DOCSLIB.ORG

Interoute Enterprise Digital Transformation

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Interoute Enterprise Digital Transformation INTEROUTE ENTERPRISE DIGITAL TRANSFORMATION Your journey starts here David López Sales Director Interoute Iberia “Interoute... frequently innovate on their existing products and can be relied on for enterprise-class needs” “Interoute... helps customers design and deploy hybrid IT infrastructures that suit their unique requirements” INTEROUTE THE FOUNDATION FOR ENTERPRISE DIGITAL TRANSFORMATION The Enterprise Digital Platform Built to be the core network of Europe • Founded in 2002 • €2Bn Pan European fibre optic network • Relied on by 25 of the top 30 service providers in the world Interoute today External validation 2017 Magic Quadrant Critical Capabilities Managed Hybrid Cloud Hosting, For Network Services, Europe Pan European Interoute • ISO 9001 • ISO 14001 • OHSAS 18001 • ISO 20000 • ISO 22301 • ISO 27001 • PCI DSS (9 &12) • ISAE/SSAE (SOC1 & 2)3402 • BSI Grundschultz • FINMA • SSAE 16 TYPE II • CAS / DNSP (PSN) • UK G-Cloud (Official Sensitive) Gartner MQ Managed Hybrid Cloud Hosting, Europe, Gartner Critical Capabilities for Network Services, Pan June 2017 European. March 2017 • ITIL FRAMEWORK Some of our customers DIGITAL TRANSFORMATION Opportunities & Challenges Now is the time to look for opportunities that shift design, and redefine and revolutionise IT as a department to lead business rather than to be led by it. Transformation is company driven, but about people CTO/CIO/CEO • CTO/CIO/CEO – Transform the business – Greater flexibility – Driving ‘cloud first’ strategy • Infrastructure and Operations – 24/7/365 lights on – Operating legacy/core platforms – Governance – Business integration INFRASTRUCTURE • Developers AND DEVELOPERS DEVOPS – Building the evolution OPERATIONS – Driving towards DevOps – Natively cloud – Want the new Business frequently dictate technology choices • Vertically aligned application stacks Business requirement focussed on the departmental Operations Sales Marketing Accounts Logistics from each requirements department • Integration built where needed between stacks Application stack and In house Bespoke Shadow IT SalesShared Application • Common architecture under IT control business Application Application (not under IT) but parts elsewhere integration BUSINESS LED DRIVERSLED BUSINESS Underlying delivery On site model, VMWare / Colocation / Private Cloud 3rd Party Cloud hardware technology & provider MULTIPLE UNDERLYING ARCHITECTURES Not all platforms are cloud ready, or able to leave IT • Some services will always stay Office CoLo Cloud within the business • Critical Services, DHCP, Business sensitive Shared applications, Decisions need to be made over Delivering Print, Production services, Accounting, vendor supplied the methods of application delivery Applications Shared Services applications • Can platforms move, yet deliver the same or better performance? On site staff Centralised IT / 3rd Party • What services are ok to be outsourced? Operated by Centralised IT Managed provider How does horizontal integration work? Private Platform On Site servers Dedicated Public Cloud Cloud The Cloud provides new solutions, and challenges • The move to the cloud comes with four main routes: – Rehosting (lift & shift) – New platform, same design – Replatforming (lift & reshape) – New platform, updating design – Repurchasing (replace) – Entirely new platform / SaaS – Refactoring (rewriting) – Redevelop architecture for new platform • Each option has pros and cons, each with business drivers typically pushing on either application enhancement or cost savings Platform integration is key and needs to be managed • Compliance? Office Data Centre • 24/7 Control & Monitoring? • End to End Integration? Security Office ERP On IaaS CRM Apps Demand How much time is spent innovating? INNOVATE • Customer experience • Better value proposition • Product innovation • Supply chain enhancements • Operational improvements • User enhancement Insource if is your differential to the competition OPERATE • Platform operation • Commodity services and application services • 24/7 maintenance • Off the shelf enhancements • 3rd party services Outsource if no intrinsic differentiator to the business THE ENTERPRISE DIGITAL PLATFORM Delivering Business Change Enterprise Digital Platform The Enterprise Digital platform is entirely software Application Acceleration defined from customer site to virtual datacentre. Hybrid Edge Security Networking Our unique cloud fabric binds together the virtual data centre and network edge. Object Internet Storage Access Private SD-WAN Networks Connectivity Virtual Data Centre Cloud Block Storage Connections Global IaaS platform SDN Core Edge Compute Cloud Fabric Software defined global network Virtual Containers Machines Virtual Edge Appliances Software defined WAN & NFV Enterprise Digital Platform Application Acceleration Hybrid Edge Security Networking Object Internet Storage Access Private SD-WAN Networks Connectivity Virtual Data Centre Cloud Block Storage Connections Global IaaS platform SDN Core Edge Compute Virtual Containers Machines Virtual Appliances Enterprise Digital Platform Application Acceleration Hybrid Edge Security Networking Object Internet Storage Access Private SD-WAN Networks Connectivity Cloud Block Storage Connections SDN Core Edge Compute Cloud Fabric Software defined global network Virtual Containers Machines Virtual Appliances Enterprise Digital Platform Application Acceleration Hybrid Edge Security Networking Object Internet Storage Access Private SD-WAN Networks Connectivity Cloud Block Storage Connections SDN Core Edge Compute Virtual Containers Machines Virtual Edge Appliances Software defined WAN & NFV Enterprise Digital Platform The Enterprise Digital platform is entirely software Application Acceleration defined from customer site to virtual datacentre. Hybrid Edge Security Networking Our unique cloud fabric binds together the virtual data centre and network edge. Object Internet Storage Access Private SD-WAN Networks Connectivity Virtual Data Centre Cloud Block Storage Connections Global IaaS platform SDN Core Edge Compute Cloud Fabric Software defined global network Virtual Containers Machines Virtual Edge Appliances Software defined WAN & NFV 2017 Research THE CHALLENGES FACING EUROPEAN IT DECISION MAKERS ENGAGED IN DIGITAL BUSINESS TRANSFORMATION. A COMPARATIVE SURVEY OF KEY IT DECISION MAKERS ACROSS EUROPE. Research carried out independently by Coleman Parkes Research on behalf of Interoute in September 2017. The findings include feedback from 820 IT decision makers in organisations across Europe with an annual turnover of 200 million to five billion Euros. IT Decision Makers across Europe expect to see some degree of business growth over the next 12 months. Those in the Netherlands, Germany, Belgium and Italy are the most optimistic. Companies in Belgium have high growth Sector results follow the Business growth outlook for the next 12 months targets. This could be due to forecasts by same trend. Travel & the Belgian Central Bank that their economy transportation companies will grow faster than previously predicted. are the most optimistic. We expect to decline this year, so we are focused on investing in the business to target growth We expect to decline this year, so we are focused on maintaining a good margin Conservative, we expect marginal growth Ambitious, we have high growth targets 1% 0 0 0 1% 1% 0 0 3% 1% 7% 5% 4% 8% 8% 14% 10% 10% 7% 10% 12% 31% 32% 23% 28% 21% 34% 28% 36% 35% 80% 65% 65% 67% 63% 59% 62% 61% 54% 54% Total France Germany Denmark Italy Sweden Netherlands Belgium Switzerland UK Q.1. How would you describe your organisation's outlook for the next 12 months? Single-coded question Base: Total Respondents (820) France (81) Germany (82) Denmark (81) Italy (82) Sweden (81) Netherlands (81) Belgium (81) Switzerland (81) UK (170) Around 4 in 10 companies across all sectors (except Government) want their digital transformation efforts to drive new revenues and improve their competitive edge. Objectives for Digital Transformation Strategy - continued…. 38% 39% Total Software providers 41% Legal 38% Innovate - develop and drive a Financial services new revenue source to drive a competitive edge 38% Manufacturing & engineering Media & entertainment 42% Travel & transportation 38% Government 29% Q.3. What are the objectives of your Digital Transformation strategy? Multi-coded question Base: Total Respondents (820) Software providers (136) Legal (102) Financial services (128) Manufacturing & engineering (121) Media & entertainment (120) Travel & transportation (115) Government (98) Physical proximity is a key consideration when choosing a cloud provider. Consideration of physical proximity No Yes 4% 10% 6% 11% 11% 14% 14% 15% 12% 12% 96% 90% 94% 89% 89% 86% 86% 85% 88% 88% Total France Germany Denmark Italy Sweden Netherlands Belgium Switzerland UK Q.13. When it comes to putting applications in the cloud, do you consider the physical proximity of how close the application is to your customer? Single-coded question Base: Total Respondents (820) France (81) Germany (82) Denmark (81) Italy (82) Sweden (81) Netherlands (81) Belgium (81) Switzerland (81) UK (170) What is your approach to Digital Transformation? Interoute’s Enterprise Digital Platform bridges the worlds of legacy IT and agile software applications. Providing a comprehensive solution to the needs of the Digital enterprise. What can we help you build today? .
Load more

Recommended publications
  • With Interoute
    INTEROUTE ‘ From the Ground to the Cloud’ with Interoute Under the motto ‘From the Ground to the Cloud’, Interoute offers Connectivity, Communications and Computing services from their reliable and secure cloud platform. This platform consist of 15 data centres, 17 virtual data centres and one of Europe’s largest fibre optic networks and connects to all major business hubs across the globe. Interoute chose Minkels as supplier for their data centre in Amsterdam. An interview with Alex Loobeek (Manager Field Operations Interoute). UP AND RUNNING a connection between Amsterdam t Interoute, Alex Loobeek (Manager and Madrid, we can simply plug the Field Operations) is responsible customer into our local data centres. Afor among others the fibre optic We also provide network services on network in the Benelux. “This means that the fibre network. We link our global I constantly work on the management and network to local parties, for example expansion of the fibre network, but I’m KPN and Tele2 in the Netherlands and also responsible for the data centres and Telefónica in Spain.” the technical locations. Me and a team of engineers make sure that all facilities are DISTINCTION BY PRIVATE NETWORK always up and running – from cooling to Interoute’s private network creates a power. A must in this sector.” striking difference from the competition, according to Loobeek. “If a customer FROM HOSTING TO NETWORK buys hosting services from for example SERVICES Microsoft or Amazon Web Services, they Interoute provides its customers make use of the Internet. At Interoute we with Connectivity, Communications do not use an open network.
    [Show full text]
  • Technology and the Geography of the Foreign Exchange Market
    Working Paper Series Barry Eichengreen Cables, Sharks and Servers: Romain Lafarguette and Arnaud Mehl Technology and the Geography of the Foreign Exchange Market No 1889 / March 2016 Note: This Working Paper should not be reported as representing the views of the European Central Bank (ECB). The views expressed are those of the authors and do not necessarily reflect those of the ECB Abstract We analyze the impact of technology on production and trade in services, focusing on the foreign exchange market. We identify exogenous technological changes by the connection of countries to submarine fiber- optic cables used for electronic trading, but which were not laid for purposes related to the foreign exchange market. We estimate the impact of cable connections on the share of offshore foreign exchange transactions. Cable connections between local markets and matching servers in the major financial centers lower the fixed costs of trading currencies and increase the share of currency trades occurring onshore. At the same time, however, they attenuate the effect of standard spatial frictions such as distance, local market liquidity, and restrictive regulations that otherwise prevent transactions from moving to the major financial centers. Our estimates suggest that the second effect dominates. Technology dampens the impact of spatial frictions by up to 80 percent and increases, in net terms, the share of offshore trading by 21 percentage points. Technology also has economically important implications for the distribution of foreign exchange transactions across financial centers, boosting the share in global turnover of London, the world’s largest trading venue, by as much as one-third.
    [Show full text]
  • Interoute Telecommunications.Doc 8/11/2003 7:13 AM 1
    Interoute Telecommunications.doc 8/11/2003 7:13 AM 1 Telecommunications and Information Highways Interoute Telecommunications 1. SYNOPSIS Interoute is a privately owned pan-European telecommunications group. It offers a range of communication services to business customers, residential users and other carriers, operates its own international network with major switches in London and New York and continues to build national networks in selected countries. It has full operating licences and interconnect agreements in most major European countries. Interoute’s i-21 network is the largest in Europe today. Products and services include bandwidth, VPNs, high-speed internet access and transit, managed hosting, communications services and media streaming. Alcatel forced Interoute into liquidation in November 2002, but the company emerged from liquidation two weeks later following agreement with Alcatel. 2. COMPANY INFORMATION Exhibit 1 – Interoute at a glance Shareholders Private, majority owner - Fondation de Famille Sandoz CEO Alan Lowe Year Established 1995 Headquarters London • Belgium • Denmark • France • Germany • Ireland • Italy Branches • Netherlands • Portugal • Spain • Switzerland • United Kingdom • United States of America (Source: Paul Budde Communication, based on company data) Interoute is a privately owned pan-European telecommunications group. It offers a range of communication services to business customers, residential users and other carriers, operates its own international network with major switches in London and New York and continues to build national networks in selected countries. Interoute has more interconnects in the UK than any other carrier except BT and has full operating licences and interconnect agreements in most major European countries. In 2000, the group began constructing the i-21 network, the largest terrestrial and submarine fibre optic cable network in Europe.
    [Show full text]
  • Interoute FCC TOC Application 12-15-2020.Pdf
    Before the FEDERAL COMMUNICATIONS COMMISSION Washington, D.C. 20554 In the Matter of the Application of ) ) GTT Communications, Inc., ) Transferor, ) ) Interoute US LLC, ) IB File No. ITC-214 - _____________ Licensee ) ) IB File No. ITC-T/C-______________ and ) ) SCL File No. SCL-T/C-____________ Cube Telecom Europe BidCo Limited ) ) WC Docket No. 20- Transferee ) ) For Grant of Authority to Complete a Transfer ) of Control of a Company Holding International ) and Domestic Section 214 Authority Pursuant to ) Section 214 of the Communications Act of 1934, ) as Amended; to Transfer Control of a Company ) Holding a Submarine Cable Landing License; and ) For Grant of International Section 214 Authority ) JOINT APPLICATION GTT Communications, Inc. (“GTT”), Interoute US LLC (“Interoute”), and Cube Telecom Europe BidCo Limited, a limited company formed under the laws of England and Wales (“BidCo”),1 respectfully request authority, pursuant to Section 214 of the Communications Act of 1 As discussed more fully below, BidCo is ultimately controlled by ISQ Holdings, LLC, a Cayman Islands limited liability company (“ISQ Holdings”), with its equity indirectly owned by several investment funds ultimately controlled by ISQ Holdings (the “ISQ Funds”, as described more fully below). For purposes of this Application, ISQ Holdings, the ISQ Funds, and certain other affiliated entities described more fully below shall be referred to collectively herein as “I Squared.” 1 1934, as amended (the “Act”),2 and Sections 1.767, 63.03, 63.04 and 63.24 of the Federal Communications Commission’s (“Commission”) Rules,3 to transfer control of Interoute to BidCo (the “Application”).4 By this Application, and pursuant to Commission Rule 63.18,5 Interoute also requests Section 214 authority to provide international telecommunications services.6 As discussed in more detail below, the Applicants have entered into an agreement pursuant to which BidCo will acquire all of the issued and outstanding shares of Interoute resulting in a transfer of control of Interoute.
    [Show full text]
  • An Overview of the Use of Submarine Cable Technology by Uk Plc March 2006
    AN OVERVIEW OF THE USE OF SUBMARINE CABLE TECHNOLOGY BY UK PLC MARCH 2006 Reference to any specific commercial product, process or service by trade name, trademark, manufacturer, or otherwise, does not constitute or imply its endorsement, recommendation, or favouring by CPNI. The views and opinions of authors expressed within this document shall not be used for advertising or product endorsement purposes. To the fullest extent permitted by law, CPNI accepts no liability for any loss or damage (whether direct, indirect or consequential and including, but not limited to, loss of profits or anticipated profits, loss of data, business or goodwill) incurred by any person and howsoever caused arising from or connected with any error or omission in this document or from any person acting, omitting to act or refraining from acting upon, or otherwise using, the information contained in this document or its references. You should make your own judgement as regards use of this document and seek independent professional advice on your particular circumstances. Contents Executive summary............................................................................ 3 Scope and approach .......................................................................... 5 Definitions and abbreviations ........................................................... 7 Submarine cable infrastructure relating to UK................................ 9 Services connecting the UK ............................................................ 18 Security and resilience ...................................................................
    [Show full text]
  • Nber Working Paper Series Cables, Sharks and Servers
    NBER WORKING PAPER SERIES CABLES, SHARKS AND SERVERS: TECHNOLOGY AND THE GEOGRAPHY OF THE FOREIGN EXCHANGE MARKET Barry Eichengreen Romain Lafarguette Arnaud Mehl Working Paper 21884 http://www.nber.org/papers/w21884 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA 02138 January 2016, Revised April 2021 We are grateful to Mark Aguiar, Pol Antràs, Thorsten Beck, Geert Bekaert, Bruno Biais, Jérôme Busca, Estelle Cantillon, Giancarlo Corsetti, Alexander Duering, Torsten Ehlers, Benoît Geller, Jérôme Héricourt, Jean Imbs, Takatoshi Ito, Amit Khandelwal, Philip Lane, Istvan Mak, Guy- Charles Marhic, Philippe Martin, Martin Uribe, Frank Packer, Hashem Pesaran, Romain Rancière, Andrew Rose, Alan Taylor and Xavier Vives for comments and discussions, as well as to seminar participants at the ECB, Goethe University Frankfurt and USC Dornsife and to participants at the Clausen Center Conference on Global Economic Issues, Berkeley, and to the Cambridge-INET conference on the microstructure of the FX market for comments. We thank Ziqi Li for excellent research assistance. We are also grateful to Denis Pêtre and Philip Wooldridge for providing unpublished Bank for International Settlements data on offshore foreign exchange trading. The views expressed are those of the authors and do not necessarily reflect those of the ECB, the Eurosystem, the IMF, or the National Bureau of Economic Research. NBER working papers are circulated for discussion and comment purposes. They have not been peer-reviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications. © 2016 by Barry Eichengreen, Romain Lafarguette, and Arnaud Mehl. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source.
    [Show full text]
  • Scn Projectedition No
    SCN PROJECTEDITION NO. UPDATES 194 AugustSubCableNe 2018ws.com SCN SubCableNews.com The Global Information Newsletter for the Whole Submarine Cable Industry EDITORIAL Welcome to the August 2018 issue of SubCableNews. – Issue No. 194 Finally, this month Google has an- nounced its “own” transatlantic ca- ble, called Dunant, connecting Virginia Beach with the French West Coast. Rumours were existing for a while. Now we will wait for Facebook to have its turn – yes also tran- satlantic and also from the US to France. Maybe this is only a rumour… The Interconnector market was shaken up when the recently completed Western Link project was reporting a fault already, prior to the start of operations. This month the inter array cabling of several offshore wind farms in Europe were completed. Two new inter array cable contracts for the Northwestern 2 Offshore Wind Farm and the Hornsea Project Two were awar- ded to Prysmian. At the Subsea EMEA, SubCableNews took the opportunity to interview Mike Holland, Connectivity Segment Director, Interxion. You can read the complete interview in our special report section. You will also find a presentation of the successful implemen- ted ACE Connect concept from Mike Conradi, Partner at DLA Piper in the special report section. As usual, you will find the latest news about Offshore Wind Farms, Interconnectors, submarine telecom, wave and tidal systems in this issue. Enjoy reading the Newsletter. LIVING STONE The Editor Eckhard Bruckschen DP3 CABLE INSTALLATION & MULTIPURPOSE VESSEL Page 1 SCN TABLE OF CONTENTS SubCableNews.com PROJECT UPDATE EUROPE Norway: Equinor Gets PSA Nod to Power Johan Sverdrup from Shore P.
    [Show full text]
  • Telecommunications for Business Foreword
    A User’s Guide Forfás is the state policy advisory and co-ordination board for industrial development and science & technol- ogy in Ireland. It is the body through which powers are delegated to Enterprise Ireland for the promotion of indigenous development and to IDA Ireland for the promotion of inward investment. Among its functions are advising the Minister for Enterprise, Trade and Employment on matters relating to the devel- opment of industry in the State and the promotion of science and technology for economic and social devel- opment. Forfás works closely with bodies established by Government to consider specific issues critical to economic performance and job creation. These include the National Competitiveness Council, the Irish Council for Science, Technology and Innovation and its Technology Foresight Taskforce and the Expert Group on Future Skills Needs. Forfás provides secretariat and research support for these bodies. Because of the increasing importance of telecommunications for the development of the enterprise sector, Forfás has in recent years undertaken work in the area in consultation with Government departments, the development agencies, telecommunications operators and businesses. Advanced investment in broadband was identified as critical to future economic growth in Forfás’ long term strategy ‘Shaping Our Future – A Strategy for Enterprise in Ireland in the 21st Century’. Forfás has published three allied reports: ‘Telecommunications in Ireland’ (1994), ‘Telecommunications and Enterprise: Building and Investing for the Future’ (1996) and ‘Broadband Telecommunications Investment in Ireland’ (1998). Forfás also worked with the National Competitiveness Council in the production of the document ‘Statement on Telecommunications: A Key Factor in Electronic Commerce and Competitiveness’ published in November 1998.
    [Show full text]
  • 2020 Annual Report
    Qualys, Inc. 2020 Annual Report Proxy Statement Qualys, Inc. 2021 Proxy Statement [THIS PAGE INTENTIONALLY LEFT BLANK] QUALYS, INC. 919 East Hillsdale Boulevard, 4th Floor Foster City, California 94404 NOTICE OF ANNUAL MEETING OF STOCKHOLDERS To Be Held at 11:00 a.m. Pacific Daylight Time on Wednesday, June 9, 2021 TO THE HOLDERS OF COMMON STOCK OF QUALYS, INC.: As part of our continuing precautions regarding the coronavirus (COVID-19), the 2021 Annual Meeting of Stockholders of Qualys, Inc., a Delaware corporation, will be held solely by means of remote communication on Wednesday, June 9, 2021, at 11:00 a.m. Pacific Daylight Time. Stockholders may participate in the meeting only by logging in at: www.virtualshareholdermeeting.com/QLYS2021 Stockholders will be able to listen to the meeting live, vote and submit questions. There will be no physical location for stockholders to attend the meeting. Proxy Statement The annual meeting will be held for the following purposes as more fully described in the accompanying proxy statement: 1. To elect two Class III directors to serve until the 2024 annual meeting of stockholders or until their successors are duly elected and qualified; 2. To ratify the appointment of Grant Thornton LLP as our independent registered public accounting firm for our fiscal year ending December 31, 2021; 3. To approve, on an advisory and non-binding basis, the compensation of our named executive officers as described in the proxy statement; 4. To approve the Qualys, Inc. 2021 Employee Stock Purchase Plan and its material terms; and 5. To transact such other business as may properly come before the meeting or any adjournments or postponements thereof.
    [Show full text]
  • GCHQ Cable Radioactivity Chart. Dec 5, 2014 by Paul Dietrich I Have Done
    GCHQ Cable radioactivity chart. Dec 5, 2014 By Paul Dietrich I have done analysis of the published documents relating to GCHQ's bulk cable tapping and have come up with a a little chart scoring the cables by “radioactivity,” in other words, how much bad GCHQ juju is going on with them. I scored one point for each of the following factors: • A secret codename mentioned in connection with a cable ◦ One additional point for “the codename is all we know” • References to “egress” • Connections in Bude, Porthcurno or Goonilly • Connections to Cyprus, where there is a GCHQ Spy base associated with TEMPORA • Connections to Oman, where there is an additional base. • The presence of an SRT, (Sensitive Relationship Team), associated with the cable. I subtracted one point for each of the following factors: • Its presence in the “no current access” table. • It was low capacity cable. The hottest cable turned out to be SeaMeWe-3, since it connects UK to both Cyprus and Oman, has multiple codenames associated with it (NUMDAH 2 and NUMDAH 3). It is with some trepidation that I publish this chart. It comes with a long list of caveats, and is by no means to be interpreted as a list of “safe” cables. The data covers only the GCHQ's access from the period of 2009, and forecasts to 2011, and a slide dated August of 2012 states that access to “light” has increased 7000% in the last five years. It is old data and getting older, many of the “safe” cables are likely tapped, and possibly even some of the “hot” cables are no longer so.
    [Show full text]
  • Developing an Explanatory Model for the Firm Investments in Submarine Optic Telecommunication Cables
    Developing an explanatory model for the firm investments in submarine optic telecommunication cables A case study of the investment behaviour to the Netherlands and Spain R. Kamerling Developing an explanatory model for the firm investments in submarine optic telecommunication cables A case study of the investment behaviour to the Netherlands and Spain by Rens Kamerling Student number: 4097408 in partial fulfilment of the requirements for the degree of Master of Science in Complex Systems Engineering and Management at the Delft University of Technology, to be defended publicly on 05/06/2018 Graduation committee Chair: Prof. Dr. B.A. Van de Walle, Faculty of TPM, section Policy Analysis First supervisor: Dr. A.F. Correljé, Faculty of TPM, section Economics of Technology and Innovation Second supervisor: Dr. M.L.C. de Bruijne, Faculty of TPM, section Multi-Actor Systems External supervisor: R. N. Barker, MSc. Ministry of Economic Affairs and Climate Policy of the Netherlands, department Telecom market ii Acknowledgements This thesis is the final deliverable for the completion of the Master program Complex Systems Engineering and Management (Before: Systems Engineering, Policy Analysis and Management). It is the end result of my research at the Ministry of Economic Affairs and Climate Policy of the Netherlands and the Delft University of Technology. This work is intended for everyone who is interested in the investment behavior of firms in submarine communication cables. Writing this Master Thesis proved to be challenging in terms of effort, persistence and knowledge. I would not have been able to complete this document without the help of a number of people, both personally and professionally.
    [Show full text]
  • Just Married for Many Alumni and Their Same-Sex Partners, Getting to “I Do” Has Meant a Long Trek Through a Shifting Legal Landscape
    Telling the Whole Story The Real Thing Meaningful Wins The illicit antiquities Producer Max Weissman ’89 Enlisting fantasy football trade examined carves a niche in reality TV to aid charity The Magazine of Haverford College FALL 2014 Just Married For many alumni and their same-sex partners, getting to “I do” has meant a long trek through a shifting legal landscape. Their stories tell the larger tale of the struggle for marriage equality. 6 16 Editor Contributing Writers DEPARTMENTS Eils Lotozo Charles Curtis ’04 Jason Felch 2 Inbox Associate Editor Sam Fox ’14 4 View from Founders Rebecca Raber Lini Kadaba Giving Back Editor Natalie Pompilio 5 Haverford in Season Emily Weisgrau Alison Rooney Anne E. Stein 6 Main Lines Class News Editor 16 Academix Alison Rooney Contributing Photographers Thom Carroll Graphic Design Stephen Faust 26 Ford Games Tracey Diehl, Kelly Gavin 29 History Lesson Eye D Communications Dan Z. Johnson Brad Larrison 30 Mixed Media Assistant Vice President for Michael Paras College Communications Abi Reimold 39 Roads Taken and Not Taken Chris Mills ’82 Sarah Tew 63 Giving Back/Notes From Vice President for the Alumni Association Institutional Advancement Ann West Figueredo ’84 69 Class News/Obituaries 89 Then and Now On the cover: Brianne Mahoney ’02 (right) with wife Lisa Bennett at their wedding in 2008. Photo by Karen Leaf Photography. Back cover photo: From the 1955 Record. Courtesy of Haverford College Archives. Haverford magazine is printed on recycled paper that contains 30% post-consumer waste fiber. fall 2014 46 Remembering Tom Kessinger ‘63: 1941-2014 88 FEATURES 36 INTERVIEW: An Alumna’s Return 46 Telling the Whole Story Spanish major Ann West Figueredo ’84 went on to an A new exhibit looks at how a collection of ancient M.B.A.
    [Show full text]