I'll give you five seconds to recover from your pun-induced groaning [5...4...3...2...1] Now, on to the news: Open Text announced late last week that it has acquired eMotion, a software-as-a-service digital asset management (DAM) product, from Corbis. Open Text plans to rebrand eMotion as Artesia on Demand for Marketing, complementing its full-featured, installed Artesia DAM product.
IBM's PR engine has been ratcheting up the volume about its efforts in cloud computing lately and if you are like me, I found their press releases confusing, so I got them on the phone to try and get past the hype to better understand what they are really doing in this space. Turns out they have turned on a powerful listening and learning engine.
IBM’s BlueCloud initiative isn't (at least not initially) an attempt to become a cloud services provider or to become a cloud computing platform, but rather to help their customers experiment with, try out, and custom design cloud solutions to fit their needs. Building off the IBM Innovation Center concept, IBM is providing Cloud centers that are places customers from enterprise and government accounts, as well as non-IBM customers can test out cloud computing concepts, mostly for deployment internal to their own data centers. Gerrit Huizenga, the technical solutions architect for BlueCloud for IBM's Systems & Technology Group (STG) said these efforts are helping them build out a series of cloud blueprints, or proven/standardized cloud infrastructures. "Our goal is to deliver solutions that make it much easier to deploy and manage these things," Huizenga said.
As a security guy, I’ve spent a lot of time thinking about the security ramifications of wireless connectivity. Wireless has evolved from a single protocol, 802.11b, to a veritable alphabet soup loosely defined as "Mobility." We now have 11a/b/g and maybe n, Bluetooth, RFID, CDMA, Wi-Max, and a bunch of other stuff that all provides wireless access, often without even a thought of security. As people scramble to have the latest, coolest, most connected devices in the company, they are tossing security right out the window.
TechCrunchIT reported today that a Rackspace data center went down for several hours during the evening due to a power grid failure. Because Rackspace is a managed service provider (MSP), the downtime affected several businesses hosted in the data center.
Over the past few months a flurry of announcements have begun swirling around the cloud computing space, which remains a nascent market in the overall IT realm. Do these announcements portend a fast maturity for the concept or just the typical "me too" that comes with a hyped market?
In June, RightScale, a cloud management software and consulting company that has become a bit of a poster child as a cloud integrator, announced a partnership with GigaSpaces that integrates their eXtreme Application Platform (XAP) clustering and cache solution with the RightScale automated cloud management platform for Amazon EC2 clients. The value of this partnership comes from the fact that EC2 simply provides you with a VM you can populate but no availability or scalability services. XAP is a cluster architecture that delivers these values and can be quickly and easily deployed via the RightScale tool.
Next came Elastra, a San Francisco startup building a Cloud Server, a middleware layer that turns a commodity infrastructure into a cloud (similar value to what 3Tera provides today). The first iteration deploys similarly to XAP -- as a software layer you load into EC2 VMs, that enables scale and availability to the apps you lay on top of it.
Earlier this week, if you happened to read any of my research on our site, you might have been scratching your head at my "new" photo, as seen below:
You might have asked yourself, "What has happened to one of my favorite Forrester analysts?" Was it the result of a) a face lift; b) gender reassignment surgery; c) successful prayers to the patron saint of the un-photogenic (when a good friend first saw my original photo last year, she asked in her typical blunt fashion, "Why do you look so puffy and awful?")
I’ve recently returned from SAS Institute’s Annual Analyst Event held June 23-24, 2008 in Monte Carlo. At this event, SAS leadership revealed a roadmap to amplify, with the most effective decision science yet developed, the judgment of professionals in a wide range of industries including retail and consumer goods. Forrester noted specific new science based processes, deployable without restrictions about legacy transaction applications for:
Merchandise planning. The most critical decision in any consumer goods value chain is which merchandise to stock. But this decision, although ultimately driven in retail by the buyer’s judgment, must draw on data and analytics that evaluate, based on historic demand) the relative likely revenue and margin resulting from different merchandise portfolios, and test the feasibility of the portfolios against constraints such as store space or labor availability or the firm’s available working capital.
Size optimization. For retailers selling footwear or apparel a statistical understanding of the distribution of sales by size by store is vital in order to meet consumers’ needs and avoid mark downs and stock outs. It’s well known that consumers’ sizes vary from one region or country to another, with Norwegians for example in general being taller for example than Greeks but retailers need powerful sparse data analytics to plan for the differences in populations that visit urban and out of town stores.
Space optimization. Retailers provide space in stores in proportion to their expect sales and margin for each merchandise item. But the complex tradeoffs between affinity items, with different margins and attracting different promotional funds simply demand an enterprise analytic approach rather than single user planning tools.
In the beginning of the year, Harvard Business Publishing launched a collection of online simulations as part of its curriculum that expose learners to real business situations and enforce essential corporate skills. Learning simulations are interactive models of real-life processes, events, or interactions that have distinctive learning outcomes. Users can manipulate variables that change the state of the model — they can make mistakes, learn from them, and try again — emulating a real "learning by doing" approach. With these online simulations, learners can engage in common business situations within realistic scenarios, and learn how to fine-tune their communication, analytical, and decision-making skills.
The first simulation, Universal Rental Car is a pricing simulation focused on teaching employees pricing skills in a managerial environment, as learners take on the role of regional marketing manager at a rental car agency, and are tasked with pricing rental cars in cities across Florida. Sample the Universal Rental Car simulation (login = user, password = user) for three rounds, and explore the Prepare, Analyze, and Decide tabs.