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Q International Business Machines Corporation
Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, DC 20549 FORM 10 - Q QUARTERLY REPORT PURSUANT TO SECTION 13 or 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE QUARTER ENDED JUNE 30, 2017 1-2360 (Commission file number) INTERNATIONAL BUSINESS MACHINES CORPORATION (Exact name of registrant as specified in its charter) New York 13-0871985 (State of incorporation) (IRS employer identification number) Armonk, New York 10504 (Address of principal executive offices) (Zip Code) 914-499-1900 (Registrant’s telephone number) Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section l3 or l5(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes _ No Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes _ No Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act. -
About the Author
ABOUT THE AUTHOR Dr. Arvind Sathi is the World Wide Communication Sector archi- tect for big data at IBM® . Dr. Sathi received his Ph.D. in business administration from Carnegie Mellon University and worked under Nobel Prize winner Dr. Herbert A. Simon. Dr. Sathi is a seasoned professional with more than 20 years of leadership in information management architecture and delivery. His primary focus has been in creating visions and roadmaps for advanced analytics at lead- ing IBM clients in telecommunications, media and entertainment, and energy and utilities organizations worldwide. He has con- ducted a number of workshops on big data assessment and roadmap development. Prior to joining IBM, Dr. Sathi was a pioneer in d eveloping k nowledge-based solutions for CRM at Carnegie Group. At BearingPoint, he led the development of enterprise integration, master data man- agement (MDM), and operations support systems / business support systems (OSS/BSS) solutions for the communications market, and also developed horizontal solutions for communications, fi nancial services, and public services. At IBM, Dr. Sathi has led several infor- mation management programs in MDM, data security, business intel- ligence, advanced analytics, big data, and related areas, and provided strategic architecture oversight to IBM’s strategic accounts. He has also delivered a number of workshops and presentations at industry con- ferences on technical subjects, including MDM and data architecture, 202 ABOUT THE AUTHOR and he holds two patents in data masking. His fi rst book, Customer Experience Analytics , was released by MC Press in October 2011, and his second book, Big Data Analytics , was released in October 2012. -
Interconnect 2017 IBM Watson Iot Journey
IBM Watson IoT InterConnect Journey Map 2017 March 19 – 23 MGM Grand & Mandalay Bay Las Vegas, Nevada It all adds up! This is the conference you cannot afford to miss. 3 2/17/2017 The most influential thinkers, leaders, and innovators will join Ginni Rometty and IBM’s greatest minds to show you everything you need to know about cloud. Amy Wilkinson Bruce Schneier Dr. Sabine Hauert Mike McAvoy Prof Nick Jennings CEO of Ingenuity, Professor at Security Expert and CTO, President and Co-Founder President and CEO – Onion, Inc., CB FREng, Stanford Business School, Resilient of Robohub.org, Asst. Prof in EVP of Sales – Fusion Media Vice-Provost (Research), Author of The Creator's Code Robotics at Univ of Bristol Group (FMG) Imperial College London Adrian Gropper Don Tapscott Wayne Brady Daniel Hoffman Robert S. Mueller III, Former MD CTO, Patient Privacy Co-author, Emmy Winning Actor, Singer, Former Intelligence Officer, CIA Director, FBI and Partner, Rights Foundation Blockchain Revolution Dancer, Comedian, and WilmerHale Cyberbullying Activist 4 Asset Management Keynotes & Sessions This guide provides the comprehensive view of Asset Management journey at 2017 InterConnect. Review the complete sessions and build your personalized agenda with the Watson Sessions Expert Tool. Asset Management Keynotes & Sessions Time Session Title Location Sunday, March 19 Facilities Management Maximo Users Group 13:00 - 13:30 IAB-4388 Facilities MUG: Facilities Management Maximo User Group Business Meeting Mandalay Bay North, Level 0-South Pacific D 13:30 - 14:15 -
IBM Virtualization Engine Platform Version 2 Technical Presentation Guide
Front cover IBM Virtualization Engine Platform Version 2 Technical Presentation Guide Describes the Virtualization Engine management collection components Describes the Virtual resources for all IBM ^ servers Provides slides with speaker notes Jim Cook Christian Matthys Takaki Kimachi EunYoung Ko Ernesto A Perez Edelgard Schittko Laurent Vanel ibm.com/redbooks International Technical Support Organization IBM Virtualization Engine Platform Version 2 Technical Presentation Guide March 2006 SG24-7112-00 Note: Before using this information and the product it supports, read the information in “Notices” on page vii. First Edition (March 2006) This edition applies to the IBM Virtualization Engine Version 2.1 © Copyright International Business Machines Corporation 2006. All rights reserved. Note to U.S. Government Users Restricted Rights -- Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. Contents Notices . vii Trademarks . viii Preface . ix The team that wrote this redbook. .x Become a published author . xii Comments welcome. xii Chapter 1. Introduction to the Virtualization Engine platform . 1 1.1 The IBM Systems Agenda . 2 1.2 From Web services to the On Demand Operating Environment. 5 1.3 The On Demand Operating Environment architecture details. 10 1.4 Standards: from OGSI to WSDM . 13 1.5 The Virtualization Engine platform . 20 1.6 Virtual resources . 24 1.7 The Virtualization Engine management collection . 26 1.8 What is new with the Virtualization Engine Version 2 . 28 1.9 The Virtualization Engine Version 2 products offerings . 31 1.10 Virtualization: topology and terminology . 35 1.11 Management servers: the supported operating systems . 37 1.12 Managed servers: the supported operating systems . -
DB2 10 for Z/OS – a Smarter Database for a Smarter Planet How to Have a Happy DB2 CM
DB2 10 for z/OS – A Smarter Database for a Smarter Planet How to Have a Happy DB2 CM Day Triton Consulting The Royal 25 Bank Plain Norwich NR2 4SF Tel: 0870 241 1550 Fax: 0870 241 1549 email:[email protected] Introduction A lot has been said, written and presented regarding the many benefits and enhancements offered by DB2 10 for z/OS. Many DB2 sites are in the process of building cost cases to get management approval for the upgrade, or working with the business to agree implementation dates to minimise application impact. Other customers are deliberately building a delay into their implementation plans in order to allow the DB2 10 codebase to further mature before committing themselves. Whatever the reason, many of you are looking at dates for the initial upgrade to DB2 10 Conversion Mode (CM) that are many months, perhaps even years, away. That delay can sometimes be frustrating from a technical perspective, but there is a significant amount of preparation work you can be doing well in advance of “CM Day” for any given DB2 environment. This article outlines the major opportunities for preparation in advance of the move to DB2 10 Conversion Mode. Some of these changes require a full or partial outage, but if you are able to implement all or most of them as part of your routine maintenance activities, you will greatly reduce the risk and the elapsed time of the actual upgrade process - especially important if you are considering a skip-release upgrade from DB2 V8 to DB2 10. -
CA SOLVE:FTS Installation Guide
CA SOLVE:FTS Installation Guide Release 12.1 This Documentation, which includes embedded help systems and electronically distributed materials, (hereinafter referred to as the “Documentation”) is for your informational purposes only and is subject to change or withdrawal by CA at any time. This Documentation may not be copied, transferred, reproduced, disclosed, modified or duplicated, in whole or in part, without the prior written consent of CA. This Documentation is confidential and proprietary information of CA and may not be disclosed by you or used for any purpose other than as may be permitted in (i) a separate agreement between you and CA governing your use of the CA software to which the Documentation relates; or (ii) a separate confidentiality agreement between you and CA. Notwithstanding the foregoing, if you are a licensed user of the software product(s) addressed in the Documentation, you may print or otherwise make available a reasonable number of copies of the Documentation for internal use by you and your employees in connection with that software, provided that all CA copyright notices and legends are affixed to each reproduced copy. The right to print or otherwise make available copies of the Documentation is limited to the period during which the applicable license for such software remains in full force and effect. Should the license terminate for any reason, it is your responsibility to certify in writing to CA that all copies and partial copies of the Documentation have been returned to CA or destroyed. TO THE EXTENT PERMITTED BY APPLICABLE LAW, CA PROVIDES THIS DOCUMENTATION “AS IS” WITHOUT WARRANTY OF ANY KIND, INCLUDING WITHOUT LIMITATION, ANY IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NONINFRINGEMENT. -
Education for a Smarter Planet: the Future of Learning CIO Report on Enabling Technologies
Front cover Education for a Smarter Planet: The Future of Learning CIO Report on Enabling Technologies Redguides for Business Leaders Dr. Jim Rudd Christopher Davia Patricia Sullivan Guidance to aid CIOs in strategic investment efforts The value of consumer IT, open platforms, and cloud computing in the future of education Practical examples of how enabling technologies are used today Introduction This IBM® Redguide™ publication is a supplement to the Future of Learning: Executive Insights Report. It provides an in-depth investigation into three enabling technologies and provides actionable guidance to aid CIO strategic and investment planning efforts. Specifically it discusses the value and role of consumer IT, open technologies, and cloud computing in the future of education. In addition, this guide provides real-world examples of the how these technologies work. This guide includes the following topics: Executive overview Exploring the technologies that enable the educational continuum Consumer IT Open platforms Cloud computing Creating Education for a Smarter Planet A roadmap for enabling a future vision Other resources for more information © Copyright IBM Corp. 2009. All rights reserved. 1 Executive overview Over the next decade, educational institutions will face significant change, transforming their relationships with students, teachers, and the workers of tomorrow. Signposts for the future are already visible, signaling significant changes to all segments of education as well as to their funders. These five signposts, which are technology immersion, personalized learning paths, knowledge skills, global integration, and economic alignment, are rapidly converging to produce a new and transformative paradigm that we call the educational continuum. This continuum dissolves the traditional boundaries between academic levels, education providers, and economic development initiatives to provide a single system for life-long learning, skills development, and workforce training. -
Smarter Planet” Business Strategy? Understanding How Data and Systems Are Used and Are Interconnected
Chapter 2 Case Assignment: David Plotkowski 000415004 1. What is IBM’s “ Smarter Planet” business strategy? Understanding how data and systems are used and are interconnected. As a forward thinking company and wise use of market orientation, IBM has the means to collect and analyze this data and understand how the world works along with all the available intelligence and continues to improve and provide tools an services and systems to improve living, communicating, educating, and healthy growth. From a marketing perspective, the IBM strategy focuses data technology and bringing together contrasting systems for the benefit of benefit its customers, the organization, its stakeholders, and society at large. How does this strategy relate to IBM’s mission and values? IBM continues to hold its 3 core values over a 100-year timespan regardless of changes in strategy or expression. The three core values are dedication to every client’s success, trust and personal responsibility in all relationships, and innovation that matters, for our company and the world. The Smarter Planet strategy easily defines and supports the core values. As people, devices and things connect, IBM sought through their core values to pull together the vast amounts of information to build better interconnectivity and defined their “Smarter Planet” strategy to benefit the world at large. The vision and foresight to embrace a need for interconnectivity provide new marketing opportunity for the “globally integrated enterprise.” IBM also has sold off other lines of business to focus on the core competencies, which kept them both competitive and well known over the past 100 years. -
Q1 Business Update
Q1 Business Update This presentation has been prepared by Animoca Brands Corporation Limited (“AB1”) as a summary only, and does not contain all information about AB1’s assets and liabilities, financial position and performance, profits and losses, prospects, and the rights and liabilities attaching to AB1’s securities. Some of the statements contained in this report are forward looking statements. Forward looking statements include but are not limited to, statements concerning AB1’s business plans, expected costs, and expected revenues, and other statements which are not historical facts. When used in this presentation, and in other published information of AB1’s, the words such as “aim”, “could”, “estimate”, “expect”, “intend”, “may”, “potential”, “should” and similar expressions are forward-looking statements. Although AB1 believes that its expectations reflected in the forward-looking statements are reasonable, such statements involve risk and uncertainties and no assurance can be given that actual results will be consistent with these forward-looking statements. AB1 does not purport to give financial or investment advice. No account has been taken of the objectives, financial situation or needs of any recipient of this presentation. Recipients of this presentation should carefully consider whether the securities issued by AB1 are an appropriate investment for them in light of their personal circumstances, including their financial and taxation position. Company Highlights Global developer and publisher of ASX AB1 mobile games with a portfolio of 358 titles, 130 million downloads, and an Share price $0.16 average of nearly 8 million monthly Shares on issue 118.3 million active users in Q1 2015. Market cap. -
IBM Infosphere
Software Steve Mills Senior Vice President and Group Executive Software Group Software Performance A Decade of Growth Revenue + $3.2B Grew revenue 1.7X and profit 2.9X + $5.6B expanding margins 13 points $18.2B$18.2B $21.4B$21.4B #1 Middleware Market Leader * $12.6B$12.6B Increased Key Branded Middleware 2000 2006 2009 from 38% to 59% of Software revenues Acquired 60+ companies Pre-Tax Income 34% Increased number of development labs Margin globally from 15 to 42 27% 7 pts Margin 2010 Roadmap Performance Segment PTI Growth Model 12% - 15% $8.1B$8.1B 21% 6 pts • Grew PTI to $8B at a 14% CGR Margin • Expanded PTI Margin by 7 points $5.5B$5.5B $2.8B$2.8B ’00–’06’00–’06 ’06–’09’06–’09 Launched high growth initiatives CGRCGR CGRCGR 12%12% 14%14% • Smarter Planet solutions 2000 2006 2009 • Business Analytics & Optimization GAAP View © 2010 International Business Machines Corporation * Source: IBM Market Insights 04/20/10 Software Will Help Deliver IBM’s 2015 Roadmap IBM Roadmap to 2015 Base Growth Future Operating Portfolio Revenue Acquisitions Leverage Mix Growth Initiatives Continue to drive growth and share gain Accelerate shift to higher value middleware Capitalize on market opportunity * business • Middleware opportunity growth of 5% CGR Invest for growth – High growth products growing 2X faster than rest of • Developer population = 33K middleware Extend Global Reach – Growth markets growing 2X faster than major markets • 42 global development labs with skills in 31 – BAO opportunity growth of 7% countries Acquisitions to extend -
Xerox University Microfilms
INFORMATION TO USERS This material was produced from a microfilm copy of the original document. While the most advanced technological means to photograph and reproduce this document have been used, the quality is heavily dependent upon the quality of the original submitted. The following explanation of techniques is provided to help you understand markings or patterns which may appear on this reproduction. 1.The sign or "target" for pages apparently lacking from the document photographed is "Missing Page(s}". If it was possible to obtain the missing page(s) or section, they are spliced into the film along with adjacent pages, This may have necessitated cutting thru an image and duplicating adjacent pages to insure you complete continuity. 2. When an image on the film is obliterated with a targe round black mark, it is an indication that the photographer suspected that the copy may have moved during exposure and thus cause a blurred image. You will find a good image of the page in the adjacent frame. 3. When a map, drawing or chart, etc., was part of the material being photographed the photographer followed a definite method in "sectioning" the material. It is customary to begin photoing at the upper left hand corner of a large sheet and to continue photoing from left to right in equal sections with a small overlap. If necessary, sectioning is continued again — beginning below the first row and continuing on until complete. 4. The majority of users indicate that the textual content is of greatest value, however, a somewhat higher quality reproduction could be made from "photographs" if essential to the understanding of the dissertation. -
The Massachusetts-Israel Economic Impact Study
The Massachusetts-Israel Economic Impact Study 2016 Edition: The Boston-Israel Power Partnership An expanding relationship that generates revenue, jobs, and investment for the benefit of both economies Boston Tel Aviv June 2016 Prepared for the New England-Israel Business Council With support from CJP of Greater Boston Based on research by Stax, Inc. With additional research by TAMID @ Boston University by David Goodtree Table of Contents » Executive Summary ....................................................................................................... 4 » Israeli Innovation Is a Major Driver of the Massachusetts Economy ............................4 » About the Title of This Whitepaper .....................................................................................5 » Israeli Entrepreneurs Choose Boston To Build Global Businesses ..................... 6 » Boston is a Gateway for Israel to U.S. and Global Markets ............................................6 » Revenue ...................................................................................................................................7 » Jobs ...........................................................................................................................................8 » Capital ......................................................................................................................................8 » Acquisitions .............................................................................................................................10