Wednesday, 31 July 2013

Telecommuting from paradise

With the right boss and the right broadband, these tech workers relocated to paradise destinations

Nine years ago, Francie Tanner was working at a technology consulting company in Dallas when she received an email that began, “Dear Sir or Madam, I manage a bank in the country of Anguilla...”

She hit “delete.”

“I knew there was no such country as Anguilla,” she says.

Eventually, the mix-up was straightened out, and Tanner was on a plane to Anguilla – which turns out to be a British territory in the Caribbean – to spend 10 days in a “concrete bunker” helping the bank set up a small hosting center.

“There was no beach time, nothing,” she says. Well, there was one thing. When she arrived at the island, she had an overwhelming sensation of belonging, she says.

“Which made no sense,” she adds. “I had lived in Texas for 14 years by that time, with a house, four kids, and a job in Dallas.” And she was originally from Switzerland. There was nothing in her background to indicate an affinity for tropical islands.

“So I did what any sane human being would do,” she says. “Which is nothing. And I went back home.”

Four months later, she was sent back to Anguilla to help the bank set up a Blackberry server. And the feeling was still there.

Two months later, she sold her house, her car, packed up all her belongings, her kids and their stay-at-home dad, and moved to Anguilla.

Why the rush?

“If you actually think these things through, and look at the details, objectively, you're going to talk yourself out of it,” she says. “There's no way you're going to do it.”

And there were a lot of details. She hadn't seen the house where she was going to live. Didn't know if there was a school for her kids. Didn't know that there was no water system, half the roads weren't paved, electricity was unreliable, and medical care was dicey. “But if human beings are put in a situation where they don't have a choice, amazing things can happen,” she says.

Luckily, when it came to the Internet, Anguilla was a late adopter, so the infrastructure was new and very good. Tanner got 4Mbps download speed when she first moved to Anguilla, and the connectivity has continued to improve since then.

“If that wasn't the case, I wouldn't have been able to do this,” she says.

Her boss was supportive and, for the first nine months, she continued to telecommute to her old job. Then there was a change of management, and she became an independent consultant until she was hired by Panagenda four years ago. Austria-based Panagenda offers enterprise software that provides monitoring, upgrade and management capabilities for IBM Connections, Lotus Notes and Sametime.

Today, Tanner travels about once a month to speak at IBM conferences and the rest of the time works remotely.

“We at Panagenda are huge believers in telecommuting as it allows us to hire the highest quality people, without requiring relocation,” says Panagenda CEO Florian Vogler.

The company uses IBM Notes 9, IBM Connect, Jira, Skype and GoToMeeting as its main collaboration tools, he says. The company also holds twice yearly in-person meetings. “There are some challenges telecommunication presents, especially as we grow, but the benefits far outweigh the drawbacks,” he adds.

For Tanner, island life offers a particular set of challenges. Power goes out sometimes, though usually with no loss of cell phone coverage, she says. If it happens, she takes her laptop to a beach bar.

“Anguilla has free Wi-Fi all over,” she says. “And if I'm in the mood, I'll call my teammates on a video call and rub it in.”

And there's the weather. “We're first in line for the hurricanes,” Tanner admits. But they usually haven't reached their full growth yet when they hit Anguilla. Over the past eight years, there were only two major storms, which knocked out power for a week, she says. And tropical islands aren't unique in having adverse weather events.

“Everybody deals with natural disasters in some way or another,” she says. “I just happen to be dealing with hurricanes. Right now [early June], my colleagues in Austria are dealing with horrible floods.”

Other downsides include the lack of chain stores, car dealerships, supermarkets – if it's not for sale at one of the small island grocery stores, it has to be shipped in, which takes a lot of time, and money. As a result, Tanner buys multiples of everything she really needs.

Foreign countries – and this includes most of the islands in the Caribbean – love getting tourists and retirees, who just come to spend money. But they are more hesitant to accept working-age adults as permanent residents, since they might compete with the locals for jobs. It is usually easier for a telecommuter to create a brand new company that they own, and get a self-employment visa, than to get a work visa.

This is what Tanner did so she could work in Anguilla. “There's legal paperwork that has to be done, and has to get renewed every year,” she says. “But it is doable.”

The process varies by country, and can become time consuming – and expensive. Eventually, countries will probably figure out that telecommuters aren't competing for local jobs, but are instead bringing in spending money, networking opportunities, and high-tech skills to the places where they settle. Instead of making it difficult to relocate, they should be actively trying to attract telecommuters, they way they now market to vacationers and retirees.
Virgin Islands: No passport needed

Until then, however, if your Caribbean destination is a U.S. territory – like Puerto Rico, or the U.S. Virgin Islands – then you can avoid all the paperwork.

“It's part of the United States, so you don't even need a passport to go there – you just need a driver's license,” says Matt Bauer, co-founder and director of St. Croix-based ConnectSpace.vi and president of BetterWorld Telecom in Reston, Va. “It's like moving to another state.”

Bauer, who splits his time between the island of St. Croix and California, says the cost of living on the island is a bit higher than, say, in a rural town in the midwest. But there are supermarkets, K-Mart, Office Depot, even an accredited university – the University of the Virgin Islands.

Best of all, St. Croix is one of the 10 most concentrated places for Internet traffic in the world, since two major Internet pipelines meet here. Local authorities are currently putting in about $300 million worth of new infrastructure to expand local connectivity to these pipelines, paid for with U.S. stimulus grants and private business investment.

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Monday, 29 July 2013

With Chromecast, Google reveals Chrome as its strategic big gun

With Chromecast, Google reveals Chrome as its strategic big gun
The browser is behind Google's play for user data from as many screens as possible

Chrome is Google and Google is Chrome.

The Chrome browser is Google's most potent strategic weapon, a former Microsoft program manager said last week.

"Chrome is the focus at Google; Android is an afterthought," asserted Ben Thompson, who writes on his Stratechery blog. Thompson, who left Microsoft earlier this month, has quickly made a name for himself with insights into the technology market, in particular Microsoft, Apple and Google, ranging from Microsoft's massive reorganization to the possible role for a larger, 13-in. iPad.

"Chrome shouldn't be thought of as a Web browser," Thompson wrote. "Rather, it's an optimized bi-directional delivery vehicle: the best experience with Google services for users, and maximum user data for Google. And it runs everywhere. This is why Google has been investing millions of dollars in building the Chrome brand."

Thompson's latest post was reacting to the debut of Chromecast, the $35 stream-to-TV device Google introduced last week. Chromecast, said Google, is powered by a simplified version of Chrome OS. (Although GTVHacker.com claimed Chromecast is "more Android than ChromeOS.")

"As a horizontal company, Google wants to be on every screen, and their vehicle to accomplish that across verticals, both from a technical and brand perspective, is Chrome," Thompson added. By "verticals," Thompson meant "devices."

It's hard to argue with Thompson.

Google has been expending significant resources to push Chrome into as many corners as possible.

Not only is Chrome (the browser) available for all major desktop and mobile platforms -- from Windows and OS X to Android and iOS -- the major features of Chrome OS are being added to the browser, including packaged, nee "native," Web apps and the ability to view and edit Microsoft Office documents.

The goal? From Thompson's viewpoint, control of a "multi-screen world."

Others have had similar thoughts.

"It looks like Google is defining the Chrome platform as what I'd call 'Web Platform Plus,' and intends for Chrome OS and the Chrome browser to be a 'platform on a platform' on any device it is permitted to run on," said IDC analyst Al Hilwa in a May interview, months before Chromecast.

By defining that "platform on a platform" -- Chrome on Windows, on Android, on iOS, on OS X, on the television -- Google is trying to turn as many devices and screens as possible into ones locked into the company's ecosystem, keep users loyal to that same ecosystem of sites, service and apps, and entice others to join them.

The ultimate prize is more revenue, which Google generates almost exclusively from online advertising. All Google does, argued Charles Golvin, an analyst with Forrester, is driven by its search for more, and more expensive, advertising.

"Google is advertising driven. All its efforts, including Chromecast, are not just about selling more ads, they're about aggregating data about the customer to make those ads more valuable," said Golvin in an interview last week. "The more you can target the ads, the more attractive they are to advertisers, and the more Google's real customers -- advertisers -- are willing to pay."

Thompson dubbed that "maximum user data," but his meaning was the same as Golvin's.

Chromecast is Google's newest blatant example of a Chrome-centric strategy. Not only does it carry the "Chrome" moniker, important in itself as an expression of brand identity, but it heavily leans on the browser for functionality.

Only a handful of dedicated apps support Chromecast out the gate: Google's own YouTube, Google Play Movies & TV and Google Play Music; and the only third-party entry, Netflix. The rest of the lifting is done by Chrome, the browser.

Content on any Chrome tab active on a device within range of a Chromecast-equipped TV can be displayed on the television. During installation on a Windows or OS X personal computer, Chromecast automatically adds the Google Cast add-on to the browser; it can be downloaded separately from the Chrome Web Store, but again, requires Chromecast.

Not only does Chrome's ability to cast ease the early adopter pain of too-few Chromecast-supporting apps, but it circumvents the limitations of accumulating data when third-party apps are used to display content on a television.

Instead, the normal data collection rules -- as Google spells them out in its privacy policy for Chrome -- apply.

Specifically, Google knows what you watch, at least in a general way.

"For Chromecast users, Google may collect system activity, crashes, and other details about how you use Chromecast, including use of apps and domains (but not full URLs) accessed by Chromecast," Google's privacy policy states.

Maximum user data, as Thompson put it.

In fact, argued Thompson, Google has bet its strategic coin on Chrome, not Android, the mobile operating system also launched in 2008, the same year as Chrome. Thompson noted that Android was largely absent from last week's unveiling of Chromecast -- even to the point, if GTVHacker.com was correct, fudging the code foundation of the device's firmware -- as it was earlier this year at Google's I/O developer conference.

That's no coincidence, Thompson said.

"Android ... enables several of those verticals [devices], and keeps Apple honest in phones especially," said Thompson. "However, by virtue of the hardware world it lives in, it's not the best vehicle for reaching all users, and Google is fine with that. Now that Android is good enough on phones, there simply isn't any point in investing in it as heavily as before."

Put plainly, Chrome is Google ... and Google is Chrome.




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Sunday, 21 July 2013

Google Glass still vulnerable to Wi-Fi attack

Glass can fall prey to a long-known issue in wireless networking

Google fixed one Wi-Fi security problem with its wearable computer Glass, but Symantec says there's another problem, which has been a long-known weakness in wireless networking.

The security vendor has been analyzing Google Glass in its labs and found a second issue that is just as harmful as the now-patched QR-code vulnerability found by Lookout Mobile Security, which was made public earlier this week.

Many Wi-Fi devices regularly look for networks that they have been connected to before, wrote Candid Wueest, a threat researcher for Symantec. The behavior is convenient for users, since they don't have to manually connect to a known network, he wrote.

But for as little as US$100, a hacker can buy a device that impersonates the known Wi-Fi network by borrowing the network's name, known as its SSID (Service Set Identifier).

If a mobile device such as Google Glass looks for a known network with the SSID of "myPrivateWiFi," a device called the Wi-Fi Pineapple can respond, pretending it is the network.

Wi-Fi Pineapple is intended as a tool for security researchers. It sits between a targeted device and the Internet. Once it has tricked a Wi-Fi device into thinking it is the legitimate network, it can then spy on the data traffic.

If the traffic between a pair of Google Glasses and a remote server is unencrypted, an attacker using Wi-Fi Pineapple can view it, a major privacy and security problem known as a man-in-the-middle attack (MITM).

The issue isn't exclusive to Google Glass and could affect any device used, for example, by someone in a coffee shop. Savvy laptop and mobile phone users may be able to take steps to prevent data from leaking by using a VPN (Virtual Private Network). But the keyboard-less interface of Google Glass could make thwarting this style of attack more complicated.

In early June, Google fixed the vulnerability found by Lookout, which found that Glass would scan a QR Code instructing it to connect to a malicious Wi-Fi access point. Lookout, which told Google of the problem in May, then directed Glass to a malicious website that ran a known Android 4.04 vulnerability, which gave the security vendor complete control over the glasses.

Google issued several fixes, including one that required users to approve instructions contained in QR codes.

The fundamental problem of Wi-Fi devices looking for known networks isn't an easy one to solve, Wueest wrote. Devices could check a hardware identifier, called the MAC (Media Access Control) address, of a Wi-Fi router and match it with the SSID. But MAC addresses are easily faked, he wrote.

"The more practicable solution is to treat every network as hostile and ensure that all the applications use encrypted communications like SSL [Secure Sockets Layers] or tunnel through a VPN," Wueest wrote.

Google couldn't immediately be reached for comment.

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Friday, 19 July 2013

Windows RT not making it to BYOD party

Windows RT not making it to BYOD party
Microsoft takes a $900 million inventory adjustment on the ARM-based tablets

IT pros can stop worrying about whether and how to support Windows RT tablets should any come through the door as part of BYOD programs; it’s likely not to become an issue.

Microsoft has taken a $900 million hit on its balance sheet for Windows RT “inventory adjustments”, which could include Microsoft’s cutting the price of its Surface RT tablets by $150 during an ongoing sale.

Windows RT has drawbacks for business in that it doesn’t run traditional x86 Windows applications and can’t join a domain. It is the version of Windows 8 that comes bundled with ARM-based hardware to offer longer battery life than full x86-based Windows 8 machines.

So businesses might have been reluctant from the get-go to offer support for the devices, but now it seems that their popularity is poor enough that they might never crop up in large enough numbers to warrant the attention of IT departments.

A recent sale on Surface RTs – the Microsoft-built version of Windows RT - cuts the price from $499 to $349, not including the keyboard, which costs an additional $119 or $129, depending on which one you buy.

The company just released a video this morning comparing its Surface RT to the iPad in which the RT comes out ahead because it has a built-in stand to prop it up, a USB port and a snap-on keyboard. And it costs less, although the price differential posted in large print is a bit misleading. It puts the $349 in big type and the keyboard-not-included notice in the fine print. It also says the price is based on the price July 11, which is during a week-long sale.

The company has also deeply discounted the tablets for schools and offered them up for even greater discounts to attendees of at user and partner conferences.

While things don’t look good from some angles, Microsoft nevertheless continues to lavish advertising money into pushing Surface RT. The company runs TV ads promoting them and even co-sponsors the popular new CBS series Under the Dome, in which Surface RTs occasionally pop up being used by characters in the episodes. Earlier, Microsoft even had the device written in as a character (yes, really) in the series Suburgatory.

The possible saving grace for the platform is that Microsoft partners may choose to create less and less expensive hardware-software bundles around it creating an affordable option for the curious.

One upside for businesses that do encounter Windows RT in a work setting is that the devices include a version of Microsoft Office as part of the standard software load. Windows RT 8.1 will include Outlook as well, a new addition in response to complaints about the mail client that came with the original version.

Microsoft has also added features that enable connecting to corporate networks securely via a portal and wiping corporate data from the devices when they disconnect.

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Sunday, 14 July 2013

With reorg, Microsoft bets big on home-grown hardware

New group dedicated to devices means a head-to-head battle with OEMs, analysts argue

Microsoft's reorganization is the biggest shot yet fired against the company's core partners, the computer makers who have made the software developer a technology giant, analysts said today.

"There were clear lines of demarcation where Microsoft's efforts ended and OEMs' started, but this could challenge OEMs down the road," said Patrick Moorhead, principal analyst at Moor Insights & Strategy, in an interview Thursday.

Moorhead was referring to the corporate reshuffling announced earlier today by CEO Steve Ballmer -- specifically the creation of a hardware group within the company.

The Devices and Studios Engineering Group will be led by Julie Larson-Green, who will oversee all hardware development, from the Xbox and Surface to mice and keyboards. In his memo to employees today, Ballmer said that she would also assume responsibility for the "supply chain, from the smallest to the largest devices we build."

Larson-Green, a former lieutenant to Steven Sinofsky, who until he was ousted last fall ran the Windows division, was most recently head of Windows engineering, and shared responsibilities for desktop and tablet OS team with Tami Reller, former Windows CFO.

Because Devices and Studio Engineering will be one of just four engineering groups -- the others focus on operating systems, applications and services, and cloud and enterprise -- and because Microsoft has never had a unit at that level dedicated to devices, Moorhead interpreted the reorg results as a major change in direction for Redmond.

"This is the first time they have ever had a division called 'Devices,'" said Moorhead. "To me, that means Microsoft is very, very serious about hardware, as serious as Apple is about tablets."

Unless Larson-Green's fiefdom ends up smaller than the weight the new structure seems to assign it, and unless Ballmer's mantra of "devices and services" is a smokescreen, the company must expand its hardware offerings.

Moorhead certainly expects that to happen. "One of the first things they'll do is a Surface notebook," Moorhead predicted. "Second, they'll do a smart watch or some kind of wearable [computer]."

And because turning a profit on hardware, PCs included, requires a large-scale commitment -- necessary to purchase components at reasonable prices -- Microsoft will, in effect, become a direct competitor with its OEM (original equipment manufacturing) partners, the Dells, the HPs, the Lenovos of the world.

"PCs require scale, and are just not suitable to niches," said Moorhead, a former executive with AMD, the chip-making rival to Intel. "They were acting this way before [with the Surface tablets] but this is whole new level. This is such a big change that I'd argue it's a reinvention of Microsoft."

Another analyst agreed.
"Microsoft doesn't have an incredible track record on hardware," said Bob O'Donnell of IDC. "Surface isn't exactly tearing up the charts. For [hardware] to become a core focus, I just don't know, it seems odd to me. But they will expand their hardware. I expect a Surface phone, more Surface tablets, including a smaller tablet, and more.

"Microsoft has taken shots at OEMs before," O'Donnell added, referring to the surprise debut a year ago of the Surface tablet line. "But the [Devices and Studio Engineering] group reinforces that. This is another shot at the OEMs, no question."

But two other analysts rejected that line of reasoning, believing that, corporate revamping aside, Microsoft is not about to alienate its OEMs, which produce the overwhelming bulk of all PCs, tablets and smartphones, and those device categories' countless accessories and peripherals.

"The fact that Microsoft has a 'devices' group says nothing about its relationships with OEMs, whether [Microsoft] will be more competitive with OEMs," said Rob Helm, an analyst with Directions on Microsoft, a research firm that focuses exclusively on tracking its target's every move.

David Cearley, Gartner's lead Microsoft analyst, echoed Helm, but in even stronger terms. "They've been very clear that they're committed to targeting specific areas, high-value niches only, that can demonstrate the capabilities of their operating systems," said Cearley, essentially repeating the positioning Microsoft took last year when it raised a ruckus among OEMs by moving into hardware.

"But Microsoft competing head-to-head with OEMs? No," Cearley said. "They'll expand Surface with different screen sizes and smaller tablets, but the market for those devices will still be targeted.

"Microsoft still needs to work with a broad set of OEMs" to have scores, or even hundreds, of different device designs on the market, Cearley continued. That breadth of choice has been a decades-long selling point Microsoft has relied on to tout its software, and it's not about to walk away from that philosophy.

But the recasting of the company -- the recounting, over and over, that Microsoft is now "devices" as well as "services" -- was too dramatic for Moorhead to believe it wouldn't change Microsoft and how it interacts with OEM partners.

"They're going after an end-to-end experience," said Moorhead. "They started off and spent most of their lives in a time where OS was king. But when OSes are free, as it relates to mobile, for example, things have to change."

O'Donnell concurred with Moorhead that the new Devices and Studios group would be much more aggressive in competing with OEMs. But he questioned whether Microsoft would, in effect, pull off an "Apple" by mimicking its Cupertino, Calif. rival, which controls much more of its ecosystem, building all its own hardware as well as crafting its own operating systems.

"Is Microsoft trying to become Apple?" O'Donnell asked. "One can certainly presume that, in fact, some of these moves are an attempt to turn them into an Apple-like company. But the key differentiator is that Microsoft has nowhere near the hardware position of Apple."


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Friday, 12 July 2013

The coming Microsoft reorg: What's in it for customers?

No immediate impact, analysts decide

The rumored reorganization of Microsoft, which could be revealed as soon as Thursday, will go unnoticed by customers in the near-term, analysts said today.

"This will take years to work out," said Patrick Moorhead, principal analyst at Moor Insights & Strategy, with a just-as-long timeline before customers see a significant difference. "A company the size of Microsoft is perpetually reorganizing. They're never done."

In fact, changes in how Microsoft groups its product lines may be less important than who runs the revamped groups.

"The impact will be subtle and long term," said Rob Helm of Directions on Microsoft, a research firm that tracks only Microsoft's moves, and is famous for figuring out the Redmond, Wash. company's internal makeup. "It will be more to do with whom than how they're organized."

According to reports by the Wall Street Journal's AllThingsD blog, Bloomberg and others, the imminent reorganization will shuffle products into several new divisions and eliminate the current groups. Some Microsoft observers have pegged the expected restructuring as the largest since a 2005 recast, while Helm, who has been locked onto the company for 14 years, said, "This looks like the biggest change since I've been watching Microsoft."

Julie Larson-Green, for example, who now leads Windows engineering, will reportedly oversee all hardware design and development, including the Xbox and the company's Surface line. A new cloud computing and business products unit will be run by Satya Nadella, now the top executive of Microsoft's Servers and Tools group. Terry Myerson, currently head of the Windows Phone division, will purportedly assume engineering control of all the firm's Windows platforms. And Qi Lu, who leads Online Services -- and is thus in charge of Bing -- may pick up Microsoft Office.

The underlying concept behind the reorganization is to refocus the company along the "devices and services" concept that CEO Steve Ballmer claimed last year was Microsoft's new mantra.

"It's all about synchronizing with the grand strategy that [Ballmer] laid out with 'devices and services,'" said Carolina Milanesi of Gartner. The reorg was inevitable once Ballmer stopped talking about software, historically Microsoft's forte, and began naming hardware and services as the firm's future.

But while investors must certainly monitor the changes -- and the story is inherently interesting to others because Microsoft is, well, Microsoft -- what's in it for customers?

A lot, argued Frank Gillett, an analyst with Forrester Research. "It's of interest because of what it says about which products Microsoft thinks go together, which products you get, for example, on a device," said Gillett. "It seems to imply that they don't expect to make money selling software, although they will include software in their thinking so that, for example, the OS is just one element of their thinking of what devices are."

Gillett cited SkyDrive, Microsoft's online storage and syncing service, as an example. "SkyDrive gets monetized when you buy a device," he said, as it's included with each device purchase. Further revenue -- the "service" portion -- is generated by premium offerings, such as additional storage space.

Most analysts saw the reshuffling not only as a move to mirror Ballmer's "devices and services" strategy, but also an attempt to foster cooperation and dampen the competition that has driven decisions, sometimes to the detriment of customers.

"The quasi-independent companies, which was what the groups are now, may have made it easier for each to do what's right for their specific set of customers," said Helm, citing the development of Office for OS X as an example. But at the same time, the baked-in competition, where each division head was akin to a warlord, responsible not only for product development but also for meeting revenue targets, resulted in the Office group hesitating to adopt Windows 8's "Modern" touch-based model, while Windows put the kibosh on Office for the iPad to secure suite exclusivity on its Surface hardware.

A reorganization, if it encourages or forces more cooperation, may translate into changes customers see if, as some expect, Microsoft removes business responsibilities from division leaders, or at least severely curtails those duties.

"It would be easier to seriously hold the engineering leader of Office and the engineering leader of Windows responsible for doing whatever it takes to ship a great set of Metro Office apps ASAP if you aren't also telling them [that] job No. 1 is to meet this year's revenue and contribution margin goals," said Hal Berenson, a former Microsoft manager and engineer who is now president of True Mountain Group, a technology and management consulting firm.

Not everyone agreed with Berenson. "If the technology leaders are losing control over resources, we may see the applications group sticking even more closely to the Windows line," said Helm.

The melding of all Windows engineering -- on the desktop, tablet and smartphone -- could produce results, too, said Moorhead. "We may see a more seamless experience, a better experience, between phone and PC," he opined.

But businesses aren't sterile organizations, they're organizations of people, said Helm, who stressed that the drivers will be the group leaders, not the org chart. "Lu, for example, has been running a money loser, but from a technology standpoint there's been a lot of interesting technology coming out of Bing," Helm said. "If [Lu] moves to a greater role in technology [and less on the business side], that could amplify his, and Bing's, strengths."

On the other hand, because the reports have omitted some executives, it may imply that they will be demoted, or even prodded to leave. Kurt DelBene, who now leads the Office division, was uppermost in Helm's mind. "Kurt's been absolutely critical to Office 365," Helm said of the company's shift to a subscription revenue model for the suite. "But it may be that individuals [like DelBene] will leave."

Moorhead cautioned that, rumors and anonymous sources aside, no one knows how a Microsoft reorganization will shake out.

Only one thing's guaranteed, added Helm. "Any immediate customer impact will be limited," he said.

This article, The coming Microsoft reorg: What's in it for customers?, was originally published at Computerworld.com.


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Wednesday, 10 July 2013

640-863: Designing for Cisco Internetwork Solutions

QUESTION 1
A Cisco Self-Defending Network has been installed, but DoS attacks are still being directed at ecommerce
hosts. The connection rate at the Internet firewall was limited, but the problem persists.
What more can be done?

A. Move the servers to the DMZ.
B. Install all relevant operating system patches.
C. Block the servers' TCP traffic at the Internet firewall.
D. Block the servers' UDP traffic at the Internet firewall.

Answer: B


QUESTION 2
RST Corporation is planning to upgrade its current network. The chief technology officer has
supplied a topology diagram and an IP addressing scheme of the current network during an interview.
RST has been growing at about twenty percent per year. It has been difficult to maintain customer
support at a satisfactory level. Therefore, the RST board has met with and directed the chief
technology officer to look into network improvements.
Which two items are most relevant in documenting RST's business requirements? (Choose two.)

A. existing network topologies
B. network performance requirements
C. the IP addresses assigned by the ISP
D. improved customer support requirements
E. projected growth estimates

Answer: D,E


QUESTION 3
Refer to the exhibit. Which module is the Enterprise WAN module?


A. Enterprise A
B. Enterprise B
C. Enterprise F
D. Enterprise C
E. Enterprise D
F. Enterprise E

Answer: D


QUESTION 4
Which two of these best describe the implementation of a WAN Backup design over the Internet?
(Choose two.)

A. a best-effort method
B. bandwidth guaranteed based on interface configuration
C. designed as an alternative to a failed WAN connection
D. implemented with a point-to-point logical link using a Layer 2 tunnel
E. requires no ISP coordination or involvement

Answer: A,C


QUESTION 5
Which two design criteria require VLANs in a proposed solution? (Choose two.)

A. the segmenting of collision domains
B. a limited corporate budget
C. the use of multivendor equipment
D. security between departments
E. video streaming on the LAN
F. the segmenting of broadcast domains

Answer: D,F


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Monday, 8 July 2013

Big Data jumps to the cloud

Big Data jumps to the cloud
Big Data-as-a-Service offers quick, inexpensive, targeted analytics

Kevin Walker's sales team was buried under information. Internal records, news reports, third-party data sources.

Take a simple question like “Which customer should I call first?” The sales team might want to reach out to a customer who has just hired a hundred new employees, or the one whose equipment is ready to be replaced – but that requires going through all those information sources and then prioritizing.

The information is coming in fast, at high volumes, in a variety of formats. It's too much for human beings to handle – it's a job for Big Data analytics.

(Ubuntu 13 challenges Windows 8)

Walker could have opted for an in-house analytics solution. He's the director of global vertical marketing at Dell, and the company has plenty of computing resources at hand.

But instead he decided to get his Big Data analytics from SaaS vendor Lattice Engines. Going with the cloud, he says, allowed him to get up and running faster and cheaper. The entire setup process took just two weeks, he says. In addition, he says, Lattice Engines specializes in just this one area.

“The fact that you're doing something within a vendor's core competency is going to have a better outcome,” he says. “It allows us to scale globally, as well, and aggregate data from other cloud-based services.”

Today, sales people can prioritize their work based on how likely it is that a customer is ready to make a purchase. The system can even make suggestions about what, specifically, the customer may be looking for. Or what a customer might need and not even know.

[ALSO: 7 steps to Big Data success]

“Maybe other customers like them have purchased a certain security tool,” Walker says. “The customer might not even know that they have that security weakness.”

And the analytics began paying off quickly. According to Walker, for every dollar he spent on the tool and associated expenses, he's gotten $30 back. “I expect to see even better returns when I roll out globally,” he adds.

These kinds of results are making a lot of companies look at Big Data analytics. Cloud-based Big Data services can work well for small companies and startups that don't have the budgets for building their own systems, says Joe Pignatello, senior manager of business information management at CapGemini. But they also be a good fit for larger companies, especially those who need to move quickly to take advantage of business opportunities.

There are some downsides, however. As with any cloud service, companies have to do their due diligence for security and compliance. In addition, they have to be careful not to end up with a collection of Big Data silos from different vendors that don't play well together.
A thousand point solutions of light

Most large enterprise vendors have general-purpose Big Data analytics, but specialized vendors are springing up with focused solutions that address just one part of the Big Data puzzle.

They tend to tackle the lowest-hanging Big Data fruit, are fast and inexpensive to deploy, and have easy-to-use dashboards or fit themselves easily into existing corporate workflows.

Take MaintenanceNet, a cloud-based analytics vendor that serves a very specific audience – technology companies that want to get more revenue out of their maintenance and support plan sales. Comstor, a networking equipment distributor, saw a 30% gain in its overall service business last year from higher renewal rates and overall growth as a result of its use of MaintenanceNet's analytics platform.

“Until the metrics and data can be accessible, a lot of your intuition and assumptions prove to be inaccurate,” says Chris Fender, Comstor's director of service sales. What made the cloud-based service particularly attractive for Comstor was the ability to expand the tool to the hundreds of resellers who are its partners.

“If we needed to deploy technology, hardware or software, to the partners' premises, it would be very costly and challenging to manage from an IT perspective,” Fender says. “It's a type of application that is really only feasible in a cloud-based environment.”

One fast-growing segment is that of website analytics. Google Analytics provides a set of traffic data points for free, but it won't tell you, say, how old visitors' kids are. That's one of the answers that analytics vendor Sailthru provided to Totsy, an online retailer specializing in sales to women with young children.

“Sailthru's Big Data approach meant that we could use her browsing behavior to infer what ages she tended to shop for and in what categories,” says Totsy CEO Lisa Kennedy. “We've seen this provide meaningful lift in both click-through and conversion while being operationally simple to execute.”

Deployment is easy because all customers have to do is add a little snippet of code to their websites.

Another easy-to-deploy tool is marketing analysis from Santa Monica, Calif.-based Convertro. It takes a few minutes to install the code. The company doesn't just look at website behavior, but also pulls in information from media companies and other channels to find out how effective a particular advertisement or marketing channel actually was.

Online men's clothing retailer Indochino used Convertro to figure out when a mobile visitor was the same person who had earlier come in via a browser on a personal computer.

“The big piece is being able to associate that individual as one individual,” says Antonio Guzman, the company's manager of digital marketing. “We're also interested in understanding which channels really drive influence and purchase behaviors or other behaviors we're interested in.”

In the past, performance reporting would be based on the first click on an ad, he says. Now, Indochino can look at a transaction and see all the touch-points that led up to the customer making the final purchase decision.

“The big question is which marketing channels are contributing how much to revenues,” says Tom Cole, CEO of Beau-coup, an online party retailer that is also a Convertro customer.

“We are now able to very precisely allocate our marketing budget because we now have a very good view of what each channel is contributing,” he says. Cole says the increase in marketing ROI has been “significant” as a result, but declined to provide specific numbers.