Technology “is the enabler of virtually any strategy, whether by providing the big data analytics that reveal new ways to reach new customer groups, or the Internet of Things connections that enable a whole new profit center in after-sale support. Top leaders need to know what technologies can do and how to bend it to their strategic goals. Leaders cannot wait until technologies are fully baked to think about how they will work for – or against – them. And sometimes companies will need to disrupt their own business models before a rival or new competitor does it for them.” This excerpt from a recent research paper published by the McKinsey Global Institute makes the point that new IT models require more explicit alignment to business strategies, and therefore, require a mature vertical industry go-to-market strategy that parallels IT innovation.At EMC, we apply our IT infrastructure capabilities to create value for enterprises looking for targeted industry solutions. With increasing frequency, we balance our horizontal technology approach with carefully chosen vertical industry solution development.Working closely with our largest customers, it’s clear that they expect more from their IT partners than just great IT infrastructure building blocks. Large enterprise IT organizations are transforming to drive business impact and results from faster, more flexible IT delivery tuned to the needs of their industry. And they need their infrastructure partners to play a key role in that transformation.A few examples:In energy exploration, seismic interpretation models cannot take full advantage of Big Data without IT infrastructure partners providing the linkage to their unique application stack.In large financial services institutions or large pharmaceutical companies, security analytics cannot be applied as quickly to their multi-channel, highly complex information environments without their IT infrastructure partners forming the ecosystem of providers necessary to make it happen.Manufacturers cannot combine the benefits of virtualization and predictive analytics and long-established manufacturing processes without their IT partners showing them how.For telecommunications carriers, the move to the software-defined datacenter holds the promise of next-generation infrastructure. We can help the large network carriers around the world realize the vision of the new completely virtualized networked infrastructure model.An industry solutions model requires an understanding of the ROI tied to the big industry IT transformation efforts of a customer. For the companies we serve, evolving their industry models with IT innovation isn’t measured only in hundreds of thousands of dollars in cost savings. It’s measured in the millions of dollars’ worth of growth opportunities.
Dell swept the PC category for design and innovation awards, taking home two of the five coveted best-in-show Gold awards for the XPS 13 and Alienware Area 51 at Computex 2015 in Taiwan this month. This builds on the industry excitement after winning 50+ awards at CES 2015.The XPS 13 was lauded as “impeccable” by the jury, while the Alienware Area 51 gaming desktop was described as “a perfect marriage of machinery and design.” Ray Wah, vice president, Dell Consumer Product Group, was on stage to accept the Gold awards for the Alienware Area 51and XPS 13 from the President of the Republic of China (Taiwan). Dell was also recognized with a number of other PC category design and innovation awards for Alienware Area 51, XPS 13 and Ultrasharp 34 Curved Monitor.Adding to Dell’s consumer portfolio, we announced a comprehensive new Inspiron lineup designed to meet families’ everyday computing needs with a perfect blend of sleek design, powerful computing and exceptional value. The new portfolio includes the Inspiron 5000 Series laptops, Inspiron 15 7000 Series 2-in-1, Inspiron 15 7000 Series performance notebook, Inspiron 20 and 24 3000 Series All-in-One desktops, and a full line of Inspiron desktops.“The design and build of the Inspiron 15 7000 is unquestionably high quality. The aluminum finish against a matte charcoal case ensures that it looks the part, which is rather refreshing for a laptop costing $550,” said the The Inquirer.Finally, Microsoft gave the audience a sneak peek at the new, never-before-seen Dell XPS 15 at its Computex keynote.“The redesigned XPS 13 is one the best 13-inch laptops on the market. It wouldn’t be unreasonable to surmise that the XPS 15 will follow a similar path.” The Verge reported from the eventGotta Be Mobile also reflected this enthusiastic sentiment with the headline “Dell XPS 15 2015 Continues to Show Up Apple’s MacBooks.”I can tell you it’s the world’s smallest 15-inch laptop, redefines thin and light with a virtually borderless, InfinityEdge screen, and is a preview of what’s to come. We are excited to debut a new lineup of innovative products optimized for Windows 10 later this year.Tell us what excites you about our newest devices and the July 29 launch of Windows 10 in the comments below.
Across the planet, 2016 was warm – so warm, in fact, that 2016 will almost certainly be the warmest year on record. Now, the difference between weather and climate is the difference between a data point and a trend. A data point can be off, high or low. So, perhaps 2016 is an anomaly. After all, it was an El Niño year, and that does make a difference.Unfortunately, a look at the list of warmest years on record suggests 2016 is not an isolated data point. Prior to 2016, 2015 set the record for warmest year. The year before that, 2014 set the record. In fact, every year from 2001 to 2016 is on the list. The only year on this list prior to the 21st century? 1998.Climate change is an issue of concern to Dell. The consequences of climate change are relevant across our value chain, from our suppliers and our operations, to our customers. The manufacturing and operation of our products has an emissions footprint. Potential effects from climate change create business risk for Dell, most notably an increase in frequency of severe weather events and an increase in water stress in the regions where our suppliers operate.The risk to Dell, though, is not the most important driver of our work. For many of our customers, the concern is not whether climate change will affect them, but more about when. These customers will need technology – from us and from system integrators and solution developers – to solve problems, enable new approaches and tackle the big challenges.With the merger of Dell and EMC, we have an opportunity to review and update our approach. So, today, you’ll find a revised Climate Policy Principles document on our website, representing the combined point-of-view of the two heritage companies. While we have to understand and manage our footprint, our most important role is to bring the capabilities of our technologies to bear on both mitigation of climate change and adaptation to those changes that are unavoidable.We’ve also identified an opportunity for our program to advance. While our Legacy of Good program includes goals on carbon emissions and the energy intensity of our product portfolio, we have not had a specific goal relating to the product-related carbon emissions generated by our supply chain. So, later this year, when we update our Legacy of Good program to integrate the long-term goals from the heritage companies, we are going to add a goal. This will be a goal that makes it clear to our suppliers that we need them to report on their carbon emissions inventory and have goals for improving their emissions profile, just as our customers have made that clear that they expect the same from us.Addressing climate change is like tracking a constantly moving target. As we learn more, the consequences become clearer and we have to adjust as well. We are doing just that, not only because it’s part of what it means to be a responsible company, but also because our customers need our technology – both today and in the future. Supporting our customers will enable us to ensure that the new Dell remains committed to delivering a Legacy of Good.
Dell EMC Ready Solutions for Data Analytics are designed to help our customers and partners deploy systems for supporting the deployment of advanced analytic workloads. Covering Data Analytic Solutions for Hadoop covering both Cloudera and Hortonworks along with Splunk Solutions. Dell EMC is focused on providing the right Solution to accelerate your Data Analytic workloads.Cory Minton (@Cory_Minton), Principle Systems Engineer for our Data Analytics Solutions and host of the Big Data Beard Podcast, was more than happy to talk about the latest enhancements in the data analytics space, and how we help address our customers business problems.You can find more information on all of the Dell EMC Ready Solutions for Data Analytics here.Get Dell EMC The Source app in the Apple App Store or Google Play, and Subscribe to the podcast: iTunes, Stitcher Radio or Google Play.Don’t miss the blog, now part of Direct2DellEMCDell EMC The Source Podcast is hosted by Sam Marraccini (@SamMarraccini)
COOL Week is an acronym for “Career Opportunities On Location” and is the Leander Independent School District (ISD) senior student internship program held the first week of February every year. All senior students are given the chance to apply for COOL Week during October and are placed in their chosen profession for a career-affirming opportunity to “try on” that career before they spend time, energy and money to get the education necessary to do the job.This is the most sought-after opportunity in the Leander ISD College and Career Readiness program. The most successful business partnerships for COOL Week have come directly through the community of these students’ parents. COOL Week in Leander ISD high schools has been operating for 23 years and some of the business partners from the first years (who were parents!) have remained committed because the student feedback has been overwhelmingly positive.Some of that feedback includes:Dell’s Chief Customer Officer Karen Quintos meeting with a COOL student.“It was an experience I could never get in school, as it was experience at a personal level. I learned about servers, which is crucial, yet something I had absolutely no knowledge about. There was precious and unexpected knowledge I gained, and the meeting with the executives was priceless. I wish I could participate again next year, but since I will be graduating, I’ll have to pass it on to the current juniors. Again, thank you so much for giving me…no, all of us this wonderful opportunity, and hope it will continue next year as well.”“My favorite part was actually seeing the facility and meeting the people.”“I have taken all the computer science classes available but I’d never been in a real computer company. What a great opportunity.”“This place was awesome! I never thought I’d get to be inside the building much less get to talk to people who work there.”“Now I know I want to work in computers. I thought so before, but now I am sure.”Dell has been honored to participate in this program for the last four years. During this time, participation has grown from two students to 25 students, majority being female students. This was the first year the program branched into several fields of study including Computer Science, Finance, Marketing, Business, Operations and Data Security.Student activities during COOL week are diverse including mock job interviews, tours of Dell ProSupport, Social Media, and Engineering facilities; as well as an executive panel discussion with several of Dell’s senior executives within the Global Services & IT organization. Finally, the students were able to spend a full day focused on their particular field of study which involved side-by-side interaction with employees, discussion and debate on active projects and hands-on field product training.The students are not the only ones that benefit from the rich experience gained from the COOL week program, either. Here are some comments from our employee participants:“Was fantastic to partner with the next generation of our technology workforce through the COOL week program!”Annette Lupo Director, Project/Program Management, Admin/BPI“Being part of the intern program at Dell has given me an excellent opportunity to meet and talk to a lot of young adults about their career choices and journey after college. COOL Week allows us to interact with kids before they start their college journey and hopefully open their eyes to technology and the vast majority of opportunities that exist once they complete their college career. I hope their visit at Dell opens their eyes to all the great things we do as a company.”Brian Strachan Senior Director, Customer Services, Global Field Delivery“The interaction with the students was very enlightening. They had some great questions, and you could tell they were very prepared and were thinking about the future! This is a great program and I hope we continue to participate.”Patrick Felder Vice President of HR
Promote the use of a new checklist and advanced PowerEdge server technology to help customers explore the potential of AI for their organizations Artificial Intelligence (AI) is being embraced and adopted by organizations of all sizes across the world. According to a global survey of data and analytics technology decision makers, 51% of firms have already implemented or are expanding their implementation of AI – and an additional 20% plan to implement AI in the next 12 months1.Are your customers looking at the opportunities offered by AI implementations too?Industry analyst Forrester Consulting suggests that, to ensure success and mitigate the risks, it’s up to CIOs to take the lead on AI projects.From a hardware standpoint, Dell EMC PowerEdge should be the leading AI technology solution being considered by CIOs.CIOs are optimally positioned to build overall AI capabilitiesThe data, applications, server, accelerator, fabric and storage infrastructures that CIOs manage are critical for driving business value with AI. So it’s natural to identify them as the best placed individuals to engage their organization’s lines of business around their AI initiatives, to modernize the IT infrastructure and ultimately to drive the AI agenda.While CIOs should be your primary targets for discussions around progressing IT Transformation in their businesses, it’s important to also understand that their IT teams will also need to transform.To plan and manage successful AI implementations, CIOs will need to invest in new software applications, infrastructure and the platforms necessary to run AI – and also modernize existing systems to better support the increasing number of AI initiatives. Simultaneously, they must also take responsibility for tracking the business outcomes that AI is driving, to sustain and further grow their investments in the technology.As a Dell EMC partner, you’re ideally placed to offer trusted technical advice and assistance they’re likely to need in this brave new world.Promote PowerEdge R940xa servers: Extreme acceleration for businessThere are plenty of business opportunities to explore with your customers and prospects around the adoption and implementation of AI. Foremost among those is the promotion of advanced PowerEdge servers as the ideal solution for providing a solid foundation for future success.In particular, your conversations should focus on Dell EMC’s PowerEdge R940xa.Built from the ground up to deliver extreme acceleration for businesses and featuring next-generation Intel® Xeon® Scalable processors, the PowerEdge R940xa server is a very impressive 4U 4S solution that’s specifically designed to deliver dynamic scalability, which is ideal for machine learning and artificial intelligence applications.8 key actions for implementing successful AI initiativesHot on the heels of introducing your customers to the transformational capabilities of the new PowerEdge R940xa server, you could also share the 8 essential steps that CIOs must take to implement successful AI initiatives.Dell EMC recently commissioned Forrester Consulting to examine the impact of AI on IT teams, technologies and processes when it comes to an organization’s ongoing IT Transformation efforts.The result of a subsequent global online survey is a checklist that’s designed to help CIOs lead the AI strategy to drive business outcomes and reduce risk across the enterprise.The checklist groups the 8 overall steps within 3 main areas of activity: Become the nexus for AI initiatives across the enterprise> Engage lines of business on their AI needs> Start measuring the impact of AI and track its progressThe first steps fall under the category of taking stock of ongoing AI initiatives, learning from them and shaping them into a cohesive and transparent AI program. Modernize and automate your infrastructure> Modernize the IT infrastructure for existing workloads> Deploy platforms for building AI solutions> Invest in infrastructure for AI at scaleThe next area of activity involves focusing on improving operational efficiency and investing in the new infrastructure and technologies needed for AI. Lead the charge on driving business outcomes with AI> Take charge of the organization’s AI strategy> Build the IT department’s (and the organization’s) AI capabilities simultaneously> Continuously build the business case for further AI investmentsThe final steps concern championing ongoing AI initiatives, supporting them internally and initiating new projects for driving value with AI.For any organization looking to follow these 8 steps to transforming with AI, Forrester suggests that CIOs start with projects that have mature use cases and a proven ROI.Start talking to your customers today about where and how they could use optimized PowerEdge server technology to drive AI initiatives within their business.> See how the 8 steps could help your customers and explore the key statistics:View Forrester checklist: 8 Steps CIOs Must Take to Transform With Artificial Intelligence 1 Forrester Data Global Technographics Data & Analytics Survey of 2,106 data and analytics technology decision makers at global organizations, 2017.2 Forrester Consulting Thought Leadership Checklist, commissioned by Dell EMC, ‘8 Steps CIOs Must Take To Transform With Artificial Intelligence, May 2018.
When it comes to design, inspiration can be found in the most unlikely places. Take designing complex IT systems. You can learn a lot about how to make your company’s technology work by examining city street plans. Don’t believe me? Let’s take a look.While I love my city, Seattle, dearly, I find its physical layout incredibly frustrating. At times, there appears to be no logic to the way the city is organized. We have multiple grid patterns, oriented at different angles and intersecting in a crazy mesh of streets and avenues. Streets will suddenly veer into a new direction, change names, or stop entirely only to resume a mile down the road.How did this happen? The answer to that question reveals a lot about how complex systems evolve and how your initial mistakes can cascade over time to create a tangled web. Chances are, you may recognize some of the factors that make your own company’s IT such a patchwork quilt. I break these into three big lessons.Lesson 1: Lack of cohesive planningThe story of modern Seattle begins at the turn of the twentieth century, as the city went from being an isolated hub for the lumber trade to a larger, more populous community. It became clear that the town needed to grow, but there was no consensus on what that growth should look like.Two of the community’s leaders, Doc Maynard and Arthur Denny, each had their own vision for expansion. Rather than uniting forces or hashing out a compromise, they each launched their own, disconnected projects. Those grids that seem to intersect at crazy angles? They are the direct result of these incompatible expansion strategies.These leaders had divergent perspectives on how they wanted the city to work. Unsurprisingly, this created a chaotic, broken-grid city layout. The implications of this are still being felt today, more than a century later.Think about your own company’s technology. Much of your infrastructure and design probably has similar history, with multiple people planning along very different lines. Cloud has only further complicated things as the iron grasp of IT over infrastructure has loosened and lines of business and developers have had the ability to blaze their own trail one credit card swipe at a time.The consequences of disjointed planning are immense, far-reaching, and enduring. This fragmentation makes it much more difficult to onboard new technologies, slowing down progress and innovation. It also leads to greater cost and inefficiency in managing infrastructure, as well as introducing substantial systemic security risk.Lesson 2: Failure to anticipate future requirementsOne of the hardest design challenges is to look beyond the needs of the moment and anticipate the future. People are simply not very good at predicting the big, disruptive waves that will shape their world. This creates challenges in systems that are forced to adapt to requirements and technologies for which they were never designed.This was certainly the case in Seattle’s development. Much of the city’s downtown structure was defined at a period when the very first automobiles were just starting to come into being. Another core modern technology, electricity, was also just beginning to see widespread use. Had these early builders more foresight, they would have anticipated that cars would become ubiquitous and that every home and business would need to be electrified. They would have built the infrastructure to support these technologies.The history of Seattle is rich in unintended consequences caused by misreading future needs. By the turn of the twentieth century, the city had an enviable public transit system with over 50 miles of cable car track. When budget challenges hit in the 1930s, the streetcars were sold for scrap and the track ripped out. This set back public transit in the city severely. It would be several decades before Seattle would see as extensive a rail system return.Consider your own company. Has it ever made decisions based on short-term needs that created long-term challenges? There are a lot of organizations out there that are still reckoning with heavyweight, expensive, and inefficient CRM and ERP systems. These systems made sense at the time but now look costly and obsolete, yet are seen as too expensive and difficult to abandon. Instead of bringing in cutting-edge new technologies, some companies will keep relying on legacy applications to save money. Others might move to the cloud due to the low upfront cost, only to be surprised by the long-term expense and complications.Lesson 3: Building systems of insufficient scaleIt isn’t just that Seattle’s early leaders failed to anticipate the technologies and changes that would define their city’s future. They also had no concept of the sheer scale that their city would someday achieve. This is far from surprising – it would have been remarkably prescient if they had known – but that gap in their design has huge implications.In 1880, the city was home to around 4,000 people. Just ten years later, the 1890 census counted over 42,000 residents. That explosive growth would continue, with the city passing 80,000 by 1900 and 235,000 by 1910. Today, Seattle alone, separate from the larger metropolitan area around it, has over 720,000 people. Those people are still drawing on the same physical space and depending on many of the same elements of underlying infrastructure (e.g. roads, bridges, etc.).When you take a system designed for one level of capacity and force it to handle vastly greater numbers, you often see serious performance issues. This is true whether we are talking about Seattle’s antiquated plumbing system or your own company’s technology infrastructure. Your systems may not have been designed for the number of users or customers that you now face. This creates serious challenges in availability and speed.One clear place where we see scale problems in enterprise IT is around data. The rapid growth in the volume, variety, and complexity of data has strained almost every company’s technology infrastructure and systems. Few companies anticipated this data load, or the number of processes and workloads that they would need to digitize and manage in the era of digital transformation. As ever more of the business goes digital, existing infrastructure and systems will be stressed to their limit.Conclusion: Making the best of imperfect systemsSystem planning never works the way we might wish it did. We almost never get to start over with a clean slate; we inherit the decisions of those who have come before us. Seattle’s city leaders and planners would probably love to have energy-efficient, modern smart grids, and a more rational road system, but they must do their best with what they have. They can’t simply shut down the city and start over.You likely have your own version of this challenge when it comes to your business. For success, you need to meet your technology, processes, and people where they are today. Start by reviewing your current applications and deciding what to retire, migrate, and re-platform. Look at your existing people and their skillsets and ensure you have the right competencies in place ahead of advancing your cloud ambitions. When it comes to processes avoid taking on sweeping re-platforming initiatives, like containerization, all at once. Instead, take a sustainable and gradual approach that minimizes disruption and risk to the business. By making smart choices, you can evolve your technology infrastructure without hurting your business and your stakeholders today.
MEXICO CITY (AP) — Mexican President Andrés Manuel López Obrador is working from isolation at home a day after announcing he’s tested positive for COVID-19. The announcement comes as his country topped 150,000 confirmed deaths, the fourth-highest in the world. López Obrador has been criticized for his handling of Mexico’s pandemic and for not setting an example of prevention in public. He said Sunday on his official Twitter account that his symptoms are mild and he is under medical treatment. Mexico’s director of epidemiology says the 67-year-old had a “light” case of COVID-19. Interior Secretary Olga Sanchez Cordero says he’s still working.
CHICAGO (AP) — Chicago Public Schools has ditched plans for thousands of teachers report to class this week ahead of students after the teachers union said its members wouldn’t comply and were prepared to picket over coronavirus safety concerns. The reversal in the nation’s third-largest district also means roughly 3,200 pre-K and special education students who started in-person classes earlier this month as part of a phased-in return go back to online learning. Mayor Lori Lightfoot says bargaining will continue and thousands of K-8 students are still expected next week.