Monthly Archives: April 2020

How should businesses best organise their IT for digital transformation?MuleSoft's Ian Fairclough explains

Few trends have been at the fore more than digital transformation in recent years. Could 2020 be the year where reality finally catches up with the hype?

Recent research has revealed that nearly every organisation is currently planning digital transformation initiatives, but there are still a number of challenges to overcome before most of them reach maturity.

Globally, transformational initiatives are held back by cultural challenges and the need to integrate legacy IT systems with data silos.

Organisations typically struggle with this: on average, only 28% of applications are integrated, preventing the true power of digital capabilities from being unlocked to fuel innovation and growth.

Digital transformationencompasseseverything from cloud computing and AI to blockchain and social media.

Taken as a whole, its mission-critical; 73% of global organisations fear their revenues will be negatively impacted in the next 12 months if their digital transformation projects fail.

Applications are at the heart of these projects, giving organisations the ability to offer differentiated customer experiences and drive operational efficiencies. But their value is diminished by running in silos:the vast majority (85%) of organisations said integration challenges hinder their ability to drive through digital transformation effectively.

With that in mind, its vital that organisations find a way to bring together applications, data and devices seamlessly, regardless of whether theyre legacy or cutting-edge. This is the only way that they can truly unlock the new revenue channels with the data-driven insight that underpinsdigital transformation strategies.

Those with an API strategy in place are best placed to achieve this. However, while the majority of global organisations appreciate the benefits that APIs can bring, few are doing so strategically in an efficient, cost-effective manner.

Amid increasing pressure to drive the organisation forward, centralised IT departments are struggling to keep up with the demands placed upon them.

Alongside the constant challenge of day-to-day maintenance, IT teams are expected to be able to innovate quickly to support the organisations digital ambitions by developing new apps and capabilities in response to market demands.

Yet, they often find it difficult to juggle both priorities, and innovation often loses out. While the amount of projects IT teams are being asked to deliver has increased by 40% over the past year, many are unable to keep up, with 59% of IT teams reporting that they were unable to deliver on all their projects last year.

A well-considered API strategy can go some way towards reducing this strain. When implemented effectively, reusable APIs can take much of the burden of transformation away from the IT department.

APIs can be used to unlock data and digital capabilities to enable a more composable enterprise, empowering line of business users to become citizen integrators capable of creating their own digital solutions.

This enables the organisation as a whole to become more agile: globally, 46% of organisations that implemented an API strategy reported increased IT agility as a result. In addition, over half (53%) of organisations with some form of API strategy in place say that IT has generated the most business value by building reusable integration assets that save time and money on future projects.

Despite this, theres still much work to do.

Less than half (48%)of organisations worldwide currently useAPIs to increase the efficiency of development processes, and most say they dont have an effective way to share APIs.

Typically, this stems from a lack of an overarching API strategy. All too often, organisations struggle to make the most of API-led connectivity because they dont have a dedicated team to oversee integration work. Non-IT staff are also often left without crucial resources, and efforts therefore remain piecemeal and siloed.

The solution is to design APIs for reuse from the very start, and make them available to third-party partners and citizen developer ecosystems via an application network.

Those that follow this approach can maximise business value not just from customer engagement and growth, but also from increased productivity and greater agility via self-serve IT.

Atom Bank, the UKs first mobile-only bank, is one company doing great work in this area.

Previously, its approach to integration consisted of a network of tightly coupled point-to-point integrations to connect disparate systems, but this acted as a block on innovation.

By instead pursuing a reuse strategy enabled by an application network, the digital-native bank has been able to reduce the number of APIs it needs by half, while cutting the development cycle from one month to just a day, enabling it to drive innovation at speed.

Elsewhere, global aerospace giant Airbus offers another great real-life example of this in action. The manufacturer has prioritised faster, easier access to data across the organisation, through API-enabled reuse.

Its projects range from integrating bots and social media feeds with its employee collaboration platform, exposing its legacy SAP apps to a mobile front end, and connecting SharePoint to artificial intelligence systems to improve end-user experience with its IT services.

Judging by the results of the Connectivity Benchmark Report 2020, it seems that organisations worldwide are beginning to make good progress with their API strategies: four in five (80%) are now using APIs as part of their digital transformation programmes.

However, change is the only constant in the world of enterprise IT, so theres no time for organisations to rest on their laurels.

They must continue to evolve their API strategies and embrace a composable enterprise mindset. As the demands on IT continue to rise, this mindset will be crucial for driving faster innovation and sustainable growth in the long term.

This article was written by Ian Fairclough, vice president of services, MuleSoft

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How to future-proof IT for digital transformation - Gigabit Magazine - Technology News, Magazine and Website

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Table of Content

1 Introduction of Cloud computing IaaS in Life Science Market1.1 Overview of the Market1.2 Scope of Report1.3 Assumptions

2 Executive Summary

3 Research Methodology 3.1 Data Mining3.2 Validation3.3 Primary Interviews3.4 List of Data Sources

4 Cloud computing IaaS in Life Science Market Outlook4.1 Overview4.2 Market Dynamics4.2.1 Drivers4.2.2 Restraints4.2.3 Opportunities4.3 Porters Five Force Model4.4 Value Chain Analysis

5 Cloud computing IaaS in Life Science Market, By Deployment Model5.1 Overview

6 Cloud computing IaaS in Life Science Market, By Solution6.1 Overview

7 Cloud computing IaaS in Life Science Market, By Vertical7.1 Overview

8 Cloud computing IaaS in Life Science Market, By Geography8.1 Overview8.2 North America8.2.1 U.S.8.2.2 Canada8.2.3 Mexico8.3 Europe8.3.1 Germany8.3.2 U.K.8.3.3 France8.3.4 Rest of Europe8.4 Asia Pacific8.4.1 China8.4.2 Japan8.4.3 India8.4.4 Rest of Asia Pacific8.5 Rest of the World8.5.1 Latin America8.5.2 Middle East

9 Cloud computing IaaS in Life Science Market Competitive Landscape9.1 Overview9.2 Company Market Ranking9.3 Key Development Strategies

10 Company Profiles10.1.1 Overview10.1.2 Financial Performance10.1.3 Product Outlook10.1.4 Key Developments

11 Appendix11.1 Related Research

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Tags: Cloud computing IaaS in Life Science Market Size, Cloud computing IaaS in Life Science Market Trends, Cloud computing IaaS in Life Science Market Forecast, Cloud computing IaaS in Life Science Market Growth, Cloud computing IaaS in Life Science Market Analysis

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Cloud computing IaaS in Life Science Market Size 2020 | Top Companies, Growth Overview, Technology, Latest Trends and Forecast 2026 - Curious Desk

Amazon GovCloud (US) Regions can now utilize AWS Outposts in their infrastructure. Find out what this means and what the benefits entail.

Image: Smith Collection/Gado / Getty Images

Amazon recently made AWS Outposts available in AWS GovCloud (US) Regions, which generally consist of governmental institutions and regulated commercial companies utilizing AWS services that "are designed to address the specific regulatory needs of United States federal, state, and local agencies, education institutions, and the supporting ecosystem."This means these agencies and businesses running AWS GovCloud (US) can now utilize the Amazon services and tools provided by AWS Outposts to run on-premises applications and hardware to fit their operational needs as part of a hybrid environment connecting local and cloud resources.

SEE: AWS: 9 pro tips and best practices (free PDF) (TechRepublic)

Such implementations will connect to the closest geographical AWS Region, so highly available networking connections are strongly recommended for reliability of service. In the event of a network outage, EC2 instances, EBS volumes, and AWS service resources will work normally, but API availability will be impacted, and a long-term disconnection might result in lost metrics and logs.

AWS Outposts options include "Amazon EC2, Amazon EBS, container-based services such as Amazon EKS, database services such as Amazon RDS on AWS Outposts and analytics services such as Amazon EMR on premises. Amazon S3 for AWS Outposts will be available in 2020 for local object storage on Outposts." A VMware Cloud option will also be made available later this year.

AWS Outposts is best suited for low-latency applications, local data processing, and local data storage implementations to handle such functions as compute or storage intensive workloads or graphics-intensive programs. Other examples of low-latency applications that can now be used in GovCloud (US) regions are virtual desktop infrastructure programs, manufacturing applications, video monitoring, virtual reality programs, and some streaming applications.

Utilizing container-based applications, data analytics, and relational database services in AWS Outposts are three concrete examples of the functionality now available for AWS GovCloud (US) users.Confidential and sensitive informationOf particular note is that confidential or sensitive data such as unclassified information, patient data, law enforcement data, and other types of regulated information can be used with AWS services. Many of these agencies and organizations operate via the stipulation that certain data must remain onsite, so AWS Outposts offers these organizations the opportunity to operate in compliance and rely upon AWS technology in their operations. Examples of such baselines and requirements that are met by AWS include "the FedRAMP High baseline; the DOJ's Criminal Justice Information Systems (CJIS) Security Policy; U.S. International Traffic in Arms Regulations (ITAR); Export Administration Regulations (EAR); Department of Defense (DoD) Cloud Computing Security Requirements Guide (SRG) for Impact Levels 2, 4 and 5; FIPS 140-2; IRS-1075; and other compliance regimes." Amazon provides more specifics about AWS Compliance.

SEE:2020 IT budget research report: Security, cloud services, and digitalization are top budget priorities(TechRepublic Premium)

This offering also allows companies in AWS GovCloud (US) Regions to leverage data gathered, managed, and processed locally by technologies such as Internet of Things (IoT) and augmented reality (AR), and virtual reality (VR) through AWS Outposts methodologies.Amazon can assist in ensuring that local premises are properly equipped for the space, power, temperature control, networking, and weight needs for new AWS Outposts implementations. Amazon then delivers, installs, and supports the hardware and software--including patching and maintenance--while organizations can retain complete control of their virtual networks. Customers are expected to maintain physical security and access controls related to AWS Outposts.

For more information about this news, read Customers can now connect AWS Outposts to AWS GovCloud (US) regions. Find out which AWS services are supported by AWS GovCloud (US) regions. Get details about how to start using AWS Outposts.

This is your go-to resource for XaaS, AWS, Microsoft Azure, Google Cloud Platform, cloud engineering jobs, and cloud security news and tips. Delivered Mondays

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AWS Outposts are now supported in GovCloud (US) Regions: What this means for IT pros - TechRepublic

Most Wanted

Talent shortfalls are hindering IT projects. According to a survey of IT managers conducted by the Robert Half professional staffing firm, 67 percent want to expand their teams in such areas as security, cloud computing and business intelligence, but 89 percent reported challenges in recruiting the talent they need.

The challenge is even greater in finding professionals with deep experience in emerging technologies such as machine learning, artificial intelligence, virtual reality and blockchain. This talent is exceedingly rare, the report says, quoting Robert Half staffing specialists.

The impact of these talent shortages can impact a business beyond the IT department given that many digital initiatives are often enterprise-wide in scale and scope, the report said, and can hinder both back- and front-office operations and even an organizations go-to-market strategy.

The report identified 26 specific tech skills and areas of expertise that are in high demand right now. Heres a look at each one.

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The 26 Most In-Demand IT Skills And Expertise Employers Want In 2020 - CRN: Technology news for channel partners and solution providers

Its easy to define successful business leaders by one or two characteristicsresolution, imagination, compassionand by the successes or failures for which they are best remembered. However, its also futile to consider these points without keeping broader context in mind. After all, companies and their leaderships dont operate in a vacuum. Like individuals and families, they are swayed and buffeted by events and chance.

But just as important as acting and reacting to present circumstances is the ability to sufficiently plan for upcoming challenges. Clearly, no one can see the future, but as Mark Twain once noted: History doesnt repeat itself, but it often rhymes. So, understanding the past while evaluating current events and emerging trends can help to prepare organizations for whats ahead, including choosing the executives and managers best suited to those tasks. These points are worth considering this week as Arvind Krishna (left, above) succeeds Virginia Ginni Rometty (right) as CEO of IBM.

In her nearly four decades at IBM, Rometty served in a variety of technical, management and leadership roles, including a long stint in the companys Global Business Services (GBS) organization. During that time, she championed the $3.5B acquisition of PricewaterhouseCoopers (PwC) consulting group, a deal that fundamentally altered and improved IBM GBS. Rometty was also one of the executives who developed the companys 2015 Roadmap which outlined a shift in focus from hardware to software, services and other businesses.

That document provided a blueprint Rometty followed after she succeeded IBM CEO Sam Palmisano in 2012. During her tenure as CEO, Rometty pursued a wide range of efforts that reshaped IBMs organization and go-to-market strategy, including:

Rometty also supported efforts that complemented IBM organizationally and strategically, including taking a lead in business ethics and data stewardship issues, and supporting diversity and inclusion programs. Additionally, she was a strong advocate for New Collar jobs positions that arise from specialized training programs that dont require four year degrees and of reinventing global education programs, such as six-year Pathways in Technology (P-TECH) Early College High Schools.

Finally, as the first woman to ever lead IBM, Rometty stood as a symbol for what women can and should achieve in technology and elsewhere. Last December, she was the only technology executive to be included in the Top Ten of Forbes 2019 list of the Worlds Most Powerful Women.

Its safe to say that few executives have endured the baptism by fire that Arvind Krishna is now experiencing as global businesses and markets are rocked by the COVID-19 pandemic. After his appointment as CEO was announced on January 30th, Krishna worked with Rometty to organize a task force that has pooled over 330 petaflops of supercomputing resources from research labs and IT vendors for use in global coronavirus research.

During Krishnas first day on the job (April 6), IBM announced substantial leadership changes designed to amplify and refine the companys efforts on meeting customers hybrid cloud and cognitive computing needs. Those shifts include altering or expanding the responsibilities of existing senior executives and managers, along with welcoming new additions to the companys team. For example, Jim Whitehurst, who was appointed president of IBM at the same time Krishnas appointment was announced, will also head IBMs Strategy and the Cloud and Cognitive Software unit. New appointees include Howard Boville (formerly Bank of Americas CTO), who will be IBMs SVP of Cloud.

The company also announced plans to build a new 4th platform (complementing mainframe, services and middleware) to make hybrid cloud ubiquitous and enduring and deepen its offerings with Linux, containers and Kubernetes. The effort also includes a $200M million-plus investment in IBMs partner ecosystem to drive global adoption of IBM Public Cloud.

This pointed emphasis on cloud will come as no surprise to anyone who has followed Krishnas career. Along with being one of IBMs most technologically astute and accomplished executives, Krishna spent over five years in senior management positions in the IBM Cloud group, helping to grow the organization whose $21B in annual revenues lags only AWS and Microsoft Azure. Krishna also led the Red Hat acquisition effort, a deal that complements and will substantially enhance the IBM Cloud portfolio.

As the COVID-19 pandemic continues to roil businesses and markets, resilient, secure and scalable cloud services and solutions are likely to become business-critical for companies of every kind. IBM innovations should be increasingly important to its customers and partners. Under Krishnas leadership, expect IBM to stand steadfast beside its clients, help improve the IT infrastructures their businesses depend on and help them weather and emerge from the COVID-19 crisis.

Despite best intentions and efforts, things dont always go as executives and their organizations plan or without controversy, including IBM. Many disputed the business divestments Rometty orchestrated, including the sales of its System x server organization (to Lenovo) and microprocessor business (to GlobalFoundries). Plus, some new businesses and acquisitions, like those supporting digital marketing were closed down or sold after they failed to deliver hoped for benefits.

However, the Strategic Imperative efforts Rometty championed now drive over half of IBMs annual revenues. She was also instrumental in supporting the companys substantial investments in emerging technologies and other research (IBM has been #1 in patents for 27 years). Overall, Rometty is leaving IBM a well-prepared and future-focused organization that will be an increasingly valuable ally to its customers and partners.

But its also worth noting that evolutionary efforts at IBM are still developing. By most measures, the market for hybrid cloud computing is a fraction of what it will eventually become, especially as enterprise continue to modernize and cloud-enable production applications and processes. The potential value of other new technologies, such as AI, is a work in progress for most customers. Those that portend massive changes, like quantum computing, are essentially experimental at this stage, though highly promising.

Charting a successful way through these developments requires the steady hand and insights of a deeply experienced technologist and, for IBM, Arvind Krishna surely fits the bill. While the dual leadership model (with Krishna as CEO and Whitehurst as president) IBM has chosen has been questioned by some, it has worked well in other IT companies. All in all, Krishna and Whitehurst should provide the valuable insights and necessary oversight IBM needs to continue to actively evolve.

The way forward will not be easy, especially given the systemic and potentially long-lasting effects the COVID-19 pandemic will have on global markets. However, in Arvind Krishna and his team, IBM appears to have found the right people with the right experience and skills to effectively manage the company now and lead it successfully forward.

Charles King is a principal analyst at PUND-IT and a regular contributor to eWEEK. 2019 Pund-IT, Inc. All rights reserved.

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IBM and the Value of Succession Planning - eWeek

The Global Cloud Computing Marketresearch reports evaluates the pivotal aspects of the industry such as market scenario, demand, key players, prevalent business tactics, and gives an extensive view of the past and present market growth to deduce a forecast for the same in the coming years. The Cloud Computing market reports forecast extends to various market factors such as gross revenue (encompassing USA, EU, China, India, and Japan, among others), CAGR, and regional markets. The study offers accurate information that are concisely illustrated through different tools of pictorial representation including graphs, tables, and charts pertaining to Cloud Computing products, market segments, business verticals, leading vendors projected revenue generation and overall forecast until 2026.

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The industry is growing with crucial technological innovations, new entrants, and other strategic initiatives by companies operating in the industry to accommodate the demands for various end-users. Leading firms in the Global Cloud Computing Market assessed in this report include:

AliyunDELLRackspaceMicrosoft AzureEMCOracleAmazon Web ServicesIBMGoogle Cloud PlatformSAPVmwareSalesforce

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The report analyzes Cloud Computing in the global industry, while studying the production capacity, revenue generation, consumption, distribution, sales, import and export status, market share and growth rate for the forecast period 2020-2026. The study sheds light on key aspects of the sector and presents the data collected in a precise and organized manner with the help of monographs, tables, pie charts, and bar-graphs. Ultimately, the report makes some important proposals for new projects in the Cloud Computing market and its economic viability.

Segment by Type, GlobalCloud Computing Market can be split into:

Infrastructure as a Service (IaaS)Platform as a Service (PaaS)Software as a Service (SaaS)

Segment by Applications, GlobalCloud Computing Market can be split into:

Large enterpriseSmall and Medium enterpriseGovernment

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Regional analysis:Each geographical region is analyzed based on Sales, Market Share (%) by Types & Applications, Production capacity, Consumption, and Imports & Exports Analysis to deduce the projected growth. The geographic regions assessed in the report include USA, Europe, Japan, China, India, Southeast Asia, South America, South Africa, and Others.

Key point summary of the Cloud Computing market Report:

1) Examining the overall market, underlining the recent trends and SWOT analysis2) Cloud Computing Market scenario, focused on the growth opportunities in the market in the coming years3) Analysis of the different market segments, including qualitative and quantitative research and studies the impact of both economic and non-economic factors4) Inspection of the market at regional and global levels focusing on the demand and supply factors affecting the growth of the Cloud Computing market.5) Market size (USD Million) and volume (Units Million) statistics for all market segment and sub-segment6) Competitive analysis with Cloud Computing market share of leading market players, shedding light on project launches and tactical approaches implemented by the players in the last five years7) Extensive company profiling comprising of the product offerings, key financial facts and figures, recent developments, SWOT analysis, and strategic initiatives by the major firms in the Cloud Computing market

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At what rate is the Cloud Computing market expected to grow in size in the forecast period?What are the key factors influencing the global Cloud Computing market growth?Which significant market trends are driving the growth of the global Cloud Computing market?Which factors are the determinants of the market shares of the leading geographies across the globe?Who are the leading participants in the industry and what are the strategies adopted by them in the global Cloud Computing market?What are the opportunities and challenges encounters by vendors in the global Cloud Computing market?Which trends, drivers and challenges are affecting the growth of the industry?What is the outcome of the PESTEL analysis of the global Cloud Computing market?

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The Cloud Computing market report provides a detailed investigation of the parent market backed by data collected from industry experts, pertaining to both the past, present, and draws an accurate growth trajectory for the forecast period, which is aimed at helping the participants engaged in the industry. Our team of analysts uses their expertise to curate the market intelligence report to help individuals operating in the industry, helping them benefit from the industry scenario.

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Cloud Computing Market Emerging Trends, Business Opportunities, Segmentation, Production Values, Supply-Demand, Brand Shares and Forecast 2020-2027 -...

If you've been around Industry 4.0 for a while, or even read about it, you know it embraces new technologies like IIoT, cloud computing, edge computing, artificial intelligence, machine learning and a whole lot more. People have defined Industry 4.0 in terms of orchestration and optimization, physical and digital, and manufacturing and supply chain. But most of these definitions are so complicated that Industry 4.0 itself is not all that well-defined.

My simple definition for Industry 4.0 is that it uses digital technology to solve business problems. But maybe that's a little too simple. So how about this? Industry 4.0 uses digital technology to transform the business for the future, creating new and better ways of doing business.

The best part of this definition is that it's open-ended. The new and better ways of doing business could be just about anything. New capabilities. New processes. Reducing costs. Empowering teams. Improving decision-making. Creating new and better ways of serving customers. Identifying new things that haven't been thought about yet. It's all Industry 4.0!

Another topic that's being mentioned alongside Industry 4.0 regularly is IT/OT convergence. IT (information technology) and OT (operations technology) have both been around for a while. Both trace their lineage back to the space program of the '50s, '60s and '70s.

IT and OT have traditionally been at opposite ends of the technology spectrum. IT has been all about big computers, big databases and processing lots of transactions. In manufacturing, think of the computers used to process sales orders.

OT has been about small and fast computers, operating in real time to control machines and equipment. Think of the computers on the manufacturing lines that run the equipment.

For the longest time, all we've been technically able to do is connect IT and OT systems together. It started in the early '90s with simple connectivity and data exchanges between ERP systems (IT) and automation and control systems (OT). Since then, these ideas of connectivity and data exchange have been the be-all and end-all of IT and OT convergence.

Interestingly enough, as technology has improved, the two ends of the spectrum are converging. The lines between IT and OT are no longer distinct, and, perhaps more importantly, no longer even matter.

Networks: Both IT and OT systems use similar networks with the same types of switches, routers, hubs, wireless access points, firewalls and such.

Computers: Whether you use end-user devices, servers, displays, personal computers, mobile devices or something else, they're pretty much the same for both IT and OT. Only some specialty computers, like programmable logic computers (PLCs) and distributed control systems (DCSs), are unique to the OT world.

Identification: Whether you use barcodes, radio-frequency identification (RFID), magnetic stripes or other tracking devices, it's completely ubiquitous for both IT and OT, with the same technologies common to both.

Mobile devices: For tablets, pads or smartphones, the technology is the same for both worlds.

Software: For operating systems, virtual machine (VM) software, database software and such, it's also the same.

But beyond this underlying technology, which in many cases already has converged, the good news is that the landscape from a user's perspective is also converging. New infrastructures, new platforms, new standards and new plug-and-play options are all coming together that are completely transforming (and eliminating) the differences between IT and OT technologies.

Roles: Solutions are based on roles in the organization. Many roles cross between the traditional boundaries of IT and OT, making the distinctions obsolete and requiring solutions to provide the capabilities needed for the role regardless of artificial IT and OT boundaries.

Apps:Apps that perform specific functions, which can be run anytime, anywhere, by anybody, also make the distinctions between IT and OT obsolete. They perform the required function regardless of traditional IT and OT boundaries.

Machines:In manufacturing, machines still exist because we still have to make stuff. Most machines, however, are now smart and have their own networking and databases. They generate more useful data than many IT systems of just a few years ago, again blurring the distinctions between IT and OT.

Workflow: One of the biggest weaknesses in the old-school connectivity-and-data-exchange world of IT and OT was that many business processes and workflows cut across both worlds, but workflows and processes can now be implemented as they should be for the business, and completely ignore all the old-school boundaries between IT and OT.

This is all great stuff. IT and OT really are converging to the point where distinctions between IT and OT technologies are all but gone. But, before wrapping this up, why are we doing all this? What is the business value behind IT and OT convergence?

Improved customer experience: For most companies, it's a lot more than just providing good products. It's about delivering an excellent customer experience, and that may mean offering services and data with the products, changing the way the company interacts with the customer to provide higher levels of customer service, and ultimately using the complete capabilities of the company to help customers solve their toughest business problems.

Improved business operations: Increase business velocity, agility and flexibility, leverage new technology to free up people's time, use new technology to eliminate repetitive tasks, increase productivity, reduce costs, expand employees' skill sets and ultimately create new and better ways of doing business.

So, whether you call it Industry 4.0, smart manufacturing or digital transformation, or whether you consider IIoT, cloud computing, edge computing, AI, machine learning and now IT/OT convergence, the goal is still the same: Digitally transform the business for the future and create new and better ways of doing business.

The good news is that's what Industry 4.0 and IT/OT convergence is already doing. You just need to find ways to make it happen faster.

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Industry 4.0 And IT/OT Convergence: Crossing The Digital Lines To Success - Forbes

An Interview with Jason Andersen, Vice President, Stratus Technologies

At the 2020 ARC Industry Forum in Orlando, Florida, Jason Andersen, Vice President, Strategy and Product Management at Stratus Technologies, spoke to ARCs Craig Resnick, Vice President of Consulting. In this interview, Jason talked about some of the products and solutions that Stratus offers, not only regarding continuous availability and edge hardware and software but also about delivering hybrid solutions that incorporate the edge and the Cloud. This blog focuses on the highlights of the interview. The full interview can be viewed here and/or on YouTube.

Stratus has built computing systems now for 40 years. It has always put a focus on mission-critical reliability. Over the last 10 years or so, Stratus has been working diligently in the process and manufacturing spaces, and over the last three years, it has started to see the shift toward industry for its technology. Stratuss new computing devices are being built for either machine-based or edge-based computing. Since many applications require leveraging both edge devices and the Cloud in a hybrid architecture for additional storage or data processing, Stratus makes it easy to connect its edge devices to the Cloud. In some applications where data is being processed both locally and remotely, Stratus leverages a solution around a technology from one of its partners, AVEVA, which is container based and can do both local and remote processing simultaneously. So, according to Jason, Stratus provides a very effective and a very robust bridge solution between edge applications and the Cloud.

In the interview, Jason said there were a couple of trends that should have a positive impact on Stratus in 2020. First, various companies that are building machines or process skids are showing a lot of interest in Stratuss edge technology. With this in mind, Stratus is planning to release a lot of new edge functionality, and maybe even new edge product configurations, to help these companies leverage its new edge technology and get those products in the market to meet the demand of the shift in computing from the Cloud to the edge, keeping the data as close to the machine as possible.

Second, there have been some new trends around data management. As more and more edge computing devices get deployed, IT is becoming increasingly influential in terms of managing data, the edge device lifecycle, and all the new devices out in the field. Companies looking to have good collaboration between the OT user and the IT user have approached Stratus to build in enterprise-like features that are built around the needs of the edge solutions. Stratus has planned new features for its edge devices, which include system cloning and configuration management, in its springtime release.

Throughout the entire ARC Forum, cybersecurity was a key topic of discussion, and Jason Andersen was appreciative of this. Jason discussed, at length, the cybersecurity solutions Stratus offers its partners and clients. He said the company had built a lot of embedded cybersecurity capabilities into its products in 2019 and is finally starting to see its customers really reap the benefits of those changes. These benefits are not just about the functionality of Stratuss software but also about allowing customers to perform audits on its software or penetration testing on its equipment. So, when a customer finds something during the test or audit, Stratus is prepared with a plan to respond to it in a timely fashion.

Jason said that as Stratus concentrated on functionality last year, this year it will be concentrating a lot more on the process and easing the friction of incorporating the functionality. This is mainly because IT audits are becoming more frequent, and it makes a lot of sense to smooth out that process, which is a little bit of a different approach.

On the partnership front, Jason said that a lot of Stratuss go-to market is built around working with companies, such as Rockwell Automation or AVEVA, or a large distributor, such as Rexel in the US. These companies already have security solutions, so Stratus is working with its go-to market partners to determine if its configurations will work with their solutions.

Disruptive technology creates a new market and value network and eventually disrupts an existing market and value network, which displaces established firms, products, and alliances.

Jason mentioned that they are seeing new technologies come to the forefront. To add to this, he said, A good example is, we have a long-standing relationship with Rockwell Automation, and we're seeing the effect of the RockwellPTC alliance, in terms of solutions we're bringing to market and customers we're working with. So, I'd say that is disrupting technology, but I would actually take it one step further and say there's also not just technology disruptors happening in the world of edge but also what I'll call business model disruptors.

Jason also added that Stratus was now working more with companies, such as Inductive Automation, that are doing things differently on the software front. There has been more disruptive activity lately, be it a technical or business model, and Stratus is keeping a tight watch on it because it's a fluid market, which means that it's rapidly changing. Stratus is keen on staying on top of things where disruptive technology is concerned, particularly in the control space, which is an area where mission-critical reliability is essential, and that's really where Stratuss core interests lie.

Historically, Stratus has been mostly dealing with personnel from OT. However, with IT/OT convergence occurring at a rapid pace, Stratus plans to increase its dealings with IT personnel, and its focus for the next 12 to 18 months will be on improvements in this area. IT personnel in many industrial companies are only familiar with Stratus from 20-plus years ago and its older equipment. Stratus has been observing that its excellent reputation in fault tolerance and mission-critical applications sometimes becomes a bit of a barrier because companies tend to think thats all Stratus can do. So, to counter that, the management at Stratus is spending a lot of time talking about the value the company can add to an overall solution. This has led to increased efforts by Stratus on product marketing and content marketing, which brings about a realization that the company needs to continue to educate people on what it can offer today.

Stratus is positioning its ztC edge device as a product that doesn't require redundancy, the first time in 40 years Stratus has had a non-redundant product. The ztC edge device is also positioned as a product capable of local serviceability, which is a huge cost driver when it comes to edge computing. As with any new product or machine, every company wants to know how it is going to service the machine throughout its lifecycle and the skills needed to service it. This has brought about a change in the way Stratus wants its partners and customers to perceive the company because a system that is not going to experience downtime has an enormous amount of value. Though a non-redundant system has high value, the cost of managing the lifecycle of that system is also a major driver in terms of selecting a technology.

Concluding the interview, Jason emphasized to Craig Resnick the role of ARC in helping Stratus reach out to people about what it does today and the opportunity to come to the ARC Forum with several of its customers presenting Stratus case studies. He also said that the ARC Forum was a real game changer for Stratus because it allowed people to see Stratus in an entirely new light, which will help the company with IT and with companies that may not be aware of Stratus or may only be aware of something they did with Stratus a long time ago but haven't been fully re-educated about the companys offerings today.

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It's All about Edge Computing and Availability - ARC Viewpoints

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Tags: Cloud Computing Data Center It Asset Disposition Market Size, Cloud Computing Data Center It Asset Disposition Market Trends, Cloud Computing Data Center It Asset Disposition Market Forecast, Cloud Computing Data Center It Asset Disposition Market Growth, Cloud Computing Data Center It Asset Disposition Market Analysis

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Cloud Computing Data Center It Asset Disposition Market Increasing Demand with Leading Player, Comprehensive Analysis and Forecast 2026 - Science In...

LF Edge, theedge-focused project that the Linux Foundation started early last year, is growing. On Wednesday, State of the Edge, an open project todefine, explain, and quantify anedge computing ecosystem, officially became part of LF Edge. The Open Glossary of Edge Computing, which had been a stand-alone project within LF Edge, is getting rolled into State of the Edge.

State of the Edge is different fromprojects under the Linux Foundation's care, as it's not a software project. Founded in 2017 byVapor IO, Packet (now owned by Equinix), Ericsson's Edge Gravity, Arm, and Rafay Systems, the organization has so far published three majorreports, all of which are offered for free under a Creative Commons license.

Related: Just How Much Energy Will Edge Data Centers Consume?

Although it doesn't involve code or software development, it still functions in much the same way as any open source project,Matthew Trifiro, chief marketing officerat Vapor IO and co-chair ofState of the Edge, told DCK.

"The power of open source here is that anybody can contribute," he said. "If there's something in the glossary, for example, that somebody disagrees with, or somebody believes doesn't fully capture the idea, they are able to open an issue, or open or create a pull request in the GitHub repo, and the team of committers on the project will review that pull request and evaluate that."

Related: Local Break Out (LBO) and Its Role in Bringing Cloud to the Edge

Similar to other Linux Foundation projects, such as the Cloud Native Computing Foundation, LF Edge functions as an umbrella organization working to create open, interoperable frameworks for edge computing that are agnostic regardinghardware, silicon, cloud, or operating system. Launched in January 2019, LF Edge started life with the existing Linux Foundation projects Akraino Edge Stack, EdgeX Foundry, and Open Glossary of Edge Computing, as well as the new Project EVE and Home Edge Project.

State of the Edge began with a conversation Trifirohad with Jacob Smith, Packet's co-founder andVP of strategy and marketing, Trifiro said.

"Back in in 2017, Jacob Smith and I were having beers in downtown San Francisco and we were lamenting the fact that there were probably 30 different competing definitions of edge and edge computing," he said. "There was no one authoritative resource where you could go to find out what actually is happening in edge computing in a trustworthy way. We felt that there was an opportunity to bring together a coalition of like-minded companies to pool resources to produce essentially a vendor-neutral organization that would create research that was freely available and issued under a Creative Commons license so anybodycan download and distribute it."

The first State of the Edge report was released in 2018 as a 92-page PDF. A byproduct of that report was the 30-page Open Glossary of Edge Computing. The glossary began as a style guide to be used by the six writers of the original report to standardize language issues such as definitions and usage.

In 2019 the project published a shorter, 25-page "Data at the Edge" report that Trifiro called "experimental,"and near the end of the year published another full-length annual report, State of the Edge 2020.

According to Trifiro, State of the Edge has four working groups. The most visible of these at present are Research and Pubs, which is responsible for the annual reports and other publications, and the Open Glossary of Edge Computing.

There's also Edge Landscape, tasked with keeping track of edge projects, companies, technologies, and the like, and as well as Edge Taxonomy. Trifirosaid the later is "a new group that's still trying to figure out what it's doing," but that its mandate is "to try to organize and categorize all the different components of edge into one logical framework."

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'State of the Edge,' the Project to Define Edge Computing, Now Part of Linux Foundation - Data Center Knowledge