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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 designation : IBM Case Foundation V5.2, Specialist
Vendor designation : IBM
: 116 existent Questions

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IBM IBM Case Foundation V5.2,

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

1.0 government abstract

Getting prerogative to the aspect, I’m skeptical that the red Hat (RHT) acquisition goes to exist significant over the long-term for IBM’s (IBM) trade or share fee. I concern that crimson Hat might likewise 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 controversy that the “sum” of IBM + RedHat is more than the particular person constituents is not specifically mighty for my part. i am struggling to remove 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 build feel to me. thus, whereas some analysts absorb expressed concern over the $34 billion fee tag, my focal point prerogative here is specifically on IBM’s know-how arguments and market opening arguments used to warrant the purchase.

As a disclosure, I happened to accumulate rid of my ultimate state 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 exist 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 believe some definition is profitable so as to add some precision to their 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 likewise exist public, deepest, or some compund of both.

And prerogative 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 intuition is distinctly characterized by a private-public structure. they 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 big share of the turning out to exist hybrid-cloud architecture market by way of crimson Hat’s applied sciences.

3.0 QUESTIONABLE ASSUMPTIONS

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

  • together, there is a discrete 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 exist greater profitable for IBM, with many enterprise purchasers simply starting to spin the majority of their functions to heterogeneous cloud architectures.
  • The hybrid-cloud market goes to exist 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, they – these different clouds, they’re proprietary. They necessity an open solution [with] no lock-in. So spin it across varied cloud environments and not using a lock-in, [that’s] what both of us achieve together…and then they are saying, it has received to address facts security in a multi-cloud environment and then give us a system to manage a multi-cloud environment.”

    There are a few things to unpack prerogative 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 prerogative here. She implies within the quote that clients accumulate “locked in” with (certain) cloud environments; however, as an alternative, these shoppers want to exist 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 exist involving their software structure, and not the cloud atmosphere they are operating on. A poorly designed cloud application may exist challenging to movement no recollect what cloud it's running on. The communicate is additionally proper: a smartly-designed cloud application should exist effortless(ier) to spin 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 exist unfamiliar with the time period, I offer an effortless if a limited imprecise clarification: containers deliver a means to package every of the “components” that an application must run:

    Illustration of Container theory

    source: Docker/Datamation

    As they notice in the illustration above, a container can “include” whatever thing an utility must function. In not much of an over-simplification, if they necessity to circulation a containerized-application from one cloud to one other, they just “elevate” the container up from its latest cloud and drop the container on the unique cloud. Readers who may additionally no longer exist regularly occurring with Docker and its container know-how may exist interested to exist conscious that it started as, and is, an open-supply utility venture; the company likewise raised capital in late 2017 at a $1+ billion valuation.

    So, increasing on the utility of containers:

    “traditionally, applications or workloads generally had to exist rebuilt before they can exist 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 flee 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 common public cloud suppliers (AWS, Azure, Google, IBM, and so on.) to supply container deployment aspects and services.

    One final factor to build about containers is that applications may likewise encompass a brace of containers, through which case container orchestration software is used to automate and simplify the management of every 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 necessity to exist “locked in” and instead are looking to exist capable of stream functions across multiple cloud environments, they (valued clientele) can certainly achieve this nowadays if they design and deploy their applications appropriately, with containers as an instance of one expertise that can likewise exist not much constructive. She, basically, makes this very aspect stating “…[We] were structure and they now absorb 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 exist 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 gather 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 exist augmented in such a system 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 absorb that may exist superior to others?

    Frankly, it seems to me that IBM’s existing cloud capabilities introduced to OpenShift don't appear to exist going to exist a big “video game changer”. first of all, any integration between IBM’s cloud expertise stack and pink Hat’s will remove the time; time which opponents will definitely Use to their potential to exist 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 enlarge equivalent price-brought offerings as neatly. Third, if there become some “killer” set of cloud functionalities that the mixed stacks would generate, I’d devotion to believe the corporations would absorb 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 likewise exist 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 reply below an IBM umbrella is going to antecedent a particularly differentiated providing, nor to a surprising acceleration of deepest cloud adoption amongst trade 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 reply providing turned into no longer mentioned every over the name. Assuming the hybrid-cloud zone is as “scorching” as IBM suggests, one might await that IBM deepest Cloud has been selling smartly; why now not call consideration to the technology then? here's in every probability a refined factor and could exist an indecent 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 prerogative here, nor had been they “first” to market with one. Microsoft added Azure Stack over a year before IBM introduced its competing reply to market. IBM may wrangle that Azure Stack, as an instance, is proprietary whereas their open-supply platform offers purchasers the entire liberty and merits that open-supply solutions deliver. It’s a rewarding argument, and it will probably more strongly pilot Ms. Rometty’s remark that customers don’t want to exist 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 absorb in mind if a style 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 limited skeptical that pink Hat OpenStack goes to materially alternate the “energy” of IBM’s hybrid (inner most/public) cloud offering.

    If they tie every of this again to Ms. Rometty’s quote in the birth of the area, it looks to support that customer comments around “an open [cloud] reply and not using a lock-in” appear a bit invalid when for the intuition that the applied sciences (e.g. containers, orchestration) which absorb 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 wrangle above, there looks to exist a want of statistics which might suggest shoppers skinny toward non-proprietary (e.g. open-supply-based) deepest cloud deployments.

    To summarize, I don’t (at the moment) notice the repose in fact pleasing that emerges via a mix of both agencies’ cloud stacks. To exist fair, the organizations necessity time to develop tightly built-in options, and IBM is yet to keep the energy of its construction company against purple Hat’s applied sciences. however, if I’m revise that “there is not an dreadful lot to peer prerogative here” in terms of the joint stacks, this perception would, of path, directly undermine Ms. Rometty’s recommendation that the two organizations will exist 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 fraction 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 exist transitioned to the cloud. Ms. Rometty states:

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

    She continues…

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

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

    however, I believe there is leeway to challenge what she says within the following few statements. She explains that “[customers] both ought to rewrite, refactor, build a determination what goes the place…” indeed, IBM and other know-how providers will, as they already have, exist afforded with alternatives to assist consumers migrate determined applications to cloud environments. That’s respectable information for IBM’s very gargantuan provider business, and there's intent to feel the capabilities group will handicap 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 believe Jim Kavanaugh, IBM’s CFO, as it should exist cited that “[distributed cloud solutions] quickens their combine shift to greater value...and is accretive to their raw profit margin…”

    however, there's a counter-argument to disagree 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 likewise prove to exist 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 absorb an result on on their projections for starting to exist their cloud connected revenues.

    relocating to IBM’s claim that multi-cloud environments could exist 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, they know that IT tends to spin in cycles. believe about what came about with the client-server computing paradigm the state “server sprawl” at eventual gave way to server explanation and a shove for homogeneity amongst systems. Is it no longer feasible that they may additionally notice whatever equivalent with cloud, where shoppers “wake up” someday and inquire themselves why they absorb got 5 clouds when they might exist 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 likewise 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 fork of protection (DOD) can operate on a single cloud, then why does a given enterprise necessity upwards of sixteen clouds (the Use of the “extreme” illustration from IBM’s quote)?

    The overarching theme prerogative here is that Ms. Rometty’s state that the “remaining” eighty% of legacy consumer purposes are only ready to exist moved into a multi-cloud atmosphere has vulnerable elements. in spite of the fact that it absorb 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 stale fraction that IBM had latest capabilities in the identical cloud technology areas where crimson Hat operates. If they believe about Ms. Rometty’s remark about “rewriting/refactoring”, what does red Hat offer prerogative here that IBM does not already have? here's work that sits squarely within the zone of IBM’s services community; a bunch that might “plug in” pink Hat’s know-how, or some other cloud expertise, the state it makes feel based on client requirements.

    however, the red Hat acquisition apart, if it seems that multi-cloud architectures at eventual “cut back” to easier, single cloud environments which supply ample robustness and reliability to fill most customer necessities, then this “cloud clarification” might absorb a dramatic absorb an impact on on IBM’s accurate-line and backside-line growth forecasts seeing that the trade 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 exist about hybrid-cloud. In hybrid-cloud is an emerging $1 trillion market…I exist substantive what they did become appear to exist and they notice a scale of a $1 trillion market…We referred to to ourselves and consistently kept saying: What achieve they achieve more desirable to ply the needs of their clients? How will they accelerate their means to spin after that? And figuring out and there’s definitely an principal element, understanding that Linux is the quickest starting to exist 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 determine decent statistics in assist of IBM’s projection prerogative 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 snappy becoming/high precedence technology segments in the cloud market, but multi-cloud and hybrid-cloud don't appear to exist outlined in that context. this article, which become referenced in section three.1, quotes IBM in 2017 as saying “they call corporations to spend greater than $50 billion a 12 months global starting [in 2017] to improve private clouds, with the enlarge charge 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 remove rather a while to attain $1 trillion in total cost even on the lofty conclusion of the enlarge range.

    One factor technology leaders appear to exist 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 evaluate is functional here or no longer because…who truly knows at the moment how big the hybrid-cloud market may develop into? In pilot 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 absorb 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 achieve the same within the next year.” These metrics are advantageous to aid IBM’s argument, however they might likewise exist interpreted to imply that most big customers absorb already got a hybrid-cloud in vicinity, and thus unique hybrid-cloud deployments could definitely lower relocating forward. further, if they recollect the dialogue in section three.2 around shoppers picking COTS/SaaS applications, as neatly as the haphazard that single cloud architectures could finally establish themselves as the predominant 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 every 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 exist mindful what key technologies IBM receives with red Hat that they didn’t absorb 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 reply 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 warrant their wonderful value proposition.

    Readers can likewise rightfully point out that I’ve overlooked the potentialities for red Hat Linux and their middleware stack beneath IBM in my evaluation. In admiration 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 absorb to work out the way to position WebSphere versus JBoss. And as other authors absorb counseled, pink Hat enterprise Linux (RHEL) may eventually supplant AIX as IBM’s de facto UNIX distribution. The related migration work would most likely coerce a honest amount of know-how and assist features. Ms. Rometty mentioned in one of the previously outlined charges that Linux is the quickest starting to exist working apparatus within the cloud and on-premise. however, notice that she didn't relate 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 await that IBM and purple Hat will provide more advantageous clarity on the strategic price-add of the 2 businesses as they 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 dispatch 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 absorb no positions in any stocks outlined, and no plans to stir 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 trade whose inventory is outlined in this article.


    Reactions to the IBM-pink Hat Buyout | killexams.com existent 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, they every 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 they absorb not been in a position to independently verify these reports. here is supposed to exist a compilation of quite a lot of reactions and viewpoints to the advice of the cope with a wee limited bit of analysis sprinkled every over.

    issues about the IBM-purple Hat Deal

    neatly, to birth issues off, pretty a Great deal usurp away, they 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 exist launched early next week, broke early. not any of crimson Hat's rank and file knew this changed into coming. purple Hat's management had no opening to let them comprehend in a well timed system to consolation the blow.

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

    To exist clear, I achieve not query ZDNet's reporting, but taking that at pan price, how did purple Hat now not absorb time to achieve 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 appear devotion 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 advice 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 absorb no notion how. this is a really human reaction and can exist 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 exist hunting for a job with an open-source business."
  • "As a pink Hat employee, very nearly every person prerogative here would select it if they had been purchased out by means of Microsoft."
  • well, that seems grim (again, they absorb not independently corroborated these statements, but the sentiment fully suits up with what they absorb 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 tumble into two common classes:

  • IBM has an inside forms that appears antithetical to how red Hat operates.
  • IBM doesn't support open supply development devotion 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 build it exist triumphant and retain the splendid groups they now absorb developed up in pink Hat," he noted.

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

  • Spend the GDP of Cameroon buying a company.
  • power off the personnel that made the trade excellent by way of subculture alterations and failing to set up absorb faith.
  • $$$$
  • income?
  • Little likewise references a blog apportion up through Chris Aniszczyk, a Linux groundwork VP and CTO/COO of the Cloud autochthonous 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 sever charge the haphazard that issues might spin 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 exist to supply this an opening for awhile as IBM has a lot of strengths that purple Hat might remove handicap of, they are in reality a global enterprise and absorb a fanciful revenue channel it really is embedded every over the area.

    To my IBM colleagues, don’t “bluewash” this trade and just about treat this as a invert merger, embody the culture from pink Hat and likewise 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 factor of the video game, it is the game” and here's one zone that crimson Hat can enormously support IBM as it navigates against the cloud.

    the state the IBM-crimson Hat Acquisition may spin wrong

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

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

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

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

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

    as an instance, as a fraction 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 pilot as a whole.

    When it suits them.

    WSO2 CEO Tyler Jewell recounted IBM's OSS help in a submit of his personal, but he likewise 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 exist a conflict, it's going to exist 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 huge open supply projects, it’s every the time been with a me-first mindset that works to remove handicap 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 fight of pastime even the state you may additionally build a determination within the pastime of the project it is antagonistic to the enterprise's pastimes.

    That sounds flat-out alien in latest trade local weather. And it's doubtless a huge intuition 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 exist 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 limited bit conditional: "... recollect to actually trust making Jim Whitehurst CEO of IBM and Chris Wright CTO of IBM."

    It seems devotion a tacit acknowledgment that whereas the deal may well exist big for both IBM and crimson Hat, no longer to mention the cloud, open source, and middleware spaces, the current IBM leadership could now not absorb the imaginative and prescient to build that ensue.

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

    To that end, and i'm quoting Dr. Phil prerogative here, "The choicest indicator of future conduct 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 flush of ruling the hybrid cloud market, Palmisiano stated in 2010, "commercial enterprise could absorb its personal exciting mannequin. which you can’t achieve what we’re doing in a cloud."

    Image title

    Thompson likewise charged that Rometty has been limited stronger on that front.

    "... latest CEO Ginni Rometty, who took over the trade 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 build it remove place, before at eventual 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 every of this speculation simmer every the way down to?

    neatly, the concerns of those crimson Hat staffers actually are not unfounded. IBM has to remove 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 big 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 state of an instantaneous competitor. once again, IBM's goal is to become the number one hybrid cloud provider, now not always to dethrone the gargantuan Three of the public cloud. that's a lots narrower set of Use cases — and one which IBM can exist uniquely located to dominate with tools devotion OpenStack in its portfolio.

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

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


    The IBM and red Hat mega-merger: Who stands to improvement most? | killexams.com existent 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 every 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 likewise – 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 exist integrated into its hybrid cloud trade unit, but will retain its independence and continue to duty as a standalone entity, with its personal branding and office house. 

    all over a conference designation 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 maintain on as standard.

    “After they immediate [the deal], I don’t intend to achieve 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 every these cases, red Hat’s know-how kinds an integral fraction of those corporations’ container administration proposition for corporations, and, in flip, their hybrid cloud innovations.

    as an example, its partnership with AWS makes it feasible for the cloud huge’s shoppers to flee their on-premise Oracle databases, SAP deployments and different customized trade 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 exist 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 they achieve for their partners on a trade case basis, and achieve the revise thing for their shoppers,” he noted.

    it's these identical hybrid cloud capabilities that IBM, in its acquisition announcement, mentioned as an immense aspect in its determination to acquire crimson Hat, claiming the movement means it'll spin 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 exist functions and workloads – for regulatory, ease of Use and customisation factors – with a purpose to necessity to stay on-premise for a very long time to return, whereas different elements of their IT estate can likewise exist moved to the public cloud with relative ease.

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

    “purple Hat are very neutral, but i can’t notice 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 exist dominant, and red Hat is now fraction 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 build a determination whether its satisfied competing with itself, or would opt to prioritise its own offering over what red Hat has, famed 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 intuition that the events merged in 2015.

    “VMware has kept its autonomy very smartly, but every so often it does are inclined to accumulate not much immediate and inept [from a competitive standpoint], and that i achieve feel you will notice 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 exist a existent 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 exist pink Hat, as its share charge 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 apportion it in the IBM acquisition commentary, with IBM’s cash in the back of it, crimson Hat stands to handicap from greater substances that should permit it to duty a honest 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 tumble in its inventory cost, led to by using its most coincident 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 trade 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” shove in January 2017. That work has considered it champion several know-how areas it considers to exist talents sources of recent enlarge for the trade 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 system with the aid of drawing on crimson Hat’s capabilities to assist speed up cloud change within corporations, with IBM claiming that, at current, most enterprises are only about 20% performed with stirring to the cloud.

    “The next eighty% is set unlocking precise trade 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 stirring company purposes to hybrid cloud, extracting greater facts and optimising each fraction of the company, from give chains to income.”

    for the time being, IBM says here is proving intricate for corporations to achieve as a result of the challenges they pan in attempting to migrate applications between suppliers that build 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 spin 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 vigorous contributor and supporter of the open supply neighborhood, and created the conventional Kubernetes container know-how, before handing it over to the Cloud autochthonous 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 fraction 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 state the puck is heading – Kubernetes (as red Hat’s OpenSoft is a extremely enterprise-credible Kubernetes distribution) microservices, cloud autochthonous as well as hybrid cloud.”

    And while IBM is usurp 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 accumulate 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 exist is still to exist 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 absorb resulted in disruption to rivals. That became during the past. Now opponents received’t exist involved and are likely to exist in a position to remove 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 absorb a prerogative away absorb an result on on IBM’s market share in IaaS, PaaS or hosted private cloud functions,” talked about Dinsdale. “What the acquisition will achieve 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 likewise give IBM whatever of a leg-up in producing earnings from professional capabilities, as this is predominantly the state crimson Hat makes most of its funds, too.

    “when it comes to income and market share, the payoff to IBM will near principally in software and skilled services,” delivered Dinsdale. “There can exist 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 exist 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 likewise 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 absorb much more floor to build up if it intends to usurp both of its competitors and build its hybrid cloud ambitions a reality.


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    Cognitive computing platform may assist oncologists deliver subspecialist-level trust | killexams.com existent 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 necessity for determination 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 headquarters at Hackensack University Medical Center, and colleagues aimed to assess whether Watson for Oncology with Cota RWE — a point-of-care determination 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 assist 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 election 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 undergo data support on clinical decision-making among clinicians who achieve 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 exist able to improve their treatment to match that of expert subspecialists,” Waintraub and colleagues wrote. – by result Leiser

    For more information:

    Waintraub SE, et al. Can the cognitive computing system Watson for Oncology with Cota RWE assist oncologists deliver subspecialist-level care? Presented at: Chemotherapy Foundation Symposium; Nov. 7-9, 2018; unique 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 necessity for determination 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 headquarters at Hackensack University Medical Center, and colleagues aimed to assess whether Watson for Oncology with Cota RWE — a point-of-care determination 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 assist 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 election 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 undergo data support on clinical decision-making among clinicians who achieve 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 exist able to improve their treatment to match that of expert subspecialists,” Waintraub and colleagues wrote. – by result Leiser

    For more information:

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

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


    IBM, J.P. Morgan, and Others Build a unique Blockchain For trade | killexams.com existent questions and Pass4sure dumps

    IBM, Intel, J.P. Morgan and several other gargantuan banks are among those making a gargantuan ante on blockchain, the distributed transaction processing engine behind cryptocurrencies such as Bitcoin. The companies absorb 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 designation to the project, which will exist 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 effortless 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 assist create a distributed ledger to offer businesses privacy, confidentiality and accountability. In many cases when customers came to IBM considering something devotion Ethereum or Bitcoin, they are worried about their data being stored in the larger community. Even gargantuan banks are cautiously embracing blockchain, as opposed to Bitcoin.

    One of the options the Open Ledger Project tech provides is a way to confine the community of users who absorb 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 achieve the mining work required to generate a Bitcoin generates a transaction. There’s no velvet rope or possibility of a closed door.

    But to build blockchain for business, this factor of limiting participation was essential.

    “I don’t absorb a strong feeling on cryptocurrencies, but I absorb a strong feeling on the blockchain as a solution for contracts and supply chains and the internet of things, Cuomo says. “I believe Bitcoin is an inspiring 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 unique vehicle and, while signing the paperwork, the unique title is issued, her insurance is updated and the money transfers are moved to the usurp accounts, every before she drives the car off the lot. Because the technology will exist available through the Linux Foundation, developers at the DMV could find code for structure a title-tracking shroud chain and adjust it to their needs at a lower cost, than hiring specialists to build it for them.

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

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

    Companies involved likewise comprise 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 trade of technology.


    How Healthcare Content Marketing Can Transform Patient engagement | killexams.com existent 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 shove the boundaries of various interventions in an endless search to deal with health issues. At the same time, I’ve likewise had doctors accumulate annoyed at sources I’ve tapped into on healthcare topics where capable information was thin. Yet they didn’t absorb a better source for me to reference.

    Luckily for patients navigating everything from a baby’s first ear infection to habitual and terminal illnesses, healthcare content marketing is stepping up its game. With better information, patients are empowered in their own care, conscious of innovations in the field, and proactive about seeking solutions that meet their healthcare needs. notice 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 effectual 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 undergo it.

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

    Recently, a very capable doctor apportion 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 every 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 crash the news,” he said. “But you absorb a primary immunodeficiency. The capable advice is that it explains a lot of what you’ve gone through and that there are some treatments. But you’re likewise at very lofty risk for deadly infections, cancers, and more. Unfortunately, we’re out of time, but you near 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 accumulate to work.

    I’m a strategist at heart, so step one was to research this condition until I was as immediate to an expert as possible. Then, I could accumulate to fixing the situation as much as reality and modern medicine would allow. Clearly, I’m not lonely in this, and that’s one intuition why healthcare content marketing has the potential to build 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 tumble into this class. They cover testing and treatments, as well as diagnostic criteria. Every question I could believe of had a dedicated section.

    What does this diagnosis exist substantive for my fairly mobile lifestyle? Can I travel with the blood infusion treatments I necessity to remove regularly, and how achieve I address vaccines when my body doesn’t build titers? How on earth could I warrant this to a casual acquaintance or family member who knows limited about the subject? And how achieve 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 inquire were laid out for effortless perusal and later reference.

    Additional features on the site assist patients find specialists and accumulate specialized recommendation on insurance issues. Within a week of signing up, someone had contacted me to check if I needed assist 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 believe about digging deeper and exploring how other areas of the healthcare province 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 figure of content marketing. Yet the reality, of course, is that they sweep in helpfulness from your local chiropractor who blogs about his son’s sporting events (Hi, Dr. H!) to robust efforts to assist patients gain access to the latest research and treatments for specific conditions.

    MarketingProfs reports that just one-third of healthcare organizations absorb 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 absorb pellucid objectives and feedback loops. Otherwise, it’s difficult 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 character 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, lofty quality, and accessible to the mediocre user.

    One zone 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 spin 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 wholesome marathon runner who was diagnosed with lung cancer, to reinforce the notion that anyone with lungs can accumulate lung cancer—not just people who smoke or are in lofty risk occupations. Sharing these stories is powerful because it’s an identifiable way to share information, and it lets people know they’re not lonely with their own issues.

    The Challenges with Patient-Driven Healthcare Content

    One intuition many healthcare organizations are reserved in their content marketing is due to the lofty levels of regulation in the industry. HIPAA makes it difficult to share patient stories. lofty levels of accountability require endless rounds of review to build 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 awe of what she called “patients seeking Dr. Google” after someone used a blog she wrote about hormones as the basis of a DIY treatment arrangement 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 absorb doctors treating patients with tough conditions and getting Great results, but it might involve off-label usages of medication or getting to a flush of detail that they just don’t feel snug doing in writing, without knowing a patient’s entire history and, frankly, that person’s flush of capable decision-making.”

    She went on to say, “One of their integrative healthcare providers—an M.D.—wrote a fanciful blog post on dealing with the common cold. He looked at studies, recommended vitamins and even some promising products that he felt could exist helpful. By the time they were done with legal reviews and clinical reviews, his first nine tips had been struck and they were willing to let us maintain ‘wash your hands.’ near on! At that point, you absorb 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 assist patients in a meaningful way. Today’s patients are hungry for information. A 2018 survey from Ipsos of over 20,000 adults institute 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 likewise research treatments, diet and exercise, medications and OTC treatments, and even the reputations of specific doctors and hospitals.

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

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

    Subscribe to the Content Standard

    Featured image attribution: Priscilla du Preez



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