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I don’t know about you, but while I love being able to browse my favourite store’s latest range from the comfort of my sofa, the hands-on experience that I get from a visit to the store itself is also still very appealing. What’s great about today’s retail landscape is that we have the opportunity to do both. The way we try and buy items from our favourite brands is no longer dictated by the opening hours or stock levels in our local high street store.

 

While this is good news for the consumer, the battle is on for high street retailers. To entice as many shoppers as possible through their doors, retailers need to offer a totally unique shopping experience – something that will convince you and me to put down our tablets and head to the high street.

 

Personalized, anytime shopping on the streets of Antwerp

 

Digitopia, a digital retail solution provider in Belgium, is working with Intel to build devices and apps that retailers can use to create more compelling shopping experiences. By trailing different solutions in various retail environments on Antwerp’s most popular shopping street, Digitopia is helping retailers to define which technologies work best in each different store scenario.

 

On Innovation Boulevard, as Digitopia has dubbed it, shoppers can turn their phone into a remote control to browse holidays on a large screen in the travel agent’s window. They can use an interactive fitting room in a fashion boutique to check for alternative colors and sizes of the outfits they are trying on. It’s even possible to order and pay for their cafe refreshments with a smartphone app rather than queuing up in the store. A large number of the solutions are powered by Intel technologies.

 

For shoppers, the retail experience is smoother and more personalized. Importantly, the technologies are also helping retailers to increase sales, offer new services and continue to interact with their customers when the shops are closed.

 

You can read more about the exciting retail experience that Digitopia has created in our new case study. My personal favorite is the possibility to book a holiday while walking between shops – what’s yours?


To continue this conversation, find me on LinkedIn or Twitter.

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When developing a mobile business intelligence (BI) strategy, you can’t ignore the role that business processes may play. In many cases, the introduction of BI content into the portfolio of mobile BI assets provides opportunities to not only eliminate the gaps in your business operations, but to improve the existing processes.

 

Often, the impact is seen in two main ways. First, the current business processes may require you to change your mobile BI approach. Second, the mobile BI solution may highlight gaps that may require a redesign of your business processes to improve your mobile BI assets and your business operations.


Business Processes Will Influence Your Mobile BI Design

 

Existing business processes will have a direct impact on the design of your mobile BI solution. I’m often amazed to discover that the lack of consideration given to identifying business processes stems not from a lack of insight but from wrong assumptions that are made during the requirements and design phases.

 

It’s true that the business processes may not be impacted if the scope of your mobile BI engagement is limited to mobilizing an existing BI asset (like a report or dashboard) without making any changes to the original end-product, including all underlying logic. But in many cases, the opposite is true—the mobile BI end product may be the driver for change, including the update of the existing BI asset as a result of a mobile BI design.

 

Mobile solutions may require different assumptions in many aspects of their design, which range from source data updates to report layout and logic. Advanced capabilities, such as a write-back option, will further complicate things because the integration systems outside the BI platform will require closer scrutiny and a much closer alignment with business processes.

 

Moreover, constraints that surround source data will have a direct influence on the mobile BI design. For example, if you’re dependent on feeds from external data sources, you may need to consider an additional buffer to take into account possible delays or errors in the data feed. Or, perhaps you have a new application that was just built to collect manually-entered data from field operations. If this new application was introduced as part of your mobile BI solution, the process that governs this data collection system will have a direct impact on your design because of its immediate availability. This wouldn’t have been as important before as an operational tool with a limited audience without mobile BI.

 

Mobile BI Solution May Drive Improvements in Your Business Operations

 

As part of designing your strategy or developing your mobile BI solution, you may discover either gaps or areas for improvement. Don’t worry. This is a known side effect, and it’s often considered a welcome gift because it gives you a chance to kill two birds with one stone: improve your business operations and increase the value of your mobile BI solution. However, it’s critical here to ensure that your team stays focused on the end goal of delivering on time and on schedule (unless the gaps turn out to be major showstoppers).

 

Typical examples are found in the areas of data quality and business rules. The design of a mobile BI asset—especially if it’s new—may highlight new or known data-quality issues. The visibility factor may be different with mobile. Adoption or visibility by executives often may force additional scrutiny. Moreover, adoption rates (ratio of actual users divided by total users of mobile solutions) may be higher because of the availability and convenience with mobile. As a result, mobile users may be less tolerant about the lack of quality assurance (QA) steps.

 

Business rules offer another example due to the same visibility factor. A proposed change in a business rule or process, which previously failed to get attention due to lack of support, may now have more backers when it’s associated with a mobile BI solution. Strong executive sponsorship may influence the outcome.

 

Bottom Line: Do Not Ignore Business Processes

 

It’s easy to make the wrong assumptions when it comes to business processes. It happens not just in mobile BI but in other technology projects. You cannot take existing processes for granted. What may have worked before may not work for mobile BI. Let your business processes complement your overall mobile BI strategy, and let your mobile BI engagement become a conduit for opportunities to improve your operational efficiencies.

 

Not only will these opportunities improve your business operations, but they will lead to increased adoption by increasing the trust your customers/users have in your mobile BI content.

 

What do you see as the biggest challenge when it comes to business processes in your mobile BI strategy?

 

Stay tuned for my next blog in the Mobile BI Strategy series

 

Connect with me on Twitter at @KaanTurnali and LinkedIn.

 

This story originally appeared on the SAP Analytics Blog.

Another Inflection Point


Of all the market transitions hitting the developed world retail industry these days, perhaps the one that will require the greatest industry change – and have the most defining competitive impact – will be the redefinition of product.

 

For a handful of industry leaders, it’s a key component of today’s competitive strategy.

 

For most others – consumed, as they are, by omni-channel integration and digital strategies and mountains of data – it seems to be a bridge too far.

 

At the heart of this issue is an all-too-familiar reality: physical products – at nearly all price points and in nearly all segments – have been commoditized.

 

It’s happened for several reasons. Private label goods offer equal performance at lesser price. Global sourcing enables the immediate copying and delivery (at volume) of hot trends. The internet brings a searing transparency of price and specifications. The quality gaps between good, better and best have been slimmed, even erased.

 

And whether or not multiple retailers have the same brand and SKU, many have the same category . . . and dozens have the same look.

 

The results of this commoditization are seen in average selling prices. In regular-price sell-through percentages. In the depth of markdowns it takes to clear.

 

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A retailer can no longer merchandise his or her way through today’s competitive battles.

 

That is, with increasingly commoditized physical SKUs.

 

But there is an alternative: the rise of services in retail and the services-led redefinition of product.

 

As we look ahead, the operative definition of product will be a curated assortment of goods and services.

 

Using data-driven unique insights into customer behavior, merchants will create value through:

 

  • SKU delivery and subscription services – of everything that’s needed regularly, from milk to diapers to the moss control and bark chips I order every March;
  • SKU usage education – seminars, lessons, even tours on topics ranging from fashion advice to consumer electronics to food;
  • Health and family wellness services – and not only for pharmacies, but for grocery and mass merchandising;
  • So-called “federated” services with other brands – not only your winter-in-Florida outfit, but your flight, resort hotel and starred-restaurant reservations;
  • Home management services – ranging from care to repair.

 

Some services will be a means of locking in user loyalty. Others will create new revenue streams.

 

And it will be through this value-added approach to retailing that brands will survive and ultimately thrive.

 

It’s no surprise that Amazon has already figured this out. Case in point: Amazon Prime. This is a stunning success.

 

In 2013, Prime’s renewal rate was a remarkable 82%.1 In the fourth quarter of 2014, Prime had 40 million US members. A report released in January by Consumer Intelligence Research Partners found that Prime members spend, on average, $1,500 on Amazon, compared to $625 per year for non-members. Prime members also shop 50% more frequently than non-members.2

 

How does Amazon Prime bind shoppers to its brand so effectively? At the heart are the services that bind shoppers to the brand. The best example I know is their automatic deliveries of diapers in the right size as a baby grows. Think of it. No more late-night runs to the store.

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And read that again: no late-night runs to the store.


Brilliant.

 

OK, so what does this mean to the technology community? Why should the digerati care?

 

First of all, this service creation thing is not going to be easy. Shaping the offer is not going to be easy. Monetizing is not going to be easy.

 

It’s going to require deep, unique, tested insight into shopper behavior. Into your brand’s cohorts and personas. Into finding the leading indicators of need and demand.

 

At the foundation of this is Big Data. And moving well beyond Big Data. Into the data analysis worlds inhabited by the leaders.

 

Second of all, the delivery of the content that will enable the delivery of services will not be easy. This is going to be about enterprise architecture and data architecture and APIs that open data to the outside world and APIs that are accessed to bring the outside world inside.

 

And third of all, the staffing and training and delivering services will not be easy. Those who deliver services – and this will be a people business – will be on the go. Not tethered to an aisle or a department or a check stand.

 

The business processes of delivery will no doubt need a highly advanced level of mobile access to information and ease of use.

 

The redefinition of product? Quite honestly, it’s a redefinition of retail.

 

Get ready. It’s coming.

 

 

 

 

1 Forbes, 2014, Kantar Research 2014.


2 Consumer Intelligence Research Partners, January 2015.


*Other Names and brands may be claimed as the property of others.

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Back in 1995, when I first started going to Wood Family Dentistry for dental care, they tracked patients with paper charts, took film x-rays, and documented exams and treatments manually. But one thing I’ve noticed in the 20 years that I’ve been Dr. Wood’s patient is his intense curiosity and desire to use technology to continually improve the level of care he provides at his Folsom, California-based practice.


Fast-forward to today, and their patient workflows are completely digital, they can instantly view high-definition digital x-rays, and there’s not a paper record in sight. Keith Wood, DDS and his staff haven’t stopped with those innovations, however. With the help of a portable All-in-One PC, they’ve streamlined and advanced patient care even further.

 

Convenience and comfort in the dental chair

 

In the exam room, the portable All-in-One’s large, mobile touch screen eliminates the need for patients to crane their necks to see images on the wall-mounted monitor. Now, Dr. Wood shows patients highly detailed digital x-rays and other images in the comfort of the exam chair.

 

“With the portable All-in-One, I put it right in their lap and touch, zoom, and really bring things to life,” he explained.

 

Dr. Wood also told me how having a single device that they can use anywhere in the office provides them with a tremendous convenience boost. Not only does it make it easy to access charts and information anywhere in the building, but instead of needing to make room for parents when their kids are in the exam room, the dental team can now bring the portable All-in-One to the waiting room and more conveniently discuss treatment plans.

 

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Performance that proves itself

 

Dr. Wood was initially skeptical that a portable device could handle the large images and demanding applications that they use, but the performance and responsiveness of their Dell XPS 18 with Intel Core i7 processor has really impressed him and his staff. It gives them rapid access to patient files, the ability to run multiple dental applications at full speed, and the flexibility to input information with touch or keyboard and mouse.

 

“It’s super-easy to use,” Registered Dental Assistant Carry Ann Countryman reported. “You can get from chart, to x-rays, to documents super-fast.”

 

Foundation for the future

 

In addition, their portable All-in-One gives them a solid technology foundation for enabling other new technologies in their practice. They currently are exploring imaging wands that connect to the device to provide fast, 3-D dental images for dental molds. And they’re excited about possibility of adding hands-free gesture controls powered by Intel RealSense Technology sometime in the near future.


Curious how portable All-in-Ones or other Intel-based devices could change how you work? Visit: www.intel.com/businessdesktops

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I recently was part of a webinar hosted by CDW focusing on Cloud for Retail.  I had the privilege to be a part of the panel highlighting the benefits and trends for retailers.  The panel was comprised of Shane Zide from CDW, @ShaneZide; George Bentinck from Cisco Meraki, @Meraki_se; and Chip Epps from Onelogin.  Considering the impact cloud is having on retail, the 60 minute webinar highlighted just a few significant trends.  None-the-less it provided a solid approach for those attending.  I lead by highlighting current trends which I feel are impacting retailers the most… financial flexibility and time to capabilities.  The connected, empowered and informed consumer has exerted significant pressure on the retail business model.  Today’s business model must be nimble and flexible – capable of delivering on the brands promise.  The advantages of utilizing a cloud strategy will positively impact retailers’ business models. Specifically by enabling:

  1. Greater Financial freedom by moving CAPEX obligations (data center investments) to OPEX budgeting (cloud hosted non-essential applications like HR. suite) – by doing so a retailer may be able to re-invest funding into more engaging brand experiences.
  2. A more nimble approach to brick & mortar store fronts – ultimately redefining the purpose and size of the store to meet the opportunity. For instance, the ability to extend your brand to new venues (festivals, bowl games, or locations airports or urban settings)
  3. Increased productivity for the sales assistant – who will be connected to the right information at the point of influence, on the store floor. By utilizing cloud based apps the rep can become a sales advisor and will know more about the products, merchandise and services the consumer is interested in and where they exist in the supply chain.
  4. A greater customer experience – we know the shopper is connected and retailers must deliver an experience that matches expectations. It must be engaging across the Omni-channel

At the end of the day, retailers will have more flexibility to scale stores up and down based on the demands of the operating environment if they consider how to integrate cloud solutions.  Remember cloud is not a destination, just a tool.  It is a tool to improve upon the brand experience, engaging the shopper throughout their journey, to reduce cost and to become more nimble.  The good folks in CDW Retail and their extensive partners are extremely knowledgeable and offer Cloud Consulting Services.  Take them up on it and prepare for the future.  Additional Resources from CDW Cloud Readiness.

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people-collaborating-in-a-business-meeting.jpgI am often amazed to discover that the lack of communication in technology projects stems not from a lack of resources but from wrong assumptions made about what’s perceived to be communication as part of a mobile business intelligence (BI) strategy. Just as we know that social media analytics isn’t just about counting Facebook likes or Twitter tweets, we should know that in mobile BI an announcement e-mail along with an attached instruction document alone isn’t synonymous with communication.

 

When developing a mobile BI strategy, you must consider all facets of communication — that includes not only multiple channels but also different formats. Moreover, you must pay attention to both quality (effectiveness) and quantity (volume and frequency) of the content to ensure its maximum effectiveness.

 

Consider All Facets of Communication

 

Don’t limit yourself to one channel or format of communication. Strive to leverage all avenues available to your team. If one doesn’t exist, explore options to develop one yourself or utilize your company’s shared service resources.

 

  • Start with the one that you know is part of the existing IT infrastructure — e-mail.
  • Include a social dimension with a collaboration or community page, especially if you have an existing one that can be used. If you don’t have one, maybe you can utilize a shared service site under the corporate umbrella.
  • Is your audience well versed with social media tools? Go with one of the many options that are easily available. They’re easy to set up and manage.
  • Create a newsletter and publish it with a fixed schedule like a newspaper.
  • Set up an online library or repository that’s easy to access and to use for key topics: report catalogs, instructions, user guides, tips, and so on.

 

But whatever you do, make sure that all of this is coordinated and accessible from a single point of collection, whether you call that your home page, community page, or something else. Last thing you want is for your users to get overwhelmed and maybe even confused about where to go — the key point when it comes to communication.

 

Test Your Communication Early in the Game

 

Just like when you’re establishing the support infrastructure, you don’t wait until the last minute. There will be many opportunities for you to test your approach and stress your communication infrastructure. Take advantage of these opportunities before you go live. As part of your interactions with your users during the development or testing phase, ask for their input, which can be your guide in developing the right content, in the right format, for the right frequency.

 

Most importantly, observe! Each opportunity to collaborate with a customer (internal or external) is an opportunity of multiple proportions. Are they tech or mobile savvy? Do they use collaboration tools or stick to e-mail? If tablets are the target device for implementation, do they have one and is it properly configured to begin with? Do they bring it to the meetings? These observations can provide you with invaluable insight into how you should shape your communication.

 

Quality Is More Important than Quantity

 

You need to be short and to the point — that goes without saying. But this rule is more important in today’s fast-paced business environment that is crammed with social media expression and a burning desire to multi-task. Any social media expert will tell you that it’s not the number of tweets you send but the quality of content you share that matters. That same principle applies to mobile BI communication.

 

You need to establish both credibility and engagement (your customers’ desire to connect with your mobile BI team) so that when they see an e-mail, tweet, or update from your team, they consider it a “must read.” Otherwise, your e-mail might fall through the cracks of their preset e-mail rule categories (Outlook’s rules and alerts tool, for example) and be deleted automatically from their inbox. Think about your personal experience for a moment. Isn’t that what separates your favorite magazine from junk mail?

 

Pay Attention to Detail

 

Attention to detail matters in communication even if the size of the message is small. Remember that your ultimate goal is to increase adoption and this can’t be accomplished if you frustrate your audience. You simply can’t afford unforced errors in mobile. At the very basic level, it requires that your communication assets (regardless of their format) are error-free and hassle-free.

 

Bottom Line: You Need to Find the Right Balance for Your Communication

 

Your communication approach must complement your overall mobile BI strategy. It becomes not only a conduit to inform your user base but also an opportunity to eliminate confusion and increase adoption. Finding the right balance for your communication is critical because it will be one more tool in your arsenal to help you achieve what matters most when it comes to business information — faster, better-informed decision making to contribute growth and profitability.

 

What do you see as the biggest communication challenge in your mobile BI strategy?

 

Stay tuned for my next blog in the Mobile BI Strategy series.

 

Connect with me on Twitter at @KaanTurnali and LinkedIn.

 

This story originally appeared on the SAP Analytics Blog.

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In my last blog post I looked at the Mexican appetite for large-scale business transformation and the five key considerations businesses should take into account when making the transition from industrial age (static, slow and immovable) to digital age (nimble, fast and innovative).

 

In this blog I’ll take a closer look at some of the companies leading this charge, all of whom I was lucky enough to meet on my recent trip to Mexico City, and examine some of challenges they are facing.

 

Big Data Analytics – Pulling Value and Insights from Data

 

One of Latin America’s largest service providers is sitting on a goldmine of data. It has a clear focus on driving real and measurable business value from analytics and exploring how to maximise the impact of this on customers and the business itself. The next key step is for it to figure out:

 

  • What services?
  • What insights?
  • What can we charge and whom should we target?

 

Software-Defined Infrastructure at the Heart

 

Network function virtualisation (NFV) and software-defined networking (SDN) are central to this organisation’s strategy for change – a theme we are seeing accelerating in the service provider market segment. Broadly speaking NFV takes a previously fixed network function and allows you to run it on a virtual machine (VM), while SDN separates management from the fixed appliance and allows you to manage resources centrally from one location. Ultimately this move towards a more Software-defined Infrastructure (SDI) should significantly increase network agility whilst reducing cost – a key business outcome that is critical to this company’s transformation. It’s clear to me that it is keen to push forward with both NFV and SDN at high speed. If you’re after more detail on NFV and SDN then I’d strongly recommend you read this excellent blog from Jim Henrys. The organisation is also planning a large-scale private cloud, along the lines of our own OpenStack model here at Intel. The key consideration for it here is how to roll this out in an orderly and secure manner. Challenge of privatisation – how companies need to stay competitive and transform Government regulations are opening up the public sector in Mexico allowing for more competition and creating an opportunity for state-owned businesses to revisit how they stay ahead in markets that will be changing fast. One such organisation we met with knows it has to transform its business dramatically:

 

  • Firstly, agility is high on the agenda as is diversification into communities
  • Secondly, it also plans to further improve its customers centricity by driving further into people's home, adding to the one million smart devices it already has installed across the country.

 

Cultural Change Goes Hand-in-Hand with Technological Change

 

It recognises that technology will play a key role in this modernisation but it is also under no illusion as to the importance of cultural change in this process. It won’t be an easy mountain to climb, but it certainly isn’t an insurmountable one.

 

Energy giant E.ON started out as a state-owned organisation before making the transition to a privately-owned company in the 1980s. Over more recent years it has transformed itself from a traditional utility to a modern, agile brand. It is now a key player in the digital home, offering a range of smart value-add services to attract and retain more customers in an increasingly competitive market segment.

 

man-helping-woman-in-retail-store-using-mobile-device.jpgMoving from Retail to Lifestyle Brand

 

One of Mexico’s most prestigious retail chains has already rolled out initiatives to drive customer stickiness and loyalty through tiered credit card programs and has ambitions to make the full transition from retailer to lifestyle brand.

 

Its vision is to create a full sensory customer experience, from physical stores to online, at every point in the omni-channel journey. It is very progressive and very exciting to see this level of innovation underway. The delivery of immersive, connected and safe experiences is a great way to win and retain customers – a key business outcome many enterprises are trying to achieve.

 

Inspirational, Emerging Lifestyle Brands

 

This organisation recognises that technology has to underpin this transformation and is fully bought into the SMAC stack model I discussed in my last blogpost. The full transition to lifestyle brand will not be easy, but there are companies it can look to for inspiration.

 

BMW no longer views itself as premium car manufacturer but rather as “a leading supplier of premium products and premium services for individual mobility”. It is re-imagining every aspect of its business - from how it designs and manufactures vehicles to how it engages with customers to better integrate products and services into our increasingly mobile lives. The car is only one small part of this.

 

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How to Convince a Nation that Cards Are the Way Forward

 

Another company I met with has a goal to get its cards into the hands of the 60 million cardless Mexicans. Traditionally consumers and small businesses have been somewhat resistant to this. The opportunity lies in it being able to work out the best way to persuade this untapped audience that cards, rather than cash, are the way forward.

 

One example looks at getting cards into the 100,000 taxis operating in Mexico City. These drivers are currently facing stiff competition from Uber, which has taken the city by storm. Technology – and specifically the use of SMAC – is integral to this company’s business model, meaning its drivers are more traceable and customers are able to directly read other customer feedback. The organisation I met with will be looking to replicate this sort of success for its customers and partners.

 

From Traditional to Digital Business

 

Overall, my conversations with customers in Mexico City were fascinating. It became clear to me over the course of my trip that the train towards digital business has well and truly left the station in Mexico. Many of the customers I spoke with are now looking at how to remove the obstacles on the track that are preventing them from putting their foot fully on the accelerator. I believe this is an area where Intel can help a great deal.

 

To continue the conversation on Twitter, please follow us at @IntelITCenter or us #ITCenter.

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From some of my previous posts on the impact of analytics and BI at Intel, the evolution of Intel IT’s use of Big Data, and the migration to Cloudera from another Hadoop distribution, you might get the impression that Hadoop and its native Map Reduce processing model is all that there is to Big Data.  In this presentation from the 2015 Hadoop Summit in San Jose, Intel IT’s Seshu Edala and Joydeep Ghosh look at what kind of Big Data use cases do not work well with map reduce.  They describe their investigation of up and coming technologies that might do better on these use cases.

 

How can Map Reduce be problematic?  Intermediate results need to be written to storage.   While this may not be a problem for many batch processing jobs, use cases that iteratively process data, such as an analysis of continuously streamed log data, these intermediate writes to storage like disk can drastically slow processing.  As a data stream is split and sent through a number of analysis functions, the processing can be modeled as a Directed Acyclic Graph (DAG).  Map Reduce is not particularly efficient for handling this kind of graph processing. We show storage writes in Map Reduce vs a Generic DAG problem in the diagram to the right.

 

Much of Edala and Ghosh’s presentation is a look at the technologies that would be efficient and effective at handling DAG type problems.  You can look at their presentation for their conclusions, but one of the more promising technologies is called Spark.  Spark was developed in UC Berkeley AMPlab, commercialized by the company Databricks, and supported in Cloudera’s Hadoop Distribution. Another consequence of this looking at post Map Reduce technologies is that we have to rethink how Hadoop will fit with different Big Data technologies and technologies evolve.  The diagram below shows how the original Hadoop/Map Reduce combination (with green fill) will evolve over time.

 

A video of their session is available online, as is a Slide Share of their presentation materials.

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Ten years ago, just days after hurricane Katrina battered the southern states of the US, I received and urgent call from work late at night. 

 

“…make your way to Austin TX.  We are setting up a logistics center for tech deployment into affected areas in conjunction with the American Red Cross.  Be there tomorrow by 10am.” 

 

It was a call from fellow IT employee, temporarily working in a hastily organized crisis center.  I sent a quick email to my boss and team, stating where I was going.  The response was simply, we have your back.  Do what is needed.  Six hours later while most of the world was captivated at images of the destruction on television, I was on a plane heading to help and not knowing what to expect.

 

Intel Corporation has a long history of providing aid and assistance for people after global catastrophes.  The employees donate their time and money.  The company matches employee contributions, donates equipment, and sends relief through response organizations.  In some cases, for the most severe circumstances, Intel also sends its most valuable resource into the field, our experts.

 

After landing in Austin, I joined a small advanced team at the American Red Cross (ARC) IT logistic center.  Corporate volunteers from Intel, Dell, and Cisco were there to help develop systems, networks, and telecommunications solutions to allow ARC field personnel to register victims, issue relief funds, and help people find missing family members.  More highly skilled volunteers came flooding in to join the team.  We were asked to build PC kits which included networking and telecommunications which could be deployed.  Except, there were no components to use and the platform, consisting of hardware, operating systems, and applications, was not architected.  Companies quickly began leveraging industry relationships to acquire the necessary devices and software.  Intel rerouted and donated a large shipment of PCs which our IT department purchased for employees.  Dell and Cisco did the same for products earmarked for other customers.  We jumped in our cars and raided every electronics store in the city to fill in all the other necessities, such as keyboards, mice, network cards, power strips, etc.  In short order, the loading dock was filled with gear. 

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The teams began working on software modifications, network configurations, a base image, and then building the kits in an ad hoc assembly line.  Each one was assembled, tested, and then broken down to fit in travel containers we modified by hand.  After a long day, we had a solution architected, kits built, and filled in a semi-trailer ready to go into the field.  Transport was being handled by a major trucking company.  Hours after the truck pulled away, we began receiving calls from the field asking where the equipment was.  They were in dire need and first sites had not received their scheduled delivery.  A quick call to the transport company revealed they put the shipment on hold.  The roads were not safe, electricity was still out of large swaths of the south, and fuel availability was unreliable in the affected areas.  This led law enforcement to setup roadblocks and hold back most traffic.  

 

We knew, as part of the relief effort we could get through the checkpoints.  So we asked for the trailer back, but the trucking company refused.  We would not get it back for another day or more.  Hearing what was going on in the field, that was just unacceptable.  Our choice was clear.

 

The bulk of the team was in the break room joyfully relaxing and feasting on pizza after a long day of work in a hot warehouse, when we informed them of the situation.  All became quiet.

 

“What do we do?” 

 

Not knowing if the volunteers would agree after such a grueling day, we proposed doing it all over again.  Build the kits and find a more reliable way of transporting them that night.  Without a single complaint, every last person stood up with gritty determination and filed back into the warehouse.  Then the real challenges began.  We didn’t have enough components left or cases which would fit everything. 

 

Dig deep.  It is times like these when I fully appreciate working with creative, motivated, and relentless problem solvers.  I assembled a team to solve the case problem and figure out how to get the components into a box half the size.  Admins were assigned to procure the necessary components from local stores.  The technologists were challenged with making the software builds install faster and with a greater success rate.  I pulled the line managers and asked them to find a way to assemble the kits faster and designated a safety officer to oversee the health of the volunteers and insure tired people were not being run over by forklifts or crushed by falling cases.  After another long shift, the new kits were built.  It was close to midnight and many had been working nonstop since 6am. 

 

But there was another problem.  None of the transportation companies could make the deliveries.  The kits needed to be dropped off in several locations across 4 states.  We tried every avenue, but nobody could get these cases where they needed be. 

 

Dig deeper.  It was time to take matters into our own hands.  I asked for volunteers to drive that night from Austin, eastbound into Louisiana, Alabama, and Mississippi.  I told them I would lead a caravan to crisscross the states and drop kits and support personnel to affected areas.  We advised them of the dangers and warnings the federal emergency team provided to us. 

 

I was shocked.  Exhausted people, covered in sweat and dirt, raised their hands to volunteer.  In a moment I will never forget, these people who were most comfortable in cubicles and labs were willing to go into the night, in areas deemed as unsafe, to answer the call of helping others.  We could not guarantee a ride home, but committed we would track them and get them back as soon as we could, after the kits were setup.  That did not discourage anyone.  Helping others was their mission.  We grabbed sleeping bags, bottles of water, and bug spray, then headed into the night.  

 

Over the next 23 hours we drove across the area affected by Katrina, which killed over 1200 people and resulted in $108 billion in property damage.  The storm displaced millions of people and disrupted communities across the south who struggled to deal with the waves of Americans trying to find normalcy.  We passed emergency vehicles from dozens of neighboring states who came down to help.  Along the way we dropped off kits and volunteers to aid stations, community centers, and schools converted into shelters.  My team ended up at the southernmost tip of Louisiana, setting up a satellite uplink for a remote aid station while power companies were furiously working to restore power.  There was a moment when I stood on the coastal road at the waters edge and looked into the gulf.  Helping those in need brought me to that place.  It was both beautiful and peaceful.

 

During my time we saw devastation, riots, hysteria, and an unbelievable number of displaced citizens.  We also saw hope, faith, fierce independence, sacrifice, and indomitable resiliency.  I spent two weeks in the field and came back with a lifetime of memories.  The volunteers I had the pleasure to serve with were intelligent, passionate, focused, and committed.  I saw companies rise beyond the desires for profit and truly give their very best in a time of need.  Walmart gave away water and critical supplies while maintaining the most amazing supply chain, even to remote areas.  Budget rentals supplied hundreds of trucks which were used to deliver equipment, water, and other supplies.  Tech partners Dell and Cisco sent their brightest to solve problems and empower technology to help ARC in their mission.  Intel, for its part, contributed on a number of fronts, including supporting a telethon to raise money, donating millions of dollars and equipment, and sent a few crazy people like me into the mix.  Although we were volunteers, Intel management paid us and allowed the use of corporate funds to purchase equipment and supplies needed in the field.  Every Intel employee who volunteered came back to their job, without any negative impacts to role or position. 

 

Where there are natural disasters and catastrophes, you will find Intel volunteers taking up the cause for recovery.  Over the past decade Intel has responded to calls for assistance in the aftermath of tsunamis, earthquakes, hurricanes, and typhoons.  Some donate money and relief items, others commit their time, and a few even put their boots on the ground.  Volunteers all contribute in their own valuable way and the corporation and management go to incredible lengths to support these efforts.  For a company perceived as full of computer nerds, geeks, and engineers who hide in cubicles and only think tech, I challenge that notion.  Intel employees have a strong sense of community and responsibility, and even ten years after being part of Intel’s hurricane Katrina team, I am proud to stand and work among them.

 

Twitter: @Matt_Rosenquist

The Vortex of Change


dcc.jpg

In business, a new norm is upon us. Static industrial age models are being turned upside down, as the ability to ‘innovate with velocity’ has overtaken size as a key driver of success. Businesses need to be able to roll out new products and services in previously unimagined timeframes – we’re talking weeks, even days, as opposed to months and years and if you don’t do it someone else will!


An agile, modern, flexible IT infrastructure underpins the 21st Century business, but this alone does not guarantee success. IT deployments need to happen hand in hand with large-scale workplace transformation.

 

At Intel we refer to this whirling mass of business, technological and cultural transition as The Vortex of Change. Once the dust has settled only the innovative will emerge in one piece; the nervous and slow will undoubtedly struggle to stay relevant.

 


The SMAC stack

vvv.jpg

At Intel and beyond, the SMAC (Social, Mobile, Analytics, Cloud) stack is recognised as the Digital Platform model required as the starting point to drive this large-scale business transformation. I’ll recap quickly on what we mean by SMAC stack but for a longer and more detailed description I’d recommend you read this blog from my colleague and good friend Jim Henrys.


  • Social

      Democratizes ideas and options, eliminates traditional hierarchies for communication, sharing and connecting

 

  • Mobile

      Allows us to work any time and from any where

 

  • Analytics

      Enables filtering of information to create observations, predictions, and drive real-time decision making

 

  • Cloud

      Provides access to information for collaboration anywhere, any time and on any device

 

How is this manifesting in the real-world?

 

We know from our interactions with customers that the vast majority of organisations across the globe acknowledge the fact that they have to become more nimble in order to survive. We also know that the SMAC stack is recognised as the starting point to Digital Convergence, which is fusing the best attributes of traditional business with the agility of digital business. Nowhere is this more evident than in Mexico.

 

I was lucky enough to take a recent trip to Mexico City and witness a country on the move. Mexico has an awful lot going for it:

 

  • Great labour market

Above all else, it’s people that drive transformation and Mexico has a great labour market with high-quality manufacturing output. This makes it very attractive for companies looking to invest and use Mexico as a hub from which to expand into other areas of Latin America.

 

  • Huge potential for e-commerce

Traditionally Internet penetration in Mexico has been low as many families do not own a computer. However, analysts are now predicting an increase in internet users from 65 million in 2015 to 80 million in 2018, driven primarily through increased smartphone and tablet ownership together with falling data costs. By 2017 the number of smartphone users is expected to exceed 54.4 million, while in 2015 Mexico will have the highest tablet penetration in Latin America at 35 percent. Couple this with the fact that Mexico has 112 million inhabitants, many living in areas where physical access to goods is harder than in countries like the US where most small towns have a Walmart, and it’s easy to see the huge potential for e-commerce

 

  • Growth in IT 

Analysts are predicting a CAGR of 7.2 percent in IT spending over the next four years driven by a convergence of income growth, declining device prices and Prosoft 3.0 – a supportive government ICT development policy. Cyber security software and services, cloud computing, retail hardware, demand for tablets and hybrid notebooks and outsourcing will drive this trend

 

  • Great business conditions

When compared with Brazil, for example, Mexico has 30 percent more GDP per capita and conditions for doing business are arguably more attractive. It is ranked number 39 in the World Bank’s ease of doing business index, while Brazil is ranked 120.

 

When it comes to individual companies what I saw in Mexico is consistent with what I’ve been seeing globally – businesses recognise that they need to change if they want to stay competitive and, in some instances, they are ahead of the curve. Many of the customers I spoke to were not only aware of the changes they needed to make to survive the Vortex of Change; they were already putting plans in place and taking concrete steps towards implementing them.


Turbulent times ahead

 

However, change is not easy. While many of the customers I met with in Mexico have transformation plans in place, the next steps will be less than straightforward. It was clear to me that many businesses are on the lookout for partners who can give them advice on the technological and cultural change required to get from A to B. I’d like to think that Intel can be a valued partner for many of them, offering an independent, global perspective on how transformation is being driven across industries.

 

Breaking it down, there are roughly five key considerations businesses should take into account when making the transformation from industrial age (static, slow and immovable) to digital age (nimble, fast and innovative):

 

  • Being data driven

      What data have we got, what can we do with it, and how can we monetise it?

 

  • Being on demand

      How can we economically and rapidly deliver value-add services to customers who want everything immediately?

 

  • Being secure

      How do we move from playing Whack-A-Mole to managing risk in a proactive and cost-effective manner?

 

  • Being customer centric

      How do we win and retain customers through properly connected experiences?

 

  • Being innovative

        How do we attract and retain the talent to drive innovation?

 

In Mexico these changes and considerations are not hypothetical; they are real and they are happening right now. My next blog takes a closer look at some of the Mexican businesses I met with on my trip and examines their progress down this path.


To continue the conversation on Twitter, please follow us at @IntelITCenter or use #ITCenter

Our buildings are getting smarter. They can tell us all sorts of things about the way we work and live our lives – and building automation systems and energy management systems have been keeping an eye on their hosts’ performance for years. But the IoT is about to send the average building’s IQ into the stratosphere. Smart buildings are going to get very smart indeed.

 

Energy Management Leads the Way

 

We’re already starting to see the IoT make a difference in energy management. Having built its business on providing energy-efficiency products to the construction industry worldwide, Kingspan is using the Intel IoT Gateway built on the Intel® Quark™ SoC to super-charge its energy-management solutions – and is on its way to achieving net-zero energy status for its headquarters in Dublin.

 

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Kingspan is not alone: Daikin Applied is using the Intel IoT Gateway to support more proactive management of buildings’ performance. Inspired by the problem of people getting stuck in elevators during a regional power-cut, Rudin (the leading private manager of business and residential property in Manhattan) has had a smart building strategy since 2008. But now Rudin and Intel are exploring how the IoT and machine learning can improve productivity and efficiency, maximize operations and enhance day-to-day life for its tenants. Its operational efficiency tool, Di-BOSS, has already helped achieve seven percent savings in energy consumption – worth about $1 million a year.

 

Sustainability and Moore’s Law

                                                            

What’s driving all this? Partly it’s regulation. Across the EU, buildings are responsible for 40 percent of energy consumption and 36 percent of CO2 emissions. As a result, the EU’s Energy Performance of Buildings Directive requires all new buildings to be nearly zero-energy by the end of 2020. All new public buildings must be nearly zero-energy by 2018.

 

But it’s also driven by technology development. Think about progress in the last five years alone: touch-screens were once niche, now they’re normal. We carry the internet in our pockets – and access it almost wherever we want.

 

And over the past 10 years, the costs of sensors have gone down by 50 per cent. The cost of bandwidth is down by a factor of 40 and computing costs are 60 times lower. Moore’s law – now in its 50th year – is as healthy as ever. The IoT is cost effective!

 

Better Building and Facilities Management

 

So where does this leave facilities and building management more generally? These are interesting times for those of us involved in the IoT. As we have seen, companies in the field of energy management are starting to embrace the IoT. But there’s still more to be done to persuade companies that there is an opportunity to take control and define what is needed from technology to improve the way we occupy and use buildings.

 

This is even more true of facilities or general building management. As Yoga Systems is demonstrating, it is not just about energy use. Its Yoga PRO1 (based on the Intel IoT Gateway and using the Intel Quark SoC) can be used in commercial and industrial buildings to connect and control almost anything - wired and wireless security detectors, cameras, thermostats, smart plugs, lights, entertainment systems, locks, and appliances.

 

That’s a lot of use cases. Facilities management service provider Coor is putting some of them into practice by using the IoT to simplify the office manager’s job. But generally speaking, facilities managers are yet to fully embrace the possibilities of the IoT and truly smart buildings.

 

Security and Manageability

 

However, as these examples all demonstrate, smarter buildings means ever more connected devices for IT teams to worry about, and even more data to secure. Tight integration of hardware- and software-based security will be essential. IT professionals will also need solutions that enable them to configure, monitor, and securely manage all those end-point devices, and then remotely maintain them and diagnose any problems. Both security and manageability are key tenets of the Intel IoT Gateway (alongside scalability and interoperability) to help make this happen.

 

So What Can We Expect in the Near Future? Here Are a Few Predictions:

 

  • More small companies will get involved. The IoT creates an open and diverse ecosystem with plenty of opportunities for niche players. Change in facilities management in particular is likely to come from the small specialist players.
  • The IoT will drive development in Operational Technology (OT) – and the long-projected convergence of IT and OT will finally happen (Although this will depend in part on the level of security and manageability in place.)
  • Vertical solutions and proprietary infrastructure will not scale to meet the rate of anticipated change so we’ll see more and more common infrastructure driven by open standards that can benefit all.
  • Facilities management will eventually embrace the IoT. Their IT departments recognize that change is coming, it’s merely a question of time – and who gets to market first.

 

 

What do you think? Who is embracing truly smart buildings? What are the business cases that will drive adoption? Have your say in the comments below.

 

Rob Sheppard is IoT Product and Solutions Manager at Intel EMEA

 

Keep up with him on Twitter (@sheppardi) or check out his other posts on IT Peer Network.

Ceph.png

Ceph is an increasingly popular software defined storage (SDS) environment that requires a most consistent SSD to get the maximum performance in large scale environments. There are 3 things about an NVMe Intel drive that will make your Ceph deployment more successful.

These are:

1. Server density - you can consolidate NVMe PCIe drives without the need for Hardware HBA's. Try using just 2 NVMe drives instead of 4 SATA drives for journals. This will save space, it can save power, and it will provide direct from the processor IO write benefit for this critical component in the Ceph architecture. Moreover, you can use NVMe SSDs for caching, further boosting a cluster's performance. Use the best drives for the most important work in a Ceph cluster.

2. Quality in latency - Latency quality is key to delivering fast writes to a journal, under always varying conditions. Intel focuses on quality of latency foremost.

3. NVM Express protocol (NVMe) efficiency and maturity - NVM Express is mature and ready for your Ceph journal needs.


You might have some further questions about efficiency and maturity, see these blogs for greater proof:

  

Intel SSD P3700 Series - NVMe Efficiency

NVM Express: Linux driver support decoded

 

Most of all,  take a look at this study on NVMe versus SATA drives done by Intel's Ceph team:

 

Benefits of Intel PCIe SSD vs Sata SSD w_Ceph.pdf

 

Intel Developer Forum 2015 (IDF) in San Francisco, is right around the corner, it kicks off this Tuesday August 18.

 

From 1pm to 3pm there is Tech Chat on SSD's and Ceph which I will attend with Dan Ferber and others from the Ceph domain within Intel.

 

Jian Zhang from our R&D labs for Ceph and Storage will give a talk on tuning for Ceph and the CeTune tools, soon to be open sourced for automatic Ceph performance tuning and profiling. Jian's session will be at 3:30 on Tuesday and the direct link to that is here:

http://myeventagenda.com/sessions/0B9F4191-1C29-408A-8B61-65D7520025A8/7/5

 

Finally come out to the SSD Pavilion on the Exhibit floor where we have a booth related to Ceph and tuning. 

Bomb.jpgShould companies take the risks necessary to test their employee’s resistance to phishing?


The behavioral aspects of security are just as important as the technical controls.  A security savvy workforce is a tremendous asset while employees who make poor choices can undermine even the most robust security mechanisms.  Social engineering techniques target what is considered the weakest link, the user.  Mature organizations invest in both the tradition technical controls such as firewalls, anti-malware agents, and encryption, as well as conducting employee security training to improve the behaviors of workers.  This includes educating personnel on phishing and social engineering to make them more resistant to attacks. 


The effectiveness of security controls determines their overall value.  Good metrics facilitate improvement programs, but testing technology efficacy is far easier than measuring that on the human side.  So what can an organization do?


Companies have a few options.  Post-training surveys and quizzes are easy but fall short on practical realism and longevity.  Hiring professional penetration-testers, which can be expensive, is a great way to test defenses but they are looking for any way in and not testing the whole community for a specific type of social compromise.  Organizations can take it upon themselves to send out some fake messages internally, using corporate emails systems, and see which employees fails to recognize the phishing bait.  But these messages tend to be limited to internal communication systems and be mostly bland and generic in nature.  To be effective, testing of employees must get personal to the individual and arrive in both work as well as non-professional communication avenues.  Home email addresses, social media sites, and texts on personal phones should be part of the test parameters, otherwise the results will lack important avenues of attack. 


Phishing Caliber2.jpgTesting must be realistic.  Attackers today are quickly refining their techniques at both targeting specific individuals and delivering highly realistic and convincing messages to intended victims.  Modern phishing campaigns add specific social elements into the communications.  Perhaps a message from a child’s coach, teacher, or babysitter might get someone to click a malicious link.  A digital note from your boss or an executive in the division might be enough to persuade the reader to divulge information.  Perhaps an urgent text from your spouse or parent would be just enough to download and open a file?  These are all potential traps which attackers can use to compromise entire networks.


New options are emerging which are both comprehensive and authentic in testing employee’s resistance to social engineering, but represent a risky path for evaluation and gathering the desired metrics.  A recent Wired article Security Tool Tricks Workers Into Spilling Company Secrets highlights one such tool, AVA.  AVA works by gathering data from both inside the organization, such as corporate directories, as well as externally from social media and internet sites.  Based upon how people are connected and communicate, the tool can build a social and hierarchical map.  It then crafts a phishing campaign tailored to individuals and sends out tests across email and networks like Twitter, LinkedIn, and Facebook.  I suspect these social sites probably wouldn’t approve of such activities within their services based upon the user agreements and usage guidelines.


Rewards

The results however, will give the organization very specific insights to which workers are the most susceptible to social engineering attacks and what kinds of manipulation works best.  If conducted properly, accurate results could be a windfall for the security organization to understand specific weaknesses which can easily be closed.  Those who are most vulnerable can be educated in how their social sharing impacts the security of work, family, and friends.  This can lead to better overall training, opening lines of communication between security and employees, elevation of good personal security choices, and drive a new level of flexibility and effectiveness in overall risk management of the company and for individuals. 


Risks

There are risks.  Many risks.  In order to conduct such a test.  The tool must synthesize sensitive corporate information and harvest a tremendous amount of very private information of the employee from external networks.  Many companies would be cautious to give such operating details to a 3rd party and would likely opt to orchestrate the whole process internally.  There are privacy regulations, both state/regional, national, and international to consider.  Most would require some type of notification, some would necessitate the opt-in, and in other geographies it may be altogether forbidden.  Such an activity may violate the corporate privacy policy, ethical standards, or expectations set in employment agreements. 


Then there is the “creepiness” factor.  Do you really want your employer to gather and analyze all the information from your social feeds and networks?  Most people embrace a strong delineation between work and home domains.  Such details could foster fears of discrimination, employee contract violations, overstepping of privacy policies, and the unnecessary sharing of personal activities among workers and superiors.


Such invasions of privacy, perceived or real, could spur internal discord, dissatisfaction, protects, and unnecessary drama.  It could drive lover productivity and crater employee satisfaction.  The irony would be if a security program actually contributed to a rise in disgruntled employees, sabotage, and litigation.


Choice: Risk versus Reward

Ultimately it comes down to the choice of the organizations if they want to institute aggressive and invasive practices in pursuit of better security.  Every company and government agency is unique and driven by different priorities.  At best, decision makers should make informed choices, understanding both the potential benefits and risks.


My Top 10 recommendations to those organizations considering more invasive testing:

  1. Move with great caution! 
  2. Openly communicate and publish expectations in employee hiring and privacy policies
  3. Work with employees, human resources and legal departments to get buy-in and ensure compliance with privacy policies, ethics, and regulations
  4. If possible, establish an opt-in/out mechanism and time limitations which are tied role changes and training cycles.  Be sure all activities cease when employees leave the company
  5. Make it fun if possible.  A contest or team challenge, and provide awards to individuals or groups who do well.  Provide post event feedback
  6. Follow good data practices.  Collect only what is necessary, keep data anonymous as much as possible, be sure to secure all stored data and delete all private information as soon as the event concludes
  7. Consider leveraging a trusted 3rd party as an independent proxy to do the data gathering, analysis, and testing.  Verify they are properly protecting data and deleting it afterwards
  8. Results should not expose private data of those tested, only their scores and generic areas of training improvement
  9. Be prepared to justify actions with executives, board members, and the media
  10. Don’t be creepy! 


Security is important and the strength of employees’ behaviors are critical to the success of a proper security posture, but so is morale, trust, and support the workers have toward their employer.  Don’t let pursuit of security metrics undermine your strongest advocates for security, your loyal employees.  Move with caution, forethought, and in partnership with the employee community.



Twitter: @Matt_Rosenquist

LinkedIn: http://linkedin.com/in/matthewrosenquist

JASON KENNEDY

Intel Powers Business

Posted by JASON KENNEDY Aug 13, 2015

man-working-on-a-laptop-in-a-conference-room.jpgToday’s workforce needs technology that helps them get more done while on the go. The challenge though is many businesses are still using old technology that simply can’t keep pace with a modern mobile workforce, which can actually drive up maintenance costs. This is also compounded by performance challenges as older systems don’t have the horsepower to process today’s apps, hurting worker productivity.

 

At Intel, our passion is driving the innovation inside to make new mobile and productivity experiences possible for businesses on the outside. We want to make it easy for businesses to pick the right device for the job and with the right choice of hardware-based capabilities.  So, we’re focused on driving innovation with our industry partners working closely to provide a portfolio of purpose-built business solutions across a breadth of form factors and operating systems. And in conjunction with our partners, whether it’s inside a laptop, sleek 2 in 1, Ultrabook™, mini PC, or All-in-One, our 5th Generation Intel® Core™ processors are a great option with solid performance to help businesses thrive. Systems featuring the Intel® Core™ vPro™ platform provide additional hardware-assisted benefits that midsize businesses and enterprises demand for enhanced manageability, security and productivity.

 

As part of the breadth of options we’re delivering, for businesses considering Chrome and who primarily use web apps, the new Dell Chromebook 13* featuring the 5th Generation Intel® Core™ i5 processor inside should be on the evaluation list. Customers get great performance for multitasking and engaging with web content in a lightweight mobile device. Businesses can also learn more here.

 

Intel's compilers may or may not optimize to the same degree for non-Intel microprocessors for optimizations that are not unique to Intel microprocessors. These optimizations include SSE2, SSE3, and SSSE3 instruction sets and other optimizations. Intel does not guarantee the availability, functionality, or effectiveness of any optimization on microprocessors not manufactured by Intel. Microprocessor-dependent optimizations in this product are intended for use with Intel microprocessors. Certain optimizations not specific to Intel microarchitecture are reserved for Intel microprocessors. Please refer to the applicable product User and Reference Guides for more information regarding the specific instruction sets covered by this notice.

Notice Revision #20110804

 

Intel technologies’ features and benefits depend on system configuration and may require enabled hardware, software or service activation. Performance varies depending on system configuration. No computer system can be absolutely secure. Check with your system manufacturer or retailer or learn more at intel.com.

 

Intel, the Intel logo, Core and vPro are trademarks of Intel Corporation in the United States and/or other countries.

 

*Other names may be claimed as the property of others.

JudLup

Product development for IOT

Posted by JudLup Aug 12, 2015

*This blog was originally translated from Spanish to English

 

IOT.jpgThe Internet of things currently has a growing imminent that will allow you to industry and individuals improve their production time and to have control over the environment, I personally consider that the information age is about to finish to give home to the new era of control, in which developers of solutions IoT will have the rigorous work of be the impetus to forge a new industry which according to projections will extend the world's GDP and it will leverage the technological development, in other words the large companies such as Intel, IBM, Cisco, Microsoft, Google does not estanrian migrating to this new emerging power, the future is in our hands, constant and rapid development is something that we cannot stop, option is to get on the carousel of the IoT the generation of solutions of this magnitude is almost infinite, now that everything is done in this new world that will revolutionize everything that we see and want.

 

The growth of internet access and the efforts of Governments to provide a quality and connectivity infrastructure to the largest number of people in each country is a history reflecting towards where we, countries like Israel in a small town without many resources, but with a significant number of awards nobel and the constant evolution of innovation that have defined as a lifestyle is a clear sign that the development and the future of mankind is framed in the development of innovation and solutions that allow to optimize time and diniero, in addition to contributing to the environment.

 

Currently internet meets large efforts in looking for a way in millions of people from accessing knowledge in didactic way and practical, when knowledge is collective, millions of people have daily opportunities to improve their quality of life as the others, that is sustainable and solid growth for humanity.

 

I hope to be able to communicate with many of you to review issues of developing solutions that contribute to humanity and give a twist to this impending change that lies ahead, within the contributions that I can offer is my experience as an entrepreneur in the development of solutions home automation, building and urboticas in which I have worked for 5 years in the search for a new system more efficient and clean that really allows the scalability of the products and services, within my skills that can serve them to you I have knowledge in networks, servers, hardware, electronics, software development, automation and mobile application development.

 

Will be a pleasure to share with you,

 

Cordially,

 

JudLup!

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