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HW&Co. Landscape Industry Reader Template
TECHNOLOGY, MEDIA, & TELECOM QUARTERLY SOFTWARE SECTOR REVIEW │ 3Q 2016 www.harriswilliams.com Investment banking services are provided by Harris Williams LLC, a registered broker-dealer and member of FINRA and SIPC, and Harris Williams & Co. Ltd, which is authorised and regulated by the Financial Conduct Authority. Harris Williams & Co. is a trade name under which Harris Williams LLC and Harris Williams & Co. Ltd conduct business. TECHNOLOGY, MEDIA, & TELECOM QUARTERLY SOFTWARE SECTOR REVIEW │ 3Q 2016 HARRIS WILLIAMS & CO. OVERVIEW HARRIS WILLIAMS & CO. (HW&CO.) GLOBAL ADVISORY PLATFORM CONTENTS . DEAL SPOTLIGHT . M&A TRANSACTIONS – 2Q 2016 KEY FACTS . SOFTWARE M&A ACTIVITY . 25 year history with over 120 . SOFTWARE SECTOR OVERVIEWS closed transactions in the . SOFTWARE PRIVATE PLACEMENTS last 24 months OVERVIEW . SOFTWARE PUBLIC COMPARABLES . Approximately 250 OVERVIEW professionals across seven . TECHNOLOGY IPO OVERVIEW offices in the U.S. and . DEBT MARKET OVERVIEW Europe . APPENDIX: PUBLIC COMPARABLES DETAIL . Strategic relationships in India and China HW&Co. Office TMT CONTACTS Network Office UNITED STATES . 10 industry groups Jeff Bistrong Managing Director HW&CO. TECHNOLOGY, MEDIA & TELECOM (TMT) GROUP FOCUS AREAS [email protected] Sam Hendler SOFTWARE / SAAS INTERNET & DIGITAL MEDIA Managing Director [email protected] . Enterprise Software . IT and Tech-enabled . AdTech and Marketing . Digital Media and Content Services Solutions Mike Wilkins . Data and Analytics . eCommerce Managing Director . Infrastructure and . Data Center and . Consumer Internet . Mobile [email protected] Managed Services Security Software EUROPE Thierry Monjauze TMT VERTICAL FOCUS AREAS Managing Director [email protected] . Education . Fintech . Manufacturing . Public Sector and Non-Profit . Energy, Power, and . Healthcare IT . Professional Services . Supply Chain, Transportation, TO SUBSCRIBE PLEASE EMAIL: Infrastructure and Logistics *[email protected] SELECT RECENT HW&CO. -
AWS Analytics Modernization Modernize Your Big Data Platform with AWS Analytics Services
AWS Analytics Modernization Modernize Your Big Data Platform with AWS Analytics Services Jay Elango Analytics Specialist Architect © 2021, Amazon Web Services, Inc. or its Affiliates. Topics • Challenges associated with on-premises Hadoop Big Data Platform • New realities facing the organizations • Lake house architecture on AWS • Value in move to managed service with AWS EMR • EMR Migration Programs • Customer examples © 2021, Amazon Web Services, Inc. or its Affiliates. Challenges with on-premises Hadoop Big Data platform © 2021, Amazon Web Services, Inc. or its Affiliates. Compute and storage grow together • Storage grows along with compute Tightly coupled • Compute requirements vary Tightly coupled © 2021, Amazon Web Services, Inc. or its Affiliates. Replication adds to cost • Data is replicated several times • Typically only in one data center 3x © 2021, Amazon Web Services, Inc. or its Affiliates. Under utilized or Scarce resources 120 Re-processing 100 Weekly peaks 80 Steady state 60 40 20 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 © 2021, Amazon Web Services, Inc. or its Affiliates. Contention for the same resources Compute Memory bound bound © 2021, Amazon Web Services, Inc. or its Affiliates. Separation of resources creates data silos Team A © 2021, Amazon Web Services, Inc. or its Affiliates. Limited on Fast Following Application Versions With a monolithic cluster, there may be dependencies of downstream applications that impact the inability to upgrade versions. By not upgrading, organizations could be limiting innovation. • Large Scale Transformation: Map/Reduce, Hive, Pig, Spark • Interactive Queries: Impala, Spark SQL, Presto • Machine Learning: Spark ML, MxNet, Tensorflow • Interactive Notebooks: Jupyter, Zeppelin • NoSQL: HBase © 2021, Amazon Web Services, Inc. -
Digital Twin: Values, Challenges and Enablers
1 Digital Twin: Values, Challenges and Enablers Adil Rasheed1;4, Omer San2 and Trond Kvamsdal3;4 Abstract—A digital twin can be defined as an adaptive model enable convergence between the physical and virtual states. of a complex physical system. Recent advances in computational According to the authors in [5], digital twins represent real pipelines, multiphysics solvers, artificial intelligence, big data objects or subjects with their data, functions, and communi- cybernetics, data processing and management tools bring the promise of digital twins and their impact on society closer to cation capabilities in the digital world. reality. Digital twinning is now an important and emerging Although the first mention of the word digital twin can be trend in many applications. Also referred to as a computational traced back to only the year 2000 when Grieves mentioned it in megamodel, device shadow, mirrored system, avatar or a syn- the context of manufacturing, without a formal mention, sev- chronized virtual prototype, there can be no doubt that a digital twin plays a transformative role not only in how we design and eral industries and organizations had been exploiting the idea operate cyber-physical intelligent systems, but also in how we at varying levels of sophistication. Some examples of these advance the modularity of multi-disciplinary systems to tackle are the log of patients health information and history tracking, fundamental barriers not addressed by the current, evolutionary online operation monitoring of process plants, traffic and logis- modeling practices. In this work, we review the recent status tics management, dynamic data assimilation enabled weather of methodologies and techniques related to the construction of digital twins. -
Because Sustainability
Change Making Simplified Addressing technology- business transformation in the COVID-era Contents Foreword 03 Thriving on Data 36 Applying TechnoVision 73 Leveraging data and algorithms as an asset to Introduction 04 increase the "Corporate IQ". A Few More Things 84 TechnoVision and COVID-19 06 Process on the Fly 43 TechnoVision 2020 Team 88 Building, managing, and running processes that Simplify 11 match the dynamics of the digital outside world. About Capgemini 90 You Experience 50 Being Architects of Positive Futures 15 Creating seamless user experiences for decisive, Overview of TechnoVision 18 magical moments. We Collaborate 57 Invisible Infostructure 22 Tapping into the power of the connected and Evolving the IT Infrastructure into the simple, collaborative "everything". pluggable utility it was always supposed to be. Design for Digital 64 Applications Unleashed 29 Overarching design principles to be followed and Liberating the legacy application landscape and checked throughout the journey of becoming a unleashing the next generation of powerful, agile, Technology Business. cloud-based apps. Invisible Infostructure Applications Unleashed Thriving on Data Process on the Fly You Experience We Collaborate Design for Digital Applying TechnoVision Special Foreword Patrick Nicolet Group Executive Board Member and Group CTO “Future Thinking, Change Making” businesses to operate, retailers to sell and companies to deliver. While The theme of this edition is ‘Simplify’ because, in a world where data the value of traditional ‘safe’ commodities has dropped exponentially, seems to overwhelm us all, we recognize that technology should It’s a sobering thought that, only a few months ago, when we were the popularity of technology and technological companies has soared aim to make the lives of consumers, colleagues and citizens easier. -
Top 10 Best Practices for Successful Multi-Cloud Management
best practices for successful Top 10 multi-cloud management How the multi-cloud world is changing the face of IT Top 10 best practices for successful Overview multi-cloud management A multi-cloud world is quickly becoming the new normal for many enterprises. But embarking on a cloud journey and managing cloud-based services across multiple providers can seem overwhelming. Even the term multi-cloud can be confusing. Multi-cloud is not the same as hybrid cloud. The technical definition of hybrid cloud is an environment that includes traditional data centers with physical servers, private cloud with virtualized servers as well as public cloud provisioned by service providers. Quite often, multi-cloud simply means that an organization uses multiple public clouds from many vendors to deliver its IT services. In other words, organizations can have a multi-cloud without having a hybrid cloud, or they can have a multi-cloud as part of a hybrid cloud. When an organization’s users take the initiative to adopt infrastructure and solutions from different cloud vendors, challenges emerge. Each new cloud service comes with its own tools that can increase complexity. Multi-cloud environments require new management solutions to optimize performance, control costs and secure complicated mixes of applications and environments, regardless of whether they are inside the data center or in the cloud. Today, IT users have a choice. Corporate IT departments know that if they don’t react, they may find themselves irrelevant. As a result, they are moving away from the capital investment model of IT—in which standing up a data center was essential—to assembling a catalog of IT services available from CSPs. -
Headless CMS Breathes New Life Into “Content Anywhere”
Insight Brief Headless CMS Breathes New Life into “Content Anywhere” By: Connie Moore Content Is Everywhere Silicon Valley constantly ushers in technologies and Anywhere for creating new content types for various delivery in Today’s Organization channels, such as Alexa, Twitter feeds, Facebook media, YouTube clips, CCTV film, drone footage, Although pundits declare that we are immersed in 3-D models, wearable output, biometrics output, a world of big data, the sheer volume and velocity voice recognition content, podcasts, IM texts, and at which digital content is created, consumed, so forth. Although YouTube, Twitter, and Facebook updated, and stored throughout organizations are utterly familiar today, they were once among is at an all-time high, validating the age-old the cacophony of emerging technologies waiting expression“content is king.” Content, in its many to go viral. Even today, the next new “whatever” is established and evolving forms, has been king, is jostling in the mix, vying to become the next really king, and will be king for the foreseeable future, big, new thing. making it imperative to anticipate and plan new Who can say with certainty what content approaches to deliver the customer experience challenges will arise within the next year, much and produce, manage, and govern increasingly less the next five years? But it is still possible diversified and complex content. to assume a certain growth rate for content in the organization and to ensure that the content management architecture is flexible, adaptive, and well-positioned to handle new challenges and scale Sponsored by for more content. DIGITAL CLARITY GROUP | © 2017 | [email protected] Headless CMS Breathes New Life into “Content Anywhere” | 1 Planning for growth, new expectations, and communication, the contact center, and more. -
The Bay Area-Silicon Valley and India Convergence and Alignment in the Innovation Age Project Lead Sponsors
June 2019 The Bay Area-Silicon Valley and India Convergence and Alignment in the Innovation Age Project Lead Sponsors Project Supporting Sponsors ABOUT THE BAY AREA COUNCIL ECONOMIC INSTITUTE Since 1990, the Bay Area Council Economic Institute and the state, including infrastructure, globalization, has been the leading think tank focused on the science and technology, and health policy. It is guided economic and policy issues facing the San Francisco by a Board of Advisors drawn from influential leaders in Bay Area-Silicon Valley, one of the most dynamic regions the corporate, academic, non-profit, and government in the United States and the world’s leading center sectors. The Institute is housed at and supported by for technology and innovation. A valued forum for the Bay Area Council, a public policy organization that stakeholder engagement and a respected source of includes hundreds of the region’s largest employers information and fact-based analysis, the Institute is a and is committed to keeping the Bay Area the trusted partner and adviser to both business leaders world’s most competitive economy and best place and government officials. Through its economic and to live. The Institute also supports and manages the policy research and its many partnerships, the Institute Bay Area Science and Innovation Consortium (BASIC), addresses major factors impacting the competitiveness, a partnership of Northern California’s leading scientific economic development and quality of life of the region research laboratories and thinkers. Contents Executive Summary ...................................................4 CHAPTER 6 Information Technology: Upward Mobility .............51 Introduction ...............................................................7 Government Initiatives ............................................. 54 CHAPTER 1 Trends ...................................................................... 55 India’s Economy: Poised for Takeoff .........................9 The Bay Area-IT Connection Shifts ........................ -
Market Vista™: Q2 2016
Market Vista™: Q2 2016 April-June 2016 Copyright © 2016 Everest Global, Inc. We encourage you to share these materials internally within your company and its affiliates. In accordance with the license granted, however, sharing these materials outside of your organization in any form—electronic, written, or verbal—is prohibited unless you obtain the express, prior, and written consent of Everest Global, Inc. It is your organization’s responsibility to maintain the confidentiality of these materials in accordance with your license of them. EGR-2016-8-R-1857 Our research offerings for global services Market Vista™ Global services tracking across functions, sourcing models, locations, and service Custom research capabilities providers – industry tracking reports also available Benchmarking | Pricing, delivery model, skill portfolio BFSI1 Information Technology PricePoint™ Peer analysis | Scope, sourcing models, BFSI1 Business Process Finance & Accounting locations Healthcare & Life Sciences ITS Procurement Locations | Cost, skills, sustainability, portfolio – plus a tracking tool Healthcare & Life Sciences BPS Human Resources Tracking services | Service providers, Application & Digital Recruitment & Talent Acquisition locations, risk Cloud & Infrastructure Contact Center Other | Market intelligence, service Global Sourcing Service Optimization Technologies provider capabilities, technologies, contract assessment Locations Insider™ Transaction Intelligence Subscription information This report is included in the following subscription(s) – Market Vista™ Corporate Headquarters Office: +1-214-451-3000 In addition to published research, a subscription may include analyst inquiry, data cuts, [email protected] and other services European Headquarters Office: +44-207-129-1318 If you want to learn whether your organization has a subscription agreement or [email protected] request information on pricing and subscription options, please contact us 1 Banking, financial services, and insurance Copyright © 2016, Everest Global, Inc. -
Scalable Iot Platforms
Institute of Architecture of Application Systems University of Stuttgart Universitätsstraße 38 D–70569 Stuttgart Masterarbeit Scalable IoT Platforms Stefan Hill Course of Study: Software Engineering Examiner: Prof. Dr. Marco Aiello Supervisor: Dr. Dipl.-Inf. Ilche Georgievski Commenced: November 2, 2018 Completed: June 3, 2019 Abstract In today’s world the internet is connecting not only people but things. The computing concept of the ”Internet of Things (IoT)”describes the idea to connect everyday physical objects to the internet. IoT platforms provide the backbone for applications in areas like Smart Home, Connected Vehicles and Industrial IoT. In this thesis, we explore the question of the best IoT platform with a focus on reliability, scalability and heterogeneity. To answer this question, we search the market for IoT platforms, prototypes and proposals, examine them based on our comparison model and rate the platforms in a five star system. The criteria for the parts of the comparison model include replication, availability, authentication and authorization, encryption, security incidents and audits, development and market longevity for reliability, hosting, Edge and Fog Computing, limits of the infrastructure and network and load balancing for scalability, device restrictions, messaging and device protocols, programming languages and flexibility for heterogeneity as well as usability, pricing models and unique selling points. We discover that most criteria do not differ in the used technologies or algorithms, but iftheyis implemented or not. Despite there is a low level of standardization, most criteria is implemented in a similar way across the platforms. The overall best rated platform is Microsoft Azure IoT Hub with 4.25 out of 5.0 stars, followed by IBM Watson IoT (3.88 stars). -
It's Time for a Unified Information Strategy
Scaling Knowledge Management: IT’S TIME FOR A UNIFIED INFORMATION STRATEGY Sponsored by Authored by Joe McKendrick, Lead Analyst Scaling Knowledge Management: It’s Time for a Unified Information Strategy Authored by Joe McKendrick, Lead Analyst To succeed in today’s diverse digital economy, Real-World Challenges with enterprises need to proactively and effectively create, store and deliver content. Doing so means Knowledge Management superior customer experience, enhanced employee While a knowledgebase may exist in a digital productivity, and stronger partnerships. A format, its reach and relevance may be severely knowledge-driven enterprise needs to provide impeded if it cannot be scaled to meet new managers, knowledge workers and line employees requirements or grow with the organization. all the information they need, at the moment they Today’s enterprises are adding and expanding need it, to respond to customer and market digital channels and processes, reaching new needs—to support product design, product global markets, and innovating at a blinding maintenance, information systems management, pace. A knowledge management solution and software creation. However, much of this needs to be able to expand and meet this information—in the form of documentation, accelerating pace. messaging, graphics, video files, audio files, and Ongoing surveys by KMWorld find that transactional data—is locked away in silos and embedding knowledge management into the within diverse applications across organizations, day-to-day work at enterprises is top of mind. The requiring inordinate amounts of time and treatment of KM as a standalone function resources to locate. continues to be the issue that concerns respondents While information from all these sources is the most, along with a related concern, siloed critical to business success, the chaos continues to information systems. -
The Industrial Internet Platform Brief
The Industrial Internet Platform NOVEMBER 2016 The Industrial Internet Platform Table of Contents The Industrial Internet of Things Opportunity . 4 Challenges . 4 Predix . 5 Why a software platform? . 6 Why in the cloud? . 6 Why at the edge? . 6 Why move today? . 6 Delivering outcomes that matter . 7 A Comprehensive, Edge-to-Cloud Platform . 8 Edge—Distribute and run analytics to maximize outcomes . 8 Predix Machine . 9 Predix Connectivity . 10 Predix EdgeManager . 11 Cloud—Run industrial workloads in a managed, gated community . 11 Gated industrial community . 11 Built on Cloud Foundry . 11 GE managed points-of-presence . 11 Capacity on-demand . 11 Enhanced security controls . 11 Essential Industrial Services That Support The Unique Needs of Industry . 12 Modeling assets . 12 Data capture, processing, and management . 13 Turning insights into outcomes with analytics . 13 Building contextually relevant user experiences . 15 Mobility for always-on . 16 Geospatial intelligence for enhanced insights . 17 Brownfield integration . 17 Predix: The Industrial Internet Platform 2 Developing Smarter to Innovate Faster . 18 Microservices as building blocks . 18 Continuous development using DevOps . 18 Operating an applications business . 19 Understanding usage for developers . 19 Building a subscription business . 19 Industrial-Grade Security that Builds End-to-End Trust . 20 Governance and certification . 20 Platform hardening . 20 Secure industrial apps . 21 Continuous monitoring . 21 Meet the Digital Twin—Digital representation of the physical -
Cloud Adoption the Definitive Guide to a Business Technology Revolution
THETHE WHITEWHITE BOOKBOOK OF...OF... Cloud Adoption The definitive guide to a business technology revolution shaping tomorrow with you THE WHITE BOOK OF… Cloud Adoption Contents Acknowledgments 4 Preface 5 1: What is Cloud? 6 2: What Cloud Means to Business 10 3: CIO Headaches 16 4: Adoption Approaches 22 5: The Changing Role of the Service Management Organisation 42 6: The Changing Role of The Enterprise Architecture Team 46 7: The Future of Cloud 50 8: The Last Word on Cloud 54 Cloud Speak: Key Terms Explained 57 Acknowledgments In compiling and developing this publication, Fujitsu is very grateful to the members of its CIO Advisory Board. Particular thanks are extended to the following for their contributions: l Neil Farmer, IT Director, Crossrail l Nick Gaines, Group IS Director, Volkswagen UK l Peter Lowe, PDCS Change & Transformation Director, DWP l Nick Masterson-Jones, CIO, Travelex Global Business Payments With further thanks to our authors: l Ian Mitchell, Chief Architect, UK and Ireland, Fujitsu l Stephen Isherwood, Head of Infrastructure Services Marketing, UK and Ireland, Fujitsu For more information on the steps to cloud computing, go to: http://uk.fujitsu.com/cloud If you would like to further discuss with us the steps to cloud computing, please contact: [email protected] ISBN: 978-0-9568216-0-7 Published by Fujitsu Services Ltd. Copyright © Fujitsu Services Ltd 2011. All rights reserved. No part of this document may be reproduced, stored or transmitted in any form without prior written permission of Fujitsu Services Ltd. Fujitsu Services Ltd endeavours to ensure that the information in this document is correct and fairly stated, but does not accept liability for any errors or omissions.