1- PAUL LASEWICZ: This Is an Oral History Interview
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Think Journey Business and AI Campus
Think Journey Business and AI Campus March 19–March 22 Mandalay Bay Convention Center Las Vegas Think is the flagship IBM® conference built to help enhance or jumpstart your journey to AI and the cloud. Forty-thousand of the world’s most inspiring innovators, leaders and thinkers will be in attendance; gathering to learn how AI can solve business challenges, and to discuss the current state of the art and the future possibilities of AI. Think is IBM’s only conference in 2018, and it will be your last chance until Think 2019 to learn how to make the most of AI for your business. 1 Table of Contents Top seven things to know about AI, Watson™ and Think 2018 03 Access to Watson expertise and leadership 03 Think week at-a-glance 04 Watson clients and partners 04 Entertainment at Think 04 Watson Primer 05 Watson at Work Activations 06 Future of the Call Center in Augmented Reality 07 With Watson Studio 08 The eight sessions everyone should attend 09 Watson tech talks for beginners to experts 11 Client sessions not to be missed 13 Think Campus Map 20 Watson Campus Map 20 IBM Events mobile app 21 Transportation 21 Think Journey | Business and AI Campus 2 Top seven things to know about AI, Watson and Think 2018 1. Be the first to hear about the newest Watson AI products and solutions to be unveiled at Think 2. Attend one of 50+ client-led sessions to learn about projects with Watson 3. Develop or evolve your AI strategy and business case in hands-on sessions with IBM AI experts 4. -
Proceedings of the Rexx Symposium for Developers and Users
SLAC-R-95-464 CONF-9505198-- PROCEEDINGS OF THE REXX SYMPOSIUM FOR DEVELOPERS AND USERS May 1-3,1995 Stanford, California Convened by STANFORD LINEAR ACCELERATOR CENTER STANFORD UNIVERSITY, STANFORD, CALIFORNIA 94309 Program Committee Cathie Dager of SLAC, Convener Forrest Garnett of IBM Pam Taylor of The Workstation Group James Weissman Prepared for the Department of Energy under Contract number DE-AC03-76SF00515 Printed in the United States of America. Available from the National Technical Information Service, U.S. Department of Commerce, 5285 Port Royal Road, Springfield, Virginia 22161. DISTRIBUTION OF THIS DOCUMENT IS UNLIMITED ;--. i*-„r> ->&• DISCLAIMER This report was prepared as an account of work sponsored by an agency of the United States Government. Neither the United States Government nor any agency thereof, nor any of their employees, make any warranty, express or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or usefulness of any information, apparatus, product, or process disclosed, or represents that its use would not infringe privately owned rights. Reference herein to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise does not necessarily constitute or imply its endorsement, recommendation, or favoring by the United States Government or any agency thereof. The views and opinions of authors expressed herein do not necessarily state or reflect those of the United States Government or any agency thereof. DISCLAIMER Portions -
Z/OS Resilience Enhancements
17118: z/OS Resilience Enhancements Harry Yudenfriend IBM Fellow, Storage Development March 3, 2015 Insert Custom Session QR if Desired. Agenda • Review strategy for improving SAN resilience • Details of z/OS 1.13 Enhancements • Enhancements for 2014 Session 16896: IBM z13 and DS8870 I/O Innovations for z Systems for additional information on z/OS resilience enhancements. © 2015 IBM Corporation 3 SAN Resilience Strategy • Clients should consider exploiting technologies to improve SAN resilience – Quick detection of errors – First failure data capture – Automatically identify route cause and failing component – Minimize impact on production work by fencing the failing resources quickly – Prevent errors from impacting production work by identifying problem links © 2015 IBM Corporation 4 FICON Enterprise QoS • Tight timeouts for quicker recognition of lost frames and more responsive recovery • Differentiate between lost frames and congestion • Explicit notification of SAN fabric issues • End-to-End Data integrity checking transparent to applications and middleware • In-band instrumentation to enable – SAN health checks – Smart channel path selection – Work Load Management – Autonomic identification of faulty SAN components with Purge-Path-Extended – Capacity planning – Problem determination – Identification of Single Points of Failure – Real time configuration checking with reset event and self description • No partially updated records in the presence of a failure • Proactive identification of faulty links via Link Incident Reporting • Integrated management software for safe switching for z/OS and storage • High Integrity, High Security Fabric © 2015 IBM Corporation 5 System z Technology Summary • Pre-2013 Items a) IOS Recovery option: RECOVERY,LIMITED_RECTIME b) z/OS 1.13 I/O error thresholds and recovery aggregation c) z/OS message to identify failing link based on LESB data d) HCD Generation of CONFIGxx member with D M=CONFIG(xx) e) Purge Path Extended (LESB data to SYS1.LOGREC) f) zHPF Read Exchange Concise g) CMR time to differentiate between congestion vs. -
Building the Cognitive Enterprise: Nine Action Areas Deep Dive
Research Insights Building the Cognitive Enterprise: Nine Action Areas Deep Dive This Deep Dive document is the in- depth version. For an abridged version, please read, “Building the Cognitive Enterprise: Nine Action Areas, Core Concepts.” Building the Cognitive Enterprise | 1 Mark Foster Senior Vice President IBM Services and Global Business Services Introduction A new era of business reinvention is dawning. Organizations are facing an unprecedented convergence of technological, social, and regulatory forces. As artificial intelligence, blockchain, automation, Internet of Things, 5G, and edge computing become pervasive, their combined impact will reshape standard business architectures. The “outside-in” digital transformation of the past decade is giving way to the “inside-out” potential of data exploited with these exponential technologies. We call this next-generation business model the Cognitive Enterprise™. 2 | Building the Cognitive Enterprise Table of contents Executive summary 3 Introduction to the Cognitive Enterprise 4 Chapter 1 Market-making Business Platforms 11 – Double down on “Big Bets” 15 – Create a new business blueprint 19 – Orchestrate compelling change 22 – Action guide 25 Chapter 2 Intelligent Workflows 26 – Embed exponential technologies 31 – Drive value from data 37 – Deploy through hybrid multicloud 39 – Action guide 42 Chapter 3 Enterprise Experience and Humanity 43 – Elevate human-technology partnerships 47 – Cultivate smart leadership, skills, and culture 51 – Perform with purposeful agility 55 – Action guide 58 Chapter 4 New way of building: Garage 59 Conclusion A new way to grow, a new way to compete 64 Related IBM Institute for Business Value studies 65 Notes and sources 66 Executive summary | 3 Executive summary The impact of the convergence of multiple exponential ever-clearer strategic bets that they are placing. -
Changeman ZMF Administrator's Guide
ChangeManZMF Administrator’s Guide © Copyright 2001-2019 Micro Focus or one of its affiliates. The only warranties for products and services of Micro Focus and its affiliates and licensors (“Micro Focus”) are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. Micro Focus shall not be liable for technical or editorial errors or omissions contained herein. The information contained herein is subject to change without notice. Contains Confidential Information. Except as specifically indicated otherwise, a valid license is required for possession, use or copying. Consistent with FAR 12.211 and 12.212, Commercial Computer Software, Computer Software Documentation, and Technical Data for Commercial Items are licensed to the U.S. Government under vendor's standard commercial license. Product version: 8.2 Patch 2 Publication date: September 2019 Table of Contents Welcome to ChangeMan® ZMF. 9 Guide to ChangeMan ZMF Documentation. 9 ChangeMan ZMF Documentation Suite . 9 Using the Manuals . 11 Searching the ChangeMan ZMF Documentation Suite. 11 Using the ISPF Interface . 13 Description of the ISPF Interface. 13 Using Online Help . 13 Typographical Conventions . 14 Notes . 14 Chapter 1 Introduction . 15 Global Administrator . 16 Application Administrator . 16 Security Administrator . 16 ChangeMan ZMF Monitor . 17 General Administrator . 17 Chapter 2 What is ChangeMan ZMF? . 19 Change Package . 20 Impact Analysis . 20 Checkout . 20 Staging. 21 Audit . 21 Recompile and Relink . 22 Freeze . 22 Promotion . 23 Approval . 23 Production Installation . 23 Baseline Libraries and Delta Decks. 24 Backout Management Facilities . 24 Emergency Changes. 24 ChangeMan ZMF Life Cycle . 24 Chapter 3 Pre-Implementation Decisions . -
PART I: People & Strategy
By Ken Luskin [email protected] October 28, 2014 PART I: People & Strategy The Brilliance of Steve Jobs was in building a team of geniuses Virtually everyone in the world knows that Steve Jobs was the driving force behind the success of Apple. Unfortunately, few of them understand that without the team of technical gurus Jobs assembled, his visions would not have become reality. Without a Microprocessor Brain, the iPhone would not exist Inside every “smart” computing device is a microprocessor, considered the brains of the device. When Jobs was creating what is now known as the iPhone, he needed a special microprocessor, which could make it through the day without draining the battery. Jobs first approached Intel, the company that was supplying the microprocessors for the entire MAC line. Intel was not interested in supplying a relatively low cost mobile chip, because the bean counters and FAB guys had no vision. So, Jobs built a team of top mobile microproprocessor engineers, licensed the ARM architecture, and created a chip that became the brains of the iPhone and iPad. Apple buys P.A. Semiconductor in 2008 to keep Apple’s microprocessors on the cutting edge With this acquisition Apple received a group of highly innovative engineers, including ex AMD employee Jim Keller. From a VentureBeat article: “Keller spearheaded the development of Apple’s custom mobile processors — including the A4 in the iPhone 4, the A5 in the iPhone 4S and iPad 2, and the A5X in the new iPad — all of which have managed to keep Apple’s mobile devices on the cutting edge. -
John Backus (1924–2007) Inventor of Science’S Most Widespread Programming Language, Fortran
NEWS & VIEWS NATURE|Vol 446|26 April 2007 OBITUARY John Backus (1924–2007) Inventor of science’s most widespread programming language, Fortran. John Backus, who died on 17 March, was developed elsewhere around the same time, a pioneer in the early development of however, Speedcoding produced programs IBM/AP computer programming languages, and was that were uneconomically slow. subsequently a leading researcher in so- Backus proposed to his manager the called functional programming. He spent his development of a system he called the entire career with IBM. Formula Translator — later contracted to Backus was born on 3 December 1924 in Fortran — in autumn 1953 for the model Philadelphia, and was raised in Wilmington, 704 computer, which was soon to be Delaware. His father had been trained as a launched. The unique feature of Fortran was chemist, but changed careers to become a that it would produce programs that were partner in a brokerage house, and the family 90% as good as those written by a human became wealthy and socially prominent. As a programmer. Backus got the go-ahead, and child, Backus enjoyed mechanical tinkering was allocated a team of ten programmers and loved his chemistry set, but showed for six months. Designing a translator that little scholastic interest or aptitude. He was produced efficient programs turned out to be sent to The Hill School, an exclusive private a huge challenge, and, by the time the system high school in Pottstown, Pennsylvania. was launched in April 1957, six months had His academic performance was so poor that become three years. -
Understanding the Motivations for Business to Create Shared Value 18 Case Studies 3
3 Understanding the Motivations for Business to Create Shared Value 18 Case Studies 3 Understanding the Motivations for Business to Create Shared Value 18 Case Studies Introduction - a Mix of Motivations for All but Organised in the Primary In this section, there are 18 case studies listing companies from Hong Kong and around the world who are embracing business for good. This is a snapshot of different types of activities, not a comprehensive analysis. The write-ups are based on interviews that the Consulting Team conducted mainly in the third and fourth quarter of 2019. Since this study is interested in what motivates businesses to do good, this section has been organised around three broad categories, based on our research and the interviews. The three categories are 1) New business opportunities 2) Leadership and 3) External influence. In reality,there are a variety of drivers that are driving these companies to behave differently, not just one. We have clustered the cases around the primary driver to do good. This categorisation should not be viewed in a strict sense - rather the motivations are interlinked and not mutually exclusive. New Business Opportunities Whilst Transforming Society This section lists companies who are primarily motivated by finding a new business opportunity, at the same time as tackling a societal challenge. 53 Hong Kong Broadband Network Purposeful Profits HKSAR “Under the goal of Making Hong Kong a Better Place to Live, HKBNers share a strong collective alignment of interest, and are extra passionate to deliver products, services and outcomes that are always great for our stakeholders and Hong Kong’s communities. -
POV – Watson Privacy, Compliance, & Security
POV – Watson Privacy, Compliance, & Security “Every organization that develops or uses AI, or hosts or processes data, must do so responsibly and transparently. Companies are being judged not just by how we use data, but by whether we are trusted stewards of other people’s data. Society will decide which companies it trusts.” -Ginni Rometty, IBM Chairman, President, and CEO Table of contents: • Scope • Introduction • Data privacy: What is it and how to do it • Compliance & regulations • Security • Frequently asked questions Scope The scope of this document is the IBM Watson services running on IBM Cloud. The document does not address other IBM or client offerings with Watson in their names (e.g., Watson Health), or services that are not in the AI part of the IBM Cloud catalog. Nor does it address any third-party services showing up under AI in the IBM Catalog. Introduction The ability of artificial intelligence (AI) to transform vast amounts of complex, ambiguous information into insights has the potential to reveal long-held secrets and solve some of the world’s most enduring problems. It can help doctors treat disease, predict the weather, and manage the global economy. It is an undeniably powerful tool. And like all powerful tools, great care must be taken in its development and deployment. To reap the societal benefits of artificial intelligence, we will first need to trust it. We have created a system of best practices that guide the management of Watson; a system that includes contracts and disclosures that help foster full transparency; a strategy that reflects our compliance efforts with existing legislation and policy; third-party certifications and security testing by third parties to validate the best practices; and a framework that provides for privacy and personal data protection. -
Speaker Bios
SPEAKER BIOS Speaker: Nilanjan Banerjee, Associate Professor, Computer Science & Electrical Engineering, UMBC Topic: Internet of Things/Cyber-Physical Systems Nilanjan Banerjee is an Associate Professor at University of Maryland, Baltimore County. He is an expert in mobile and sensor systems with focus on designing end-to-end cyber-physical systems with applications to physical rehabilitation, physiological monitoring, and home energy management systems. He holds a Ph.D. and a M.S. in Computer Science from the University of Massachusetts Amherst and a BTech. (Hons.) from Indian Institute of Technology, Kharagpur. Speaker: Keith Bowman, Dean, College of Engineering & Information Technology (COEIT), UMBC Topics: Welcoming Remarks and Farewell and Wrap Keith J. Bowman has begun his tenure as the new dean of UMBC’s College of Engineering and Information Technology (COEIT). He joined UMBC on August 1, 2017, from San Francisco State University in California, where he served as dean of the College of Science and Engineering since 2015. Bowman holds a Ph.D. in materials science from the University of Michigan, and B.S. and M.S. degrees in materials science from Case Western Reserve University. Prior to his role at SFSU, he held various positions at the Illinois Institute of Technology and Purdue University. At the Illinois Institute of Technology, he was the Duchossois Leadership Professor and chair of mechanical, materials, and aerospace engineering. In Purdue University’s School of Materials Engineering, he served as a professor and head of the school. He also held visiting professorships at the Technical University of Darmstadt in Germany and at the University of New South Wales in Australia. -
Quintessential Quotes (PDF, 118KB)
QUINTESSENTIAL QUOTES The IBM Corporate Archives contains among its holdings many of the preserved words -- and, by extension, the philosophy and wisdom -- of the company’s chairmen and chief executives. As this body of work is both very large and widely distributed among several collections, it is not feasible to make all of it available to researchers at one time and in one place. Instead, we offer in the pages that follow just a small sampling of statements and comments which personify some of the people who have led IBM since 1914. An index on pages 21 and 22 lists authors and subjects. 2412QQ02 2 Thomas J. Watson, Sr. ! What every business needs is more people who think. ! A man is known by the company he keeps; a company is known by the men it keeps. ! The IBM spirit, the IBM heart and the IBM language were the same in all tongues and in all countries. ! It is better to aim at perfection and miss it than to aim at imperfection and hit it. ! Good management means good organization. ! A manager should regard his position as one that gives him a splendid opportunity to render assistance. ! Every manager’s first duty is to help the men under his direction. ! Knowledge creates enthusiasm. ! Teaching is of no value unless somebody learns what is being taught. ! The forces that produce success are manpower and brain-power. ! Education is the foundation of our progress. ! Your success will be determined by the manner in which you use the tools you have been given to work with. -
2 9215FQ14 FREQUENTLY ASKED QUESTIONS Category Pages Facilities & Buildings 3-10 General Reference 11-20 Human Resources
2 FREQUENTLY ASKED QUESTIONS Category Pages Facilities & Buildings 3-10 General Reference 11-20 Human Resources 21-22 Legal 23-25 Marketing 26 Personal Names (Individuals) 27 Predecessor Companies 28-29 Products & Services 30-89 Public Relations 90 Research 91-97 April 10, 2007 9215FQ14 3 Facilities & Buildings Q. When did IBM first open its offices in my town? A. While it is not possible for us to provide such information for each and every office facility throughout the world, the following listing provides the date IBM offices were established in more than 300 U.S. and international locations: Adelaide, Australia 1914 Akron, Ohio 1917 Albany, New York 1919 Albuquerque, New Mexico 1940 Alexandria, Egypt 1934 Algiers, Algeria 1932 Altoona, Pennsylvania 1915 Amsterdam, Netherlands 1914 Anchorage, Alaska 1947 Ankara, Turkey 1935 Asheville, North Carolina 1946 Asuncion, Paraguay 1941 Athens, Greece 1935 Atlanta, Georgia 1914 Aurora, Illinois 1946 Austin, Texas 1937 Baghdad, Iraq 1947 Baltimore, Maryland 1915 Bangor, Maine 1946 Barcelona, Spain 1923 Barranquilla, Colombia 1946 Baton Rouge, Louisiana 1938 Beaumont, Texas 1946 Belgrade, Yugoslavia 1926 Belo Horizonte, Brazil 1934 Bergen, Norway 1946 Berlin, Germany 1914 (prior to) Bethlehem, Pennsylvania 1938 Beyrouth, Lebanon 1947 Bilbao, Spain 1946 Birmingham, Alabama 1919 Birmingham, England 1930 Bogota, Colombia 1931 Boise, Idaho 1948 Bordeaux, France 1932 Boston, Massachusetts 1914 Brantford, Ontario 1947 Bremen, Germany 1938 9215FQ14 4 Bridgeport, Connecticut 1919 Brisbane, Australia