that has bled the sector dry. When the survival of the entire populace hinges on the availability of adequate medical facilities, the health sector mafia are die hard. Had the cost been estimated honestly, four times more health equipment could have been procured, additional lives could have been saved. The corruption bonanza was not centered on medical equipment alone. Imaginative figures were suggested for software and website development. Large financial allocations were made for paying honorarium for seminars and conferences. Not only estimated costs of these services were fancied too high, the utility of these services are questionable given that fundamental health products are short of supply.

The local government, rural development and cooperatives ministry has suspended no less than 104 public representatives for irregularities in relief distribution since the start of coronavirus outbreak. Misappropriation of funds or relief goods and manipulating the lists of beneficiaries are probably the two main graft ploys. At the local government level, embezzlement of public resources was a problem even prior to the coronavirus outbreak, but seems to have escalated in the times of a national crisis.

Private sector health care industry is also not immune from malfeasance. Doctors have been risking death and a significant number of healthcare professionals have died. While their humanism and professional ethic lights a ray of hope in these dark hours, certain businesses and private hospitals have seized upon the COVID-19 as an opportunity for brisk profit. Price of oxygen cylinder shot up in certain areas and a few private hospitals are charging exorbitant prices for their services.

III

When the city burns, even the temples of the gods are not spared.

Bharatchandra Roy

No one is invulnerable to the new virus. Friends and family members of even the rich and the powerful have fallen victim. Imminent risk of death usually modifies our behaviour by triggering the primal instincts of fight or flight. It boggles mind to surmise what motives may be inducing the corrupt to keep stealing during catastrophic time. Fear of death doesnt hold them back. Do they have some twisted risk perception that makes them believe that they or their family will somehow escape the viral scourge?

In rare instances of heroism, people stick to their guns in the face of certain destruction. When the ship RMS Titanic was sinking the eight musicians on board decided to keep on playing their routines as the terrified passengers ran for their lives. The musicians sank with the ship still at their act and are today remembered for their heroism. History remembers another musician for the same grit, although for opposite effects: when Rome was burning, as the myth relates, its god-emperor Nero was strumming the chords of his fiddle. We got too many little, terrible Neros in a COVID-19-plagued Dhaka. When the novel coronavirus calamity will be over, they will be remembered for their passionate attachment to the business of inflating bills, falsifying lists and misappropriating resources meant for the most vulnerable section of the society.

The corruption bonanza is precisely the usual stock in trade for the unscrupulous sections in our predatory capitalist structure. In 2019, the Anti-Corruption Commission itself identified a number of factors driving the health sector corruption but there is no evidence that the reports recommendations could bring about any transformative change in the sector.

The risk-benefit assessment is the prime factor, if we assume that the corrupt nexus is acting on the basis of rational choices. In a system characterised by weak governance, often benefits are privatised and losses are public. The corrupt nexus might be anticipating that if they could make extra money, they could appropriate the benefit, while the loss, i.e. the risk of death can be passed off to the others, the most vulnerable.

Centralised and exclusionary patron-client structure: The ability to appropriate benefits and pass off losses to others is based on a political system strongly defined by partisan biases over considerations of rightful entitlement. The allegiance of the actors is primarily upward in a thoroughly centralized governance system, and thus whatever benefits they pass down to the public may be perceived as whatever pittance of favor or patronage the public is good enough for. The rest can be appropriated by them since they see their own position and rank in the centralised patron-client structure as an extra-institutional entitlement validated by political affiliation and so on. Crooks may even be seen justifying their rent-seeking actions and abuse of power with reference to the risks and sacrifices they have made for the sake of preserving this centralised and exclusionary patron-client structure.

A narrow horizon of action: The administrative and political personnel who engage in corruption may not have an interest or incentive in the greater good. They may lack the imagination and motivation to engage in actions that could both benefit the community and fortify their own social and institutional credentials. Innovative solutions with regard to institutional coordination, use of technology and knowledge are required for handling a situation like this, but that requires a larger horizon of action for public officials.

Conflicting value systems: Social values are more often than not narrowly centered on personal and familial success. Social status in the immediate social circle is chiefly defined by pecuniary riches. Powerful self-maximising socio-political networks mainly judge the merit of an action not in terms of values of impartial and rule-bound procedural and substantive justice, but in terms of direct gains to themselves and their networks.

The four reasons listed above are like scratches on the surface of a bottomless, inscrutable malaise that call for thoroughgoing analyses beyond mere moralisation or methodologically individualist psychologisation.

IV

A stronger nation sold death and destruction to a weaker nation and has been making some profit out of it. What profit on the one side, and what inconceivable harm to the other!

Rabindranath Tagore, The Death Trade in China

JOS Saramagos Nobel-winning novel Blindness is based on the idea of a pandemic. The story goes like this: An invisible virus began rendering people blind. The government took the decision to quarantine the patients in a specific area. Among the quarantined blind people, one group consisted of those blind by birth. The born-blind group formed a syndicate and started monopolising relief foods meant for all. They told their blind fellows that from now on the latter would need to buy their foods. Others from the quarantined population were shocked to hear this as they had no money or assets in the quarantine. The syndicate however came up with solutions. First, they told them to give up all their valuables for getting food. After plundering the valuables, the thugs came up with a new proposal: women for food.

Blindness in this case has a pattern to it: all are blind but some are blinder than others. The pervasive syndicates in our country are blind to everything but profit. They could capitalise a pandemic, a war, probably even a zombie outbreak or the armaggeddon. There is a certain denaturation in this money-centered conception of life. Norman O Brown demonstrated that the essence of modern economic activity involves an inability to grapple with ones mortality. The imperative to accumulate is linked with the need to be able to give gifts to others which is twisted back into a hyperbolic notion of self-interest, as captured in the concept of homo economicus. In a post-colonial, peripheral country like Bangladesh, the system of accumulation has been warped into a process of de-linking ones fate with others. Marx showed that in capitalism the transaction between the capitalist and the worker was not an exchange of equal value, instead the very creation of exchange value is predicated upon capture of a surplus value by the capitalist from the value produced by the worker. In the predatory capitalism that we have in our country, the predatory caste systematically delinks its fate with the ordinary populace. There may be a profound cynicism hidden in the predatory mentality: that the others, the people have no future. For all the rhetoric of boundless prosperity and breathless growth, the predators with hearts full of cynicism believe that they should untie their fate from the masses doomed to perpetual misery and eventual death. Hence, they seek to steal their way out of annihilation for the sake of their little circles defined by kinship, party, and other narrow affiliations.

Unable to live and phobic to die, our little Neros are like so many zombified undead trying to feast upon the flesh of the people that live against systemic odds.

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A glimpse into psyche of the corrupt - newagebd.net

Senedd roundup: Government writes off 470 million of NHS debt – Nation.Cymru

Health Minister, Vaughan Gething. Photo by Ymnes is licensed under CC BY 2.0

Owen Donovan,Senedd Home

Health Minister, Vaughan Gething, has written-off the 470m owed by NHS organisations in Wales so they can focus on recovering from the COVID-19 pandemic.

Since the introduction of the NHS Finance Act 2014 a stipulation was introduced that placed a duty on organisations to break even over a three-year period.

This years accounts show four health boards have not been able to operate within their budgets since 2014 and together have amassed deficits of more than 600m.

The government has provided cash support of almost 470m to these health boards over this period.

Mr Gething said: This level of historic deficit is clearly a barrier to the NHS as it starts to plan for the long-term recovery from the coronavirus pandemic and it holds these health boards back from achieving financial balance.

Until now, there has been an expectation NHS organisations would repay this deficit and the cash support. To do this, they would need to generate underspends. I have decided the 470m of cash support will not need to be repaid and when an organisation achieves its three-year break-even duty, it will not be required to repay any historic deficits.

This will provide certainty to these organisations, helping them to focus on the immediate recovery from coronavirus, while also planning for the future and striving for financial balance.

New 44 production set to switch from Bridgend to France

Ineos Automotive has suspended plans to build a new 44 vehicle plant in Wales amid reports that production could be switched to a site in Moselle, France.

The companys new Grenadier 44 was to have been built next to the Ford engine plant at Bridgend, which is to shut this autumn with the loss of 1,700 jobs.

In a statement released on Tuesday, Ineos Automotive chief executive,Dirk Heilmann, said: Overcapacity has long been a major issue for the automotive sector.

Of course, we considered this route previously, but as a result of the Covid-19 pandemic some new options such as this one with the plant in Hambach have opened up that were simply not available to us previously.

We are therefore having another look and reviewing whether the addition of two new manufacturing facilities is the right thing to do in the current environment.

Petrochemicals firm Ineos, which is owned by billionaire Sir Jim Ratcliffe only announced that it would make the vehicle in Wales last September.

The facility in Bridgend was expected to create up to 500 jobs.

Support

The Welsh Government was reportedly providing around 10 million to bring production to Wales and the company was also set to receive support from the UK Government.

Economy Minister Ken Skates said: I have told the CEO that abandoning Bridgend at this late stage, after so much effort and money has been invested in preparing the site, would be a terrible decision for Wales and the UK.

We have impressed on the company in no uncertain terms the importance of honouring its commitment to Wales and to deliver on its promise to build a British icon here in Britain.

Plaid Cymru Shadow Minister for the Economy, Helen Mary Jones MS, described the news as an ominous sign of things to come.

Its deeply disappointing to hear that plans to build a new factory in Bridgend have been put on hold although not a complete shock. The fact that a site on mainland Europe appears to be favoured over a site in Wales may be a sign of what we risk, post Brexit.

It is very important that Welsh Government seeks to understand the full picture from Ineos, engage with them and try to change their minds.

Minister prioritises faster test turnaround

Health Minister Vaughan Gething said that increasing the speed at which coronavirus tests are processed in Wales is a real priority at Tuesdays coronavirus press briefing.

Currently just 49.4% of test results are returned within 24-hours and 74.4% of results come back within two days.

The health minister said he was is meeting officialson Tuesday afternoonto understand whats being done and when I can expect to see those further improvements being made.

The governments scientific advisers have set 24-hours as the benchmark for a successful tracing programme and Mr Gething acknowledged that the speed of the test results makes a difference to the effectiveness of the contact tracing system.

Because as soon as those results are available, theyre passed on to that Test, Trace, Protect service to begin the process of not just notifying that person but obviously follow-up contact tracing, he said.

He added he would say more on the practical changes to improve test processing speed over the next few days.

Strategy

The minister also said that he will publish a revised testing strategy for coronavirus by the end of next week.

He explained the benefit of conducting more asymptomatic testing was being reviewed with scientists and the chief medical officer, but added At this point in time, the evidence still isnt there to suggest we should have a widespread programme of testing groups of people who dont have symptoms.

I can though say that Im expecting to have a revised testing strategy with updated advice information and evidence to underpin it, and I expect to be able to publish that revised strategy before the end of this Senedd term so by the end of next week at the latest.

Earlier in the week Welsh Conservative Shadow Health Minister Angela Burns MS criticised the slowdown in the governments testing programme in recent weeks.

It is a scandal that only half of Covid test results in Wales are being turned around in a day compared to two thirds of a similar number of daily tests being processed in this time just a few weeks ago. Ministers need to get a grip and turn this situation around to ensure an effective testing system in place as we reopen Wales, she said.

Three more deaths from coronavirus were reported by Public Health Wales on Tuesday, taking the total number of deaths due to Covid-19 to 1,534.

Seven new cases were confirmed, meaning 15,900 people have now tested positive for the virus. There were 3,174 tests carried out yesterday.

School categorisations to be suspended next year

The government has announced it will suspend school categorisation for the 2020 to 2021 academic year, as part of its measures to reduce pressure on schools during the COVID-19 pandemic.

Every year, all primary and secondary schools in Wales are measured against a range of factors and placed into one of four colour-coded categories.

The system helps identify schools that need the most support and guidance, those doing well but could be doing better and those thatare highly effective and can act as support to other schools.

The updated categories are published every January on theMy Local School website.

Education Minister, Kirsty Williams, said: I recognise the difficult circumstances schools are currently operating in. My priority is to allow staff to focus their energies on the needs of pupils during these extraordinary and challenging times.

I am committed to help reduce the administrative workload on education settings, where it is appropriate and safe to do so. I have temporarily relaxed requirements to undertake national tests and assessments and also worked with Estyn to pause its inspection arrangements.

These steps will help give schools the space to continue the fantastic work they are doing in supporting their learners.

Kirsty Williams AM Education Minister. Photo National Assembly for Wales and licensed under CC BY 2.0

Law setting out new national curriculum introduced at the Senedd

Curriculum & Assessment BillIntroduced by Education Minister, Kirsty Williams (Lib Dem, Brecon & Radnor)Bill (pdf)Explanatory Memorandum (pdf)

Why introduce the Curriculum and Assessment Bill?

The Bill gives legal effect to the proposed new national curriculum for Wales (more details here).

The principles of the new curriculum were developed byProf. Graham Donaldson during the Fourth Senedd. A white paper was published at the start of 2019 and following consultation exercises and the advice of expert groups, a final version was published at the start of 2020.

The new curriculum applies to students aged 3-16 and will be phased in for nursery, primary and Year 7 pupils from September 2022, with the process completed when 2022s Year 7 cohort start Year 11 in September 2026.

The only provisions relating to sixth-forms/post-16 education mention providing a broad and balanced curriculum.

The Scottish curriculum introduced in 2010 as theCurriculum for Excellence is similar to the one being introduced in Wales. An independent review is currently beingprepared by the OECD on its impact, withissues emergingabout narrowing subject choice (at the Scottish equivalent of GCSE and A-Level) and a failure to close the attainment gap between state schools and independent schools.

The Lowdown: Four Key Proposals in the Bill

I summarised the core principleshere, but for the sake of clarity therell be four overarching principles/aims to the new curriculum (Four Purposes) and instead of traditional subjects, therell be six Areas of Learning (Expressive Arts, Health & Wellbeing, Humanities, Languages & Literacy, Mathematics & Numeracy, Science & Technology).

Teachers and schools will be given the freedom to choose how and (to an extent) what students study in each Area of Learning. However, religious education (more later), relationship & sexuality education (RSE), Welsh and English will be mandatory (with a few exceptions, touched on below).

Digital skills, literacy and numeracy will be fully integrated across all subjects, while a local, national and international context to learning (known as the concept of cynefin/habitat) aims to ensure students understand Wales and their place in the world.

Headteachers of Welsh-medium schools and nurseries can opt-out of mandatory English until pupils reach the age of 7 to ensure pupils attending Welsh-medium settings can gain a measure of fluency before they leave Foundation Phase.

Pupils will begin to specialise and choose subjects as they get older in preparation for GCSEs, and schools must offer a choice of subjects in Year 10 and 11 though headteachers will be able to override this if a pupil isnt meeting attainment expectations or a subject is impractical or disproportionately expensive to teach (subject to review/appeal).

Key Stages will be scrapped and replaced with progression steps at ages 5,8,11,14 and 16 based on a teachers assessment of how well a student is doing and a determination of what additional support they may need.

The Welsh Government will be required to prepare three codes to govern specific areas of the curriculum:

The draft codes will be subject to Senedd approval, seemingly under the negative procedure (they come into effect automatically unless MSs explicitly vote to reject them).

The Welsh Government will be able to disapply or amend elements of the curriculum by order to specific schools or nurseries if those schools/nurseries are taking part in experiments or development work.

Adevelopment plan for students with Additional Learning Needscan also disapply parts of the curriculum, while headteachers (through powers in government regulations) will be able to disapply parts of the curriculum foranypupil for a maximum of 6 months (subject to appeal).

While Pupil Referral Units (PRUs) usually used for children with behavioural problems or otherwise at risk of permanent exclusion have to apply the new curriculum too, theyll only need to do so as far as is reasonably practical in order to provide additional flexibility given the challenging teaching environment.

Religious Education is to be reformed as Religion, Values & Ethics (RVE) its actually the only specific subject dealt with in any detail on the face of the Bill, though Im sure MSs will want to add their own as the Bill proceeds through the Senedd.

Faith schools can shape their RVE syllabus around their specific religion or denomination, but if theres no mention of religious education in their trust deed, theyll have to include the teaching of beliefs, religions and denominations other than the one of their school though in such circumstances parents will be able to request that their children are taught solely to the religion/denomination of the trust deed.

The RVE syllabus will be drafted by local authorities. It must reflect that Christianity forms the main religious tradition in Great Britain whilst taking into account other religions and the range of non-religious philosophical positions.

The RVE syllabus in each local authority will be developed in consultation with an advisory council which will have to include representatives of non-religious philosophies (in practice this means humanism, but could potentially also include Pastafarians, Satanists, Jedis, Heavy Metal, Dennis Bergkamp and Scientology).

Sixth-formers (16-18-year-olds) can choose for themselves to opt-out of collective acts of worship and would no longer have to receive compulsory RVE. For the under-16s, parents can withdraw their children on request.

How much will the Curriculum & Assessment Bill cost?

A lot.

The Welsh Government has already spent around 68million on developing the new curriculum, teacher training and trialling it at pioneer schools. They expect to spend a further 21million in 2020-21. Thats 89million already.

The Regional Consortia have spent 15.5million, Estyn has spent 4.4million and Qualifications Wales 3.5million. So the total rises to around 113million before the curriculum has even been introduced.

The total cost of the Bills provisions (on top of the money thats already been spent) is expected to be anything between 196.4million and 225.5million between 2021-22 and 2030-31.

The actual benefits are hard to quantify and the new curriculum is more about pedagogy/teaching methods than generating a hard quantifiable benefit.

There would be a natural positive social, environmental and economic impact if the new curriculum results in a closed attainment gap between disadvantaged and advantaged pupils and boys and girls. Other potential benefitscouldinclude improved qualification rates amongst school leavers and the teaching workforce, increased numbers of students staying on to post-16 education and also improved job satisfaction amongst teachers (which may reduce stress and sickness levels and improve recruitment and retention). Itll be a long time before wed see any of that though.

Photo by Toa Heftiba on Unsplash

Report: 1,100 top-earners would need to move to Wales to make a top-rate income tax cut pay off

Finance CommitteeThe impact of variations in national and sub-national income tax(pdf)Published: 2nd July 2020

Though we concluded our evidence gathering for this inquiry before the true extent of the Covid-19 pandemic was realised, it is clear that difficult decisions on taxation will need to be made in order to aid economic recovery. We urge the Welsh Government to start considering tax policies and looking at contingencies to ensure that all the fiscal levers are available to aid Wales recovery from the global pandemic. Committee Chair, Llyr Gruffydd MS (Plaid, North Wales)

Since April 2019, Wales has been able to vary income tax up or down by up to 10% (Welsh Rate of Income Tax/WRIT). The Welsh Government has committed to keeping WRIT unchanged for the remainder of the term.

A combined 141,200 people are estimated to cross the Wales-England border in both directions for work daily, but the income tax they pay will be based on where they live. The Committee was focused on the cross-border impact of different rates of income tax.

Research by Cardiff Business School found that a 5% cut in income tax in Wales would reduce Welsh Government revenues by up to 3.9%. While it would eventually result in a 0.13% increase to GVA and a 0.35% increase in employment, this will only happen over a longer period.

However, theres a lack of Wales-specific data, making accurate economic and tax modelling (particularly concerning cross-border issues) difficult. The Committee recommended that HMRCs knowledge and intelligence division improves taxpayer identification and works with the Welsh Government to improve research.

To be in the top 1% of earners in Wales you need to earn a minimum of 94,600, while the UK figure was 153,400, meaning differences in earnings between Wales and England were also bigger at the top end than at the lower end.

The Institute for Fiscal Studies David Phillips told the Committee that international evidence points to higher earners making the most of different tax regimes than average earners. That said, moving to take advantage of different tax rates is in itself expensive (cost of moving properties, tax planning, social impact). He concluded that it may only be worth the effort if theres a big difference in tax rates.

If Wales abolished the additional/top rate of income tax (45%), then at least 1,100 top earners would need to move to Wales for the tax cut to lead to an increase in Welsh Government revenues. If 6,000 top earners moved to Wales, tax revenues would increase by up to 129million a year effectively doubling the number of top-rate taxpayers in the country.

The Committee recommended the Welsh Government considers tax policy options to broaden the tax base including attracting young graduates and high-earners but only after taking into account non-tax factors which may affect migratory behaviour (employment, cost of living, education).

One of the biggest tax loopholes to minimise an income tax bill is for someone to incorporate their income by, for example, registering as self-employed or as a company.

The difference in tax bills between an employee earning 40,000 a year (income tax) and a company/self-employed person (dividends, corporation tax, capital gains etc.) earning the same amount can be up to 4,500 and its completely legal.

David Phillips said devolving savings and dividend income (the WRIT only applies to non-savings and non-dividend income) may give the Welsh Government more options but would expose the Welsh Government to more volatile parts of revenues. The Committee agreed though the Welsh Government wasnt keen to seek those powers yet.

There was also a warning on so-called spill-over effects. In Scotland, when the basic rate of income tax was cut to 19%, those who claimed means-tested benefits run centrally by the UK such as universal credit saw their benefits reduced, which effectively cancelled out the tax reduction.

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Senedd roundup: Government writes off 470 million of NHS debt - Nation.Cymru

Four traveller groups arrive in the Black Country – expressandstar.com

Around 15 vans arrived on Coppice Farm park in New Invention, Willenhall, on Wednesday prompting worried calls to local councillors from residents.

The park spreads across the boroughs border with Wolverhampton and the group has settled on land belonging to the city.

But it has emerged a number of vans have also set up near a Bentley church, arriving earlier this week, while there is currently a group on undisclosed private land in Walsall town centre.

Walsall Council officers dealt with travellers who had illegally set up camp at the Challenge Building site in the town centre and they have been moved on.

West Midlands Police and both local authorities are aware of the encampments.

Willenhall North councillor and Walsall Liberal Democrat group leader Ian Shires said: "There have been four incursions across the borough with those at Coppice Farm the last to arrive.

"So it really does appear that Walsall is being targeted. The sheer volume of incursions is going to stretch the community protection team at Walsall Council."

He added that when he was contacted about the Coppice Farm incursion, he contacted the authority and also alerted his elected counterparts in Wolverhampton.

Conservative Willenhall North councillor Adam Hicken said residents in the area were worried following incidents last week where a large group of travellers broke into New Invention Junior Schools playing fields, destroyed a fruit tree orchard planting by children and started bonfires and reportedly committed theft and anti-social behaviour in the area.

The group which had been escorted into the area by Staffordshire Police were finally removed on July 2.

Councillor Hicken said: "People are definitely fearful. Ive not had any reports yet of anti-social behaviour or crime.

"Im hoping we dont get those following what happened in New Invention so its a case of wait and see.

"If they are well behaved and not creating a mess then thats fine and I wish them safe travels."

A West Midlands Police spokesman said all the incursions were being monitored currently.

A spokesman for Walsall Council said: "We have been made aware of Unauthorised Encampments (UEs) and the community protection team are working hard to resolve the issues.

"Occupants have now vacated the land on the Challenge Car Park, Hatherton Street following prompt action and a forced eviction.

"Officers have responded to and are following up the UE on land adjacent to Emmanuelle Church in Cairn Drive.

"We have also been made aware of caravans on private land in Walsall Town Centre and have advised the landowners on this matter.

"Community protection continue to respond swiftly to all reports of UEs in the borough."

A Wolverhampton City Council spokesman added: "We are aware of a traveller incursion on public land behind Coppice Performing Arts School. We are liaising with bailiffs and have started the legal process to move them on."

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Four traveller groups arrive in the Black Country - expressandstar.com

WILLY MUTUNGA – Saba Saba at 30: The Struggle for Progressive Alternative Political Leadership in Kenya Continues – The Elephant

Three decades ago, driven by a quest to reclaim their sovereignty and recalibrate the power relations between the state and society, the people of this country went to the streets to push for political and constitutional reforms, a major inflection point in the history of our nation. Through a protracted, peaceful struggle by Kenyans in the country and in the diaspora, the country finally transitioned into a multi-party democracy.

The struggle is not over; Kenyas politics have taken a backward trajectory, moving towards dictatorship in the midst of an intra-elite succession struggle that could descend into violent conflict, chaos, and even civil war.

Kenya is a fake democracy where elections do not matter because the infrastructure of elections has been captured by the elites. There is a danger of normalising electoral authoritarianism, where the vote neither counts nor gets counted. The Judiciary is under constant attack and disparagement by the executive while parliament is contorted into a body increasingly unable to represent Kenyans and provide oversight over the executives actions. The security services are unleashed on the poor and the dispossessed as if they are not citizens but enemies to be hunted down and destroyed.

A range of constitutional commissions are in a state of contrived dysfunction while our media business model is failing, accelerated by political interference. Grand corruptionperpetrated by a handful of families and by the elites collectivelyhas been normalised and the fight against corruption has been politicised. In the creeping descent into dictatorship, civilian public services have been militarised and the 2010 Constitution that was in many ways a culmination of the struggle that started on 7 July 1990 when the late Kenneth Matiba and Charles Rubia called for a meeting at the Kamukunji grounds in Nairobi, is being deliberately undermined.

We have a duty and a responsibility to defend Kenyas constitution; to resist efforts to undermine devolution in particular; to resist those determined to continue looting an economy already on its knees; to stand up against efforts to brutalise, dehumanise, and rent asunder the essential human dignity of Kenyans as a people.

Three decades is a generation. The generation that voted for the first time in 1992 is a venerated demographic that is 48 years old today. It is the generation of freedom (the South African equivalent of the born-frees), and a significant part of the cohort that participated in the struggle as teens or young adults. It is the generation that bore the brunt of the struggle for freedom but which has been denied the opportunity for real political leadership. That part of its membership that has had access to state power is drawn from the reactionary wing of the groupthe scions of the decadent YK92 and drivers of the NO campaign against a new constitution.

Despite having successfully fought for a new constitution, three decades after Saba Saba, the frustration felt by this generation and its children runs deep. Why? Power is still largely imperial, exercised in a brutal and unaccountable manner, as institutions flail and falter. The country is still ethnically divided, the fabric of our nationhood is fraying and its stability remains remarkably and frighteningly fragile. Foreign domination, exploitation, oppression is still with us. Poverty and inequality still reign as a tiny economic aristocracy consolidates wealth at the top, while a large pool of the poor underclass expands at the bottom. Why is this the case? Why, after three major successful transitions over three decadesmultipartyism in 1992; power transition in 2002; and a new constitution in 2010are we still being frustrated by our politics and economics? Why is our quest to advance Kenya as a prosperous, democratic and stable country floundering? I see five main reasons why Kenyas democratisation and development have been stymied.

First, and most importantly, is the moral bankruptcy of Kenyas elite. It is the loyal facilitator of our continued colonisation by the imperialism of the West and the East. We have a political elite whotogether with their acolytes in the middle classesview this constitution as inconvenient and who have in the last decade taken every step to undermine it, now even audaciously threatening to overhaul it. This mythmaking of how the constitution doesnt work for us; or how it is expensive (despite analytical evidence to the contrary), or how it does not promote inclusivity, is basically political mischief-making that must be roundly denounced and firmly rejected.

But this hostile attitude by the political class towards the constitution should not surprise us. The constitution was imposed on them by the people through a people-driven process. And we must remember that they proposed more amendments to it on the floor of the House than there were articles in the constitution. To be sure, when the political class finds a constitution, a law or an institution to be an inconvenience, that is a clear indicator of success.

We must actively resist the schemes by the political class to hijack, mangle and wreck the constitution, and thus remove the checks that make the exercise of political power onerous. The constitutional product is only as goodand as secureas the process that creates it. And whereas we must salute the decision of Uhuru Kenyatta and Raila Odinga to stop the grandstanding and step back from the brink to save lives, the framework for dealing with the issues that created the problem in the first place (such as electoral theft right from the party primaries to the general election, ethnicity, police brutality and vigilante massacres) should have been broader, more structured, and more inclusive than the present process which is private, exclusionary, unstructured and partisan.

The moral bankruptcy of the political elite is pushing us into a false choice between dynasties and hustlersa very superficial and shallow narrative masquerading as a class-based political contest yet it is merely a joust between gangs. It is a (mis)-framing that obscures the underlying forces that create underdevelopment, instability and violence and those who benefit from the end result. We must not buy into this misframing of our political choices, whose guile in placing a confederacy of familiar surnames on one side, and a well-known economic rustler of public assets on the other, seeks to hide the common denominator of those two groups: the plutocrats within the state that are the beneficiaries. Both are extractive and extortionist, only distinguished by the differences in their predatory styles and their longevity in the enterprise of shaking down the Kenyan public. This is a club, a class of state-dependent accumulationists and state-created capitalists united by a history of plunder of public resources and unprincipled political posturing, and only divided by the revolving-door cycle of access to the public trough.

My second argument as to why, despite the many progressive political and constitutional transitions the country still feels restless and dissatisfied, has to do with the performance and the posture adopted by parliament. Whereas the judiciary has emerged as an effective and consequential arm of government since 2011, simultaneously playing defender and goalkeeper of the constitution, parliament, has since 2013, and even more so now, acquiesced as an adjunct to the executive. In a complete misreading of the presidential system, parliament sees itself as an extension rather than a check on the executive. The senate is even worse; instead of playing its constitutive role of protecting devolution against the excesses and encroachment of the national government, senators got into the most parochial contest of egos with the governors, bizarrely siding with the executive to stream-roll and undermine devolution. It took the judiciary, through a number of bold decisions, and the public, who rallied around devolution, including in the ruling partys backyard, to save devolution from an early collapse.

Third is the suboptimal output from devolved governments. Devolution has been good but is not yet great. Because of a hostile national government and endemic corruption in the counties, devolved governments have not performed optimally although, compared to the central governments record of the last 50 years, they have made a big difference in peoples daily lives. Although devolution has been revolutionary, a combination of frustration from the top (especially from the Treasury the Devolution Ministry (particularly the first one) and the Provincial Administration) and the extremely poor and corrupt leadership of some governors have delayed the devolution dividends.

I dare say that without the strong backing of the judgesa raft of decisions by the High Court and two decisions by the Supreme Court on the Division of Revenue Billdevolution would long have unravelled. These decisions are part of the reason for the animosity towards the judiciary that we have witnessed in the last decade.

Fourth, political parties have not been operating optimally. Political party primaries have been heavily rigged and violent, which has undermined peoples faith in the democratic process. Further, the Political Parties Fund is operated in an opaque manner, with the size of the allocations to some parties being equal to the allocations that are given to some counties. The disorganisation and privatisation of parties is nurturing a feeling of despondency and a lack of belief in parties, yet our constitution envisages a party-based constitutional democracy.

Fifth is the countrys economic collapse due to mismanagement. This economic failure preceded the COVID-19 pandemic. Never before has the country witnessed such a spectacular mismanagement of the economy. There is absolute incoherence and inconsistency in the public policy priorities. From a glitzy manifesto that has been honoured more in the breach than in the observance, to the Big 4 Agenda, the Nairobi Regeneration Team, the Anti-Corruption, we are all over the place, and are now consumed by succession politics. We have a ballooning debt that is unprecedented in stock (over Sh6 trillion), in composition (much of it expensive commercial debt); and in impact (Eurobond monies are yet to be accounted for).

In this context, it would be extremely foolish to think that individuals who have been partners in this mismanagement could be plausible alternatives. The authors of the last seven years of corruption, debt, and underdevelopment are known and so, if the country is to stand a chance of realising the benefits of the transitions that it has undergone, then it would be utter tomfoolery to consider parading any of these characters as the agents of that change.

Our Constitution is not defective. The quality of our elite isfatally so. The problem is not in the structure of power as expressed in our constitutional architecture, but in the exercise of power in the conduct, choice and decisions that leadersand to some extent the massesmake. The structure of power does not command us to have a President, Speaker, Prime Minister (that is what the Majority Leader would be in a parliamentary system), Attorney General, Chief of Defence Forces, Director General of Intelligence, Head of Kenya Police, Director of Directorate of Criminal Investigations, Governor of Central Bank, Commissioner General of Kenya Revenue Authority, and Auditor General, all from one region.

It is the exercise of that power, both by the nominating and confirming authorities, that allows for this construction of an ethnic hegemony at the heart and in the commanding heights of state affairs. This is not to question the competence and patriotism of these compatriots; it is to question the effect of this apparent singular concentration of competence in one ethnic identity on the fabric of our nationhood. The absolute necessity for diversity and inclusion in public positions and policy cannot be gainsaid. That is how you create a strong and united nation. The argument that changing the constitution will, ipso facto, foster inclusivity is a false one. With an already expansive government of 22 ministers, over 40 Principal Secretaries, parastatal chiefs, and an expanded leadership in both Houses of Parliament, how come we are still not able to be inclusive?

Vuguvugu la Mageuzi (VUMA) or Kongomano la Mageuzi. These are possible names of a transformative movement made up of all the social movements that exist in the country and that, going forward, would tackle a number of issues.

First, the middle class civil society must reactivate its engagement and build strategic and effective alliances with grassroots movements and the over 40 social justice centres countrywide to keep both national and county governments in check and create a strong central defence for the constitution. Indeed, the countervailing power of the civil society must be strengthened.

VUMA should be the crucible for the development of alternative leaderships drawn from such movements as The Artist Movements of cartoonists, film makers, singers, poets, and song writers; 100 Days of the Citizens Assemblies; Congress for the Protection of the Constitution; DeCOALonise; Friends of Lake Turkana; Inuka Kenya Ni Sisi, Okoa Mombasa, Kenya Tuitakayo Movement and SwitchOffKPLC. There are many others in formation: the movement to protect the rights of tea workers in Kericho; the movement to protect the cane farmers in Western Kenya; the movement to protect devolution in the NFD; the movements that defend community land from commodification; farmers revolts against crony capitalism in the Rift Valley and Central Kenya; and the movement to withdraw our troops from Somalia, among others.

Second, the movement must give voice and support the Council of Governors demands for the arrears in development funds that the national government continues to refuse to disburse.

Third, this is a good moment for the emergence of an alternative leadership for Kenya. The political elites are in fear of each other and there is a hurting stalemate in their relationship and negotiations. We need to invest in the rupture of those negotiations.

Fourth, we need to support a principled and fair fight against corruption, both at the national and county levels, and establish whether public policy and the law have been used for public good or private gain.

Fifth, we also need to set up at least three Judicial Commissions of Inquiry, the first one being on the public debt incurred since independence so that we can establish the rationale, basis, terms, impact and beneficiaries of these debts. This includes Ken-Ren, Goldenberg, Anglo Leasing, SGR, Eurobond and other scams. The second one should be on all government technology projects from IFMIS to OT-Morpho, to Huduma Number to E-Citizen. The third commission of inquiry should target police brutality and the vigilante and police massacres of 2017, especially in Western Kenya and in the slums of Nairobi.

Sixth, we should revisit all the solutions devised by the Saitoti Report; the Akiwumi Ethnic Clashes Report; the Ndungu Land Report; the InterParty-Parliamentary Group Report (particularly its unfinished business); the Truth and Justice Commission Report; the Kreigler Report; the Kroll Report; Kofi Annans Agenda 4; the Waki Report and all the reports developed by the civil society as solutions to our societal problems. That rich and robust material should be debated and refined for implementation.

Seventh, we must undertake mass civic education on the contents of the 2010 Constitution with a view to triggering the citizenry to demand its implementation;

Eighth, we must form a united front with political parties that are against imperialism and baronial rule and their respective narratives.

Ninth, we must nurture a political party or political parties that will contest for political power in the interests of the motherland.

And lastly, we must ensure that the failure of the ruling elite to secure the social and economic rights of the Kenyan people as provided for under the constitution (the right to food, housing, water, education, health, social security, employment) during the ongoing pandemic is an important lesson about the kind of leadership this country should not have.

The future of the constitution and our democracy will depend on the quality of leaders the country elects. That is when the full dividends of Saba Saba and 2010 will be fully realised. As the United States has shown, even constitutions, institutions, and customs that have been nurtured over hundreds of years can come easily undone by a rogue leadership and a pliant public.

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WILLY MUTUNGA - Saba Saba at 30: The Struggle for Progressive Alternative Political Leadership in Kenya Continues - The Elephant

The General Election of 2020 – ft.lk

We must vote to save, secure and advance the institutions of liberal democracy that we have Pic by Shehan Gunasekara

In terms of the issues at stake, the 5 August General Election poses the same challenges as the Presidential Election of November 2019 and more. Not necessarily because of the intervening hiatus of the coronavirus either.

November 2019 was about electing someone who in the widest public perception would get a job done in sharp contrast to the Sirisena-Wickremesinghe regime that preceded it and also the front person for the Jathika Chinthanaya based ideology of a new constitution and form of governance. It was therefore a vote for clear and decisive leadership; for law and order and stability and for legitimacy rooted in the heart of society.

This was secured with a majority of over 1.5 million votes in an election, which it must be said, the opposition in effect handed over power to Rajapaksa through its own incompetence as he indeed, won it through his overwhelming charisma and appeal.

Rajapaksa therefore has the mandate to govern as he sees fit and without the encumbrance of Parliament, in the COVID era, he has effectively given reign to his militaristic impulses and established Task Forces for a disciplined, virtuous and law-abiding society as well as for archaeological heritage in the east. Moreover, the handling of the COVID virus is in the hands of those in the military and those who were in the military a military mindset. Ironically one of the groups largely affected by the virus is the Navy! No one is asking the question as to how this has happened; the regime is certainly not telling.

This brings us therefore to the importance of Parliament and the General Election. In any functioning democracy or any society with the pretensions of being one, the three basic pillars of government must operate i.e. the executive, legislature and judiciary. One of these pillars should not have the power to lay down the law to the others in a variation of Vattels definition of the balance of power.

Moreover, the basic functions of the three pillars is that the executive would be responsible for the implementation of the laws that the legislature debates and passes these could be laws that the executive proposes in the first instance. Parliament is essentially a deliberative body and debating chamber; it is not about implementation but it is about the allocation and accountability of resources for the implementation of policies it agrees upon. The judiciary upholds the rule of law and interprets the actions of the executive within the framework of the constitution.

Since the second of March dissolution of Parliament this system could not operate. Was not allowed to. The Supreme Court held with the executive on this and from the second of June until the next parliament meets, there is really no authority for the raising and expenditure of public finance. The hallowed and if not also hackneyed adage about parliamentary authority over public finance No taxation without Representation has been thrown overboard.

Whilst the management of the COVID virus spread is being seen as a relative success, there is the economic time bomb ticking away and the increasing authoritarian majoritarianism of a regime and chief executive who arrests lawyers but does not bring them to court and pardons ex-army officers for the most horrendous of crimes for which, conviction has been handed down by the highest court in the land.

Economically we have been downgraded by the rating agencies to B- and back to lower middle-income status. It is estimated that over the next five years we will have to pay back in debt repayments approximately $ 4 billion a year. Some estimates are higher. International lenders are presumably waiting for a new Parliament to start negotiations on relief. Some money is being given to small and medium business relief and money from China has been pledged.

The Japanese have suspended discussions on debt relief. The ridiculous and it appears, deliberately misleading controversy over the Millennium Challenge Account grant of $ 480 million is further damaging. What happens when the toll of unemployment in the garment sector, the hospitality trade, migrant labour, and small and medium businesses begins to bite and bite harder?

Consolidating the dynasty

The General Election for the regime has always been about securing a two-third majority in Parliament to consolidate the dynasty. For the President, specifically, it is about the peoples mandate constitutionally sanctioned by an election to create a system of government and governance to his liking. He clearly likes the unfettered room for manoeuvre afforded by the 1978 Constitution and it will be no surprise therefore if he moves fast, two thirds granted directly to him or not, to return to it without the restrictions of the Nineteenth Amendment and what he and his supporters see, as the costly irrelevance of the Thirteenth.

This could happen against a rising tide of discontent on the economic front and the use, yet again, of the constitution for instrumental purposes defence of national security, stability and law and order a defence against those both local and international who fall on the wrong side of the patriot/traitor divide. Yet the economic consequences of the virus may outlive the euphoria of populist and authoritarian constitutional reform. It all depends in how badly it is going to hit was has so far been the Rajapaksa constituency in the population. If it is going to be bad and going to evoke a ham-fisted and heavy handed response form the regime, we will be back to fighting for basic human rights, basic civil and political rights.

There is the issue of what the voter should do in this election that is the voter who does not have a fixed partisan affiliation. It appears too that there is the disaffection with the choice of parties and candidates available and therefore a decision not to vote. In the event, if voting is decided upon, to spoil the ballot. Whilst this might appease individual consciences, this will also enable the mandate to be based on a smaller proportion of the total national vote and in order to secure fundamental rights and duties, institutions and processes of a functioning liberal democracy no one side should be so powerful as to be in a position to lay down the law to others. Checks and balances are the order of the day both institutional and procedural. We must vote to save, secure and advance the institutions of liberal democracy that we have.

Either way, inside Parliament and out, no liberal democracy is worth its salt without a strong opposition. What we are presented with is dismal on the street they say that one faction of the UNP is with the President and the other with the Prime Minister. There is therefore no real choice no real champion of a Sri Lanka founded upon the idea of Unity in Diversity and committed to protect and expand it at all costs. This leaves the section of civil society who had its heyday in October 2018 to return to the fight of explaining the importance of the constitution and democracy to the everyday life of the peoples and their country.

Were the Democrats to win the US presidency in November, there is the chance of a more human rights and democracy friendly international environment taking hold.

However, the point is simply that the design and trajectory of political, economic and constitutional developments for Sri Lanka should be the primary responsibility of Sri Lankans we are the stakeholders and the country is the site of contestation and struggle.

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The General Election of 2020 - ft.lk

Global Enterprise Mobile Cloud Computing Industry – GlobeNewswire

New York, July 13, 2020 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Global Enterprise Mobile Cloud Computing Industry" - https://www.reportlinker.com/p05010592/?utm_source=GNW 8 Billion by 2027, growing at a CAGR of 19.1% over the period 2020-2027.

The U.S. Accounts for Over 26.9% of Global Market Size in 2020, While China is Forecast to Grow at a 24.5% CAGR for the Period of 2020-2027 The Enterprise Mobile Cloud Computing market in the U.S. is estimated at US$4 Billion in the year 2020. The country currently accounts for a 26.89% share in the global market. China, the world second largest economy, is forecast to reach an estimated market size of US$12.2 Billion in the year 2027 trailing a CAGR of 24.5% through 2027. Among the other noteworthy geographic markets are Japan and Canada, each forecast to grow at 13.8% and 16.9% respectively over the 2020-2027 period. Within Europe, Germany is forecast to grow at approximately 15.1% CAGR while Rest of European market (as defined in the study) will reach US$12.2 Billion by the year 2027.We bring years of research experience to this 15th edition of our report. The 131-page report presents concise insights into how the pandemic has impacted production and the buy side for 2020 and 2021. A short-term phased recovery by key geography is also addressed.

-Competitors identified in this market include, among others,

Read the full report: https://www.reportlinker.com/p05010592/?utm_source=GNW

I. INTRODUCTION, METHODOLOGY & REPORT SCOPE

II. EXECUTIVE SUMMARY

1. MARKET OVERVIEW Mobility & Connectivity: The Two Most Important Buzzwords of the 21st Century Recent Market Activity Changing Demands of Modern Millennial-Heavy Mobile Workforce Provides a Fertile Environment for the Growth of Enterprise Mobile Cloud Computing Workforce Mobility Sets Into Motion a US$38 Billion Enterprise Mobility Enablement Market How the Cloud Fits Into the Enterprise Mobility Equation Emergence of Cloud as the True Flavor of Mobility Enterprise Mobile Cloud Computing: The Convergence of Enterprise Mobility & the Cloud Rise of BYOD: The Cornerstone for the Evolution of Enterprise Mobile Cloud Computing Cloud-Based Enterprise Mobile Device Management: A Key Revenue Spinning Market Opportunity Enterprise Mobile Cloud Computing Drives the Importance of Delivering Mobile Apps Through Enterprise App Stores Use of Heterogeneous Cloud-Based Resources to Become the Standard Design Architecture for Enterprise Mobile Cloud Computing Applications Cloud Hosted Desktop Virtualization Enables Application Access On Any Device Mass Adoption of Cloud Based Apps Among the Growing Base of SMBs Worldwide Emerges as a Powerful Driver of Growth Smartphone Adoption, High-Speed Internet Penetration and Bandwidth Expansion Provide the Foundation for Growth Security Policy & Privacy Issues Gain Prominence with the Proliferation of Enterprise Mobile Cloud High Cloud Readiness Index Brings Developing Countries as Focal Points for Future Growth Market Outlook Global Competitor Market Shares Enterprise Mobile Cloud Computing Competitor Market Share Scenario Worldwide (in %): 2020 & 2029 Impact of Covid-19 and a Looming Global Recession

2. FOCUS ON SELECT PLAYERS Amazon Web Services, Inc. (USA) AT&T, Inc. (USA) CA, Inc. (USA) Cisco Systems, Inc. (USA) Egenera, Inc. (USA) Google, Inc. (USA) iLand (USA) International Business Machines Corp. (USA) Microsoft Corporation (USA) NOMADESK NV (Belgium) Oodrive (France) Oracle Corporation (USA) Rackspace, Inc. (USA) Salesforce.com, Inc. (USA) SAP SE (Germany) V2Soft, Inc. (USA) Vodafone Group Plc (UK)

3. MARKET TRENDS & DRIVERS

4. GLOBAL MARKET PERSPECTIVE Table 1: Enterprise Mobile Cloud Computing Global Market Estimates and Forecasts in US$ Million by Region/Country: 2020-2027

Table 2: Enterprise Mobile Cloud Computing Global Retrospective Market Scenario in US$ Million by Region/Country: 2012-2019

Table 3: Enterprise Mobile Cloud Computing Market Share Shift across Key Geographies Worldwide: 2012 VS 2020 VS 2027

III. MARKET ANALYSIS

GEOGRAPHIC MARKET ANALYSIS

UNITED STATES Market Facts & Figures Market Analytics Table 4: United States Enterprise Mobile Cloud Computing Market Estimates and Projections in US$ Million: 2020 to 2027

Table 5: Enterprise Mobile Cloud Computing Market in the United States: A Historic Review in US$ Million for 2012-2019

CANADA Table 6: Canadian Enterprise Mobile Cloud Computing Market Estimates and Forecasts in US$ Million: 2020 to 2027

Table 7: Canadian Enterprise Mobile Cloud Computing Historic Market Review in US$ Million: 2012-2019

JAPAN Table 8: Japanese Market for Enterprise Mobile Cloud Computing: Annual Sales Estimates and Projections in US$ Million for the Period 2020-2027

Table 9: Enterprise Mobile Cloud Computing Market in Japan: Historic Sales Analysis in US$ Million for the Period 2012-2019

CHINA Table 10: Chinese Enterprise Mobile Cloud Computing Market Growth Prospects in US$ Million for the Period 2020-2027

Table 11: Enterprise Mobile Cloud Computing Historic Market Analysis in China in US$ Million: 2012-2019

EUROPE Market Facts & Figures Market Analytics Table 12: European Enterprise Mobile Cloud Computing Market Demand Scenario in US$ Million by Region/Country: 2020-2027

Table 13: Enterprise Mobile Cloud Computing Market in Europe: A Historic Market Perspective in US$ Million by Region/Country for the Period 2012-2019

Table 14: European Enterprise Mobile Cloud Computing Market Share Shift by Region/Country: 2012 VS 2020 VS 2027

FRANCE Table 15: Enterprise Mobile Cloud Computing Market in France: Estimates and Projections in US$ Million for the Period 2020-2027

Table 16: French Enterprise Mobile Cloud Computing Historic Market Scenario in US$ Million: 2012-2019

GERMANY Table 17: Enterprise Mobile Cloud Computing Market in Germany: Recent Past, Current and Future Analysis in US$ Million for the Period 2020-2027

Table 18: German Enterprise Mobile Cloud Computing Historic Market Analysis in US$ Million: 2012-2019

ITALY Table 19: Italian Enterprise Mobile Cloud Computing Market Growth Prospects in US$ Million for the Period 2020-2027

Table 20: Enterprise Mobile Cloud Computing Historic Market Analysis in Italy in US$ Million: 2012-2019

UNITED KINGDOM Table 21: United Kingdom Market for Enterprise Mobile Cloud Computing: Annual Sales Estimates and Projections in US$ Million for the Period 2020-2027

Table 22: Enterprise Mobile Cloud Computing Market in the United Kingdom: Historic Sales Analysis in US$ Million for the Period 2012-2019

SPAIN Table 23: Spanish Enterprise Mobile Cloud Computing Market Estimates and Forecasts in US$ Million: 2020 to 2027

Table 24: Spanish Enterprise Mobile Cloud Computing Historic Market Review in US$ Million: 2012-2019

RUSSIA Table 25: Russian Enterprise Mobile Cloud Computing Market Estimates and Projections in US$ Million: 2020 to 2027

Table 26: Enterprise Mobile Cloud Computing Market in Russia: A Historic Review in US$ Million for 2012-2019

REST OF EUROPE Table 27: Rest of Europe Enterprise Mobile Cloud Computing Market Estimates and Forecasts in US$ Million: 2020-2027

Table 28: Enterprise Mobile Cloud Computing Market in Rest of Europe in US$ Million: A Historic Review for the Period 2012-2019

ASIA-PACIFIC Table 29: Asia-Pacific Enterprise Mobile Cloud Computing Market Estimates and Forecasts in US$ Million by Region/Country: 2020-2027

Table 30: Enterprise Mobile Cloud Computing Market in Asia-Pacific: Historic Market Analysis in US$ Million by Region/Country for the Period 2012-2019

Table 31: Asia-Pacific Enterprise Mobile Cloud Computing Market Share Analysis by Region/Country: 2012 VS 2020 VS 2027

AUSTRALIA Table 32: Enterprise Mobile Cloud Computing Market in Australia: Recent Past, Current and Future Analysis in US$ Million for the Period 2020-2027

Table 33: Australian Enterprise Mobile Cloud Computing Historic Market Analysis in US$ Million: 2012-2019

INDIA Table 34: Indian Enterprise Mobile Cloud Computing Market Estimates and Forecasts in US$ Million: 2020 to 2027

Table 35: Indian Enterprise Mobile Cloud Computing Historic Market Review in US$ Million: 2012-2019

SOUTH KOREA Table 36: Enterprise Mobile Cloud Computing Market in South Korea: Recent Past, Current and Future Analysis in US$ Million for the Period 2020-2027

Table 37: South Korean Enterprise Mobile Cloud Computing Historic Market Analysis in US$ Million: 2012-2019

REST OF ASIA-PACIFIC Table 38: Rest of Asia-Pacific Market for Enterprise Mobile Cloud Computing: Annual Sales Estimates and Projections in US$ Million for the Period 2020-2027

Table 39: Enterprise Mobile Cloud Computing Market in Rest of Asia-Pacific: Historic Sales Analysis in US$ Million for the Period 2012-2019

LATIN AMERICA Table 40: Latin American Enterprise Mobile Cloud Computing Market Trends by Region/Country in US$ Million: 2020-2027

Table 41: Enterprise Mobile Cloud Computing Market in Latin America in US$ Million by Region/Country: A Historic Perspective for the Period 2012-2019

Table 42: Latin American Enterprise Mobile Cloud Computing Market Percentage Breakdown of Sales by Region/Country: 2012, 2020, and 2027

ARGENTINA Table 43: Argentinean Enterprise Mobile Cloud Computing Market Estimates and Forecasts in US$ Million: 2020-2027

Table 44: Enterprise Mobile Cloud Computing Market in Argentina in US$ Million: A Historic Review for the Period 2012-2019

BRAZIL Table 45: Enterprise Mobile Cloud Computing Market in Brazil: Estimates and Projections in US$ Million for the Period 2020-2027

Table 46: Brazilian Enterprise Mobile Cloud Computing Historic Market Scenario in US$ Million: 2012-2019

MEXICO Table 47: Enterprise Mobile Cloud Computing Market in Mexico: Recent Past, Current and Future Analysis in US$ Million for the Period 2020-2027

Table 48: Mexican Enterprise Mobile Cloud Computing Historic Market Analysis in US$ Million: 2012-2019

REST OF LATIN AMERICA Table 49: Rest of Latin America Enterprise Mobile Cloud Computing Market Estimates and Projections in US$ Million: 2020 to 2027

Table 50: Enterprise Mobile Cloud Computing Market in Rest of Latin America: A Historic Review in US$ Million for 2012-2019

MIDDLE EAST Table 51: The Middle East Enterprise Mobile Cloud Computing Market Estimates and Forecasts in US$ Million by Region/Country: 2020-2027

Table 52: Enterprise Mobile Cloud Computing Market in the Middle East by Region/Country in US$ Million: 2012-2019

Table 53: The Middle East Enterprise Mobile Cloud Computing Market Share Breakdown by Region/Country: 2012, 2020, and 2027

IRAN Table 54: Iranian Market for Enterprise Mobile Cloud Computing: Annual Sales Estimates and Projections in US$ Million for the Period 2020-2027

Table 55: Enterprise Mobile Cloud Computing Market in Iran: Historic Sales Analysis in US$ Million for the Period 2012-2019

ISRAEL Table 56: Israeli Enterprise Mobile Cloud Computing Market Estimates and Forecasts in US$ Million: 2020-2027

Table 57: Enterprise Mobile Cloud Computing Market in Israel in US$ Million: A Historic Review for the Period 2012-2019

SAUDI ARABIA Table 58: Saudi Arabian Enterprise Mobile Cloud Computing Market Growth Prospects in US$ Million for the Period 2020-2027

Table 59: Enterprise Mobile Cloud Computing Historic Market Analysis in Saudi Arabia in US$ Million: 2012-2019

UNITED ARAB EMIRATES Table 60: Enterprise Mobile Cloud Computing Market in the United Arab Emirates: Recent Past, Current and Future Analysis in US$ Million for the Period 2020-2027

Table 61: United Arab Emirates Enterprise Mobile Cloud Computing Historic Market Analysis in US$ Million: 2012-2019

REST OF MIDDLE EAST Table 62: Enterprise Mobile Cloud Computing Market in Rest of Middle East: Recent Past, Current and Future Analysis in US$ Million for the Period 2020-2027

Table 63: Rest of Middle East Enterprise Mobile Cloud Computing Historic Market Analysis in US$ Million: 2012-2019

AFRICA Table 64: African Enterprise Mobile Cloud Computing Market Estimates and Projections in US$ Million: 2020 to 2027

Table 65: Enterprise Mobile Cloud Computing Market in Africa: A Historic Review in US$ Million for 2012-2019

IV. COMPETITION

Total Companies Profiled: 35Read the full report: https://www.reportlinker.com/p05010592/?utm_source=GNW

About ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.

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Global Enterprise Mobile Cloud Computing Industry - GlobeNewswire

Google reportedly abandoned a cloud computing product for the Chinese market – The Verge

Google has abandoned plans to develop and launch a cloud computing product designed for the Chinese market, among other politically controversial countries, according to a report from Bloomberg. The move marks the second high-profile initiative within Google to develop a product for the Chinese market, after the existence of a censored Chinese search product, codenamed Dragonfly, was revealed in media reports in 2018 and caused a firestorm of controversy until Google reportedly shut it down in December of that year.

This new project is referred to internally as Isolated Region, and the intended customer was to be countries intent on controlling the flow of data within their borders, Bloomberg reports. The goal was to separate this product from Googles central cloud computing systems and network infrastructure, so as to allow governments or third-party companies to oversee the data moving through without fear it would put the privacy of other Google business customers and individual users in other countries at risk.

Its unclear if the product was supposed to be an equivalent to G Suite or some other combination of cloud hosting and storage. Rumors of the project first started back in 2018, which is when Bloomberg says the initiative first started amid conversations at Google about how to offer cloud computing services in countries like China that often require a government-controlled entity to act as a business partner.

Google decided in January 2019 to momentarily pause the version of the product being tailored for the Chinese market; Bloomberg says the reasons were due to tensions between the US and China over President Trumps trade war and existing privacy concerns related to doing business with the Chinese government. The search giant then shifted the project to focus on other countries in Africa, Europe, and the Middle East. But in May of this year, the project was canceled in its entirety, in part because of worsening geopolitical relationships between the US and other countries as a result of the COVID-19 pandemic, among other considerations, the report states.

In a statement to The Verge, Google characterizes its decision to shut down Isolated Regions as coming from conversations and input from government stakeholders in Europe and elsewhere, and the company refutes the idea that it was due to geopolitical concerns or the COVID-19 pandemic:

Weve seen emerging requirements around adoption of cloud technology from customers and regulatory bodies in many different parts of the world. We have a comprehensive approach to addressing these requirements that covers the governance of data, operational practices, and survivability of software. Isolated Region was just one of the paths we explored to address these requirements. What we learned from customer conversations and input from government stakeholders in Europe and elsewhere is that other approaches we were also actively pursuing offered better outcomes. Isolated Region was not shut down over geopolitical concerns or the pandemic. Google does not offer and has not offered cloud platform services inside China, and Google Cloud is not weighing options to offer the Google Cloud Platform in China.

The project wasnt solely about serving countries that censor internet platforms or exercise authoritarian control over the flow of information on personal devices and the web. For instance, Bloomberg reports that Isolated Region was also designed to serve European Union countries with strong privacy laws, allowing Google to operate a cloud product within one of those countries by giving oversight of the flow and storage of data to a government authority.

The project was also meant to help maneuver around US laws, like 2018s controversial Clarifying Lawful Overseas Use of Data Act, that make it harder for companies like Google to resist government data requests when the data was stored offshore, Bloomberg reports.

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Google reportedly abandoned a cloud computing product for the Chinese market - The Verge

computer hardware weather forecasting cloud computing – Military & Aerospace Electronics

OFFUTT AIR FORCE BASE, Neb. The U.S. Air Forces 557th Weather Wing at Offutt Air Force Base, Neb., selected Science Applications International Corp. (SAIC) in Reston, Va., to develop and modernize computer hardware and software for advanced weather forecasting and move to a more cloud-based system. Fedscoop reports. Continue reading original article

The Military & Aerospace Electronics take:

8 July 2020 -- The contract has a ceiling of $630 million to work on the Technology Application Development and Sustainment (TADS) system for the unit. The contract includes functions like application development, software integration, application infrastructure, cloud migration, hardware, security and data management.

The Air Force wants to modernize its weather forecasting to better predict storms that could impact operations. Much of forecasting comes down to data management, which SAIC said it will improve through a cloud computing approach.

The new systems that SAIC will deliver to the Air Force will allow for larger data analysis and to implement machine learning algorithms to use that data.

Related: Air Force approaching industry for adaptive optics technologies in ground-based space situational awareness

Related: National Weather service eyes backplane and circuit card upgrades to NEXRAD weather radar

Related: What is global persistent surveillance?

John Keller, chief editorMilitary & Aerospace Electronics

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The Egregious 11: Examining the Top Cloud Computing Threats – Security Boulevard

Each year, the Cloud Security Alliance (CSA) releases its Top Threats to Cloud Computing study to raise awareness of key risks and vulnerabilities in the cloud and promote strong security practices.

The latest edition, The Egregious 11, ranks the top eleven cloud threats and provides recommendations for security, compliance, risk and technology practitioners. This installment reflects the widespread surge in cloud use and overall maturation in organizations understanding of cloud environments. However, it hints at continued over-reliance on cloud vendors to protect workloads, a troublesome trend we also observed in the CyberArk Global Advanced Threat Landscape 2019 report.

The CSA recorded a drop in rankings of traditional cloud security issues under the responsibility of cloud service providers such as denial of service, shared technology vulnerabilities and CSP data loss suggesting these issues are less of a concern for organizations than in years past. The biggest threats now come from issues like misconfigurations and insufficient identity access management where the customer is solely responsible for security.

As organizations utilize the cloud to enable remote work and accelerate digital transformation, there is a need to understand where potential security risks exist and address them head on. Heres a look at five of the Egregious 11, along with steps organizations can take to strengthen their security posture. To explore all 11 cloud security challenges, along with CSA recommendations, check out the full study.

Data Breach

With the average total cost of a data breach now at $3.92 million, its unsurprising this is ranked as the number one cloud threat. Cyber attackers are after data particularly personal information and data accessible via the Internet is the most vulnerable asset to misconfiguration or exploitation. As more data shifts to the cloud, effectively protecting it begins with the question, Who has access to this?

Misconfiguration and Inadequate Change Control

Misconfigurations including granting excessive permissions or unchanged default credentials occur when computing assets and access are set up incorrectly. Misconfiguration of cloud resources is a leading cause of data breaches and can result in deleted or modified resources and service interruptions. The dynamic nature of the cloud makes traditional change control approaches for proper configuration extremely difficult.

To overcome cloud misconfiguration maladies, the CSA urges organizations to embrace automation tools that can continuously discover issues like unmanaged privileged accounts and instances to prevent misuse.

Insufficient Identity, Credential, Access and Key Management

The cloud introduces a host of changes and challenges related to identity and access management (IAM) and particularly to privileged access management (PAM), since privileged credentials associated with human users as well as applications and machine identities are exceptionally powerful and highly susceptible to compromise in cloud environments.

Once an attacker obtains privileged credentials, they can gain full access to sensitive databases, or even to an organizations entire cloud environment. Attackers know this. Many recent attacks targeting IaaS and PaaS environments have exploited unsecured credentials, resulting in cryptojacking, data breaches and destruction of intellectual property and other sensitive data.

The CSA stresses the need for strict IAM controls for cloud users and identities including following the principle of least privilege to protect privileged access to high-value data and assets. It also notes that cloud access keys (e.g., AWS access keys, Google Cloud keys and Azure keys) must be rotated and centrally managed, while unused credentials or access privileges are removed.

Account Hijacking

Using phishing methods, vulnerability exploitation or stolen credentials, malicious attackers look for ways to access highly privileged accounts in the cloud, like cloud service accounts or subscriptions. Account and service hijacking means full compromise: control of the account, its services and the data within. The fallout from such compromises can be severe from significant operational and business disruptions to complete elimination of organization assets, data and capabilities.

To protect against account hijacking, the CSA recommends defense-in-depth and strong IAM and PAM controls, such as credential lifecycle and provisioning management and segregation of duties.

Insider Threats

Malicious insiders can be current or former employees, contractors or other trusted third parties who use their access to act in a way that could negatively affect the organization. Since insiders have legitimate access, pinpointing potential security issues can be extremely difficult and remediating incidents can be costly. According to the Ponemon Institutes 2020 Cost of Insider Threats Study, the average global cost ofinsider threatsrose by 31% in two years to $11.45 million and the frequency of incidents spiked by 47% in the same time period.

Whether its a privileged user abusing their level of access or inadvertently misconfiguring a cloud resource, having a PAM program in place to protect from these insider abuses is paramount.

Dont Be An Egregious Offender. Secure Your Cloud with PAM

The cloud has fundamentally changed the notion of privilege. Now, even ordinary user credentials in the cloud and DevOps environments can hold as much power as administrator-level credentials do for other types of systems. Add in a complex and highly dynamic mix of machines and applications and the privilege-related attack surface grows dramatically.

Poor cloud security practices will inevitably lead to a breach or failed audit and force organizations to slow down something that simply isnt an option in the always-on, ultra-competitive digital era.

Strong privileged access controls help ensure that humans, applications and machines have only the necessary levels of access to sensitive applications and infrastructure to do their jobs and that activities occurring within the cloud environment arent risky (or if they are, privileged access controls enable SecOps teams to take swift action).

If youre looking for more in-depth guidance beyond the CSAs initial recommendations, tap into these actionable steps for protecting privileged access in cloud environments.

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*** This is a Security Bloggers Network syndicated blog from CyberArk authored by Justyna Kucharczak. Read the original post at: https://www.cyberark.com/blog/the-egregious-11-examining-the-top-cloud-computing-threats/

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The Egregious 11: Examining the Top Cloud Computing Threats - Security Boulevard

Not Just Another Trend: The Postmodern Cloud Computing Imperative – insideBIGDATA

Cloud computing has come to occupy a central locus in the data management ecosystem, much more so than it did even a couple months ago. In the wake of patent economic instabilities, global health concerns, and unparalleled need for remote access, many organizations are struggling to simply keep their lights on to retain what customers they still have.

Advanced analytics only helps so much with the necessities of reducing costs and provisioning IT resources in immensely distributed settingswhich is the crux of the requirements for maintaining operations in such an arduous business climate.

Although Artificial Intelligence will likely always be considered cool, the cloudand not AIis the indisputably pragmatic means of staying in business in an era in which budget slashing and layoffs (even of IT personnel) are a disturbingly familiar reality.

The cloud is the single most effective way to address contemporary concerns of:

What were once incentives for cloud migration are rapidly becoming mandates for contemporary IT needs. However, the cloud is fairly complex, [there are] a lot of cloud services, a lot of moving parts, reflected Privacera CEO Balaji Ganesan. By understanding the options available for overcoming the inherent complexities of the cloudinvolving data governance and security, integration, and data orchestationorganizations can perfect this paradigm to thrive in the subsequent days of economic uncertainties.

Public Cloud Strengths

Most companies know the three main public cloud providers are Amazon, Azure, and Google. Fewer realize these provide the foundation for serverless computing; only a chosen few realize they have the following respective strengths that are determinative when selecting providers.

Cloud Orchestration

The hybrid and multi-cloud idiom typifies todays cloud architecture by allowing organizations to positionand accessresources where theyre cheapest and work best: whether theyre in data centers, central clouds, or at the edge. The downside of this flexibility is its inherent complications, which is why there needs to be a way to manage all this complexity and this challenge of different locations, explained Kubermatic CEO Sebastian Scheele. Cloud native approaches with orchestration platforms like Kubernetes or Docker are foundational to automating the management of a thousand or even ten thousand clusters in a scalable way, from a single glass, and having a central management control over your whole organization, Scheele notedwhich encompasses all cloud resources. Orchestrating the containers widely used to build and deploy cloud applications is influential for implementing common use cases that make the cloud an efficient cost-saver, including:

Data Integration

A fundamental cloud architecture need that orchestration solutions dont resolveand possibly exacerbate with their dynamic portabilityis data integration. In fact, the most pressing consequence of the increasing distribution of the data landscape the cloud supports is the need to integrate IT resources, because the cloud alone doesnt provide integration, Shankar cautioned. Instead, the many varieties of clouds, their hybrids, and their innumerable connectors simply reinforce the need to integrate data for almost any singular use case.

Additionally, theres what Shankar termed third party data. For example, various forms of commerce involving retailers and wholesalers and so on, things are being returned, things need to be recalled, Shankar mentioned. All these need to go back to people that supplied them. So its a huge connected network and you need the ability to bring them all together. Data virtualization has emerged as a consistently credible means of integrating data into a single glass pane while simultaneously rectifying differences in schema, format, and structure variations.

Moreover, it provides an abstraction layer to view and access these resources so the data themselves dont actually move for enterprises to integrate them. In this respect, any form of the cloud simply becomes another source to be virtualized alongside others in a comprehensive data fabric. You come to this one logical layer and then you ask for the data, Shankar specified. It then goes and figures out where the data resides, whether on-premises, in the cloud, data at rest, data in motion, structured data, or unstructured data, and gives it all back to you in one single format that you can use.

Data Governance

Virtualization technologies have multiple means of facilitating data governance standards like data quality. Other solutions expressly designed for the cloud use different methods for ensuring governance protocols are preserved, regardless of where data are. Options functioning as a central interface between organizations and their cloud resources can point to these sources, understand data, and enable a central way of managing policies and enforcing them locally, Ganesan disclosed. Although this approach works best with data at rest for analytics and statistical AI, it obsoletes the need to move data.

Many of the clouds governance considerations involve sensitive data or personally identifiable information. Formidable solutions in this space rectify these issues across all cloud deployments in three ways, including:

Chief Value Proposition

The clouds worth to the modern enterprise is remarkably simple, yet undeniable: it enables them to do more with less. It empowers them to scale better, store data cheaper, and access IT resources much faster than they could if everything were on premise. Moreover, they effectuate these boons with considerably less overhead, technical expertise, and impediments to agility than theyd otherwise have with on-premise deployments.

Still, the clouds greatest boon is likely its remote, ubiquitous access to IT serviceswhich is at a premium today. By solving its requirements for governance and security, data integration, and streamlined orchestration, organizations have the most efficient means of meeting their IT needs while significantly decreasing their associated risks.

About the Author

Jelani Harper is an editorial consultant servicing the information technology market. He specializes in data-driven applications focused on semantic technologies, data governance and analytics.

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Not Just Another Trend: The Postmodern Cloud Computing Imperative - insideBIGDATA

Cloud Computing will be the Great Enabler of Mobile Robotics and a US$157.8 billion service opportunity by 2030 – PRNewswire

LONDON, July 9, 2020 /PRNewswire/ -- Though only in its nascent stages, the value of cloud infrastructure to robots is key for both deployment (encompassing development, configuration, and installment) and operation (maintenance, analytics, and control). With the popularization of mobile robotics in a wide range of verticals, it will become necessary to utilize the computing power of cloud infrastructure to store and manage the vast troves of collected data as well as to train more advanced algorithms used to power robot cognition. ABI Research, a global tech market advisory firm, forecasts the robot-related services powered by cloud computing will reach US$157.8 billion in annual revenue by 2030.

"Since 1961, most commercial robots have been wired or tied to external infrastructure for movement. The next generation of robot deployments will be increasingly mobile, tied to cellular and WIFI connectivity, will consume vast troves of data in order to operate autonomously, and will need effective management through real-time measurements for performance, status and operability," said Rian Whitton, Senior Analyst at ABI Research. Several cloud service providers, including AWS, Microsoft Azure, and Google Cloud, have begun collaborating with robotics developers, while start-ups like InOrbit target cloud-enabled operations for the first major deployment of mobile service robots.

"The journey of the robot industry from one of individual vehicles and units, to fleets and larger systems, is being driven by its wider incorporation into the IoT ecosystem. However, it would be a mistake to suggest robots will simply fit in with devices, individual sensors, and stationary machines as part of the wider IoT ecosystem," Whitton points out. Robots are increasingly sophisticated systems themselves, with multiple sensors and highly advanced Artificial Intelligence (AI)/Machine Learning (ML) competencies and are also expected to move around and act within the world, generating huge amounts of data relative to other machines. "To suggest the cloud alone can provide the compute power to operate these machines is nave, especially during the slow transition to 5G. Onlookers should instead conceive of adaptable edge-cloud systems that focus on quality over quantity when it comes to robotics operation, data processing and analysis," Whitton adds.

The cloud robotics opportunity, defined as Robotics-as-a-Service (RaaS) and Software-as-a-Service (SaaS) revenue for robotics operations combined, will grow from US$3.3 billion in 2019 to US$157.8 billion in 2030, accounting for 30% of the robotic industry's total worth. On its own, this represents a huge opportunity for start-ups, many of which are beginning to expand on their mission to enable developers to accelerate their go-to-market strategy, and to help end users and operators' access and manage the ever increasing fleets of robots. This new robotics ecosystem will be dominated by three subcategories of companies, namely robot developers that move up the value chain and become solution providers, third-party IoT and cloud platform providers focused on best-in-class software solutions, and Cloud Service Providers (CSPs) like Microsoft Azure, Amazon Web Services (AWS), and Google Cloud. Those focusing strictly on hardware will lose relative worth and will require partnerships or bold strategies to become solution providers. This can be exemplified by companies like Universal Robots and Fetch Robotics, who have incorporated software and maintenance services into their offering.

"The market is incredibly nascent at present. ABI Research expects consolidation with the most successful robot solution providers and the CSPs expanding their relative influence on the market to take place within the next decade," says Whitton. The cloud robotics technology is split between vertical innovations, such as developing superior navigation systems, which increase the possibility of what robots can do, and horizontal innovations that expand access and scalability. "Cloud computing represents the most important horizontal innovation for the robotics industry, to date, and will further enable vertical innovations like swarm-based intelligence, autonomous mobility and advanced manipulation to be deployed at scale," Whitton concludes.

These findings are from ABI Research's Commercial and Industrial Roboticsapplication analysis report.This report is part of the company'sIndustrial, Collaborative & Commercial Roboticsresearch service, which includes research, data, and ABI Insights. Based on extensive primary interviews,Application Analysisreports present in-depth analysis on key market trends and factors for a specific technology.

About ABI ResearchABI Research provides strategic guidance to visionaries, delivering actionable intelligence on the transformative technologies that are dramatically reshaping industries, economies, and workforces across the world. ABI Research's global team of analysts publish groundbreaking studies often years ahead of other technology advisory firms, empowering our clients to stay ahead of their markets and their competitors.

For more information about ABI Research's services, contact us at +1.516.624.2500 in the Americas, +44.203.326.0140 in Europe, +65.6592.0290 in Asia-Pacific or visit http://www.abiresearch.com.

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Global Deborah Petrara Tel: +1.516.624.2558 [emailprotected]

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Cloud Computing will be the Great Enabler of Mobile Robotics and a US$157.8 billion service opportunity by 2030 - PRNewswire

How is Cloud Computing Transforming the Businesses of Consumer Electronics? – Embedded Computing Design

With upcoming technologies, economic instability, and increasing regulation applying pressure on the consumer electronics industry, companies will face more complex supply chains, shrinking product life cycles, uncertain demand, and decreasing revenues. Within this dynamic scenario, cloud computing offers a new path for sustainable, efficient, and flexible growth. Gartner forecasts that the cloud services market will grow 16.6% in 2020 ($249.8 billion) and by 2022, 90% of organizations across industries will be using cloud services.

Consumer electronics leaders share their top reasons to adopt cloud computing as improved internal business-process efficiency, increased customer demand, and expanded sales channels. Using a combination of cloud based services, DevOps services and analytics, companies can accelerate time-to-market and enhance their customers experience as well.

For the electronics industry, cloud computing services offer the potential to redefine customer relationships management, improve governance and transparency, transform operations and expand business agility. Let us see how cloud can stimulate benefits for the consumer electronics industry.

The development of cloud computing, web services, and service oriented architecture, is the key to providing the integration that will open up the field to improved collaboration and operational efficiency. Cloud computing service providers allow companies (big or small) to move a part or all of their operations from a local network to the cloud platform, thereby making it easier for them to access a host of facilities such as data storage, processing, and much more.

To illustrate, managing content deployment and OTA for 70K+ on-field connected devices for a leading electronics manufacturer of touch screen displays and POS devices would not have been easy without cloud device management Software-as-a-Service (SaaS). Cloud based portal enabled their user subscription & management, content upload, add/update devices, and configurations all on single portal within a click, thus, simplifying processes and improving operational efficiency with anytime anywhere access.

Also, a standard transition of business applications to cloud is seen where organizations deploy SAP/ CRM on the cloud providing flexible accessibility and simplified setup for servers/software.

Moreover, applying DevOps methodology in the cloud enhances collaboration between teams, boosts the efficiency of the application development cycle, optimizes product quality and saves time. DevOps practices and tools that help the businesses run faster and smoother by automating key steps with standardization.

In addition to bringing buyers and sellers together on the online marketplace, consumer electronics companies can add value by generating personalized product recommendations for buyers with the help of cloud computing and analytics. Because of the clouds expanded computing power and capacity, it can store information about user preferences, its location, and run algorithms to derive intelligent insights enabling product or service customization. For example, a leading consumer electronics brand inferred their user preferences from buying behavior and usage patterns, and used that analytics to offer customized advertisements, offers and suggestions. Ultimately, this paradigm facilitates a host of possibilities, from radically improving the performance of current devices and services that benefits the companies, to delivering improved customer satisfaction ensuring customer loyalty.

Benefits of cloud computing to consumer electronics

Competitive advantage created by going to market first with innovative new products, be it feature-rich or value-driven is critically important in the electronics industry. Electronics OEMs have made dramatic reductions in the product development cycle time with product life cycle management (PLM) systems, but the development process still remains inefficient and time consuming. Multiple ready to use development and managed services like AWS IoT core, EC2, API gateway, Cognito, S3, Azure Blob Storage, Virtual Machines, and many more from leading cloud providers helps expedite collaborative product development by reducing developers work.

With cloud, companies can enforce standardized protocols, synchronize information between systems and access a centralized database provided by infrastructure-as-a-service. With automation and standardization, OEMs can improve development efficiency and avoid costly downstream errors. This helps to speed time to market and time to value, which in turn yields a critical competitive advantage.

Also, organizations adapting to serverless cloud architecture, on-demand database connectivity and pay as you go model enables to shift their IT capital cost to an operational or variable cost.

One of the major business enablers powered by cloud is ecosystem connectivity. Cloud facilitates collaboration with value chain partners and customers, which can lead to improvements in productivity and increased innovation. Cloud-based platforms can bring together disparate groups of people who can collaborate and share resources, information and processes. The recent trend of open innovation is powered via cloud-based software solutions that connect parties (companies, partners, distributors) and facilitate the sharing of ideas. There are also cloud based deal management platforms streamlining the presentation, negotiation, invoicing, and reconciliation of trade promotions received from companys vendors, distributors in a secure, cloud environment. This put an end to the numerous emails, faxes and spreadsheets that are typically exchanged, reducing errors that are often associated with this kind of communication.

Efficient management of inventory is one of the common challenges faced in the Consumer Electronics industry. It is difficult for giant consumer electronics that manufacture multiple products and manage large distribution channels at different locations to check or manage their stock in real-time and predict future demands. With cloud computing and data analytics, they can have wide visibility of their stocks, market, consumer preferences and competition at global level.

Cloud offers access to real-time data, cloud architecture and analytics platforms to build both predictive and prescriptive inventory forecasting that significantly decreases their issues such as stocks shortage or surplus, enabling better decision making and managed inventories. Moreover, company executives can access data and stocks at any time and from anywhere to check the real-time stock availability.

To succeed with cloud, consumer electronics companies have to assess its impact on the operating model and determine successive actions for more effective cloud adoption. Cloud computing services including architecture, development, deployment, migration, optimization of cloud solutions and cloud data analytics helps consumer companies transform their business model and operations with enhanced flexibility, scalability and efficiency elevating their businesses to the next level.

Dhruvesh Soni is associated withVOLANSYS Technologiesas Principle Engineer for over 6 years. He has diversified experience of developing solutions for domains like Cloud, Internet of Things (IoT), Industrial Internet of Things (IIoT), and more across multiple industries bringing in value to our client's solutions.

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How is Cloud Computing Transforming the Businesses of Consumer Electronics? - Embedded Computing Design

How American Express is tapping the benefits of hybrid cloud – The Enterprisers Project

If there ever was a moment for IT organizations to accelerate cloud adoption, its now. Consumers and businesses are relying on cloud more than ever with the recent massive shift to remote working and learning, not to mention the increasingly widespread expectation for "always on"services.

Evan Kotsovinos is no stranger to that reality. As head of global infrastructure for American Express (Amex), one of his responsibilities includes overseeing cloud strategy for the globally-integrated payments company, which serves more than 100 million card members around the world. Kotsovinos also manages the firms technology response to the COVID-19 pandemic. Wecaught up with him to discuss his perspective on the cloud.

In this interview, Kotsovinos discusses why cloud adoption is all about maximizing business outcomes. Heshares a misnomer he still frequently hears from peers about the cloud (hint: it has to do with pricing), and he explains why infrastructure teams and leaders should consider themselves curators.

The Enterprisers Project (TEP): Cloud computing continues to grow, yet many CIOs are still working on their cloud adoption and migration plans.Does cloud adoption still have a long way to go? Is it inevitable for IT organizations?

Kotsovinos: Looking at the economies of scale that cloud providers can reap, and the engineering and innovation capabilities they have, in my mind the cloud is a complete inevitability. The question is not if, but how, and how fast. How will enterprises move to cloud and what cloud model (private, public, hybrid, and what specific flavor of these) will they embrace? And how fast will they move?

TEP: Can you provide a brief overview of how Amex is using the cloud right now?

Kotsovinos: Our approach to cloud employs a hybrid architecture that allows us to build applications once, inside a secure container, and have the flexibility to deploy those applications on private cloud, public cloud or both at the same time. We have been on our cloud journey for a few years now and have seen strong adoption of the platform as well as of cloud-native development principles and practices.

TEP: What makes you a believer in the benefits of cloud?

We believe the economies of scale achievable through our cloud strategy will drive significant advantage for us over time.

Kotsovinos: The cloud offers significant advantages compared with traditional, on-premises data centers. Three of those benefits stand out in my mind. First is the combination of productivity and speed that cloud offers. Today, thanks to cloud, you can tap extremely powerful, out-of-the-box capabilities in areas such as artificial intelligence, machine learning, or data analytics. Before cloud, that might have taken teams of engineers years to build.

Second is resiliency. At Amex, the ability to run the same application on multiple clouds gives us a high degree of resiliency, allowing us to deliver the always-on experience that our card members crave and deserve.

And lastly, economics. We believe the economies of scale achievable through our cloud strategy will drive significant advantage for us over time.

TEP: Can you describe your approach to application development given the prevalence of cloud today?

Kotsovinos: We are committed to cloud-native application development and to evolving with cloud-native as a standard. As cloud technology matures, we will continue to raise the bar on these cloud-native principles and the service we provide to our customers.

Cloud-native applications are architected to be highly available and continue to serve our customers in a multitude of scenarios. They are built to scale out as well as in, accommodating changes in volumes. They are built based on reusable components. They embrace a number of best practices in terms of logging, configuration management, port binding, and dependency mapping, which support portability.

TEP: Amex is quite advanced in its cloud journey; what are some considerations you are passionate about and believe other CIOs/IT execs should consider as they embark on their cloud journey?

Kotsovinos: As with any new venture, you need to be able to effectively measure results. But its also critical to understand the bigger picture of what youre solving for. To measure our success in cloud, we focus on overall business outcomes rather than the isolated costs of cloud versus on-premises infrastructure.

In addition, to reap the full benefit of cloud computing, you have to move to the cloud in the right way. Lifting and shifting legacy applications to the cloud provides limited benefit. Moving applications that are cloud-native, fully or partially, has a greater return.

Again, its all about maximizing business outcomes, not moving to cloud for clouds sake.

Next, consider how you are going to address your non-cloud native applications. Distinguish between your technical debt those applications in your portfolio that will be out of date and need to be refreshed and those applications that are current, but just are not built for the cloud. Youll likely have more success by reviewing your application refresh cycles and prioritizing your portfolio to move gradually to the cloud. Again, its all about maximizing business outcomes, not moving to cloud for clouds sake.

Finally, account for bubble costs. As you are migrating applications to the cloud, you are likely running parts of your applications on both cloud and traditional infrastructure, which will temporarily inflate your cost base.

TEP: Is there a pet peeve or misnomer you hear from CIOs or even your peers in infrastructure that you wish you could debunk or clarify?

Kotsovinos: A misnomer I still hear is that the cloud is cheaper, or the cloud is more expensive. Both of these statements oversimplify the problem. The cloud is neither cheaper, nor more expensive. The cloud is a different way of delivering a service and what matters is the total cost of the technology stack you are delivering, not the cloud versus on-premises calculation.

TEP: What are some key talent challenges that organizations should consider as they shift to the cloud?

Kotsovinos: I think a crucial aspect of cloud adoption is investing not only in training and upskilling, but also in evangelizing and helping engineering teams adopt the right mindset and tools. Without that, you may not get very far.

[ Hiring for Kubernetes? Read: 14 Kubernetes interview questions: For hiring managers and job seekers ]

Do not assume that if you deliver it, they will come. In 2020, the role of an infrastructure organization is not just to build and deliver those capabilities, but to make sure they are understood and adopted in the right way. The infrastructure team is responsible for being a trusted partner, a consultant, and an advisor to the software engineering teams. Infrastructure teams and leaders are curators of developer experience above all else.

TEP: The world is changing before our eyes, including technological advancements. What are some critical long-term technology infrastructure considerations we might not yet be thinkingabout?

Kotsovinos: I would highlight two long-term developments that may fundamentally transform everything we know about computer architecture, and therefore technology infrastructure, over the next several years. First, quantum computing, which promises vast speed improvements for specific classes of problems but is nowhere near general-purpose computing or the level of hardware stability and usability that would make it mainstream. Secondly, the rise of very large non-volatile memory, which over time can lead to the collapse of the memory hierarchy (cache, RAM, storage) into one large persistent memory array.

[ Read our deep dive for IT leaders:Kubernetes: Everything you need to know. ]

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How American Express is tapping the benefits of hybrid cloud - The Enterprisers Project

Google Teams With NVIDIA on New Cloud Computing Offerings – The Motley Fool

NVIDIA (NASDAQ:NVDA) announced on Tuesday that just weeks after its release, the A100 Tensor Core graphics processing unit (GPU) has been adopted by Google Cloud, a division of Alphabet (NASDAQ:GOOGL) (NASDAQ:GOOG).

The Accelerator-Optimized VM (A2) family, available on Google Compute Engine, is designed specifically to handle some of the most demanding applications out there, including artificial intelligence (AI) workloads and high performance computing (HPC). This makes Google the first cloud service provider to offer the new NVIDIA GPUs.

The NVIDIA A100 GPU. Image source: NVIDIA.

For the most demanding workloads, Google Cloud will offer users up to 16 GPUs on a single VM (or virtual machine). The cloud provider will also offer the A2 VMs in smaller configurations to match the individual user's computing needs. The system will be available via a private alpha program to start, before opening up to the general public later this year.

In a blog, NVIDIA said the A100 can also power a broad range of compute-intensive applications in cloud data centers, including "data analytics, scientific computing, genomics, edge video analytics, 5G services, and more."

Based on NVIDIA's new Ampere architecture, the A100 represents the "greatest generational leap" in performance in the company's history, boosting both machine-learning training and inference computing performance by 20 times compared with its predecessors. Previous versions of the technology required separate processors for training and inference. The A100 also offers a 10-fold increase in speed versus the previous generation technology.

Google plans to roll out access to additional instances in the near future, with the NVIDIA A100 coming soon to Google Kubernetes Engine, Cloud AI Platform, and other Google Cloud services.

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Google Teams With NVIDIA on New Cloud Computing Offerings - The Motley Fool

YellowDog’s Groundbreaking Index Cuts Through the Costs of Cloud Computing – PRNewswire

The number of cloud instance types available today already stands at over 25,000 variants and is increasing by hundreds each month. The YellowDog Index cuts through the complexity, providing a clear, orderly view of all the worldwide instances in terms of cost, performance, availability and carbon impact. For the first time ever, cloud customers are able to instantly find the best source of compute that precisely matches their needs.

The Index uses the latest information available from sources such as Greenpeace and the US Energy Information Administration.

"Our software enables any business to find the best source of computing power, which may be where it's the cheapest, it has the lowest carbon impact or the highest performance at that moment in time," said Gareth Williams, CEO of YellowDog. "We've created a freely available Index so any business can evaluate and then choose the optimal cloud compute offerings, anywhere in the world.

"Being able to assess the amount of renewable energy used for each cloud, alongside its cost effectiveness and computing power, is becoming increasingly important," he added.

YellowDog already works with cloud partners including Amazon Web Services, Microsoft Azure, Google Cloud Platform, Oracle Cloud Infrastructure, and Verne Global.

"In my time at Microsoft, we saw and helped enable the exponential expansion of compute resource across the globe, and I see strong potential for the YellowDog Platform across enterprises in many verticals," said Reid Downey, a former General Manager for Microsoft and a Non-Executive Director on the Board of YellowDog.

"Cloud computing enables rapid innovation, and YellowDog is a great example of an organization that is using it to revolutionize its industry," said Deepak Patil, former Vice President of Product Development at Oracle.

The YellowDog Index is available at yellowdog.co/yellowdog-index.

About YellowDog

YellowDog, founded in 2015 in Bristol, UK, delivers the Best Source of Compute for hybrid- and multi-cloud workloads. The YellowDog Platform is an intelligent, predictive scheduling and orchestration solution used all over the world for multiple applications.

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YellowDog's Groundbreaking Index Cuts Through the Costs of Cloud Computing - PRNewswire

Cloud Computing in Higher Education Market Worldwide Industry Share, Size, Gross Margin, Trend, Future Demand and Forecast till 2025 – Express Journal

The global Cloud Computing in Higher Education market is a detailed research report which covers all the quantitative as well as qualitative aspects about the Cloud Computing in Higher Education markets across the globe. The report is also inclusive of different market segmentation, business models and market forecasts. This market analysis enables the manufacturers with impending market trends. A thorough scrutiny of prominent market players or industrialists are vital aspect for planning a business in the market. Also, study about the rivals enables in attaining valuable data about the strategies, companys models for business, revenue growth as well as statistics for the individuals attracted towards the market.

The Cloud Computing in Higher Education market study report provides an extensive assessment of the business landscape while elaborating on pivotal production and sales aspects. The drivers, trends, opportunities as well as the challenges that may hinder the market growth are cited in the report. The document encloses Porters Five Force Analysis of this industry. The study also provides thorough details pertaining to the market segmentations.

The report also comprises of detailed supply chain analysis with information related to major suppliers, and consumers. The report also assesses the influence of COVID-19 pandemic on the growth of the market over the study duration.

Request Sample Copy of this Report @ https://www.express-journal.com/request-sample/142896

Detailing the regional expanse of Cloud Computing in Higher Education market:

Takeaways of the application scope:

An insight into the competitive dynamics:

The Cloud Computing in Higher Education market report provides an analysis on the industry chain and supply chain relationship. Also, the report encompasses a new project feasibility analysis that withholds data pertaining to investment budget, project product solutions, and project schedule.

Cloud Computing in Higher Education Market highlights the following key factors:

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Cloud Computing in Higher Education Market Worldwide Industry Share, Size, Gross Margin, Trend, Future Demand and Forecast till 2025 - Express Journal

Datadog Is One Of The Best Cloud Computing Investing Plays – Seeking Alpha

Introduction

Datadog (NASDAQ:DDOG) has emerged from the pandemic as one of the most well-suited businesses for this environment and managed to maintain strong growth despite the challenges. Q1 results were surprisingly robust, and the stock has appreciated 50% since then. High-quality products offering, improving customer funnel, and accelerated digitalization trends are three solid reasons to believe this company has a bright future ahead.

Source

Datadog provides a series of products which give companies extensive visibility over their cloud and network infrastructure status. Dashboards and visualization tools allow engineers to monitor and build their infrastructure with ease and speed. These tools provide several important benefits to companies. For example, engineers can predict traffic spikes and prevent servers downtime, manage and improve performance, ensure that new servers are running smoothly compared to peers, reduce risk during cloud migration and much more. Generally speaking, Datadog allows companies to quickly isolate and address issues in systems that are getting more and more complex.

Figure 1 - APM Product overview - Source: Datadog

Datadog has rapidly expanded its product offering from infrastructure metrics to a much broader portfolio. It now offers a series of products, such as APM for monitoring, troubleshooting, and optimization of applications performance, LOGS for automatic collection and easy navigation of logs from all services, applications, and platforms, and Synthetics for detection and alert of users issues.

The quality of the product offering appears to be excellent. Many large companies have posted very positive reviews, and this is confirmed by the high retention rate numbers as well as the significant cross-selling and up-selling rates. At Q1, Datadog dollar-based net retention rate was above 130%, driven by customers increased usage and adoption of new products. Moreover, the number of customers using two or more products increased from 32% to 63% YoY, and 5% since last quarter. Datadogs product quality and robustness are also highlighted by the growing number of customers with ARR above $100,000, which is has increased 89% from last year to 960 customers.

An interesting recent addition the product offering is the Security Monitor product. The accelerated shift to a digital world has increased companies focus on cybersecurity, and the nature of this product is well suited to capture on this trend.

Figure 2 - Dashboard Example - Source: Datadog

Customers growth is significant and it has accelerated over the last year. Datadog added almost 1000 customers in the last quarter, and at the end of the quarter, it could count about 11500 customers, representing a YoY growth of 40.2%.

The company announced Datadog Partner Network in January. The network has the aim of increasing business between partners members, especially cloud services, and ultimately benefit Datadog due to increasing usage of the platform. In this sense, I see this move as similar to the seller ecosystem of Shopify (NYSE:SHOP), which has been extremely successful for customer satisfaction and retention. For Datadog it is too early to tell if this strategy could have a meaningful impact on revenue.

Datadog has been certainly benefited from the accelerated shift to a digital society brought about by the Covid-19 pandemic. The vast majority of businesses are realizing the importance of an online presence, and the increased migration to cloud services will go hand in hand with Datadogs business growth.

In Q1, revenue was up 87% YoY to $131 million, with gross profit totalling $104 million. Therefore, the gross margin remains very high at 80%. Cash flow from operations has increased significantly in the last two quarters (figure 1), but so have operating expenses, up 66% YoY.

Figure 3 - Data Source: Seeking Alpha, Figure created by Author

However, the increase in expenses is mainly driven by increasing R&D expenses from $23 million in Q1 19 to $41 million in Q1 20, which shows that the company committed to growth and expansion. So far, Datadog has shown to be able to rapidly innovate, and this innovation has successfully translated in increased customer acquisition and additional revenue through both cross-selling and up-selling.

Datadog has a broad range of competitors in the monitoring and analytics market. In infrastructure monitoring, Datadog is competing against giants such as Microsoft (NASDAQ:MSFT) and IBM (NYSE:IBM). The APM product competition instead includes Cisco Systems (NASDAQ:CSCO) and New Relic (NYSE:NEWR), while for the LOGS product the main competitors are Splunk (NASDAQ:SPLK) and Elastic (NYSE:ESTC).

This is not a winner-takes-all market. However, what gives Datadog a hedge over competitors is the ability to provide a unified platform combining functionalities from numerous traditional product categories, and with extremely high customers satisfaction. Currently, Datadog could have one of the best (if not the best) platforms on the market, and the exponential growth that the cloud market is experiencing should foster Datadogs growth for the years to come.

Datadog has demonstrated its resilience achieving growth despite the challenging environment, and the stock has had an impressive run-up in the last couple of months. The company has developed a strong product offering and showed great ability in cross-selling and up-selling to existing and new customers. Despite growing expenses, margins and revenue growth remain high, and the company has shown in the past to be able to put the R&D capital to good use. I rate DDOG a buy below the $100 mark.

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Disclosure: I am/we are long DDOG. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.

Additional disclosure: I am not a financial advisor. All articles are my opinion - they are not suggestions to buy or sell any securities. Perform your own due diligence and consult a financial professional before investing or trading.

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Datadog Is One Of The Best Cloud Computing Investing Plays - Seeking Alpha

COVID-19 Update: CLOUD COMPUTING IN HIGHER EDUCATION Market Competitive Strategies, Regional Analysis Forecast 2026 |Blackboard, Cisco, Ellucian,…

Due to the pandemic, we have included a special section on the Impact of COVID 19 on the CLOUD COMPUTING IN HIGHER EDUCATIONMarket which would mention How the Covid-19 is Affecting the Industry, Market Trends and Potential Opportunities in the COVID-19 Landscape, Key Regions and Proposal for CLOUD COMPUTING IN HIGHER EDUCATION Market Players to battle Covid-19 Impact.

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Key Companies/Manufacturers operating in the global CLOUD COMPUTING IN HIGHER EDUCATION market include:Blackboard, Cisco, Ellucian, Instructure, Adobe Systems, EMC, NetApp, Salesforce and More

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On the basis of product, this report displays the production, revenue, price, market share and growth rate of each type, primarily split into:SaaSIaaSPaaSOn the basis on the end users/applications, this report focuses on the status and outlook for major applications/end users, consumption (sales), market share and growth rate of CLOUD COMPUTING IN HIGHER EDUCATION for each application, including:Training & ConsultingIntegration & MigrationSupport & Maintenance

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Regions Covered in the Global CLOUD COMPUTING IN HIGHER EDUCATION Market: The Middle East and Africa (GCC Countries and Egypt) North America (the United States, Mexico, and Canada) South America (Brazil etc.) Europe (Turkey, Germany, Russia UK, Italy, France, etc.) Asia-Pacific (Vietnam, China, Malaysia, Japan, Philippines, Korea, Thailand, India, Indonesia, and Australia)

Years Considered to Estimate the CLOUD COMPUTING IN HIGHER EDUCATION Market Size:History Year: 2015-2019Base Year: 2019Estimated Year: 2020Forecast Year: 2020-2026

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COVID-19 Update: CLOUD COMPUTING IN HIGHER EDUCATION Market Competitive Strategies, Regional Analysis Forecast 2026 |Blackboard, Cisco, Ellucian,...

Global Cloud Computing Chips Market expected to grow USD XX.X million by 2025: Intel, Amazon, Google, Cambricon, Huawei, Microsoft – Market Research…

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This study covers following key players:IntelAmazonGoogleCambriconHuaweiMicrosoftBaiduAMDNVIDIAXilinxAlibabaUnisocSamsung Electronics

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Market segment by Type, the product can be split into Graphics Processing Unit (GPU)Field Programmable Gate Array (FPGA)Application-Specific Integrated Circuit (ASIC)

Market segment by Application, split into BFSIManufacturingGovernmentIT & TelecomRetailTransportationEnergy & UtilitiesOthers

The report in its subsequent sections also portrays a detailed overview of competition spectrum, profiling leading players and their mindful business decisions, influencing growth in the Cloud Computing Chips market.In this latest research publication on the Cloud Computing Chips market, a thorough overview of the current market scenario has been portrayed, in a bid to aid market participants, stakeholders, research analysts, industry veterans and the like to borrow insightful cues from this ready-to-use market research report, thus influencing a definitive business discretion.

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Global Cloud Computing Chips Market expected to grow USD XX.X million by 2025: Intel, Amazon, Google, Cambricon, Huawei, Microsoft - Market Research...

Cybersecurity issues in cloud computing need to be addressed – Verdict

As the adoption of public cloud service providers like Amazon Web Services and Microsoft Azure continues to grow, a shockingly large number of organizations are experiencing a host of cybersecurity incidents as they migrate work functions to public clouds.

According to the State of Cloud Security 2020 survey from cybersecurity specialist Sophos released in July, 70% of over 3,200 organizations surveyed experienced a public cloud security incident in the last year.

Half of respondents reported ransomware/malware attacks, 29% reported exposed data, 25% reported compromised accounts, and 17% reported cryptojacking incidents in which hackers use computer resources to perform the computations required to mine bitcoin or other cryptocurrencies.

Organizations running multi-cloud environments were 50% more likely to report a cloud security incident than those running a single cloud.

This is especially concerning since it is increasingly common for organizations to choose different public cloud options for different workloads; those options can include AWS, Azure, Google Cloud Platform, Alibaba Cloud, or even VMWare Cloud (on AWS) or Oracle.

Some small bit of good news perhaps in the Sophos study: GDPR regulations may be working. European organizations reported among the lowest percentage of cloud security incidents including 61% of respondents in Germany and the UK, 57% in Spain, 47% in Poland, and 45% in Italy.

Those percentages are still quite high, of course, but low when compared to the global average of 70% and well below the 93% of respondents from India reporting cyberattacks.

Another sign of hope is that 96% of respondents acknowledged the growing importance of cloud security. Thats good, because the hackers are getting more sophisticated every day.

Case in point: in its companion 2020 Threat Report, Sophos reported evidence that malicious actors are now learning how to attack machine learning malware detection models that are increasingly considered the foundation of any robust cybersecurity program.

The combination of new public cloud vulnerabilities and the prospect of vulnerabilities in emerging data science security methodologies, means Sophos and other cybersecurity vendors will have their hands full in order to stay ahead of the bad guys.

GlobalData is this websites parent business intelligence company.

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Cybersecurity issues in cloud computing need to be addressed - Verdict