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C2070-982 - IBM Case Foundation V5.2, Specialist - Dump Information

Vendor : IBM
Exam Code : C2070-982
Exam Name : IBM Case Foundation V5.2, Specialist
Questions and Answers : 116 Q & A
Updated On : November 16, 2018
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C2070-982 IBM Case Foundation V5.2, Specialist

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C2070-982 exam Dumps Source : IBM Case Foundation V5.2, Specialist

Test Code : C2070-982
Test Name : IBM Case Foundation V5.2, Specialist
Vendor Name : IBM
Q&A : 116 Real Questions

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IBM IBM Case Foundation V5.2,

IBM/crimson Hat - The Calculus Of The Cloud Stays The equal | killexams.com Real Questions and Pass4sure dumps

1.0 government abstract

Getting right to the aspect, I’m skeptical that the red Hat (RHT) acquisition goes to be significant over the long-term for IBM’s (IBM) business or share fee. I concern that crimson Hat might also wind up being IBM’s (more precisely Ginni Rometty’s) “Compaq”, as in Hewlett-Packard’s (NYSE:HPE) questionable buy of that company years ago.

The argument that the “sum” of IBM + RedHat is more than the particular person constituents is not specifically mighty for my part. i am struggling to take into account the wonderful value proposition provided by way of the combined groups after reading the transcript of the analyst conference call that adopted the announcement. particularly, the familiar theory that the joint know-how stacks by hook or by crook radically change the “calculus of the cloud” simply doesn’t make feel to me. thus, whereas some analysts have expressed concern over the $34 billion fee tag, my focal point right here is specifically on IBM’s know-how arguments and market opportunity arguments used to justify the purchase.

As a disclosure, I happened to get rid of my ultimate place in IBM in October of this yr, as I begun shedding shares a short while after I wrote IBM – A Turning or Sinking Ship in 2017. I additionally worked for IBM years in the past inside the techniques administration division, lengthy earlier than the word “cloud” existed within the terminology of ordinary information expertise.

in the sections that follow, any referenced rates are pulled from the seeking Alpha transcript of IBM and pink Hat’s analyst convention call which followed the acquisition announcement, unless in any other case mentioned. I’m additionally attaching the transcript to this document for comfort.

2.0 WHICH CLOUD IS IT

Ginni Rometty notes that “[IBM] could be the undisputed number [1] leader in hybrid-cloud….[with the acquisition of] red Hat, the world’s leading provider of open-cloud solution[s] and the rising chief within the platform for hybrid-cloud and multi-cloud.” Ms. Rometty, and other members on the analyst call, use “hybrid-cloud” and “multi-cloud” terminology slightly interchangeably; however, I think some definition is beneficial so as to add some precision to our analysis.

Wikipedia gives a pleasant, succinct definition of multi-cloud:

Multi-cloud is using distinctive cloud computing and storage features in a single heterogeneous structure.

We word that in a multi-cloud structure, the clouds can also be public, deepest, or some mixture of both.

And right here is IBM’s definition of “hybrid-cloud”:

A hybrid cloud makes use of a private cloud groundwork mixed with the strategic integration and use of public cloud capabilities.

So, a hybrid-cloud makes use of at least one deepest cloud, along with as a minimum one public cloud and for that reason is distinctly characterized by a private-public structure. we can then feel of a hybrid-cloud as a sort of a multi-cloud.

Multi-Cloud and Hybrid-Cloud Diagram

source: Yves Sukhu

This distinction is a bit critical due to the fact IBM stresses its potential to primarily capture a large share of the turning out to be hybrid-cloud architecture market by way of crimson Hat’s applied sciences.

3.0 QUESTIONABLE ASSUMPTIONS

With our definitions in hand, let’s assess why IBM is doing this deal. in my opinion, the causes expressed on the analyst call boil down to an acquisition predicated upon three main assumptions:

  • together, there is a distinct synergy between IBM and red Hat’s technology stacks such that the aggregate gives robust differentiation in the areas of hybrid-cloud and multi-cloud computing versus competing solutions from the likes of AWS (AMZN), Microsoft Azure (MSFT), Google Compute (GOOG), and many others.
  • Hybrid-cloud and multi-cloud computing options will (doubtless) pressure larger deal sizes and be greater profitable for IBM, with many enterprise purchasers simply starting to move the majority of their functions to heterogeneous cloud architectures.
  • The hybrid-cloud market goes to be worth $1 trillion.
  • surely, any flaws in these assumptions would weaken the premise for the deal itself. Let’s check every.

    3.1 FIRST ASSUMPTION: whatever OPEN, anything wonderful?

    Ginni Rometty offers buyers here consumer requirement as a basis for the marriage with red Hat:

    “…The number 1 component [customers are] saying to us is, howdy, we – these different clouds, they’re proprietary. We need an open solution [with] no lock-in. So move it across varied cloud environments and not using a lock-in, [that’s] what both of us do together…and then they are saying, it has received to address facts security in a multi-cloud environment and then give us a method to manage a multi-cloud environment.”

    There are a few things to unpack right here. Ms. Rometty means that “different” clouds are proprietary and there's a client requirement for “an open answer”. I don’t precisely understand what she’s getting at right here. She implies within the quote that clients get “locked in” with (certain) cloud environments; however, as an alternative, these shoppers want to be capable of flow their functions simply from cloud to cloud. i am scratching my head as a result of what Ms. Rometty’s “clients” are calling lock-in appears to be involving their software structure, and not the cloud atmosphere they are operating on. A poorly designed cloud application may be challenging to movement no remember what cloud it's running on. The communicate is additionally proper: a smartly-designed cloud application should be effortless(ier) to move from one cloud to one other. I imagine many readers are commonplace with the thought and expertise of containers, such as Docker. For readers that can be unfamiliar with the time period, I offer an easy if a little imprecise clarification: containers deliver a means to package all of the “components” that an application must run:

    Illustration of Container theory

    source: Docker/Datamation

    As we see in the illustration above, a container can “include” whatever thing an utility must function. In somewhat of an over-simplification, if we need to circulation a containerized-application from one cloud to one other, we just “elevate” the container up from its latest cloud and drop the container on the new cloud. Readers who may additionally no longer be regularly occurring with Docker and its container know-how may be interested to be aware that it started as, and is, an open-supply utility venture; the company also raised capital in late 2017 at a $1+ billion valuation.

    So, increasing on the utility of containers:

    “traditionally, applications or workloads generally had to be rebuilt before they can be migrated to a further atmosphere. The solution to here's container expertise. in view that containers are isolated from neighboring containers and encompass every thing they deserve to run the software, which you could easily stream them to an extra [cloud] atmosphere without compatibility issues.”

    supply: Kumina

    As this Datamation article notes, “it turned into…the…clients [of cloud services] who demanded that this expertise exist inside public clouds that drove the [container] innovations that now exist.” In different words, clients wanted a simpler approach to package and stream their applications between clouds; and that in flip spurred the general public cloud suppliers (AWS, Azure, Google, IBM, and so on.) to supply container deployment aspects and services.

    One final factor to make about containers is that applications may also encompass a couple of containers, through which case container orchestration software is used to automate and simplify the management of all these containers. Kubernetes, a different open-supply challenge at first started at Google, is likely one of the commonplace orchestration systems (with Docker Swarm as an instance of another).

    Coming back to Ms. Rometty’s factor that valued clientele don’t need to be “locked in” and instead are looking to be capable of stream functions across multiple cloud environments, they (valued clientele) can certainly do this nowadays if they design and deploy their applications appropriately, with containers as an instance of one expertise that can also be somewhat constructive. She, basically, makes this very aspect stating “…[We] were building and we now have been very focused on hybrid and multi-cloud…according to open technologies. So we’ve constructed on containers, Kubernetes…[and] multi-cloud supervisor was just introduced ultimate week…” however, let’s be clear: the other major cloud service providers (e.g. Amazon, Microsoft, etc.) additionally present container and container orchestration services. hence, the IBM Cloud is not in simple terms differentiated on this factor; yet, with the purple Hat acquisition, IBM does reap purple Hat OpenShift which offers value-delivered functionality built round Docker and Kubernetes. whereas there became no specific dialogue on the analyst call, perhaps IBM believes that its current container administration and cloud administration features should be augmented in such a method by OpenShift as to leapfrog the competition when using the “married” technologies for multi-cloud environments. but, if that’s authentic, why not especially talk about the capabilities that the mixed agencies can have that may be superior to others?

    Frankly, it seems to me that IBM’s existing cloud capabilities introduced to OpenShift don't seem to be going to be a large “video game changer”. first of all, any integration between IBM’s cloud expertise stack and pink Hat’s will take the time; time which opponents will definitely use to their potential to be sure they are not left at the back of. second, I’ve already referred to that OpenShift is in line with Docker and Kubernetes which potential red Hat’s price-add is built around the identical core used by many others; but, the competitors has and may continue to increase equivalent price-brought offerings as neatly. Third, if there become some “killer” set of cloud functionalities that the mixed stacks would generate, I’d like to think the corporations would have made that clear; but they haven't (as a minimum no longer yet). Fourth, there's nothing that “ties” OpenShift to the IBM Cloud; consider that crimson Hat’s own OpenShift deployment “offerings” page – which I captured almost immediately after the deal announcement – in reality highlights AWS as a deployment platform:

    crimson Hat OpenShift Deployment Tiers

    supply: purple Hat

    Now, red Hat additionally presents OpenStack, in response to an extra set of open-source applied sciences, which may also be used by means of groups to build out their own inner most clouds and has synergy with Ansible, pink Hat’s language for DevOps. OpenStack hence helps IBM’s initiatives round hybrid-cloud deployments. besides the fact that children, as with OpenShift, I’m now not absolutely convinced that putting this answer below an IBM umbrella is going to cause a particularly differentiated providing, nor to a surprising acceleration of deepest cloud adoption amongst business shoppers. First off, IBM already had its own solution stack during this area, IBM Cloud inner most. considering IBM expressed such bullish sentiment concerning the hybrid-cloud market on the analyst name, I’m in reality a bit stunned this selected answer providing turned into no longer mentioned all over the name. Assuming the hybrid-cloud area is as “scorching” as IBM suggests, one might expect that IBM deepest Cloud has been selling smartly; why now not call consideration to the technology then? here's in all probability a refined element and could be an improper extrapolation on my half, nonetheless it leads me to wonder if the hybrid-cloud market is as potent as IBM suggests it is, and may be. additionally as the in the past linked article notes, IBM isn't by myself with an providing right here, nor had been they “first” to market with one. Microsoft added Azure Stack over a year before IBM introduced its competing answer to market. IBM may argue that Azure Stack, as an instance, is proprietary whereas their open-supply platform offers purchasers the entire freedom and merits that open-supply solutions deliver. It’s a rewarding argument, and it will probably more strongly guide Ms. Rometty’s remark that customers don’t want to be locked-in. after all, with an open-source-based mostly inner most cloud platform, a consumer can modify and lengthen it as they need, which most likely is not feasible to the same extent with a closed solution. it will were valuable if IBM offered some information aspects to have in mind if a fashion towards open-supply exists in the hybrid-cloud market, and specially for personal-cloud deployments. within the absence of details, i am left just a little skeptical that pink Hat OpenStack goes to materially alternate the “energy” of IBM’s hybrid (inner most/public) cloud offering.

    If we tie all of this again to Ms. Rometty’s quote in the beginning of the area, it looks to support that customer comments around “an open [cloud] answer and not using a lock-in” appear a bit invalid when for the reason that the applied sciences (e.g. containers, orchestration) which have already developed to deliver cloud users with the application portability that they desire. The remark has better validity when one considers the architectural chances of a non-public cloud inside a hybrid-cloud atmosphere; but, as I argue above, there looks to be a lack of statistics which might suggest shoppers lean toward non-proprietary (e.g. open-supply-based) deepest cloud deployments.

    To summarize, I don’t (at the moment) see the rest in fact pleasing that emerges via a mix of both agencies’ cloud stacks. To be fair, the organizations need time to develop tightly built-in options, and IBM is yet to observe the energy of its construction company against purple Hat’s applied sciences. however, if I’m correct that “there is not an awful lot to peer right here” in terms of the joint stacks, this perception would, of path, directly undermine Ms. Rometty’s advice that the two organizations will be a transparent leader, peculiarly in hybrid-cloud solutions.

    three.2 second ASSUMPTION: consumers are only GETTING begun

    Ms. Rometty mentions, greater than as soon as, that we're entering a 2d part of cloud adoption (“chapter 2” as she calls it). in the first part, customers moved their “simplest” workloads to the cloud with a value-reductions focal point. These workloads represented the well-known Pareto-rule 20% of client functions; and as a consequence, eighty% of applications stay to be transitioned to the cloud. Ms. Rometty states:

    “[Customers have] acquired to circulate [these remaining 80% of applications]. They both should rewrite, refactor, come to a decision what goes the place, comfy the data. These are inhibitors that cease them from going [to the cloud]. So here's best going to be achieved this circulation to the eighty%, if you can flow data and functions across varied cloud[s], make that transportable…”

    She continues…

    “but here's an inflection aspect, and if [customers are] going to get previous that and movement the different 80% which is set all their strategies and their information they want what we’re going to offer together, this amazing ambiance. And so this eighty% is…about…unlocking company value…the typical purchasers has a thousand software[s] and the normal customer already has 5…that we see some as many as many as sixteen clouds.”

    the first comment, “[customers have] bought to circulate…”, is value debating. good judgment tells us that now not all applications are necessarily a pretty good fit for a cloud deployment for any variety of factors: required dependencies aren't with no trouble replicated in a cloud atmosphere, safety issues, lack of cost-rate reductions, and so forth. So, customers definitely won't have to stream the bulk of their applications to a cloud architecture. however, perhaps Ms. Rometty is enjoying a little with her phrases, and is announcing with a little of “dressing” that the trend toward cloud adoption will proceed…which it naturally will.

    however, I think there is room to challenge what she says within the following few statements. She explains that “[customers] both ought to rewrite, refactor, make a decision what goes the place…” indeed, IBM and other know-how providers will, as they already have, be afforded with alternatives to assist consumers migrate definite applications to cloud environments. That’s respectable information for IBM’s very big provider business, and there's intent to feel the capabilities group will advantage a bit of from the crimson Hat purchase. These opportunities virtually certainly develop in scope and profits/profit potential to the extent that these applications are migrated to enormously distributed fashions running on (maybe) heterogeneous cloud systems (e.g. multi-cloud). So, I think Jim Kavanaugh, IBM’s CFO, as it should be cited that “[distributed cloud solutions] quickens our combine shift to greater value...and is accretive to our gross profit margin…”

    however, there's a counter-argument to agree with here. in preference to rewriting/refactoring existing legacy applications, purchasers may additionally as a substitute select “off-the-shelf” options (SaaS or in any other case) which may also prove to be greater low-budget, contemporary, and simpler to maintain. for example, Salesforce.com (CRM) and Workday (WDAY) definitely didn’t obtain their market penetration as a result of consumers opted to remodel any homegrown CRM and HR functions respectively. sadly, IBM doesn’t focus on the COTS approach and its expertise have an effect on on their projections for starting to be their cloud connected revenues.

    relocating to IBM’s claim that multi-cloud environments could be extra well-known sooner or later, as per Ms. Rometty’s commentary that “the common customer already has 5 [clouds]…”, there is some statistics to backup what the enterprise is announcing here: a TechRepublic survey from 2017, for example, stated that most of groups surveyed had already adopted a hybrid-cloud architecture. but, we know that IT tends to move in cycles. believe about what came about with the client-server computing paradigm the place “server sprawl” at last gave way to server explanation and a push for homogeneity amongst systems. Is it no longer feasible that we may additionally see whatever equivalent with cloud, where shoppers “wake up” someday and ask themselves why they have got 5 clouds when they might be able to operate with 1? consider one of the crucial main specifications for the Pentagon’s existing $10 billion JEDI cloud undertaking: they're (for the moment) insistent that the assignment award and linked computing workloads will go/run on a single cloud. As readers can also recognize, IBM is among the bidders on the undertaking and formalized their objection to the government Accountability office (GAO) for the requirement of a homogenous cloud environment. Assuming the Pentagon receives its approach and is a hit with its deployment, if the branch of protection (DOD) can operate on a single cloud, then why does a given enterprise need upwards of sixteen clouds (the use of the “extreme” illustration from IBM’s quote)?

    The overarching theme right here is that Ms. Rometty’s place that the “remaining” eighty% of legacy consumer purposes are only ready to be moved into a multi-cloud atmosphere has vulnerable elements. in spite of the fact that it have been strong, I’m no longer bound IBM needed to spend $34 billion on pink Hat to seize these alternatives. I already argued within the old part that IBM had latest capabilities in the identical cloud technology areas where crimson Hat operates. If we believe about Ms. Rometty’s remark about “rewriting/refactoring”, what does red Hat offer right here that IBM does not already have? here's work that sits squarely within the area of IBM’s services community; a bunch that might “plug in” pink Hat’s know-how, or some other cloud expertise, the place it makes feel based on client requirements.

    however, the red Hat acquisition apart, if it seems that multi-cloud architectures at last “cut back” to easier, single cloud environments which supply ample robustness and reliability to satisfy most customer necessities, then this “cloud clarification” might have a dramatic have an impact on on IBM’s accurate-line and backside-line growth forecasts seeing that the business is tying both metrics primarily to its probability with “high-cost” multi-cloud solutions.

    3.3 THIRD ASSUMPTION: IS $1 TRILLION FOR HYBRID-CLOUD sensible?

    Ms. Rometty asserts that the market for hybrid-clouds will develop to over $1 trillion. She states:

    “And to lead within the 2d chapter, here is going to be about hybrid-cloud. In hybrid-cloud is an emerging $1 trillion market…I mean what we did become seem to be and we see a scale of a $1 trillion market…We referred to to ourselves and consistently kept saying: What do we do more desirable to handle the needs of our clients? How will we accelerate our means to go after that? And figuring out and there’s definitely an important element, understanding that Linux is the quickest starting to be platform obtainable. And this just this yr, it became the number 1 platform each on-prem and within the cloud.”

    all the way through the analyst call, there was no mention of exactly when the marketplace for hybrid cloud is anticipated to attain $1 trillion in value, nor the CAGR for this specific section of the common cloud market. I struggled to discover decent statistics in assist of IBM’s projection right here, besides the fact that children Market analysis Media offers a forecast of $1 trillion for the complete cloud market via 2024. interestingly, the Market research Media record synopsis highlights the fast becoming/high precedence technology segments in the cloud market, but multi-cloud and hybrid-cloud don't seem to be outlined in that context. this article, which become referenced in section three.1, quotes IBM in 2017 as saying “they predict corporations to spend greater than $50 billion a 12 months global starting [in 2017] to improve private clouds, with the increase price hitting 15 to 20 p.c a year through 2020.” the use of these figures as a proxy for the usual hybrid-cloud market, it would without doubt take rather a while to attain $1 trillion in total cost even on the high conclusion of the increase range.

    One factor technology leaders seem to be principally first rate at is developing with very huge numbers when describing their complete addressable market (TAM). Admittedly, I’m now not bound if IBM’s estimate is functional here or no longer because…who truly knows at the moment how large the hybrid-cloud market may develop into? In guide of IBM’s forecast, the up to now outlined article notes that “previous [in 2017], IDC analysts released a survey that indicated that basically 80 percent of colossal companies with 1,000 or more employees have already got a hybrid cloud approach in vicinity. moreover, 51.4 p.c are the usage of each public and private cloud infrastructures, and 29.2 p.c are expecting to do the same within the next year.” These metrics are advantageous to aid IBM’s argument, however they might also be interpreted to imply that most large customers have already got a hybrid-cloud in vicinity, and thus new hybrid-cloud deployments could definitely lower relocating forward. further, if we recollect the dialogue in section three.2 around shoppers picking COTS/SaaS applications, as neatly as the chance that single cloud architectures could finally establish themselves as the dominant mannequin, then it’s conceivable that a $1 trillion hybrid-cloud market may not materialize.

    4.0 CONCLUSION

    “Whoa” become supposedly Steve Ballmer’s (former Microsoft CEO) response upon hearing concerning the IBM-purple Hat deal. in all probability that single note superior describes the current sentiment of many others.

    The leading thrust of what I’ve offered in this article is that i'm nevertheless struggling to be mindful what key technologies IBM receives with red Hat that they didn’t have already got, and why they felt they obligatory to spend 1/3 of their market cap on a corporation that is only generating a number of hundred million in cloud answer profits (despite the fact their boom fee is excessive). nevertheless, the “math” doesn’t add up for me, despite the fact perhaps it is going to in time as IBM and purple Hat stronger explain their wonderful value proposition.

    Readers can also rightfully point out that I’ve overlooked the potentialities for red Hat Linux and their middleware stack beneath IBM in my evaluation. In regard to the latter, I believe IBM’s ownership of crimson Hat’s middleware stack is likely to create some confusion, at least in the short term. IBM and crimson Hat will absolutely have to work out the way to position WebSphere versus JBoss. And as other authors have counseled, pink Hat enterprise Linux (RHEL) may eventually supplant AIX as IBM’s de facto UNIX distribution. The related migration work would most likely force a fair amount of know-how and assist features. Ms. Rometty mentioned in one of the previously outlined charges that Linux is the quickest starting to be working equipment within the cloud and on-premise. however, notice that she didn't say that RHEL is the fastest becoming Linux distribution. To that end, there is some statistics suggesting that Ubuntu is transforming into faster within the commercial enterprise Linux section. without extra data from IBM and red Hat, it’s definitely fairly challenging to quantify the impact of pink Hat’s Linux and JBoss product sets to IBM over the lengthy-time period.

    As mentioned, I expect that IBM and purple Hat will provide more advantageous clarity on the strategic price-add of the 2 businesses as we stream into 2019, and the way they intend to combine their stacks to superior compete in opposition t the likes of AWS, Microsoft, and Google. i'm hoping they do; as a result of naturally traders will send the inventory reduce (than it already is) if most turn into satisfied the sum of the groups lacks incremental cost. Yet, at the same time as IBM/purple Hat give further particulars to the market, as I’ve outlined herein there are a few counter-arguments which undermine the assumptions that this deal is predicated upon. for my part, the calculus of the cloud stays the equal for the time being.

    supporting files

    ibm_redhat_acquisition_transcript.pdf

    Disclosure: I/we have no positions in any stocks outlined, and no plans to provoke any positions in the next 72 hours.

    I wrote this article myself, and it expresses my very own opinions. i'm not receiving compensation for it (other than from looking for Alpha). I haven't any company relationship with any business whose inventory is outlined in this article.


    Reactions to the IBM-pink Hat Buyout | killexams.com Real Questions and Pass4sure dumps

    So if you hadn't heard already, IBM is decided to purchase red Hat.

    In that article, I made the remark:

    in short, there are some very chuffed campers wearing crimson fedoras at the moment.

    i was relating to upper management (who are usually the happiest of campers when such acquisitions ensue), but shortly after the information broke, we all started listening to rumors around the office that the crimson Hat rank and file weren't quite so enthusiastic. There are a lot of the explanation why, however i could birth at the top.

    before I do, notwithstanding, without problems bear in mind that we have not been in a position to independently confirm these reports. here is supposed to be a compilation of quite a lot of reactions and viewpoints to the news of the cope with a wee little bit of analysis sprinkled all over.

    issues about the IBM-purple Hat Deal

    neatly, to beginning issues off, pretty a great deal appropriate away, we heard that purple Hat's staff hadn't in reality been advised about the deal.

    Oops.

    ZDNet heard the equal element, certainly from staffers themselves.

    The news, which had been scheduled to be launched early next week, broke early. None of crimson Hat's rank and file knew this changed into coming. purple Hat's management had no opportunity to let them comprehend in a well timed method to consolation the blow.

    I question that closing line — and undergo with me, i'm going to editorialize for a moment.

    To be clear, I do not query ZDNet's reporting, but taking that at face price, how did purple Hat now not have time to do this? Granted, there became a tightrope to maneuver. when you consider that this deal is tied to stock fee (IBM is providing $one hundred ninety per share for purple Hat), there were surely considerations with announcing the deal internally too far in develop.

    still, this does not seem like it turned into an insurmountable issue. it truly is whatever of a perplexing internal silo.

    Regardless, what I don't question is that crimson Hat's staffers heard in regards to the deal from the news and never from administration.

    after which, of path, there's the typical worry that comes with the uncertainty of a future that you comprehend is going to exchange, however have no idea how. this is a really human reaction and can be existing however crimson Hat's body of workers had been advised forward of time.

    And in accordance with ZDNet, a few crimson Hat staffers had the following to claim:

  • "I can not imagine a much bigger subculture conflict."
  • "i may be hunting for a job with an open-source business."
  • "As a pink Hat employee, very nearly every person right here would select it if we had been purchased out by means of Microsoft."
  • well, that seems grim (again, we have not independently corroborated these statements, but the sentiment fully suits up with what we have now heard in the course of the workplace grapevine).

    using this (admittedly tiny) dataset, plus what we've viewed on Twitter and heard throughout the rumor mill, the considerations appear to fall into two general classes:

  • IBM has an inside forms that appears antithetical to how red Hat operates.
  • IBM doesn't support open supply development like purple Hat does.
  • but not each person inner pink Hat has been so down in regards to the deal.

    high Hopes About IBM and crimson Hat

    Mark Little, pink Hat VP of Engineering and JBoss Middleware CTO become extra positive.

    Little mentioned in a private weblog publish that IBM spent one-third of its market cap to acquire crimson Hat. "It’s in every person’s pastime in IBM to make it be triumphant and retain the splendid groups we now have developed up in pink Hat," he noted.

    it's a compelling, average feel argument. in any case:

  • Spend the GDP of Cameroon buying a company.
  • power off the personnel that made the business excellent by way of subculture alterations and failing to set up have faith.
  • $$$$
  • income?
  • Little also references a blog put up through Chris Aniszczyk, a Linux groundwork VP and CTO/COO of the Cloud Native Computing foundation, who provided a gorgeous full-throated defense of the deal — and of IBM's bona fides when it involves helping open source building.

    Aniszczyk, who referred to he's labored at both pink Hat and IBM, failed to cut price the chance that issues might go awry, however he changed into positive about the upsides.

    "... they've each been kindred spirits in making bets early on open supply and that i hope they deliver that identical zeal to the cloud," he spoke of.

    He additionally provided some purposeful tips for both parties.

    anyhow, to my pink Hat colleagues, my assistance can be to supply this an opportunity for awhile as IBM has a lot of strengths that purple Hat might take advantage of, they are in reality a global enterprise and have a fantastic revenue channel it really is embedded all over the area.

    To my IBM colleagues, don’t “bluewash” this business and just about treat this as a reverse merger, embody the culture from pink Hat and also you should truthfully consider making Jim Whitehurst CEO of IBM and Chris Wright CTO of IBM. As Lou Gerstner referred to, “culture isn’t just one element of the video game, it is the game” and here's one area that crimson Hat can enormously support IBM as it navigates against the cloud.

    the place the IBM-crimson Hat Acquisition may Go wrong

    So, is the entire concern and doubt just plenty ado about nothing? in any case, these appear to be relatively reasoned responses supposed to calm the waters surrounding this turbulent deal.

    however, let's trust the sources here, if simplest to position their words in the relevant context. we have:

  • A Linux foundation/Cloud Native Computing foundation government.
  • A pink Hat VP and CTO — a person who is almost definitely in that neighborhood of happy campers I alluded to at the beginning of this article.
  • I don't deliver up their positions to discredit what they should say — removed from it. both of those americans acted like leaders. They stated the issues surrounding the buyout, then provided encouragement and the reasoned information they think may be imperative to obtain a golden future.

    however with the aid of the very nature of their positions, they'll have distinct viewpoints of this deal than, say, a front-end engineer working on Ansible.

    And simply as Little and Aniszczyk took very pragmatic stances in the face of uncertainty and concern inside the ranks and located explanations to be upbeat, there are individuals who have taken the accurate equal strategy and come to greater pessimistic (or, as i am sure they'd say, realistic) conclusions.

    as an instance, as a part of Aniszczyk's publish, he referred to this tweet with the aid of Karl Matthias:

    Image title

    None of that is incorrect.

    IBM has an extended background with Linux and has invested billions into the ecosystem, and they are no strangers to OSS guide as a whole.

    When it suits them.

    WSO2 CEO Tyler Jewell recounted IBM's OSS help in a submit of his personal, but he also touched on the very first purple Hat staffer quote in that ZDNet article — the one who referred to, "I can't imagine a bigger subculture conflict."

    And if there's going to be a conflict, it's going to be over the value of an open-supply mentality in a corporation's way of life.

    "IBM’s forms areas a simple orientation toward being business- and a patent-first frame of mind against utility innovation," Jewell referred to. "whereas IBM has participated in enormous open supply projects, it’s all the time been with a me-first mindset that works to take advantage of the fine advances of the open source upstream group."

    those customary with purple Hat's way of life comprehend full-neatly its open supply battle of pastime policy, which reads:

    Participation in an open supply group task, even if maintained by means of the enterprise or via another commercial or non-commercial entity or firm, doesn't constitute a conflict of pastime even the place you may additionally make a decision within the pastime of the project it is antagonistic to the enterprise's pastimes.

    That sounds flat-out alien in latest business local weather. And it's doubtless a huge reason pink Hat's staffers are so captivated with working there.

    certain, IBM could undertake that coverage within its personal organizational structure (and that might likely be their optimum wager to continue red Hat's present staffers), however time will inform whether or not they do.

    And remember, even Aniszczyk's aid changed into a little bit conditional: "... remember to actually trust making Jim Whitehurst CEO of IBM and Chris Wright CTO of IBM."

    It seems like a tacit acknowledgment that whereas the deal may well be large for both IBM and crimson Hat, no longer to mention the cloud, open source, and middleware spaces, the current IBM leadership could now not have the imaginative and prescient to make that ensue.

    once again, if this deal is going to fail, it be going to be as a result of competing cultures.

    To that end, and i'm quoting Dr. Phil right here, "The choicest indicator of future behavior is past behavior."

    Tech and media analyst Ben Thompson took that point and ran with it.

    Most of his article compares and contrasts the strategies of former IBM CEO Lou Gerstner, who got here to the company in 1993 and is essentially credited for its success in the '90s and 2000s, and his successors Sam Palmisano and Ginni Rometty.

    Whereas Gerstner overhauled IBM's way of life to efficiently leverage the creation of the web, when it comes to IBM's pointed out aim of ruling the hybrid cloud market, Palmisiano stated in 2010, "commercial enterprise could have its personal exciting mannequin. which you can’t do what we’re doing in a cloud."

    Image title

    Thompson also charged that Rometty has been little stronger on that front.

    "... latest CEO Ginni Rometty, who took over the business initially of 2012, now not best supported Palmisano’s disastrous Roadmap 2015," he mentioned, "she in reality undertook most of the cuts and economic engineering integral to make it take place, before at last giving up in 2014."

    So whereas IBM has a background of being both very ahead-thinking and extremely slender-minded, the greater fresh sample of habits could not lend much hope to those attempting to find it.

    The perhaps crimson way forward for IBM and red Hat

    So what does all of this speculation boil all the way down to?

    neatly, the concerns of those crimson Hat staffers actually are not unfounded. IBM has to take some clear, instant steps in pink Hat's route if it's going to preserve crimson Hat's group — assuming it is something IBM desires to do.

    in any case, or not it's thoroughly viable that large Blue is just trying to loot pink Hat's technology and cement itself as extra of a supplier and associate to AWS, Azure, and GCP, in place of an instantaneous competitor. once again, IBM's goal is to become the number one hybrid cloud provider, now not always to dethrone the big Three of the public cloud. that's a lots narrower set of use cases — and one which IBM can be uniquely located to dominate with tools like OpenStack in its portfolio.

    but this deal is rarely slated to shut until the second half of subsequent yr. meanwhile, i would be very fascinated to see no matter if IBM openly embraces pink Hat's tradition forward of time. it should be exciting to look what crimson Hat's personnel seems like a 12 months from now.

    My hope is that or not it's fairly a good deal identical.


    The IBM and red Hat mega-merger: Who stands to improvement most? | killexams.com Real Questions and Pass4sure dumps

    IBM’s $34bn buyout of enterprise open supply utility massive crimson Hat has actually set tongues wagging in the expertise world seeing that respectable affirmation of the information broke on Sunday 28 October.

    as with all acquisition of this size and nature, plenty of the industry commentary has concentrated on what every birthday celebration stands to profit from the tech tie-up, but also – in crimson Hat’s case – what it doubtlessly stands to lose.

    When the deal closes – probably in the latter half of 2019 – IBM has already stated that purple Hat may be integrated into its hybrid cloud business unit, but will retain its independence and continue to function as a standalone entity, with its personal branding and office house. 

    all over a conference name with the media the day after the deal was introduced, Paul Cormier, govt vice-president for items and technologies at purple Hat, moved to reassure the firm’s shoppers and stakeholders that, beneath IBM’s ownership, the enterprise’s roadmap, way of life and every day operations will keep on as standard.

    “After we close [the deal], I don’t intend to do anything different,” he pointed out. “For us, it is company as commonplace.”

    And the identical applies to crimson Hat’s long-standing partnerships with IBM’s biggest competitors in the infrastructure-as-a-service (IaaS) market, which encompass Amazon web capabilities (AWS), Google and Microsoft.

    In all these cases, red Hat’s know-how kinds an integral part of those corporations’ container administration proposition for corporations, and, in flip, their hybrid cloud innovations.

    as an example, its partnership with AWS makes it possible for the cloud huge’s shoppers to run their on-premise Oracle databases, SAP deployments and different customized business functions in its public cloud, with the assist of the crimson Hat enterprise Linux (RHEL) working device.

    ‘Switzerland’ stance

    in keeping with Cormier, these partnerships will be unaffected by way of IBM’s possession as a result of purple Hat intends to maintain its neutrality and “Switzerland” stance with the way it works with companions across the technology business.

    “we are going to continue to prioritise what we do for our partners on a business case basis, and do the correct thing for our shoppers,” he noted.

    it's these identical hybrid cloud capabilities that IBM, in its acquisition announcement, mentioned as an immense aspect in its decision to acquire crimson Hat, claiming the movement means it'll go on to become the area’s #1 hybrid cloud provider as soon as the deal closes.

    The familiar consensus inside the technology trade is that enterprise IT buyers increasingly favour the use of the hybrid cloud consumption mannequin, since it allows them to marry up their latest on-premise property with public cloud aid.

    for many businesses, there can be functions and workloads – for regulatory, ease of use and customisation factors – with a purpose to need to stay on-premise for a very long time to return, whereas different elements of their IT estate can also be moved to the public cloud with relative ease.

    it is a market through which the entire important public cloud providers are vying for dominance, and many of them are leaning on purple Hat for guide in getting there. Which is why there is a level of scepticism among IT market-watchers about how an awful lot free rein IBM will actually enable its new cost as soon as the deal closes.

    “purple Hat are very neutral, but i can’t see IBM backing off [completely] because it’s no longer their tradition,” stated Philip Dawson, vice-president of research at Gartner. “they are going to want their blue know-how stack to be dominant, and red Hat is now part of that stack.”

    From a “meddling” perspective, there are additionally different know-how areas where IBM and pink Hat compete with every different, as there is some degree of overlap between the two businesses’ software-defined storage propositions, and their hybrid cloud administration software offerings too.

    In these situations, IBM will should make a decision whether its satisfied competing with itself, or would opt to prioritise its own offering over what red Hat has, noted Dawson.

    Stronghold on independence

    And these aren't uncharted waters for the commercial enterprise expertise business, pointed out Dawson – virtualisation huge VMware is in the same circumstance with its father or mother enterprise Dell-EMC, which has retained a stronghold on its independence for the reason that the events merged in 2015.

    “VMware has kept its autonomy very smartly, but every so often it does are inclined to get somewhat close and awkward [from a competitive standpoint], and that i do feel you will see that with IBM, with IBM flexing its muscles greater with crimson Hat than Dell does with VMware,” stated Dawson.

    “keeping pink Hat separate is going to be a real problem when [IBM] is making an attempt to development its cloud enterprise. It actually is.”

    when it comes to who stands to gain the most from the acquisition, the stock market response appears to imply it may be pink Hat, as its share price rose by 45% to $169.sixty three, whereas IBM’s fell by means of simply over four% to $119.sixty four, after the acquisition information.

    As purple Hat CEO Jim Whitehurst put it in the IBM acquisition commentary, with IBM’s cash in the back of it, crimson Hat stands to advantage from greater substances that should permit it to function a fair superior scale than it does now, while increasing the addressable market for its applied sciences.

    For IBM, the stakes of the deal are markedly larger, as Monday’s share fee drop comes scorching on the heels of one other fall in its inventory cost, led to by using its most contemporary fiscal effects, which saw income drop by 2.1% to $18.8bn for the third quarter.   

    besides the fact that children IBM’s cloud income for the quarter became up 10% and hit $four.5bn, this growth expense became markedly down on the outdated quarter, when the business said a 20% uptick in cloud income. in accordance with the outcomes, IBM’s share cost suffered its largest drop in 4 years.

    As this shows, cloud revenue is a key efficiency metric for IBM, and has been considering that the enterprise went public with its “strategic imperatives” push in January 2017. That work has considered it champion several know-how areas it considers to be talents sources of recent increase for the business as it works to offset the downturn in commercial enterprise demand for its legacy, on-premise applied sciences.

    Key to this is broadening out its hybrid cloud method with the aid of drawing on crimson Hat’s capabilities to help speed up cloud change within corporations, with IBM claiming that, at current, most enterprises are only about 20% performed with moving to the cloud.

    “The next eighty% is set unlocking precise business cost and using boom,” observed IBM CEO, chairman and president Ginni Rometty in a press release to the press concerning the acquisition. “this is the next chapter of cloud.

    “It requires moving company purposes to hybrid cloud, extracting greater facts and optimising each part of the company, from give chains to income.”

    for the time being, IBM says here is proving intricate for corporations to do as a result of the challenges they face in attempting to migrate applications between suppliers that make up the “proprietary” cloud market.

    however IBM is not the simplest cloud carrier issuer eyeing up that eighty% determine, neither is it on my own in acknowledging the critical position that open supply technologies will play in assisting organizations move more of their on-premise workloads and functions to the cloud.

    Microsoft, as an instance, has emerged as a vocal supporter of the open source neighborhood in recent years, with the debut unlock of a Linux-friendly version of its SQL Server application, its acquisition of GitHub and its monetary backing of the Open supply Initiative (OSI).

    ‘A cloud for everyone’

    Google, with its mission observation to “construct a cloud for everybody”, is an active contributor and supporter of the open supply neighborhood, and created the conventional Kubernetes container know-how, before handing it over to the Cloud Native Computing groundwork to preserve.

    As Google Cloud CTO and ex-crimson Hatter Brian Stevens told computing device Weekly lately, an open cloud is more desirable for clients. “It gives them flexibility and selection and makes it less demanding for them to exit,” he observed.

    against this backdrop, the crimson Hat acquisition makes feel, and places IBM in a better position to tap into a few sub-trends taking part in out in the wider cloud computing market, in response to William Fellows, founder and research vice-president of IT analyst apartment 451 analysis.

    “it's uncertain whether IBM has secured a future with this acquisition – or can remain vital extra generally,” he spoke of. “It still appears behind the curve.

    “despite the fact, it has bought into the place the puck is heading – Kubernetes (as red Hat’s OpenSoft is a extremely enterprise-credible Kubernetes distribution) microservices, cloud native as well as hybrid cloud.”

    And while IBM is appropriate in its resolution to double-down on its efforts to courtroom firms with its hybrid and multi-cloud choices, Fellows is in doubt concerning the reception it's going to get from CIOs and IT directors.

    “The multi-cloud/hybrid IT message is a robust one, besides the fact that children how credible IBM is perceived to be is still to be considered,” he mentioned. “while IBM Cloud remains the quantity three cloud IaaS participant [behind Microsoft and AWS] via measurement, it hasn’t exactly been the success IBM had hoped for.

    “IBM’s moves would constantly have resulted in disruption to rivals. That became during the past. Now opponents received’t be involved and are likely to be in a position to take skills of the fear, uncertainty and doubt [generated by this acquisition].”

    IBM’s market share

    this is a view generally shared with the aid of fellow market watcher John Dinsdale, chief analyst at Synergy analysis community, whose latest worldwide cloud market tracker flagged a dampening in recent quarters when it comes to how massive a share of the market IBM is accruing, in comparison with its opponents.

    “The acquisition received’t have a right away have an effect on on IBM’s market share in IaaS, PaaS or hosted private cloud functions,” talked about Dinsdale. “What the acquisition will do is supply IBM a huge support in the way it addresses advanced commercial enterprise requirements for hybrid cloud deployment and administration.”

    adding crimson Hat to its product mix should also give IBM whatever of a leg-up in producing earnings from professional capabilities, as this is predominantly the place crimson Hat makes most of its funds, too.

    “when it comes to income and market share, the payoff to IBM will come principally in software and skilled services,” delivered Dinsdale. “There can be some ancillary benefits, notwithstanding, as this may support IBM to elevate its video game in inner most cloud infrastructure and hosted inner most cloud functions.”

    There continues to be an extended means to head, and regulatory approval to secure, earlier than the IBM-purple Hat mega-merger is a completed deal, with each events claiming the deal might also no longer shut unless the second half of 2019.

    With AWS and Microsoft, in selected, presently atmosphere the pace of growth for the relaxation of the cloud market, by the point the deal does close, IBM could have much more floor to make up if it intends to usurp both of its competitors and make its hybrid cloud ambitions a reality.


    C2070-982 IBM Case Foundation V5.2, Specialist

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    Cognitive computing platform may help oncologists deliver subspecialist-level care | killexams.com real questions and Pass4sure dumps

    NEW YORK — A cognitive computing platform produced ranked treatment options that were largely concordant with expert opinions, according to study results presented at Chemotherapy Foundation Symposium.

    However, real-world patients with similar characteristics received nonrecommended therapies in approximately 20% of cases, suggesting a need for decision support, researchers wrote.

    IBM Watson for Oncology — a cognitive computing point-of-care system — provides evidence-based, confidence-ranked treatment options for individuals with cancer.

    The platform uses structured and unstructured data from medical literature, medical records, treatment guidelines, and imaging, laboratory and pathology reports.

    The system draws on data from the Cota Observational Database, which contains clinical, treatment, outcome and demographic data from nearly 15,000 patients with breast cancer treated at 30 cancer centers in the United States.

    Stanley E Waintraub, MD, FACP, breast cancer division co-chief at John Theurer Cancer Center at Hackensack University Medical Center, and colleagues aimed to assess whether Watson for Oncology with Cota RWE — a point-of-care decision support tool that ingests patient attributes from the electronic health record, facilitates comparisons among similar patients and ranks treatment options as “recommended,” “for consideration” or “not recommended” — could help oncologists deliver subspecialist-level care.

    Investigators initially presented EHR-derived data from 88 postmenopausal women with breast cancer to three breast oncologists at John Theurer Cancer Center. Without guidance from Watson for Oncology, clinicians were asked to record their recommended treatment strategies for each case, including choice of chemotherapy or hormonal agent.

    The breast cancer specialists reviewed a combined 223 cases.

    Their treatment recommendations matched acceptable Watson for Oncology strategies in 87.9% of cases. These included 175 cases (78.5%) in which specialists chose Watson for Oncology’s recommended option, and 21 cases (9.4%) in which the specialists chose one of Watson’s “for consideration” options.

    The specialists chose “not recommended” treatment options in 27 cases (12.1%).

    Seven (8%) of the 88 cases accounted for 59% of nonconcordant responses, with at least two specialists disagreeing with Watson for Oncology in each case.

    The characteristics of each of the 88 test cases then were matched to generate a comparison cohort of similar patients from the real-world Cota observational database.

    Researchers determined 69.3% of matched historical controls were most commonly treated with Watson for Oncology’s recommended treatment strategy. Patients received “for consideration” treatment in 10 cases (11.4%) and “not recommended” treatment in 17 cases (19.3%).

    “Thus, the historical patients — treated in both academic and nonacademic centers — had a trend toward more nonrecommended therapies compared to breast cancer experts at John Theurer Cancer Center,” Waintraub and colleagues wrote.

    Researchers then assessed the influence of Watson for Oncology with Cota real-world experience data support on clinical decision-making among clinicians who do not specialize in breast cancer.

    A selection of cases were presented to solid tumor oncologists or hematologic malignancy oncologists at John Theurer Cancer Center, with or without the Watson for Oncology/Cota RWE decision-support tool.

    Solid tumor oncologists reviewed a combined 105 cases. They selected a recommended treatment option 66.7% of the time without Watson for Oncology/Cota RWE support and 86.7% of the time with the support tools. The percentage of cases in which they chose a nonrecommended treatment declined from 24.8% to 8.6% with use of the support tools.

    Hematologic malignancy oncologists reviewed a combined 234 cases. They selected a recommended treatment option 60.7% of the time without Watson for Oncology/Cota RWE support and 88.5% of the time with the support tools. The percentage of cases in which they chose a nonrecommended treatment declined from 24.4% to 3% with use of the support tools.

    “When presented with [Watson for Oncology and Cota real-world experience] support, generalist oncologists might be able to improve their treatment to match that of expert subspecialists,” Waintraub and colleagues wrote. – by Mark Leiser

    For more information:

    Waintraub SE, et al. Can the cognitive computing system Watson for Oncology with Cota RWE help oncologists deliver subspecialist-level care? Presented at: Chemotherapy Foundation Symposium; Nov. 7-9, 2018; New York.

    Disclosures: Watson Health IBM and Cota Inc. supported this study.

    NEW YORK — A cognitive computing platform produced ranked treatment options that were largely concordant with expert opinions, according to study results presented at Chemotherapy Foundation Symposium.

    However, real-world patients with similar characteristics received nonrecommended therapies in approximately 20% of cases, suggesting a need for decision support, researchers wrote.

    IBM Watson for Oncology — a cognitive computing point-of-care system — provides evidence-based, confidence-ranked treatment options for individuals with cancer.

    The platform uses structured and unstructured data from medical literature, medical records, treatment guidelines, and imaging, laboratory and pathology reports.

    The system draws on data from the Cota Observational Database, which contains clinical, treatment, outcome and demographic data from nearly 15,000 patients with breast cancer treated at 30 cancer centers in the United States.

    Stanley E Waintraub, MD, FACP, breast cancer division co-chief at John Theurer Cancer Center at Hackensack University Medical Center, and colleagues aimed to assess whether Watson for Oncology with Cota RWE — a point-of-care decision support tool that ingests patient attributes from the electronic health record, facilitates comparisons among similar patients and ranks treatment options as “recommended,” “for consideration” or “not recommended” — could help oncologists deliver subspecialist-level care.

    Investigators initially presented EHR-derived data from 88 postmenopausal women with breast cancer to three breast oncologists at John Theurer Cancer Center. Without guidance from Watson for Oncology, clinicians were asked to record their recommended treatment strategies for each case, including choice of chemotherapy or hormonal agent.

    The breast cancer specialists reviewed a combined 223 cases.

    Their treatment recommendations matched acceptable Watson for Oncology strategies in 87.9% of cases. These included 175 cases (78.5%) in which specialists chose Watson for Oncology’s recommended option, and 21 cases (9.4%) in which the specialists chose one of Watson’s “for consideration” options.

    The specialists chose “not recommended” treatment options in 27 cases (12.1%).

    Seven (8%) of the 88 cases accounted for 59% of nonconcordant responses, with at least two specialists disagreeing with Watson for Oncology in each case.

    The characteristics of each of the 88 test cases then were matched to generate a comparison cohort of similar patients from the real-world Cota observational database.

    Researchers determined 69.3% of matched historical controls were most commonly treated with Watson for Oncology’s recommended treatment strategy. Patients received “for consideration” treatment in 10 cases (11.4%) and “not recommended” treatment in 17 cases (19.3%).

    “Thus, the historical patients — treated in both academic and nonacademic centers — had a trend toward more nonrecommended therapies compared to breast cancer experts at John Theurer Cancer Center,” Waintraub and colleagues wrote.

    PAGE BREAK

    Researchers then assessed the influence of Watson for Oncology with Cota real-world experience data support on clinical decision-making among clinicians who do not specialize in breast cancer.

    A selection of cases were presented to solid tumor oncologists or hematologic malignancy oncologists at John Theurer Cancer Center, with or without the Watson for Oncology/Cota RWE decision-support tool.

    Solid tumor oncologists reviewed a combined 105 cases. They selected a recommended treatment option 66.7% of the time without Watson for Oncology/Cota RWE support and 86.7% of the time with the support tools. The percentage of cases in which they chose a nonrecommended treatment declined from 24.8% to 8.6% with use of the support tools.

    Hematologic malignancy oncologists reviewed a combined 234 cases. They selected a recommended treatment option 60.7% of the time without Watson for Oncology/Cota RWE support and 88.5% of the time with the support tools. The percentage of cases in which they chose a nonrecommended treatment declined from 24.4% to 3% with use of the support tools.

    “When presented with [Watson for Oncology and Cota real-world experience] support, generalist oncologists might be able to improve their treatment to match that of expert subspecialists,” Waintraub and colleagues wrote. – by Mark Leiser

    For more information:

    Waintraub SE, et al. Can the cognitive computing system Watson for Oncology with Cota RWE help oncologists deliver subspecialist-level care? Presented at: Chemotherapy Foundation Symposium; Nov. 7-9, 2018; New York.

    Disclosures: Watson Health IBM and Cota Inc. supported this study.


    IBM, J.P. Morgan, and Others Build a New Blockchain For Business | killexams.com real questions and Pass4sure dumps

    IBM, Intel, J.P. Morgan and several other big banks are among those making a big bet on blockchain, the distributed transaction processing engine behind cryptocurrencies such as Bitcoin. The companies have joined forces to create the Open Ledger Project with the Linux Foundation, with the goal of re-imagining supply chains, contracts and other ways information about ownership and value are exchanged in a digital economy.

    IBM is contributing thousands of lines of existing code based on its research into the blockchain based on a years-long research effort. Digital Asset, a company that makes software for designing blockchains, is contributing the Hyperledger name to the project, which will be used for branding the effort, as well as code and developer resources.

    The Open Ledger Project isn’t proposing another cryptocurrency, but rather wants to use blockchain technology to create tools to allow businesses to build a distributed ledger for anything they can dream up–from exchanging automotive titles in seconds to paying retail suppliers when a sale is made.

    Because the ledger is both connected and distributed, it is easy to track changes to the database and difficult to forge entries or delete them. Honduras uses the technology to track land titles and musicians use using it to let fans pay them directly for songs.

    Jerry Cuomo, an IBM Fellow working with the Open Ledger Project, says he wants to help create a distributed ledger to offer businesses privacy, confidentiality and accountability. In many cases when customers came to IBM considering something like Ethereum or Bitcoin, they are worried about their data being stored in the larger community. Even big banks are cautiously embracing blockchain, as opposed to Bitcoin.

    One of the options the Open Ledger Project tech provides is a way to limit the community of users who have access to the ledger. A company that chooses to implement a version of an Open Ledger blockchain can elect to use rules that determine who can generate transactions and even authenticate them. In Bitcoin for example, anyone who can do the mining work required to generate a Bitcoin generates a transaction. There’s no velvet rope or possibility of a closed door.

    But to make blockchain for business, this element of limiting participation was essential.

    “I don’t have a strong opinion on cryptocurrencies, but I have a strong opinion on the blockchain as a solution for contracts and supply chains and the internet of things, Cuomo says. “I think Bitcoin is an interesting application for blockchain but there are thousands of applications and wider use cases beyond that.”

    Cuomo imagines a use case where a car buyer will one day purchase a new vehicle and, while signing the paperwork, the new title is issued, her insurance is updated and the money transfers are moved to the appropriate accounts, all before she drives the car off the lot. Because the technology will be available through the Linux Foundation, developers at the DMV could find code for building a title-tracking block chain and adapt it to their needs at a lower cost, than hiring specialists to build it for them.

    The bank might have a different bloc chain-based system in place for transferring loan information and another for moving money. Those two could overlap. Cuomo says these systems could eventually form a web. It sounds complicated, but so is the current world of moving money and global trade.

    “I don’t believe there will be one blockchain to rule them all,” Cuomo said.

    Companies involved also include Accenture, ANZ Bank, Cisco (CSCO), CLS, Credits, Digital Asset, Fujitsu, Initiative for CryptoCurrencies and Contracts, IBM (IBM), Intel (INTC), London Stock Exchange Group, Mitsubishi UFJ Financial Group, State Street (cSTT), SWIFT, VMware (VMW) and Wells Fargo (wfc).

    Please subscribe to Data Sheet, Fortune’s daily newsletter on the business of technology.


    How Healthcare Content Marketing Can Transform Patient Engagement | killexams.com real questions and Pass4sure dumps

    Patient engagement is a complicated thing. I’ve had doctors delighted with my lists of questions, the photocopies of NIH studies on experimental treatments that I bring to appointments, and my willingness to push the boundaries of various interventions in an endless search to deal with health issues. At the same time, I’ve also had doctors get annoyed at sources I’ve tapped into on healthcare topics where good information was thin. Yet they didn’t have a better source for me to reference.

    Luckily for patients navigating everything from a baby’s first ear infection to chronic and terminal illnesses, healthcare content marketing is stepping up its game. With better information, patients are empowered in their own care, aware of innovations in the field, and proactive about seeking solutions that meet their healthcare needs. See how healthcare content marketing is positively shaping the patient experience.

    Content and Patient Engagement: My Own Experience

    As a content marketer, I’m always on the lookout for brands doing great work, and there’s nothing more powerful than when effective outreach, education, and engagement touches your own life. It’s one thing to talk about the power of content marketing. It’s another to actually experience it.

    First, some background: One of the reasons I decided to start freelancing was to have more flexibility around managing health challenges. Primarily, I have a series of autoimmune conditions, but I’ve had brushes with scarier things—I’m looking at you, Big C—and unexplained cases of annual pneumonia that took months to clear.

    Recently, a very good doctor put the pieces together and began testing for immunodeficiency. It’s what medical experts call a root cause: one of those mythical instances where they can pinpoint exactly what’s causing all the seemingly unconnected things that are going wrong in someone’s body.

    Fast forward a few months, and I’m sitting in an office with one of the country’s top immunologists. “Sorry to break the news,” he said. “But you have a primary immunodeficiency. The good news is that it explains a lot of what you’ve gone through and that there are some treatments. But you’re also at very high risk for deadly infections, cancers, and more. Unfortunately, we’re out of time, but you come back in six weeks, and we’ll talk some more.” With that, I was ushered out the door to schedule my follow up.

    healthcare information site

    Image attribution: Raw Pixel

    Frankly, it takes a lot to phase me when it comes to my health these days. But I wandered back to the parking garage in a haze, staring at keywords I had frantically jotted down. Primary immunodeficiency? Common variable immunodeficiency disorder? Later, when I got my bearings, it was time to get to work.

    I’m a strategist at heart, so step one was to research this condition until I was as close to an expert as possible. Then, I could get to fixing the situation as much as reality and modern medicine would allow. Clearly, I’m not alone in this, and that’s one reason why healthcare content marketing has the potential to make such a profound difference.

    Patient Empowerment Through Compassionate Content

    Enter the Immune Deficiency Foundation and their brilliant set of resources. A robust section about immunodeficiencies outlines the basics of the underlying condition, as well as the particulars of many of the 200-plus rare diseases that fall into this class. They cover testing and treatments, as well as diagnostic criteria. Every question I could think of had a dedicated section.

    What does this diagnosis mean for my fairly mobile lifestyle? Can I travel with the blood infusion treatments I need to take regularly, and how do I address vaccines when my body doesn’t make titers? How on earth could I explain this to a casual acquaintance or family member who knows little about the subject? And how do you even navigate insurance when many of the treatments for these diseases start at thousands of dollars per week?

    Thanks to a robust content effort, every question I mapped out in my preliminary strategy assessment was answered. Dozens more questions it hadn’t occurred to me to ask were laid out for easy perusal and later reference.

    Additional features on the site help patients find specialists and get specialized advice on insurance issues. Within a week of signing up, someone had contacted me to check if I needed help with anything. I was then connected to closed, moderated patient communities to share information and experiences. I even got a welcome packet with their best info in a bound book.

    From a patient empowerment perspective, they nailed it. From a compassionate perspective, they serve as a model for others. And the marketer in me began to think about digging deeper and exploring how other areas of the healthcare field are helping patients better navigate their experiences.

    Content Marketing for Healthcare: Where the Industry Stands

    According to MarketingProfs, 83 percent of healthcare organizations engage in some form of content marketing. Yet the reality, of course, is that they range in helpfulness from your local chiropractor who blogs about his son’s sporting events (Hi, Dr. H!) to robust efforts to help patients gain access to the latest research and treatments for specific conditions.

    MarketingProfs reports that just one-third of healthcare organizations have a documented content strategy, and only 10 percent feel their organizations are very successful in measuring the effectiveness of their content. Particularly in the patient-focused content space, it’s critical to have clear objectives and feedback loops. Otherwise, it’s hard to track your impact and you risk wandering into places you’d rather not go.

    One brand that’s an absolute standout and synonymous with quality content is the Mayo Clinic. Their website includes educational resources for healthcare practitioners, reference materials for patients, and more. They’ve differentiated what they publish by ensuring that it’s current, high quality, and accessible to the average user.

    One area where they really shine is their Sharing blog, which profiles the experiences of patients and the medical community at Mayo. A recent post profiled a married couple, where the wife served as the living kidney donor for her husband. I recently watched a family go through this, and many people facing a transplant initially don’t even know that living donation is an option. Another post explored the case study of a healthy marathon runner who was diagnosed with lung cancer, to reinforce the idea that anyone with lungs can get lung cancer—not just people who smoke or are in high risk occupations. Sharing these stories is powerful because it’s an identifiable way to share information, and it lets people know they’re not alone with their own issues.

    The Challenges with Patient-Driven Healthcare Content

    One reason many healthcare organizations are reserved in their content marketing is due to the high levels of regulation in the industry. HIPAA makes it difficult to share patient stories. High levels of accountability require endless rounds of review to make sure information isn’t taken out of context—or becomes the basis of a future lawsuit. One naturopath I talked to about this subject stopped blogging out of fear of what she called “patients seeking Dr. Google” after someone used a blog she wrote about hormones as the basis of a DIY treatment plan that went very wrong.

    patient empowerment care

    Image attribution: Rainer Ridao

    A medical marketing director of a hospital system who spoke with me about the same topic said, “My hands are tied. I have doctors treating patients with tough conditions and getting great results, but it might involve off-label usages of medication or getting to a level of detail that they just don’t feel comfortable doing in writing, without knowing a patient’s entire history and, frankly, that person’s level of good decision-making.”

    She went on to say, “One of our integrative healthcare providers—an M.D.—wrote a fantastic blog post on dealing with the common cold. He looked at studies, recommended vitamins and even some promising products that he felt could be helpful. By the time we were done with legal reviews and clinical reviews, his first nine tips had been struck and they were willing to let us keep ‘wash your hands.’ Come on! At that point, you have to assess the best use of your resources in reaching patients or getting the word out.”

    But marketers who find a way to traverse regulatory hurdles are positioned to help patients in a meaningful way. Today’s patients are hungry for information. A 2018 survey from Ipsos of over 20,000 adults found that, globally, search engines ranked second only to doctors themselves as the source of health information patients are most likely to turn to. Patients want information on their symptoms or diseases, but they also research treatments, diet and exercise, medications and OTC treatments, and even the reputations of specific doctors and hospitals.

    For healthcare marketers, this raises an important content opportunity—and another way to achieve healthcare’s aim of helping people through patient engagement. There are numerous ways to get the word out about your services and help deliver value to the patients you serve. But the market is hungry for high-quality content that can help with patient empowerment, whether that’s navigating a new diagnosis or simply searching for camaraderie. Patient-centered content marketing strategies have an important place in the future of healthcare content marketing.

    For more stories like this, subscribe to the Content Standard newsletter.

    Subscribe to the Content Standard

    Featured image attribution: Priscilla du Preez



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