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It often helps when planning to have a roadmap and when planning your IT infrastructure it helps to know the Microsoft product roadmap. If you want to know what our vision and roadmap is over the next while, then block off the morning of February 22 in your calendar and register using the links below. Please note that you will need to sign an non-disclosure agreement before attending or you won’t be allowed to sit in. We’d like to share some of our secrets with you!
The morning will start with a keynote of the all-up Microsoft vision and a showcase of some of the coolest Windows devices available. Then we’ll split into separate tracks:
REGISTER NOW for the Infrastructure Manager Track | REGISTER NOW for the Software Architect/Development Manager Track
There’s also a 3rd track, for the technical decision maker in your company. This would usually be a Senior VP or Executive. Pass along this registration link for the Technical Decision Maker Track.
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With any big change to your IT infrastructure comes risk, but of course you're hoping that the rewards will out weigh those risks. In fact, you're doing more than just hoping – you're planning, strategizing, and putting your organization in a good position to mitigate those risks.
Deploying a new operating system throughout a company can be disruptive and complex because so much is dependant on that OS – the applications running on top of the OS, the drivers that allow peripherals like printers to work, to name but a few. If all goes well, the operating system should be invisible to the end user but if all doesn't go well...well, we've all been there. It sucks.
A good plan that's well executed can result in an organization having use of technology that can help achieve higher productivity, better collaboration and more opportunities for innovative ideas. This episode of Manager Tech Talk is all about putting together a good plan for Windows deployment success.
On this episode of AlignIT Manager Tech Talk, Ruth, myself, and guest Dave Kawula, Senior Consultant with 1E, talk about the benefits and challenges of deploying Windows 7. We explore what tools are available and what "gotcha's" to watch out for. Plus: Dave shares tales from deployments past.
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Featured Guest: Dave Kawula
Dave Kawula is an MCSE and CNE with over fifteen years of experience in the IT industry. His background includes data communications networks within multi-server LAN/WAN environments. He has experience with project management, network strategic planning, network design and integration. He has led the architecture for NT, SMS/SCCM, Exchange and Internet Gateways, including managing migration paths and issues as well as implementation. He has supported a variety of network infrastructures as well as architecting and defining technical standards.
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About AlignIT Manager Tech Talk
The AlignIT Manager Talk is a monthly live streamed video series hosted by Ruth Morton (LinkedIn) and Jonathan Rozenblit (LinkedIn). Each Tech Talk episode airs on the 2nd Thursday of the month from 12:00pm to 12:30pm EST. The show focuses on a range of topics for both infrastructure and development managers and is interactive, taking questions via a live chat and providing answers on air.
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Guest post by Paul Laberge, Developer Advisor, Microsoft Canada
There is a sea change happening in the enterprise today – employees are deciding to bring the technology they are comfortable using at home to work and using it to be productive. Many people call this the Consumerization of IT, and in essence, it means that IT departments everywhere are scrambling to support devices and form factors they never had to before. IT policy is adapting to the employees, rather than the other way around which is a 180º turn from the way it’s been for years. Microsoft understands this sea change and is itself adapting to it. With Windows Phone 7.5, there are a number of ways the enterprise can support employees using Windows Phone devices, allowing employees to have a truly immersive consumer experience while at the same time allowing those same employees a number of tools to make them more productive than ever before.
As a consumer, your employees and co-workers have made choices to bring devices they traditionally would have used and left at home and have consciously decided that these technologies and platforms will be there preference for being productive in the workplace as well. This is very different than what we have seen in the past and has caused IT departments everywhere to change their own support and management strategies. This change is known as the Consumerization of IT.
The answer for IT and the enterprise itself is not to fight this trend but to embrace it. The flexibility for employees to use the types of form factors and platforms they feel will make them more productive is empowering, making them happier and making better decisions for the business.
Microsoft sees this revolution and has embraced it. Probably the best example of this is the new Windows Phone platform. Windows Phone presents a change in Microsoft’s mobile strategy. The consumer experience it provides is clearly front and center, being a smartphone platform that is fun to use and geared towards helping its users get the tasks they need to get done more quickly and with less indecision. In essence, Windows Phone is a “Glance and Go” platform – the user can see information quickly without even having to get into an app or service in order to make a decision on what to do.
So how does Windows Phone make employees more productive?
But in order to understand the business case for extending your line of business applications to the phone, the business case for having Windows Phone as your mobile solution must be made. To do so, consider the following:
Consider the example scenario below. Michelle is a sales executive for a large company and needs access to email, calendaring and server-based resources on the go to do her job effectively. Everything in the story can be accomplished easily using Windows Phone.
This morning Michelle has arrived early at an offsite location for a meeting with a potential customer. Her timing is on purpose. She wants to check her email and be sure she can address anything urgent before the meeting. With a moment or two to spare, she opens her email. She looks for any new, urgent, or flagged messages. She sees a new meeting request. With Windows Phone, she can view and accept this request, which she does after looking at her calendar’s day view for tomorrow. When this meeting ends, Michelle hopes to have time to quickly look at a customer proposal that she’s working on with someone back in the office. It’s due by noon. She clicks on her calendar to see the location of her next appointment. She clicks on the address. Windows Phone shows her a map of the location and since it is location aware, it provides her with directions on how to get there. Michelle thinks she will have a few minutes, traffic permitting, to work on the document then. She downloads the customer proposal from the company’s SharePoint site. She can then approve the edits and make a few minor adjustments later. The edits will then be synced to SharePoint so that there’s no question about the latest version. She then jumps on a Lync-based conference call with her account team to review the results of the meeting through the Lync app for Windows Phone, all virtually hands-free with no concall codes to enter or phone numbers to call.
This morning Michelle has arrived early at an offsite location for a meeting with a potential customer. Her timing is on purpose. She wants to check her email and be sure she can address anything urgent before the meeting.
With a moment or two to spare, she opens her email. She looks for any new, urgent, or flagged messages. She sees a new meeting request. With Windows Phone, she can view and accept this request, which she does after looking at her calendar’s day view for tomorrow.
When this meeting ends, Michelle hopes to have time to quickly look at a customer proposal that she’s working on with someone back in the office. It’s due by noon. She clicks on her calendar to see the location of her next appointment. She clicks on the address. Windows Phone shows her a map of the location and since it is location aware, it provides her with directions on how to get there. Michelle thinks she will have a few minutes, traffic permitting, to work on the document then. She downloads the customer proposal from the company’s SharePoint site. She can then approve the edits and make a few minor adjustments later. The edits will then be synced to SharePoint so that there’s no question about the latest version. She then jumps on a Lync-based conference call with her account team to review the results of the meeting through the Lync app for Windows Phone, all virtually hands-free with no concall codes to enter or phone numbers to call.
Access to Outlook (email and calendaring) is an easy concept to understand. With Windows Phone, you have more access to the features of Exchange than any other mobile platform, including features like conversation view, rights-protected email and others. Windows Phone also supports multiple calendars, including multiple Exchange calendars as well as third party calendaring systems such as Google calendar.
Office 2010 and Lync for Windows Phone are also incredibly powerful tools as you saw in the example above. Every Windows Phone includes Office 2010 (Excel, PowerPoint, Word and OneNote) that allows you to view and edit documents on the fly and synchronize those changes with central repositories such as the corporate SharePoint system, Office 365 (Microsoft’s cloud-based Office solution) and even SkyDrive, Microsoft’s consumer-based Office-in-the-cloud solution.
Armando is someone who works in your IT Operations department. The Consumerization of IT just made his job and the jobs of his department a whole lot more complex with the introduction of new devices that his team was not originally prepared to support. Windows Phone allows employees of the company the freedom of a great consumer experience while allowing Armando and his team flexibility in how to support these devices.
Supporting multiple types of phones requires more time and is also a greater security risk. Armando will have to figure out how to give users access to company files and email, and how to keep some control over what’s going on. Fortunately, Windows Phone provides a solution to address his concerns, including how to reduce costs. With Windows Phone, he can use Exchange Server, which he already relies on for corporate email, and SharePoint Server, which everyone uses for collaboration. Exchange Server gives him best-in-class email and calendar experiences—and it works on premises and within the cloud (for example, the Office 365). He can use Exchange ActiveSync to directly push email to Windows Phone. Mobile users can reach their documents on SharePoint and work with teammates to complete the work seamlessly. His existing resources can also support these new mobile users. There’s no middleware either. Exchange ActiveSync also provides him with the tools for managing policy, ensuring consistent compliance across PCs and phones. Armando can use the built-in security features as well as Remote Lock and Remote Wipe to protect the company and allay executive concerns. This way, even if a phone is lost or stolen, the information on it will not be compromised. Armando can take advantage of his existing IT knowledge to manage mobile devices and services. In addition, Armando can get more value out of existing software the company already uses. For example, he can extend SharePoint Server to mobile users. This will help improve collaboration and communication between team members in the office. And because he can sync with SharePoint Server, he won’t have to worry about people complaining to him about document versions or general productivity concerns. And, since he’s working with his existing infrastructure, Armando isn’t spending anything additional on licensing, hardware, or support.
Supporting multiple types of phones requires more time and is also a greater security risk. Armando will have to figure out how to give users access to company files and email, and how to keep some control over what’s going on.
Fortunately, Windows Phone provides a solution to address his concerns, including how to reduce costs.
With Windows Phone, he can use Exchange Server, which he already relies on for corporate email, and SharePoint Server, which everyone uses for collaboration. Exchange Server gives him best-in-class email and calendar experiences—and it works on premises and within the cloud (for example, the Office 365). He can use Exchange ActiveSync to directly push email to Windows Phone. Mobile users can reach their documents on SharePoint and work with teammates to complete the work seamlessly. His existing resources can also support these new mobile users. There’s no middleware either.
Exchange ActiveSync also provides him with the tools for managing policy, ensuring consistent compliance across PCs and phones. Armando can use the built-in security features as well as Remote Lock and Remote Wipe to protect the company and allay executive concerns. This way, even if a phone is lost or stolen, the information on it will not be compromised.
Armando can take advantage of his existing IT knowledge to manage mobile devices and services. In addition, Armando can get more value out of existing software the company already uses. For example, he can extend SharePoint Server to mobile users. This will help improve collaboration and communication between team members in the office. And because he can sync with SharePoint Server, he won’t have to worry about people complaining to him about document versions or general productivity concerns.
And, since he’s working with his existing infrastructure, Armando isn’t spending anything additional on licensing, hardware, or support.
Without the need for extra licensing, knowledge of new mobile devices or new management tools, your IT department can effectively manage Windows Phone devices within the enterprise. Your employees get the best of both worlds as a result – a world class smartphone experience and productivity, and the ease of manageability for the IT department.
One of the main concerns of development departments in large organizations is maximizing the quality of custom-built systems and minimizing the time-to-market for those systems. Consider the scenario of Joe, the corporate developer:
Joe wants the application to be available on PCs, the web, and phones. This will take time if he has to use different development frameworks. It will also be time-consuming if he has to use developer tools he’s not familiar with. With the Windows Phone application platform, Joe can take advantage of Microsoft Silverlight for the mobile version of this application. Best of all, he can use tools he’s familiar with such as the Visual Studio development system and XNA. This will help him do better work. And thanks to the availability of best-of-breed development tools, Joe’s job is faster and simpler. The results of Joe’s work (the app he built) can be delivered to employees securely through the Windows Phone Private Marketplace, a way to centrally deliver apps that should not be publicly available. Joe can also acquire business-to-customer (B2C) applications from a single marketplace through the public Windows Phone Marketplace.
Joe wants the application to be available on PCs, the web, and phones. This will take time if he has to use different development frameworks. It will also be time-consuming if he has to use developer tools he’s not familiar with.
With the Windows Phone application platform, Joe can take advantage of Microsoft Silverlight for the mobile version of this application. Best of all, he can use tools he’s familiar with such as the Visual Studio development system and XNA. This will help him do better work.
And thanks to the availability of best-of-breed development tools, Joe’s job is faster and simpler.
The results of Joe’s work (the app he built) can be delivered to employees securely through the Windows Phone Private Marketplace, a way to centrally deliver apps that should not be publicly available. Joe can also acquire business-to-customer (B2C) applications from a single marketplace through the public Windows Phone Marketplace.
The platforms and skills that your development teams in the enterprise use and know are transferrable to the development of apps on the Windows Phone platform.
As you can see from the above, Windows Phone goes beyond email and calendaring to deliver productivity to the enterprise. Mobile access to corporate applications like Office and SharePoint come out of the box, but line of business can be extended to the phone using skills and tools your infrastructure and developer teams already have.
Join Ruth, Jonathan, and myself, Paul Laberge, for a discussion around how you can leverage Windows Phone to extend your line of business applications to the phone and enable a productive mobile workforce.
Thursday, February 9, 2012 12:00 PM – 12:30 PM ET
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Professor Tadao Saito, CTO Toyota, is a global top pioneering leader, inventor, researcher and innovator shaping business, industry, research, education, government policies, international standards and society. This is the first extensive interview with Tadao and the first with the CTO of a global Fortune 8 company with revenues of 221.7 Billion. To put this in perspective, Microsoft ranks 120th, Apple 111th and Dell 124th in the global Fortune 500. Prior to joining Toyota, Tadao invented digital switching that laid the foundation for “all” digital communications including voice communications and the internet. You will read more about this in the interview plus valuable insights into leadership, technology trends and more. I first met Tadao at the G7 Summit of IT Societies in Vancouver August 2006 where I represented CIPS as president-elect. I had a chance to talk with Tadao at the World CIO Forum (WCF) in November 2011 where I participated as vice-chair international advisory board and chair of the EA panel session. After the WCF Tadao agreed to this exclusive interview to further explore his unique insights. Excerpts from this interview are appearing today with itWorld and CIO Canada plus in print later.
Tadao, you have a strong history of significant global impact in leadership, research and innovation. Your work has shaped world history. Thank you for sharing your considerable expertise, deep accumulated insights and wisdom with our audience. Information technology is changing rapidly. Moore's law started when I was a student. Computer technology is changing the fastest. Now computers are the most important component of many equipment including home appliances and automobiles. In these systems surrounding us, all will further change continuously. In infrastructure which is traditionally expected to be stable for a long time, change has sometimes encountered difficulty. Function and services of infrastructure are also subject to change. To have coordinated architecture to accept change is the most important property of technology for the future of our society. It is requested for experts of information technology to share the vision with the society of the future world based on information technology.
Tadao, you are a pioneering legend who has shaped our present world and you have laid the foundation for global communications and networks. For my first question, I will go back to your early days. Can you share your experiences and insights from the University of Tokyo? In my early days computers were still low in performance and expensive. Electronics were used broadly in telecommunication signal transmission. I graduated from the University of Tokyo in 1963. At that time computers were mainly used for research but not in social services. Only in communication business electronics are used as the base of socially active service. So I selected my study subject in use of electronics for communication business. But at the same time I am very much interested in a variety of possibilities to use electronics in socially useful applications. Starting from telecommunication systems I worked in a variety of subjects on social application of information technology.
As Chief Scientist and CTO for Toyota, one of the most important positions in the world as Toyota is a global Fortune 8 company, what is the future of ubiquitous information services? Automobiles are one of most important and useful fields to use electronics. The success started from air prolusion control of engine to have smog less air in big cities. Stand alone use of electronics improved the automobile in broad applications and what is now required is to connect automobile in automobile to automobile communication and in automobile to infrastructure communication. What I am interested in is the creation of attractive and useful automobiles using network technology.
What are your top 5 goals as CTO and how will you measure success in achieving your goals? Soon after human beings appeared on the earth, our ancestors started to move on the earth and penetrated globally starting from Africa to South America. Mobility is the most important nature of human being. In history, human beings started to construct cities and roads, interconnecting cities. Realization of efficient and safe mobility is the essential way to improve human society.
What are your 5 lessons in leadership from your role as CTO?
Tadao, can you profile your current research and what you hope to achieve and the value to the broader audience? My current research is on automobile to automobile communication without infrastructure. This is a kind of mobile ad hoc network studied broadly in communication specialists. From the viewpoint of the automobile it is needed to know the performance requested for automobile application. If the performance parameters are accepted among network specialists and if the view of the market is clarified, collaboration must be much easier. Of course the performance figures depend on application. Easiest application to help human drivers will be realized in near future, and in a long future this technology can be used for automatic driving to realize accident free highway.
Describe three areas of controversy or much discussion in the areas that you research.
In your research, what are your top five ways of measuring success? Automobile design needs a long period. Of course market acceptance and common global use is final success. Before that, we must set a variety of intermediate success.
In your current research, what are your top 3 challenges and top 3 opportunities? How will the challenges be solved and the opportunities be actioned? Challenges
Can you profile your research in communication networks and its social applications such as ITS (Intelligent Transport System)? ITS is the technology based on a variety of communication between automobile and infrastructure and between automobile and automobile. The communication between automobile and infrastructure has already broadly used in a variety of applications including fee collection. Next step is to realize communication between automobile and automobile for application like safety assist and sharing of information among automobiles running nearby. This kind of communication is M2M communication for which many researches are ongoing.
What are the outcomes you are driving as chairman of the New Generation IP Network Forum of Japan? New generation IP network research is called in different way in variety of countries. Some times the research is called post IP network. In the US, a variety of subjects to improve the network wide operation are studied. It includes open flow network and mobility first network studies. In our New Generation IP Network Forum of Japan, we are discussing a variety of social applications M2M IP network to know the performance parameters of the network, including communication setup time, communication speed, and busy time traffic. This study assumes a variety of applications including health care, energy saving, home network, automobile safety, etc. To share the information among broad range of specialists is an important framework for open innovation.
You made what is widely considered to be the most important contributions to digital communications and computer networks. Can you share your work on switching networks and its global impact? My study which led to global change of communication network is the invention of time division switching network of time-space-time type. The switch was applied for patent in 1964 and the patent was assigned to ATT Bell Lab., because the study was done under the sponsorship of Bell Lab. The principle was used as the core switch of the world's first digital switch put in the field in 1975 as No4ESS. Before that all telephone switches were based on mechanical switch element using metal contact. After the No4ESS toll switch, Bell lab developed No5ESS local switch, again based on my time-space-time switching network. After that, a variety of TDM switches were developed by a variety of communication system manufactures in the world around 1980's, and in all switches the core component of the switch is based on my patent. Production of TDM switches continued for 20 years and still used as the main component for telephone service in the world. Before TDM switch, telephone switching system was bulky, heavy equipment. TDM switch made it possible to realize compact switch taking advantage of improvement of electronics. Using the technology, competition of traditional carriers and new carriers became possible and drastic price reduction of telephone charge became possible. During the period of TDM switch, in almost all countries regulation of telecom carrier was changed and competition of infrastructure was started. This deregulation is essential to start internet services globally. It means that the global telecommunication network formulation including internet started from TDM switch technology using the core component of my invention. This is the global impact of my study which changed the world.
How is voice switching shifting from TDM to IP? Internet is the next global network after telephone network, which has been the only global telecommunication infrastructure for 100 years. Global service of internet started from 1992 by the deregulation of ITU. After that, use mode of internet changed rapidly to make broadband contents possible. Now much more information is handled by the internet compared to telephone network. Mass production and improvement of optical transmission, justified by the high traffic of internet made the cost of internet much low compared with telephone service. Using the condition, cost of voice services using IP is lower than TDM switch. Because of this reason, the majority of telecomm manufacturers who used to produce TDM switch stopped production. In addition, many people who used telephone for everyday life replaced the communication to mail. Total telephone traffic is also reduced sharply. Still penetration of broadband service is not enough in many countries. Quality of voice by IP telephony using narrow band internet is still lower than TDM telephony. This is caused by change of basic technology and total replacement of telephone to IP will take further 10 years.
Describe your work as a member of the designing group for the Tokyo Metropolitan Area Traffic Signal Control System? The study is sponsored by Tokyo Metropolitan Police Authority which controls all traffic signals of the city. Signal is to be controlled to maximize the traffic capacity of the road. Controlled parameters are the signal period, split, and phase of signal between neighboring intersections. These parameters are controlled based on measurement of traffic in each link of the road. For this purpose, traffic of each link must be measured and all signals are to be controlled. For this purpose, a large scale network is requested. In early 1970's, computers are still low in capability and construction of big system need a lot of effort. My function is to design total architecture of the system using a one mainframe computer to calculate the signal parameter and a number of mini-computers for communication to distributed signals and traffic sensors. It took nearly 10 years for construction to control all signals in Tokyo, and capacity of city traffic was estimated to be increased by 20% by the effect of computer control. At the period, communication to automobile from infrastructure was difficult because of premature wireless technology. Terminology of ITS had not been used at the time, but this was the first large scale information system support for traffic improvement. This system was penetrated into many cities in Japan. In parallel with the effort of Tokyo, similar system also constructed in US cities. Traffic situation of big US city is different from that of Japan, therefore US cities having comparable scale to that of Tokyo is still rare.
Tell us more about your books?
What is the impact of your work on the “deregulation of communication services”? I worked on the "deregulation of communication network" in collaboration with Ministry of Internal Affairs and Communication of Japanese Government starting from 1978. My initial interest is on digital computer network. I felt many of digital network applications were restricted by the monopoly of network services by the telecommunication carrier NTT. We worked on University Computer Networks like ARPANET 1973-1976 but because of monopoly, although the system was completed by 1976, we must wait the inauguration of operation for 5 years waiting for service of data packet network operated by NTT. I proposed a competitive environment for communication services, and helped the government working in the direction. NTT monopoly was ended in 1985, and competition started. From this time, I worked with government in all aspect of communication deregulation.
What lessons can you share as chairman of the Telecommunication Business Committee of the Telecommunication Council of the Japanese government? On regulation of communication network, government must consult the Telecommunication Business Committee of the Telecommunication Council. In the sense, the council has a big power on communication policy. Communication law in Japan experienced major change in 1985 and 1998, and I became the chairman of Telecommunication Business Committee in 1998 and keep the position for nearly 4 years, helping the government on execution of 1998 law. Major change in 1998 law is asymmetric regulation on incumbent service provider to enhance competition. Use of equipment of incumbent carrier by new carriers is called unbundling. This is a good rule to enhance competition but at the same time if unbundling is improper, the rule can cause difficulty in future development of telecommunication network. In this sense, regulator must have a vision of long future of global network. I helped the government from the technical viewpoint. But this function is a difficult function which needs leadership on a broad aspect of services and technologies. So far, my leadership resulted in successful improvement of network services in Japan, but we must be careful as such success is only possible by deep understanding of technology.
What lessons can you share as Japanese representative for the International Federation for Information Processing (IFIP) General Assembly and Technical Committee 6 (Communication Systems)? I have been the Japanese representative of IFIP TC6 since 1994 and GA representative since 2006. Since I have a longer history in TC6, let me start from TC6 first. TC6 have 2 committee meetings a year. It is interesting to find that more than 30 members got together globally and frequently. The oldest member continued to be the national representative since the first year of TC6 (1972). All members are so familiar and exchange information twice every year. It is a special community in the center of study on telecommunication. Such relationship is possible because the majority of members are from European countries. If some member visited other countries, often the visitor contacts the representative of the visited country to renew acquaintances. To continue this kind of relationship is sometimes difficult to continue for a long time; many of Asian and American countries tend to have less frequent attendance. I attended 22 meetings out of 36 since 1994, and enjoyed the close relationship with representatives from other countries. Lessons I learned are the situation of telecommunication research of each country and found that subjects interested in are same in some cases and in some cases different country by country. Examples of lessons is in many European countries, more practical research are selected even in universities but in North America, university studies are generally more theoretical. I understood the background of the differences by free talking. In general assembly, in recent 5 years I was so much impressed by the difficulty of management of academic societies in the world. Although information technology became the most important social technology which grows global economy, the number of members of each academic society is decreasing rapidly. In some countries payment of annual fee to IFIP is difficult and retired from IFIP membership. IFIP did not find the way to resolve the issue. WCF held in Shenzhen is one of a trial to move IFIP to more social interest not only in academic interest.
Please share what you learned from your roles with the IEEE and IEICE? In IEEE I was a communication switching committee member of communication society for a long time. I studied a lot on future of communication switching technology. In IEICE, I got lessons on management of an academic society. One of the difficulties of many academic societies, when researchers lose interest to submit papers to the society, number of young members tends to decrease. A kind of monopoly on paper publication by US societies including IEEE and ACM caused the difficulty of many other academic societies outside the US. When I was the president of IEICE, the effort is concentrated on collection of papers from Asian countries. When I was the president of IEICE, the number of papers from China and Korea exceeded the number of papers from Japan in English journal of IEICE. Continuous effort is important to keep stable operation of academic societies.
Tadao, can you profile additional areas of your extensive research history and three valuable lessons you wish to share from each of your top four research areas? A: Additional area 1. Mutual synchronization: Mutual synchronization that I studied is the most basic framework for digital communication network. In digital communication clock all switches must be synchronized. If difference of clock exists data transmitted is lost in the same rate of difference of clock frequency. It can be avoided if buffer is inserted and signal transmission stops for a duration during which buffer transmit all stored data. For this purpose, data transmission by users must be controlled because of imperfect nature of the network. When I studied mutual synchronization in mid 1960's, the cost of atomic clock was so expensive that it is difficult to have an atomic clock in each switching point. In mutual synchronization each switching point have a simple clock source and the clock sources control each other and adjust the frequency by themselves to have identical frequency. This is based on automatic control of frequency. Actually a network include so many number of independent clock sources and one stable common frequency is to be composed by mutual interaction. I proved that the system have complete stability even when the links have any delay, and established a beautiful theory. But actual selection of clock infrastructure used by industry is simple and expensive atomic frequency generator. They do not need any control theory and simple. Now every country has one common master clock and all other switching stations are controlled by forced control from the central clock. Network of each country thus have a common frequency by a stable atomic oscillator. But still in international frequency adjustment, the principle of mutual synchronization is used. It is somewhat common to my principle but different my original idea of clock harmonization of autonomic oscillators. Lessons
You were a key participant at the November 2011, first World CIO Forum (WCF). What 5 key lessons can you share from the WCF?
More generally, what specific technologies should IT practitioners be embracing today and in two years, five years? Complexity of software will be more and more serious in future IT. Automatic software generation from specification is now more practical and will be more important. Also, quality assurance of software will attract more interest.
More generally, what specific technologies should businesses be embracing today and in two years, five years? Analysis of big data and software for that have already started and will be more important technology for all organization in the future. Size of data which can be analyzed practically will increase rapidly and idea to use big data will expand as the competition edge of many organizations.
Please make predictions for the future, their implications, and how we can best prepare? Also in coming future, cost of energy will be higher and cost reduction of electricity and energy in general will be more important. In current discussion, energy issue is discussed on global warming and CO2 reduction. But in near future energy issue will be discussed on real economy base.
What are your thoughts on computing as a recognized profession like medicine and law, with demonstrated professional development, adherence to a code of ethics, and recognized credentials? [See www.ipthree.org and the Global Industry Council, http://www.ipthree.org/about-ip3/global-advisory-council] As for professionals, medical and law professional have a long history, sometimes several thousand years. In every use of professional capability, activity of medical and law professional is related directly to lives and destiny of individual people. So problem of ethics is easier to understand from the viewpoint of the general public. On the other hand, in the case of information technology, many of issues of activity of professionals are related to organizations which use information technology. Problem of ethics will appear indirectly, and sometimes difficult to be realized by individuals. At the same time, class of IT professionals is distributed to many levels, and scope of responsibility is different class by class. In this sense, creation of commonly recognized credential is more difficult compared to medical and law professionals. Considering that medical and law credential ware established in long history, further continuous effort is requested globally. IP3 is the start of the important global activity.
From your extensive travels and work, please share 3 stories (amusing, surprising, unexpected, amazing).
Tadao, with your demanding schedule, we are indeed fortunate to have you come in to do this interview. Thank you for sharing your substantial wisdom with our audience. Stephen, although your questions are so many, and I spend many time after dinner to fill up the sheets, I enjoyed to answer. It is a good chance for me to recall my past work. I am sorry to write too much. You may have difficulty to understand in some answer but I hope you find my answer is useful. I also realized that the time I started study on communication is very lucky timing. Technology was still young and I had so many opportunities to study new ideas to contribute to the world. So far I believe that I was able to contribute for current society and human being. In that sense I am a lucky person.
Prof. Tadao Saito received his PhD. in electronics from the University of Tokyo in 1968. Subsequently he served as lecturer, associate professor and professor of the University of Tokyo, where he is now a Professor Emeritus.
Since April 2001, Saito is the Chief Scientist and CTO of Toyota InfoTechnology Center, where he studies future ubiquitous information services around automobiles.
Professor Saito has worked in a variety of subjects related to digital communication and computer networks. His first patent from 1964 is on digital time division switching networks and he invented both Time-Space-Time and Space-Time-Space time division switches which are the core technology for time division (TDM) telephone switching systems globally used since 1975. Although voice switching is now shifting from TDM to IP, Tadao's switching principle is still the core technology in traditional voice switching systems generally used in the world. His research includes a variety of communication networks and its social applications such as ITS (Intelligent Transport System). Saito is also the chairman of New Generation IP Network Forum of Japan.
Included in his past research from the 1970's, Saito was a member of the designing group for the Tokyo Metropolitan Area Traffic Signal Control System. This system was designed to control 7000 intersections under the Tokyo Police Authority.
Tadao authored two books on electronic circuitry, four books on computers and two books on digital communication and multimedia. He also worked on a variety of "deregulation of communication services" to form a legal framework suited for advanced network technology in Japan. From 1998 to 2002 he was the chairman of the Telecommunication Business Committee of the Telecommunication Council of the Japanese government and contributed to regulatory policy of telecommunication business for broadband networks. Based on the new regulations, Japan now has a penetration of optical fiber involving 40% of total households, which is No.1 in the world.
Tadao is also the Japanese representative for the International Federation for Information Processing (IFIP) General Assembly and Technical Committee 6 (Communication Systems). He is a life fellow of the IEEE and honorary member and life fellow of the IEICE.
A FEW SAMPLES OF: INTERNATIONAL CONFERENCES, PATENTS, TRANSLATED PAPERS, REVIEW PAPERS IN JOURNALS, TRANSACTION PAPERS, SHORT PAPERS
I am sharing 8 CIO lessons from the World CIO Forum published by CIO Canada and itWorldCanada. Compare them with your action plans.
To listen to the interview, click on this MP3 file link
DISCUSSION: Interview Time Index (MM:SS) and Topic
Eileen, you have a promising history of significant impact and contribution to society, the community, education, research and the ICT industry as an undergraduate. Thank you for sharing your experiences and insights with our audience.
:00:43: Tell us more about yourself? "....I am a junior from New York City in the Schreyer Honors College majoring in information sciences and technology and minoring in Supply Chain and IST at Penn State....I am currently a research assistant for the College of IST (specifically working with the Center for Enterprise Architecture)....The research I am doing is helping me develop my honors thesis about applying EA (Enterprise Architecture) to supply chain planning and design...."
:01:40: Which honors are you particularly proud of and why? "....I am really proud to have received the David Suarez Memorial Scholarship for my last two years of college....He is the kind of person I aspire to be...."
:02:20: One of the big challenges in the industry right now in ICT is getting diversity, especially a higher penetration of women into the field. What prompted you to get into computing? "....I think my love for technology stems from my amazement of how it is always changing and growing and it could be used to benefit so many aspects of life...."
:04:02: Can you share your experiences with THON and what is it? "....THON is short for the Penn State IFC/Panhellenic Dance MaraTHON, a year-long effort to raise funds and awareness for the fight against pediatric cancer. It is also the largest student run philanthropy in the world and we’ve currently raised more than $78 million for The Four Diamonds Fund at Penn State Hershey Children's Hospital. I am currently a technology captain as a developer for THON.org....I am also an administrator for an organization called Bee House - an organization that my friends and I started in our freshman year and we solely fundraise for THON...."
:05:27: How are you passionate about community service? "....I just love giving back. I was fortunate to have had a happy childhood and blessed with great family, friends, and education....I see social inequality in the world and I think everyone deserves a better quality of life, especially children...."
:06:08: Tell us more about your current studies and how you will apply this knowledge into industry? "....Our IST courses are very group based and I think that's a really great way to learn not only the material but to learn how to act on teams. What I probably learned the most was how to learn, communicate, work with different people and how to analyze problems creatively...."
:07:34: What value will you deliver through your honors thesis? "....I am doing my honors thesis on applying enterprise architecture with supply chain planning and design. I hope to eventually map the SCOR model with the TOGAF model....EA can be used for anything and my job is to see how that idea would fit with supply chain...."
:08:27: Who are the originators of the 2 models that you talked about? "....SCOR (Supply Chain Operations Reference) was developed by the Supply Chain Council and TOGAF (The Open Group Architecture Forum) is produced by the Open Group...."
:09:09: What value are you providing to FEAPO (Federation of Enterprise Architecture Professional Organization)? "....I am currently working with FEAPO's communications committee....I hope to help support FEAPO's goals by promoting FEAPO...."
:09:41: You are an honors student and you have a lot of additional activities and responsibilities you've taken on, how do you find the time? "....I think that's my biggest challenge. I think it's very important to time manage everything....and knowing what you can and cannot do....Everything that I am doing right now are things that I am extremely passionate about...."
:10:54: What are your top challenges and opportunities? "....My top challenges are all about time....Greatest opportunities: Getting involved with so many wonderful things that has helped me grow professionally and personally....Meeting so many great people....Being able to just enjoy life...."
:11:45: How will you accomplish your top goals and how will you measure success for each of these goals? "....I measure success by how happy I am with each goal. If I feel like I'm doing the right things and I like what I'm doing and where I am going I think I'm pretty successful at those things...."
:12:11: In your current research and studies, what are your top 3 challenges and top 3 opportunities? How will the challenges be solved and the opportunities be actioned? "....Top 3 challenges: Learning both enterprise architecture and supply chain in deep levels with such a short amount of time....Finding the information I'm exactly looking for....Putting it all together....The opportunities: Become really knowledgeable about EA and supply chain....Find out new things while doing my research....Learning how to organize and communicate a lot of information in one document..."
:14:12: Describe three areas of controversy or much discussion in the areas that you research and in your studies. "....First and second, many people don't think TOGAF or SCOR is very useful....Third, EA cannot be specifically defined...."
:14:45: You are still in your undergraduate years but you are starting to get a sense of what's happening through social media and all the innovation that's occurring worldwide. If I were to ask you to make some predictions what would they be? For example for IT practitioners what specific technologies should they embrace today and into the future? "....I think IT practitioners should embrace enterprise architecture....I think EA has so much to offer to the whole of the organization and more people should get involved with it....Also Cloud computing...."
:15:38: What specific technologies should businesses embrace today and into the future? "....Embracing EA and cloud computing...."
:16:12: What are your thoughts on computing as a recognized profession like accounting, medicine and law, with demonstrated professional development, adherence to a code of ethics, and recognized credentials? [See www.ipthree.org and the Global Industry Council, http://www.ipthree.org/about-ip3/global-advisory-council ] "....We already have knowledgeable students with great potential to change the IT world. It could really help them go farther knowing that they are in a valued and respected field that has the structure for them to implement their ideas...."
:17:07: Eileen shares three stories from her research, studies and societal contributions. "....It's amazing to see the amount of potential in younger people because they are going to be our future and they are starting to be charitable at such a young age...."
:20:21: What do you do for fun? "....Traveling and learning new things….Eating all different kinds of food and cooking....Playing sports....Dancing....Friends and family..."
:20:53: If you were conducting this interview, what 3 questions would you ask, and then what would be your answers? "....Who are your role models?....What would you like to be doing with IT when you graduate?....What are your goals in life?...."
Eileen Chen is a junior studying within the College of Information Sciences and Technology at the Pennsylvania State University at University Park Main Campus. She is also in the Schreyer Honors College. She expects to earn a Bachelor of Science degree in May of 2013 with a major in the option of Integration and Application in Information Sciences and Technology and a minor in Supply Chain and Information Sciences and Technology. She received the David Suarez Memorial Scholarship (a remembrance from his colleagues at Deloitte Consulting/Deloitte & Touche), the Dipple Trustee Scholarship, the Raytheon IST Scholarship, and the Delta Gamma Lamp of Knowledge as well as achieved Deans List all semesters.
Eileen worked as a teaching intern for an introductory Java course during the Fall 2011 semester and a computer lab consultant for Penn State ITS Lab Consulting. She recently joined Dr. Brian H. Cameron, the Executive Director for the Center of Enterprise Architecture in the College of Information Sciences and Technology and the founding president of the Federation for Enterprise Architecture Professional Organizations (FEAPO), as a research assistant. She is currently working with FEAPO and the Communications Committee. She also assisted Dr. Cameron in preparing for the Center for EA at Penn State Meeting, which she attended in October 2011. While learning about the innovative subject of enterprise architecture, she is also gathering research for her honors thesis.
Learning in the classroom and work environment is important to Eileen, but she also values the knowledge she gains outside her coursework. She is passionate about giving back to the community, and her main focus is bettering the quality of life for children. She currently serves as a Technology Captain for the Penn State IFC/Panhellenic Dance Marathon, affectionately referred to as THON. As the largest student-run philanthropy, THON raised $9.56 million in 2011 benefitting the fight against pediatric cancer. Eileen also serves as Administrator and Website Chair for Bee House, a special interest organization with the sole purpose of fundraising for THON. Her sorority, Delta Gamma, in which she serves as the Director for Electronic Communications, also fundraises for THON and other philanthropies. In addition to THON, she has participated in the LeaderShape Institute, the General Electric Student Leadership Conference, Role of a Resident Assistant Course, the National Collegiate Honor Society, Be Engaged House (a leadership and service special living option), and intramural volleyball.
A girlfriend of mine called me up this weekend looking for a DVD copy of an older piece of software. She was rebuilding a computer for a family member who had the product key but no installation media. I’m sure many of you have similar stories trying to fix or repair computers for your family and friends.
One of the nice things about using software online or “in the cloud” so to speak is that if your computer goes belly up and you need to rebuild it, the software will be there waiting for you, as soon as you can get computer back online.
For businesses, using online services can give you greater flexibility to pursue projects or try out ideas without having large upfront costs as well as providing foundational IT infrastructure without investing in your own data center.
While a post I wrote a little while ago outlined the basics of traditional software licensing, I figured I should follow up with how to license software in the cloud since online software subscriptions are becoming more prevalent. This short video does a good job at laying things out – like why you’d want to consider using online services and some of the advantages and cost-savings of licensing software this way:
Microsoft has several online services: Microsoft Office 365, Microsoft Dynamics CRM Online, Windows Azure Platform, Windows Intune and others. Each service can be purchased through a volume licensing agreement or the Microsoft Online Subscription Program and then activated and managed managed through web portals:
One day I’d love there to just be one portal to manage all your online subscriptions (kind of like one ring to rule them all but much less evil) but consolidation takes time and so I make no promises but I trust this is the direction our Online Services folk are heading.
This webinar will provide an introduction to the exciting new world of cloud-enabled mobile computing. A few complex user scenarios possible with this new paradigm will be discussed, along with a hands-on tutorial for developing such mobile applications on Microsoft’s Windows Phone Platform. The presenters and moderator are tops in their field.
To found out more and register for this Webinar January 26th 2012 at 2pm EST, go to: http://blogs.technet.com/b/cdnitmanagers/archive/2011/12/07/the-cloud-in-your-hands-marriage-of-cloud-computing-with-smart-devices-acm-free-webinar.aspx
Sustainability is the hottest topic and it’s a pleasure to publish this blog from guest writer, Mark McCullough, marketing manager at Lexmark Canada.
Sustainability is a big buzz-word in today’s business world but what does it mean from an IT perspective? It goes without saying that engineering a “green” corporate environment must involve the entire organization, however, there are numerous ways the IT team can implement sustainable practices.
Monitor your Output
Establishing a responsible approach to printing is one of the easiest ways to make a significant reduction to your office’s carbon footprint. Think about how often a user prints a multi-page article when he only needs the information contained on a single page, or the amount of documents printed in error, or how many printed pages are often abandoned at a workstation. Most enterprise printing devices today contain several easy to use solutions that help foster a more intelligent approach to printing. For example, features like “Proof then Print” require users to preview the document prior to initiating the print feature, reducing waste resulting from unwanted pages. In addition to the obvious sustainability benefit of examining your printing processes, there is also a significant financial advantage realized when you encourage more responsible printing.
Recycle, Recycle, Recycle
It’s relatively easy to recycle the paper waste your office generates. The same principles should be applied to other functions in the office. For example, what do you do with old computers, faxes and printers once they’ve been replaced with newer models? Many manufacturers offer free “end-of-life” recycling solutions where your old equipment will be collected, brought to a dedicated recycling facility and, in most cases, turned into a new product in some capacity. This is also true of the materials in your office technology—for example, toner, ink, fax ribbons, computer chips. The more you can incorporate recycling throughout your technology environment, the more you will do your part to lower your organization’s carbon footprint.
Consider the Cloud
One way to reduce the amount of electricity your company consumes is to move some of your data off-premise and to the cloud. With fewer servers on-site, you can cut down on your electricity bill—in some cases, significantly. According to a recent study conducted by Pike Research (Link to: http://www.pikeresearch.com/newsroom/cloud-computing-could-cut-data-center-energy-consumption-by-nearly-one-third-by-2020?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+PikeResearchNewsroom+%28Pike+Research+%C2%BB+Newsroom%29), data center power consumption will decrease 31 percent between 2010 and 2020 as a result of the cloud computing model.
More Mobility
It’s an investment up front, but arming employees with technology to make them more mobile can also reduce your consumption overhead. For example, giving employees laptops to replace their desktops enables them to be just as productive from home as they would be at the office. With more mobile technology, when workers need to work late to complete a project they tend to leave the office at a normal time and pick the job back up at home. This allows companies to cut costs associated with keeping electricity and heat/AC running late, which is an unexpected green benefit.
Police your Policies
A lot of organizations have set policies governing technology use but IT managers aren’t always good about enforcing them. To foster sustainability within your organization, make sure employees are adhering to these by sending frequent reminders asking them to turn their computers off at night, make sure printers, faxes and other devices are set to power-saving mode and that desk lamps and all other technologies at individual workstations are turned off at the end of the day.
Sustainability is increasingly becoming an area of focus across the organization. By taking steps to ensure your IT practices include as many “green” components as possible, you can help your company achieve its larger corporate sustainability goals.
This is the next interview in the continuing series with world-renowned professionals. Gabriel shares his remarkable insights from one of the best in the world.
Dr. Gabriel Silberman is Senior Vice President and Director of CA Labs. He is responsible for building CA Technologies research and innovation capacity across the business.
Leveraging the talents of the company's researchers and technical experts worldwide, CA Labs engages with leading-edge researchers in academia, professional associations, industry standards bodies, customers and partners to explore novel products and emerging technologies in support of CA Technologies key growth areas. The results of these collaborations vary from research publications, to best practices, to new directions for products. Research topics cover insider threat detection, identity management, root-cause analysis, software development architecture, cloud computing methodology and strategy, and the human factor in technology.
Gabby joined CA Technologies and established CA Labs in 2005. His experience in academic and industrial research has contributed to the success of the collaborative model of exploration into emerging and disruptive technologies.
Prior to joining CA Technologies, Gabby was program director for the IBM Centers for Advanced Studies (CAS), where he was responsible for developing and adapting the collaborative research model for IBM worldwide. Previously, Gabby was a manager and researcher at IBM's T.J. Watson Research Center where he led exploratory and development efforts, including work in the Deep Blue chess project.
Gabby began his career in academia as a faculty member in computer science at the Technion — Israel Institute of Technology. He was a visiting professor at Carnegie Mellon University, and serves on academic advisory boards at several universities and research institutes around the world. Gabby was a Council Member-at-Large of the Association for Computing Machinery (ACM) and serves on editorial boards as well as conference organizing and technical program committees. He is also a member of the International Federation of Information Processing Working Group 10.3 and a senior member of the Institute of Electrical and Electronic Engineers Computer Society.
Gabby earned Bachelor of Science and Master of Science degrees in Computer Science from the Technion – Israel Institute of Technology and a Ph.D. in Computer Science from the State University of New York at Buffalo.
Publications and Conferences
DISCUSSION:
:00:21: Gabriel, you have a strong history of significant global impact in research, innovation, and senior executive leadership. Thank you for sharing your considerable expertise, deep accumulated insights and wisdom with our audience. "....Thank you Stephen. I look forward to your questions...."
:00:34: Define the ACM DSP and your role? "....The Distinguished Speaker Program (DSP) and its predecessor the Distinguished Lectureship Program (DLP) were created primarily to serve ACM student chapters by bringing outstanding professionals to their schools and giving talks on topics of interest in the computing profession. A couple of years ago we noticed that the DLP were underutilized. A committee was formed by ACM to look into ways to revitalize the program and thus the birth of the DSP. I was part of the committee that looked at ways of actualizing the program and I am currently chairing that committee which is composed of colleagues from academia and industry as well as government....Our aim is to have ACM in general and DSP in particular as a resource to serve the broader public...."
:03:19: What is the value of the DSP and which audiences can benefit from the DSP? Can you expand on this? "....The main purpose of the DSP is to bring together speakers and topics that are current, but also people who can give their perspectives on (for example, computing careers) to help students decide which way to take their career....The advantage of going through the DSP is not just the quality of the speakers that you can tap into, but also the funding model that ACM uses for the DSP...."
:05:31: What is your vision for the DSP and how will you close the gaps in your DSP roadmap from current status to future vision? "....One of my main objectives as Chair of the DSP committee is to make it more international, both in terms of recruiting top-flight professionals as speakers in other geographies and also by creating demand for those programs in other geographies. Some of the approaches that we've taken are to reach out to national computing societies, as well as working with several of ACM's other organizations and bodies that have a presence in other geographies like Europe, China and India to recruit more speakers and to promote the program to local hosts....Another option that we're looking at is to link the DSP to other ACM services...."
:07:18: How can audiences further engage with the DSP? "....We have two audiences for the DSP. One is distinguished speakers and we invite them to apply or self-nominate, or they can be nominated by another professional to become speakers in the DSP program. The other audience are the hosts that will invite the speakers....To date we have about 100 speakers, many of them with multiple lectures so we have quite a good selection available....For more information for speakers and hosts: dsp.acm.org...."
:10:23: What do you want to do with MITACS (Mathematics of Information Technology and Complex Systems) research network and can you get into more detail about what that means? "....MITACS (Mathematics of Information Technology and Complex Systems) is a network that was created in Canada several years ago to promote just that — Information Technology and Mathematics and Complex Systems....It has possibly the largest reach of any non-governmental organization that I can think of in Canada into the universities and can open up a lot of possibilities in terms of awareness and news of the DSP. We reached out to MITACS to partner as a vehicle for delivering the DSP talks to the Canadian audience and in particular the university audiences, but also conferences and possibly industry opportunities...."
:12:36: Gabriel profiles his extensive research history and shares valuable lessons from each of his top research areas. "....I tend to switch gears every three to five years at the most, not necessarily switch jobs, but move from one area to another. To me it's very satisfying and exciting to learn new things and apply some of the knowledge that I've acquired through working in one area and possibly others....If I were to summarize the experiences that I've gathered along the way: first of all this possible translation of knowledge from one area to another and its use in it....From the Deep Blue matches — the most important lesson I learned were in human nature and the nature of competitiveness in a very intense field such as chess. More generally in terms of my acquisition of knowledge the keys to it were to ask the right questions, put together a self-motivated team that had diverse perspectives and enable them. Getting the team the resources that it needs to deliver on its mission is probably the key factor to success...."
:21:39: Gabriel, you talked about your work at IBM; are there any additional insights you want to talk about in terms of your most difficult challenges, and the valuable lessons you wish to share from those challenges? "....When you do research in an industrial environment the Holy Grail is to transfer technology from the work that you do in the research context and to find use in products or services or to contribute to improve some other processes that are used — whether it's to design hardware or develop software. As a researcher you have to have partners within those other parts of the enterprise that are your natural research recipients (who will eventually benefit from the work you do as a researcher). What I found over time is that you cannot do the research in isolation and then expect the recipient to trust what you’ve done is what they need....When you are doing this in collaboration and constant communication there's a much better chance of technology finding its way into a product...."
:25:56: How did your time in Academia shape your current perspective? "....I think it gave me a better understanding for the motivation and reward system that exists in academia and therefore it shaped the kind of agreements that I try to work on vis-a-vis universities. The biggest motivation for faculty is to find interesting problems to work on because that could open new areas for them for research giving ideas on thesis topics for the students and otherwise open opportunities for publication....The one thing that being in academia sort of highlighted for me is the role that students play in this equation both in terms of probably being the highest motivated individuals that you can run into....and they get a lot of value from working with industry at that stage of their careers...."
:29:21: Prior to your time at CA, what were your most significant contributions in research management and what leadership insights can you share? "....Deep Blue, the chess project….I was not part of the team that developed the actual chess machine; we helped in many of the surrounding issues. That probably gave me the best perspective on systems research....The second significant contribution had to do with this high bandwidth architecture that I mentioned earlier....Although it yielded some interesting insights its biggest value in my mind was as a thought leadership feat....My greatest satisfaction is the refinement of the collaborative research model that was started up in Toronto by the Centers of Advanced Studies at the IBM lab there several years prior to me joining the organization, I realize was such a compelling value proposition that upon finishing my assignment in Toronto after 3 years of leading the Centers of Advanced Studies there, I proposed to IBM to expand the Centers to other IBM locations...."
:34:47: Can you get into more detail about the hurdles that you needed to overcome when setting up CA Labs? "....When you come into a company that doesn't have a tradition of research you have to change the perspective. You have to develop the kind of trust that I was alluding to earlier in terms of bringing people on board early in the process, asking for their input and feedback on what you are trying to do explaining what is possible....The biggest challenge is to fight the quarter-by-quarter pressures of the business, and that is common not just in CA but in other companies that have a culture of research. Overcoming that kind of pressure by showing long-term possible benefits is always a challenge...."
:36:59: How will you accomplish your top goals in your current position and how will you measure success for each of these goals? "....First and foremost you need an outstanding team....The members of CA Labs are actually distributed around the world and in closest proximity to some of our large development teams....Another feature that we've developed within CA Labs over the last couple of years is tapping external funding for research in several countries....We also put in place a number of innovation programs to encourage more people to come up with good ideas....Another objective is to transfer technology both internally and externally....The work we have done with customers has been extremely enlightening. It gives you another perspective on what can be achieved from research...."
:41:21: In your current managed research, what are your top challenges and top opportunities? How will the challenges be solved and the opportunities be actioned? "....There is one challenge that divides into three for me and it's how dynamic our field is....Challenge 1 would be the continuous shift of the market. The second challenge is not unrelated to the shift of the market. It is CA's interests. CA is an extremely dynamic company. We adjust to the market by grouping products in a different way, by organizing ourselves and our go-to-market strategy a little bit different, basically on an on-going basis....The third which again is not unrelated to the other two is personnel moves....As far as the opportunities....Our participation in the definition of our corporate strategy process....We've created this process that uses the social media to gather that information from hundreds of contributors internally and synthesizing that into what we call the "world view". which includes everything from economic considerations and demographics, healthcare issues, the emerging markets and credit crisis, etc...."
:47:41: Describe a few areas of controversy or much discussion in the areas that you research. "....There's a lot of research being done on social networks both in terms of their impact, but also in the way that they can be manipulated....Cloud is another because it offers extreme benefits, especially lowering the threshold for smaller companies to access high quality and large capacity computing resources. There's lots of issues that come with the Cloud computing model, not the least of them have to do with legal issues....The third topic may surprise you but it's mainframes....Mainframes are not going away. The generation of programmers and administrators that were familiar with the mainframe are quickly approaching retirement age. So the question is, how do you staff all these installations that use the mainframes with highly skilled people?...."
:52:05: "International Case Competition on the Strategic Value of IT Management" Can you describe what that is? Why this matters? How does the ACM fit in? "....There are many that are international in flavor and are sponsored either by universities or companies but none of these really look specifically at the juncture of business and IT....So we decided to create a competition....This competition is all about giving Masters students (whether it's Information Systems, Business Administration or Computer Science) an opportunity to look at what they could be facing when they join workforce. IT in general is seen as the cost of doing business. We want to shift the conversation from cost to value....How does ACM fit in?....They really don't have the equivalent kind of opportunity for students who are focused more on the business side of IT. My hope would be that the ACM would consider participating in some way in this Case competition...."
:56:17: How would you quantify the value of serving on academic advisory boards at several universities and research institutes around the world? "....In general, industry is focused on shorter term issues and on specific skills of the technology of the day, whereas universities are more focused on a foundation of education and the ability of students to adapt over time and learn as technologies evolve....These two things are sometimes in tension, but through this dialogue I have found that it is profitable for both sides to see a shift in the education model or in the way education is delivered, but also the kind of topics that are being taught to better match the expectations of an employer when the student graduates and goes into the workforce...."
:58:41: Can you share some of your top useful experiences as a Council Member-at-Large of the Association for Computing Machinery (ACM) and also serving on editorial boards, as well as conference organizing and technical program committees? "....A lot of what gets done in terms of conferences and publications and other events that further the profession and gives us a "seat at the table" when important things are being discussed is leveraging a professional association by its members. There's no other way to do the work....All these roles that you mentioned, being part of Council, serving on editorial board, helping organize conferences and serving on technical program committees they all fit under this broad category of service to the profession and giving back. Whenever I go and talk to students I stress the importance of being part of a profession and contributing...."
:01:02:03: What are the key outcomes from being a member of the International Federation of Information Processing Working Group 10.3, and as a senior member of the Institute of Electrical and Electronic Engineers Computer Society? "....I would equate IEEE Computer Society to the experience with ACM. It's a professional association, most of its members are still US-based although things are changing particularly with ACM....IFIP is a little bit different. It is more international in flavor, has membership from many countries....That again is a more diverse group of people that bring different perspectives to the table...."
:01:03:41: Why should practitioners, researchers, academics, executives, people from government and various domains join non-profit associations? "....In general, there is the professional side and there's the human side of things. On the professional side I think it is your duty as a professional to enable others to have access to the benefits of the profession....On the human side of the equation there are things that happen in our society that should not. But we cannot expect our government to take care and fix everything that is wrong with the world. A lot of it depends on individuals identifying issues that they care about and when they do it's really to participate in their solution...."
:01:05:21: What specific technologies should IT practitioners embrace today and into the future? "....It's hard to predict the future, it's much easier to make it....One of the strong trends that we see today is what we refer to as the "consumerization of IT"....Not too different from that is the issue of "mobility"....I think that's a very strong trend that we're going to see developing over the next couple of years....I think that from a technology point of view both in terms of hardware and software solutions, focusing on Green IT will be important over the next few years...."
:01:10:07: What specific technologies should businesses embrace today and in the future? Is it the same as in the previous question where I asked how it pertained to IT practioners? "....I think there is a large overlap between the two questions. But if I were starting a business today I would really focus on using the Cloud as a platform to deliver whatever products and services I was developing. If I was an existing business with lots of legacy I would look at ways to adapt the products and services to the Cloud...."
:01:11:50: Earlier I mentioned predicting the future. If you had no boundaries in terms of that question what would be your predictions and also their implications, and how we can best prepare? "....Almost every business today is now about information and you have to understand how that information affects your business....What I think is the Holy Grail in the software side but also in the hardware side is reuse. The reuse of your efforts, planning, designing, and executing for reuse is extremely important....Sharing of knowledge, sharing of insight and sharing the product of your effort — when you do that you create a better more nimble organization that is able to deliver better and faster. That to me is the way to best prepare for the future...."
:01:13:50: What are your thoughts on computing as a recognized profession like medicine and law, with demonstrated professional development, adherence to a code of ethics, and recognized credentials? [See www.ipthree.org and the Global Industry Council, http://www.ipthree.org/about-ip3/global-advisory-council] "....I think we are still a bit away from reaching the status of medicine and law....Almost every other profession has an information or computing component that requires professionals to take part in and therefore the demand for people in the computing profession is still strong. Employers will just take what's available and if necessary train to give them the skills that are necessary to perform within their environment. As long as we don't see the employers really get behind this initiative I think it will be very hard to get to the point where each computing professional has to be part of an association or some other body that gives them credentials...."
:01:15:42: Gabriel shares three stories from his extensive travels and work. (something surprising, humorous, amazing).
:01:22:02: If you were conducting this interview, what questions would you ask, and then what would be your answers? "....People ask me....Why should someone get a PhD?....Assuming one has their PhD, should one take a career in industry or academia?....How do you pick your next job?...."