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India and Australia pump $12.7 million into AI, quantum computing and robotics renewing their cyber and crit – Business Insider India

Maybe the next time can have hologram of your excellency, here in Australia You have always been a pioneer in the area of technology for India, and today is another good example of that, Australian Prime Minister Scott Morrison told Indias Prime Minister Narendra Modi during the virtual summit interaction.

The new four-year agreement includes a corpus of $12.7 million to fund research and development for Indian and Australian businesses and researchers that will help both countries improve their cyber resilience.

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She explained that the cyber and critical technology partnership ties into the countries' endeavour to create a cyber-resilient Indo-Pacific region that is open, free and rules-based.

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The two countries also plan on exploring the possibility of launching the Indian RuPay Card in Australia.

SEE ALSO:India and Australia sign defence deal to support a 'stable' and 'rules-based' Indo-Pacific region

India and Australia ink landmark defence pact after Modi-Morrison online summit

China responds to Modi-Trump conversation there is no need for any third party to interveneAdvertisement

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Spain’s CaixaBank Teams With IBM Services to Accelerate Cloud Transformation and Innovation in the Financial Services – AiThority

Red Hat OpenShift and AI engaged to help the bank to roll out new digital offerings delivering enhanced customer experiences

CaixaBank, a leading financial institution inSpainandPortugal, serving more than 15.5 million customers, has announced an agreement with IBM Servicesto help accelerate its hybrid cloud journey and continue their work to increase the banks capability to develop innovative, digital-first solutions to enhance client experiences.

CaixaBank will leverage IBM Cloud Pak for Applications running on Red Hat OpenShift to manage workloads and applications across its overall cloud infrastructure. The bank also agreed to continue to work with IBM in their joint innovation center to apply advanced technologies like AI, and additionally explore quantum computing and blockchain solutions. The companies will continue to seek to co-create new solutions for the banking industry with a goal to help quickly process a large number of transactions in an open, secure and scalable environment while delivering improved customer experiences.

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With a key focus on technological innovation for the industry, CaixaBank isSpainsleading digital financial services provider, serving more than 6.5 million digital clients. CaixaBank is also one of the pioneering banks in the application of artificial intelligence for financial services, developing one of the first virtual banking assistants created inEurope. Built with IBM Watson, the AI-based virtual assistant manages more than 1.5 million client conversations each month, handling a spectrum of tasks such as helping bank employees quickly obtain relevant detailed information about new client offerings and quickly assisting mobile customers via chat with day-to-day queries. This approach frees up employee time to focus on serving customers.

IBM has been a strategic technology provider for CaixaBank since 2011. Along with renewing their existing relationship, the recent agreements are also focused on accelerating innovation and digital transformation, while also strengthening the longtime collaboration between IBM and the bank, chaired byJordi Gualand CEOGonzalo Gortzar.

Our company, the leader in digital customers inSpain, has renewed our relationship with IBM to allow us to continue innovating and transforming the way we interact with our customers, said Gonzalo Gortzar, CaixaBanks CEO. By strengthening and expanding the collaboration with a company that is a global model in innovation for the finance industry, we will accelerate, even further, our digital capabilities to continue developing innovative projects and services.

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IBM is bringing its deep financial services industry experience to help generate long term value to CaixaBank and its clients. By leveraging IBM Cloud Pak for Applications, CaixaBank can modernize and create applications with increased agility and security while addressing compliance requirements within a hybrid cloud environment.

We are pleased to be on this digital transformation journey with CaixaBank, an innovation leader in the banking industry, said Juan Zufiria, Senior Vice President, Global Technology Services. With this collaboration, we are laying the foundation to build a model, not just for CaixaBank and its millions of customers, but also for the future of the industry. The open cloud environment can allow the bank to accelerate its innovation and offer a more agile way to bring new digital services to its customers with added flexibility and security.

The IBM Cloud Pak for Applicationssolution is designed to help reduce risk and improve operational resiliency with an estimated processing power and data storage capability of 105,000 terabytes, a capacity equal to 200 times the volume of a digital library with all the books listed in the world in all languages.

Researchers at the CaixaBank-IBM innovation center have previously been exploring technologies for the future of financial services and the recent agreement expands to include with blockchain and quantum computing. Recently, CaixaBank developed a prototype of a machine learning algorithm based on quantum computing to analyze customers based on credit risk.

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Riverlane partners with biotech company Astex – Cambridge Network

Riverlane builds ground-breaking software to unleash the power of quantum computers. Chemistry is a key application in which quantum computing can be of significant value, as high-level quantum chemistry calculations can be solved far faster than using classical methods.

World leaders in drug discovery and development, Astex Pharmaceuticals applies innovative solutions to treat cancer and diseases of the central nervous system.The two companies will join forces to combine their expertise in quantum computing software and quantum chemistry applications to speed up drug development and move us closer to quantum advantage.

As part of the collaboration, Astex is funding a post-doctoral research scientist at Riverlane. They will apply very high levels of quantum theory to study the properties of covalent drugs, in which protein function is blocked by the formation of a specific chemical bond. So far in this field of research, only empirical methods and relatively low levels of quantum theory have been applied. Riverlane will provide access to specialised quantum software to enable simulations of the target drug-protein complexes.

Dave Plant, Principal Research Scientist at Riverlane, said: This collaboration will produce newly enhanced quantum chemical calculations to drive efficiencies in the drug discovery process. It will hopefully lead to the next generation of quantum inspired pharmaceutical products.

Chris Murray, SVP of Discovery Technology at Astex said: "We are excited about the prospect of exploring quantum computing in drug discovery applications. It offers the opportunity to deliver much more accurate calculations of the energetics associated with the interaction of drugs with biological molecules, leading to potential improvements in drug discovery productivity."

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Why your website may be packed with malware – TechHQ

Earlier this year, White House officials announced plans to increase federal funding for the research and development of AI and quantum computing.

The proposed budget of US$4.8 trillion is set to help the nation advance in these emerging technologies, and ultimately, strengthen national security with the integration of AI and quantum computing into the cyber realm.

That declaration of war spoke the scale of the cyberthreat problem today, and its one that has continued to gather pace amid the pandemic.

The hike has led both Interpol and Europol to release a report underlining the rise of pandemic-themed social engineering attacks and the increased exploitation of teleworking vulnerabilities.

Despite stringent lockdown measures being lifted, the number of cyberattacks shows little sign of dropping.

Sitelock, a global cybersecurity and protection firm, has revealed that sites face up to 94 attacks per day. This is an increase of 52% from last year.

The figure is based on an analysis of more than 7 million websites, with the firm aiming to gain more insights into the cyberthreat landscape. The report enables businesses to better understand the invisible threats that their companies are up against.

Joining TechHQ in an interview, Logan Kipp, Director at SiteLock shared insights on the current cyberthreat landscape, going in-depth with the kinds of pandemic-induced cybercrimes that are on the rise and suggestions SMEs can follow to defend their digital sites.

When asked about the surge in web-based attacks, Kipp explained, a dramatic increase in attacks in the last year is that resources, such as powerful web servers, have grown increasingly accessible to the public.

Reduced cost in operations and solutions that require less technical skills to operate means that there are more web environments than ever before, making a green field of opportunity for adversaries.

With an ever-expanding web environment, Sitelock estimates that nearly 12.8 million sites are infected with malware worldwide thats about one out of every 100 sites.

Approximately nine out of ten of these infected sites are still not blacklisted by search engines, with users unknowingly clicking on them.

Search engines are only capable of scanning websites externally for malware, which at times is not enough to reveal symptoms of being compromised malware is increasingly intelligent and adept in disguise. It can be made to present itself as inactive to avoid detection.

Kipp added, Search engines will also often err on the side of caution when blacklisting websites to avoid reporting errors that could potentially cause business disruption.

Malware infiltrating or embedded in a system can remain hidden until real damage is done and the consequences visible, leading to mass monetary and productivity losses.

Sitelocks report also listed top cyberthreats that were commonly found in infected sites, among those most prevalent were backdoor (65%), filehacker threats (48%), and malicious eval request (22%).

Backdoor cyberthreats remain a popular approach for cybercriminals to gain administrative access to a targeted system. Kipp elaborated that backdoors are frequently left by attackers as a foothold after successfully breaching a website. The most common variations of backdoors can also be found readily available on the regular internet and dark web.

A subgroup of backdoor, filehacker threats aim to propagate malware throughout a websites hosting environment. Kipp added that file hackers focuses on modifying existing files or deploying brand new malware files. Another form of attack includes creating thousands of spam files on the server through a simple PHP upload script. In the end, file hackers are capable of modifying or injecting code into existing files on a website as well.

Malicious eval requests are then used to inject or run malicious code. Kipp elaborated that cybercriminals use this to unpack or decode other malicious software efficiently, often in a single line of code allowing an adversary to remotely execute arbitrary code on a breached site.

Since this type of malware is more lightweight than other backdoor types, it can easily go unnoticed by the naked eye because of their minimalist approach.

Recognizing the various modus operandi of malware threats, it is essential for businesses to not only be aware of these emerging cyberattacks but also translate insights into actionable plans.

Kipp shared with TechHQ some of the best cybersecurity practices SMEs can follow to strengthen their cybersecurity systems and empower their workforce amid a rise in pandemic-induced cyberthreats.

It begins with training and educating employees with fundamental cybersecurity best practices such as spotting phishing emails to utilizing two-factor authentication (2FA) along with a strong password.

By ensuring employees are taking all the necessary steps internally to protect themselves can go a long way, especially at a time where remote working is enforced. Kipp added, businesses can take a step further by establishing a standard operating procedure, or SOP, on how documents should be handled and how potential vulnerabilities should be reported when working remotely.

Besides that, SMEs can consider utilizing a virtual private network (VPN) as it protects data by encryption. In other words, sensitive data such as SSNs, passwords, and credit card numbers are transmitted securely across shared or public networks.

Even so, Kipp emphasized that SMEs should stay vigilant and careful when sharing data, such as inputting customer information into an online form or sending an email containing sensitive data.

Kipp noted, By being careful with sensitive information, businesses can limit the risk for catastrophic data leaks if they fall victim to a hack or breach.

Alongside employing these best cybersecurity practices, businesses should adopt a more proactive mindset when in face of cyberthreats.

Kipp explained SMEs should be routinely scanning their websites for malware and vulnerabilities. By being proactive with their cybersecurity hygiene, organizations can help to ensure that their customers and their data remain safe and secure.

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Faujis Tour of Duty – The Statesman

The Indian Army is crying out for modernisation and assistance primarily for two major reasons. The Defence budget falls drastically short of meeting the needs of capability development of the Armed Forces in general and the Army in particular. Its revenue to capital expenditure ratio is around 87:13. Despite the Defence budget is grossly inadequate to meet the needs of the Defence Forces, it is four times the education budget and seven times the health budget.

The pie being the same other sectors get sacrificed too. We are paying a huge price for such low allocation in the health sector in the current COVID-9 pandemic which has been further heightened by the Amphan cyclone in Bengal, Odisha and Bihar. The Defence budget has grown upwards of 65 per cent in the last five years whereas salaries which includes defence civilians has grown by 75 per cent; but it is the pensions budget that has grown phenomenally high by about 140 per cent.

Our pension budget is almost twice the Pakistani Defence Budget. A silver lining of reduction in pension budget once Defence Civilian Personnel inducted from 2004 start retiring due to their pension coming under the National Pension Scheme may also not help as the number of Armed Forces Personnel will continue to grow due to better life expectancy and OROP commitment.

High revenue liability leaves the Indian Army with very little for capital procurement. The need today is to go in for niche defence modernization and technology development in the field of Artificial Intelligence (AI), Cyber Warfare, Space based systems, robotics, drones, Electronic Warfare (EW), Quantum Computing, high end communication technology.

These requirements need big money if we have to cater for a two and half front commitment. But where do we get the money if we are going to increase our revenue expenditure year on year by 15 to 16 per cent? Unless we save our big ticket expenditure of salaries by rightsizing and some out of the box innovation we are going to get reduced to a low end technology equipped army. Is this desirable? I am afraid not. The idea of Tour of Duty (ToD) seems to be an outof- the-box solution and we need to make it work without losing our operational effectiveness and preparedness.

The second issue confronting the Indian Army is career progression. ToD (Tour of Duty) to some extent may address this issue. Due to our pyramid shaped organisational structure career progression in the officer cadre is a humongous challenge. As per estimates the strength of nonempaneled officers (overlooked for promotion) in the Army is going to touch around 14,000 by 2030.

Criticism of ToD and to some extent rightly so is coming from many defence experts and retired senior officers on the grounds of lack of motivation of ToD officers due to their limited tenure and uncertain future after completion of ToD. In matters of war fighting and CT operations inadequately motivated officers will definitely affect the operational effectiveness.

But what is the current state of the Indian Army? Can we imagine what will be the state of the Army with 14,000 non-empaneled officers? It is a reality that barring a few, most of the non empaneled officers perform suboptimally. We also must consider that against the ideal ratio between permanent and support cadre officers for better upward mobility of 1:1.1 the ratio stands at 3.7: 1.

Should this idea succeed we could order an internal study and come up with an ideal ratio of officers between permanent cadre: SSCO (Short Service Commission Officers) : ToD. If the experiment fails we are at liberty to junk the plan. In any case the ToD officers will only fill up the deficient billets which are in the junior service bracket.

We must keep in mind that unit commanders as such are functioning with major deficiencies to the tune of 8 to 12 officers in respect of major combat and combat support unit depending on where the unit is located. So it may be worth trying young blood (ToD officers) and give them to young and dynamic COs to extract work out of them who as such are functioning with major deficiencies.

There is no harm in at least giving the idea a chance as a pilot project. If it succeeds we may look at setting right the permanent versus the support cadre ratio for better promotion avenues in the Army. Major benefits of the ToD will accrue essentially in savings in the defence budget and availability of officers in junior ranks in various units. These are two major issues confronting the Indian Army and by extension the country.

By rough estimates if we were to just induct 1000 soldiers on ToD we would end up saving more than Rs 20,000 crore. Likewise if we replace 1500 SSCOs with ToD (subject to success of pilot project say on 100 ToD officers) the net saving to the defence exchequer would be to the tune of 35 to 40,000 crore. These savings would further increase if we were to take the fitment factor of 2.5 and calculations for 40 years of pension for permanent cadre (50 to 60 per cent officers are awarded permanent commission).

In terms of savings this is a substantial amount and would definitely ease our constraints of modernizing the Indian Army. Criticism of the proposal on the grounds of inadequate training and professional skills do appear justified. But before rejecting the idea if we do an environment scan we would find that short three-year tenures have been very successful in the Israeli Defence Forces, South Korea, Russia and even the US although the conscription is not mandatory in the case of the US now.

The Russian tenure has over time been reduced from three years to just one year. Likewise South Korea has tenures ranging from 1 to 1.5 years. Israel has tenure of 32 months for men and 24 months for women. All these nations have achieved a fair amount of operational effectiveness with short tenures. In the case of India there would be a voluntary induction of personnel for ToD. As compared to a compulsory conscription, which is the case in most of the countries, voluntary service personnel should be better motivated.

This is likely to pay better dividends in operational effectiveness. Even if we look at the performance during the Kargil war, most of the officers who excelled were less than 3 years of service bracket. Finally, from what one has gathered, if ToD officers are facilitated better avenues for second career prospects by corporate houses (Mahindras have already offered to do so), given some good financial handshake package and tie-ups for preference through MoUs for category A MBA and Engineering institutions they will definitely be better motivated and serve to the best of their capability.

It is also learnt that there will be no compromise on the training of such officers. The duration and expenditure on training of SSCOs and ToD will be same i.e. 44 weeks. We need not shoot the idea even before it is born, lets for once give a good idea a chance.

(The writer, a retired Lieutenant-General (PVSM, AVSM), is former Chief of Staff, Eastern Command, former Corps Commander, former Commandant, Army War College, ex-IG Ops NSG, and former member of various National Level Emergency Response Committees)

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How to apply serverless in front-end cloud computing – TechTarget

Instead of moving whole applications to the cloud, organizations have the option to build cloud front-end computing elements for existing applications. And they have options regarding the technology they use to execute this approach, including serverless computing and containers.

The use of web servers as front ends that provide online access to applications isn't a new idea. Neither is the tight integration of web pages with hosted processes -- the common gateway interface (CGI) has been in use for decades. However, front ends designed for cloud computing create a model where presentation or GUI features are hosted on cloud resources for scalability, resilience and performance improvements, whereas the application back end can reside anywhere.

An organization could still implement this hybrid model through the traditional web-server-and-CGI approach, but modern cloud technology offers better options. With the deployment of a cloud front end, reliant on serverless technologies and microservices, IT teams can reduce overhead and cut costs, while also adding flexibility and scalability to their applications.

Typical modern application front ends center on an API gateway or broker. This broker element presents a series of APIs that are invoked from either webpages or mobile applications. These APIs can either be connected to web servers or invoked directly from webpages via the programming language, such as JavaScript. Behind the APIs are the software components of the applications themselves, hosted in the cloud or in the data center.

Even though this front-end cloud computing model has only begun to take hold over the past two years, there's already modernization pressure. The leading edge in application front-end design uses microservices, which are small stateless components of logic that can scale or get replaced dynamically. Serverless is an architecture for applications that only consumes resources when it executes code, such as these microservices.

A microservice and serverless approach makes the front end fully scalable and resilient to failures. With this type of strategy there is no server management and the cloud client only pays for active hosting -- low activity levels don't cost as much as always-on cloud-hosted applications.

Microservice and serverless designs are about events, whereas other application designs are built around transactions. When designing cloud front ends for microservices and serverless, developers must think of transactions in relation to events.

In a typical application, users create a transaction through a multistep process. The steps of the transaction correspond to events. Each event must go into the transactional context somewhere. Microservices and serverless developers commonly dissect a transaction into events at the source -- meaning the mobile device or the web server.

Don't get trapped into doing the latest thing when it's not the best thing.

The API gateway model suits serverless implementation. The gateway can invoke the proper serverless code based on a call from the front-end web server or mobile app. The front end can also access an online database. This access then triggers a serverless workflow. Applications built on this model, for example, access a database for order creation, then trigger a serverless workflow to transfer the processed order to the back-end application for inventory management.

Some application front ends are rich, more like a distributed processing function than a simple event handler. In these designs, cloud developers can use workflow orchestration tools -- such as AWS Step Functions or Microsoft Azure's Durable Functions -- to build complex multiserverless-function workflows. These workflows resemble traditional application logic, except that they are decomposed into microservices to maximize cloud value.

The major cloud vendors offer a way to easily shift between a serverless deployment of microservices and an always-available container deployment. Microsoft focuses more directly on microservices deployments, though AWS and Google also enable it.

Application teams should aim to think in terms of microservices rather than serverless computing. A microservices architecture deals directly with one of the common issues surrounding serverless computing: Serverless is cost effective when it's used sparingly. Serverless customers pay for usage, so as usage increases, the cost of serverless activations can exceed the cost of dedicated, always-on container hosting of the same application code.

State control is an important consideration to build serverless applications, particularly if the application might switch to more conventional cloud-native hosting in containers. A microservice or serverless function is stateless. It can't store information between activations, which is what makes it suitable for on-demand activation, scaling and replacement. Thus, applications that involve multiple steps with context that must be remembered have to provide state control.

There are multiple ways to control state with the API gateway model of a cloud front end. The mobile device or web server accessing the application can provide state as part of the events it generates in the app. Everything a microservice or function needs is passed to it by that user-interface-connected state information. An API gateway can be implemented to remember context, making it the state source. Or, the microservice or function can obtain state information from a back-end database that maintains the context for each user transaction.

Orchestration is a method that maintains state in an internal process or workflow map. To use this approach, first research whether this map is available or usable from your chosen cloud provider for microservices that have been hosted in a container. If you're considering transitioning some serverless microservices into persistent containers, it's crucial to know how that is done before you commit to a specific cloud provider and orchestration model.

Watch serverless workflows carefully. Cloud providers must load and run serverless components on demand -- these components are inactive otherwise -- so there is a delay associated with execution. Too many serverless elements in a workflow can add up to noticeable increases in response time. This problem wouldn't occur if the same components were deployed in conventional containers.

Microservices and stateless execution define the architecture of a cloud front end, not serverless. The serverless hosting model is suitable for many applications, but many applications are more cost-effective, and even perform better, when they're executed another way. If you map out workflows in advance, you can spot applications where the cost and performance could be affected by serverless hosting. Don't get trapped into doing the latest thing when it's not the best thing.

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Meet the people keeping the cloud up and running in the middle of lockdown – ZDNet

During the 12 years that he spent with the Royal Navy, Chris Cousins couldn't have guessed that some of the skills he was using at sea would one day prove useful to keeping cloud-computing infrastructure up and running in the middle of a global pandemic.

Now back in civil life, Cousins works as a Network Operations Centre (NOC) manager for UKCloud, which provides cloud-computing services for customers, including a number in the UK's public sector. Along with his team of 26 engineers, he oversees the cloud-computing infrastructure for 40 hospital trusts, 34 mental health trusts, and hundreds of GP surgeries.

"Luckily, I'm used to being isolated for months," says Cousins, with reference to his previous career, "and to still have to come up with new methods to enable collaboration and communication."

SEE:Kubernetes security guide (free PDF)

Given the critical nature of the data he deals with, working from home hasn't been an option for Cousins. While the rest of the country has been getting to grips with Zoom calls and Slack, the NOC manager has kept commuting to a semi-deserted office.

From the start, ensuring that staff felt safe and comfortable was key to the smooth running of the NOC's operations.

Like any other organization, the speed at which the pandemic shut down the country took Cousins and his team by surprise. "But my experience in the Navy means that I'm used to working on the spot and in the moment," he says.

The team uses a booking system to make sure no more than three workers come into the same office at one time; and on top of extra hand sanitizers and anti-bacterial wipes, two-metre cordons have been deployed throughout the office to separate working spaces. Cousins' team has also set up a sanitization area outside their workspace to disinfect equipment before and after use.

Meanwhile UKCloud made other changes likere-allocating capacity for on-demand servicesto ensure that its cloud services were ready to help the public sector deal with the effects of the crisis.

The pandemic has meant the team had to deal with a big increase in workload, especially as not all clients had prepared or had contingencies in place to enable their staff to work from home.

Cousins works as a Network Operations Centre (NOC) manager for UKCloud, which provides cloud computing services for the country's public sector.

"Our work patterns have changed," says Cousins. "We are seeing longer hours, a reduced number of breaks, due to the sheer volume of work and the demand for data hosting."

The pandemic took many GP practices and hospital trusts by surprise, and in many cases healthcare services have had to switch to remote working overnight. Early on, the NHS recommended that all practices move to the remote management of patients as soon as possible to reduce the risk of infection.

But according to Cousins, many NHS trusts weren't ready to work remotely, and didn't have the cloud capacity to start tele-consulting.

"We had requests from a bunch of customers to help them change their environments to work more effectively," says Cousins, "and to allow the sheer volume of work to be processed smoothly. We need to keep on top of that to enable the trusts to deliver on the front end."

With little preparation for digital working, it's been a steep learning curve for healthcare organizations across the country.

Moving into the cloud, however, means increasing cloud capacity; and although cloud capacity may sound abstract, it comes in the form of very tangible server racks in data centers. And providing sufficient physical infrastructure in response to a sudden surge in demand from every client, all in the context of a pandemic, is no easy task.

Cousins has been doing a lot of planning and forecasting in the past few months to allocate and repurpose equipment based on the new storage needs of his clients. Luckily, he says, there is already a bunch of capacity waiting to be used; but racks still need to be physically moved around the data halls and repositioned as necessary.

SEE: Where is the 'edge' in edge computing? And who gets to decide?

The process, dubbed "racking and stacking", is typically carried out by a couple of high-level engineers, made more complicated by the need for social distancing.

"It's a fine line," says Cousins. "You have to apply social-distancing rules where you can, and minimize the time you spend doing the racking and stacking. You have to apply common sense."

As a manager, on top of supervising unprecedented amounts of work, Cousins has had to keep the team spirit going. This has meant daily calls and the occasional virtual cup of tea, but the NOC manager finds that one general rule should always be applied: never ask someone to do something you wouldn't be prepared to do yourself.

His tip to other leaders? Invest in your team by communicating and showing empathy. The amount you give to your employees, says Cousins, will inevitably show in what they give back to their work. "In the individuals I work with directly, especially as of late, the close engagement and mentorship is really showing," he says.

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An Executives View Of The COVID-19 Crisis: Cloud Computing Is Proving Itself – Forbes

Photo: Joe McKendrick

The recent COVID-19 crisis has spurred increased more cloud spending, according to a survey of 750 executives from Flexera. More than half, 59 percent, said their cloud usage will be higher than planned before the pandemic hit. If anything, cloud is seen as a lifesaver for businesses through a period of uncertainty, with employees suddenly scattered across a corporate diaspora. All of a sudden, all doubts about the cloud model especially with security and hidden costs evaporated.

Thats because cloud is providing great certainty in a time of great uncertainty. The past three months with businesses being forced to shutter their physical locations, supply chains collapsing, and three-year strategic plans being thrown out the window brought more uncertainty than anyone has ever seen. Most IT executives havent thought their way through something this widespread with the impact that it's having in all aspects of commerce, their organization, their employees, and their customers. says Jay Ferro, CIO of Quikrete. In a recent chat with CXOTalks Michael Krigsman, Ferro referred to cloud as a burning platform, that it has enabled his company as well as many others to continue relatively unscathed through the recent COVID crisis. The public cloud has protected a lot of us during this situation, he relates. It has allowed us to continue, he says. It's allowed business continuity to happen more smoothly.

That burning platform has enabled Ferro and the many fellow executives he has talked with to put in more automation, faster and more remote access to data, more decision-making at the edge, he says. In the process, the crisis brought a tremendous amount of visibility to IT. All eyes are on technology. How do we access our information; how do we conduct business?

Cloud has provided the foundation for such unprecedented adaptability, Ferro continues. Whether it's a Microsoft 365 implementation, Azure, AWS, or anything similar, it has allowed CIOs a greater degree of flexibility, because their compute is no longer on-prem, and they're not bound by physically accessing a data center. I've talked to companies that have nearly 100 percent of their employees working remotely. They are grateful that they have access to that information in a platform-agnostic way, whether it's on their laptop or their mobile device, that they're able to continue to do business.

This is certainly one of those eras in which leaders are born in trial by fire, and this is a time for CIOs to step up, Ferro adds. This is the time for leaders to show that they understand not just disaster recovery, business continuity, but also understand how their company works day-to-day, and have a grasp of the company's operations. I'm hoping a lot of lights go on in those CFOs' heads and those heads of operations. I think it's going to open some eyes for the CIO that takes advantage of the opportunity.

Hardened attitudes toward cloud computing have also softened. I have heard so many business executives, non-IT folks, who have gone from anti-cloud, now saying Why don't we have everything in the cloud?

This has also been a time for forward-looking executives to demonstrate how their efforts to digitize operations and channels in recent years have shone in a time of great adversity. During the good times, the leaders lead from behind, Ferro explains. Our job during a crisis is to lead from the front as CIOs in these tough times. I want to deflect heat and all of those things away from my team so that they can focus on serving our customers and serving our staff, who are doing the hard work of keeping a company going.

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An Executives View Of The COVID-19 Crisis: Cloud Computing Is Proving Itself - Forbes

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2020 Cloud Computing in Healthcare Market research details shared in the report – WhaTech Technology and Markets News

This report provides statistics on the market situation, size, regions and growth factors. Cloud Computing in Healthcare Market report contains emerging players analyze data including competitive situations, sales, revenue and market share of top manufacturers.

The research reports onCloud Computing in Healthcare Marketreport gives detailed overview of factors that affect global business scope. Cloud Computing in Healthcare Market report shows the latest market insights with upcoming trends and breakdowns of products and services.

Get FREE PDF Sample of the report @ http://www.reportsnreports.com/contactme=1845103

Avizia

Biop Medical

Doctome

Medtronic

Merck

Novartis

Stanley Healthcare

Verge Health

Cloud computing (including IaaS, PaaS, SaaS, private, and hybrid cloud services, managed cloud services and cloud management platforms) accounted for 7.6% of a global information and communications technology (ICT) market that was worth $3 trillion in 2017. While the global ICT market is forecast to grow at a compound annual growth rate (CAGR) of 10.1% between 2018 and 2022, cloud computing revenues, which passed $233B in 2017, are growing at more than 25%.

In theory, the entire IT market could shift to the cloud, so the disruption yet to be unleashed onto the global software and IT services sector is likely to be substantial.

In recent years, investing in cloud computing technology has become an increased priority for healthcare organizations and networks. However, there is still inertia to overcome due to data security and privacy concerns, infrastructure availability, regulatory compliance worries, and a lack of the staff skills required to manage and maintain the technology.

Understanding and adopting a cloud-based model can be beneficial for healthcare, as cloud solutions offer flexibility, scalability, back-up options, and remote access to services and information. They also make sure crucial structures are still running in case of a single-point failure, and they make system recovery a lot easier and faster.

Key Highlights-- Develop and design your corporate strategies through an in-house expert analysis of the key cloud computing technologies impacting the healthcare industry.- Develop business strategies by understanding the key cloud computing technologies being used in the healthcare industry.- Stay up to date on the industrys big players in the cloud computing industry and where they sit in the value chain.- Identify emerging industry trends in cloud computing technologies to gain a competitive advantage.

Scope of this Report-- This report provides in-house analyst expertise on the applications of cloud computing in healthcare and identifies the winners in cloud professional services. Components of the report include -- Key Players: identify the big players in the cloud computing industry and where they sit in the value chain.- Trends in the Cloud Computing Industry: key trends driving the cloud computing industry classified by tech trends and healthcare trends.- Industry Analysis: analysis of the impact of cloud computing in the healthcare industry.- Impact of Cloud Computing in Healthcare: identify key cloud computing applications in the healthcare industry including case studies demonstrating how healthcare companies are using cloud computing for improved outcomes.- Value Chain: identify the three key cloud computing applications driving growth in the cloud computing industry, highlighting the leaders in each category.

Reasons to accessthis Report-- Develop and design your corporate strategies through an in-house expert analysis of the key cloud computing technologies impacting the healthcare industry.- Develop business strategies by understanding the key cloud computing technologies being used in the healthcare industry.- Stay up to date on the industrys big players in the cloud computing industry and where they sit in the value chain.- Identify emerging industry trends in cloud computing technologies to gain a competitive advantage.

Get this Report @ http://www.reportsnreports.com/purchasme=1845103

Table of Contents in this Report-1 Table of Contents 31.1 List of Tables 51.2 List of Figures 52 Players 63 Trends 73.1 Tech trends 73.2 Healthcare Trends 104 Value chain 124.1 Cloud Model (IaaS and PaaS) 134.1.1 Winners 134.1.2 Losers 134.2 Cloud model (SaaS) 144.2.1 Winners 144.2.2 Losers 154.3 Cloud professional services model 174.3.1 Winners 174.3.2 Losers 175 Industry Analysis 195.1 The industry backdrop 195.2 Cloud is the fourth computing wave 205.3 Despite Cloud Computings Rapid Growth, It Remains a Fraction of Global IT Spending 205.4 Market size and growth forecasts 215.4.1 Strategically, IaaS Is the Best Place to Be in the Cloud Computing Stack 225.4.2 SaaS Is the Largest Segment of the Cloud 235.4.3 The Hybrid Cloud Is Growing Fast 235.4.4 And So Is the Open-source Cloud 245.5 What Does the Future of the Cloud Look Like? 255.5.1 Cloud 2.0 255.6 The Future of Healthcare 265.7 Mergers and Acquisitions 275.7.1 All the big tech giants have made significant cloud acquisitions 275.7.2 Timeline 285.8 Additional Mergers and Acquisitions in Healthcare Cloud Computing 295.9 Strategic Alliances in Healthcare Cloud Computing 306 Impact of cloud computing on healthcare 326.1 Healthcare case studies 326.2 Clinical Trials Management 326.3 Drug Development 336.4 Hospital Management/Clinical Information Systems 336.5 Telemedicine 346.6 Medical Imaging 356.7 Medical Devices 366.8 Other Domains 376.9 Key Recommendations for Healthcare Organizations and Networks 386.10 Key Recommendations for Drug Developers 386.11 Key Recommendations for IT Vendors 397 Companies 407.1 Public tech companies 407.2 Healthcare companies 428 Technology Briefing 438.1 Defining cloud computing 438.2 The public cloud computing stack 438.3 Business Benefits of Cloud Computing 448.4 User benefits of cloud computing 458.5 Deployment Models 458.5.1 Public Cloud? 458.5.2 Private Cloud 468.5.3 Community Cloud 468.5.4 Hybrid cloud 468.6 Cloud Professional Services 468.6.1 Cloud Brokerage 468.6.2 Cloud Integration 468.6.3 Managed Cloud Services 479 Glossary 4810 Appendix: Our Thematic research methodology 5010.1 Traditional thematic research does a poor job of picking winners and losers 5010.2 Introducing GlobalDatas thematic engine 5010.3 This is how it works 5010.4 How our research reports fit into our overall research methodology 51

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The Public Cloud – Global Market Insights and Forecast to 2023 – PRNewswire

DUBLIN, June 4, 2020 /PRNewswire/ -- The "Global Public Cloud Market Outlook 2023" report has been added to ResearchAndMarkets.com's offering.

The global public cloud market is anticipated to record a CAGR of around 23% over the forecast period, i.e. 2017-2023.

Factors such as rising adoption of internet of things (IoT), growing advancements in the IT industry along with the large number of benefits associated with the public cloud platforms are anticipated to contribute towards the growth of the global public cloud market. Moreover, increasing need amongst businesses to lower down their operation costs and raise their work efficiency and service quality are some of the factors anticipated to drive the growth of the global public cloud market.

Public cloud platforms help businesses to operate their work processes on a cloud infrastructure instead of deploying equipment on-premises, thereby helping businesses gain profits as the cost of equipment is saved and that there are no worries for timely maintenance of the infrastructure. Additionally, rising concepts of internet of things (IoT), machine learning, artificial intelligence and others along with the advent in IT technologies worldwide are some of the factors that are helping to expand the growth of the public cloud market.

The global public cloud market consists of various segments that are segmented by cloud computing type, service type, size of organization, end user and by region. The software as a service (SaaS) segment, which is a sub-segment of the service type segment is anticipated to grow with a healthy CAGR and reach a value of around USD 530 billion in the year 2023. The global public cloud market is also segmented by size of organization into small & medium enterprises and large enterprises, out of which large enterprises segment is anticipated to hold the major share and attain a CAGR of around 22% during the forecast period.

Based on region, the global public cloud market is segmented into North America, Europe, Asia-Pacific, Latin America and Middle East & Africa. The market in Asia-Pacific is anticipated to grow with a CAGR of around 26% throughout the forecast period and reach a value of around USD 150 billion by the end of 2023, primarily driven by nations such as China and India.

Some of the affluent industry leaders in the global public cloud market are IBM Corporation, Microsoft Corporation, Amazon.com, Inc., Alphabet Inc., Hewlett Packard Enterprise Development LP, Oracle Corporation, VMware, Inc., Cisco Systems, Inc., Salesforce.com, Inc. and Fujitsu Limited.

Key Topics Covered

1 Executive Summary1.1 Prologue

2 Market Introduction2.1 Definition2.2 Scope of the Study2.3 List of Assumptions2.4 Market Structure2.5 Key Takeaways

3 Market Insights

4 Research Methodology4.1 Research Process4.2 Primary Research4.3 Secondary Research4.4 Market Size Estimation4.5 Forecast Model

5 Market Dynamics5.1 Introduction5.2 Drivers5.2.1 Increasing penetration of cloud services among SMEs5.2.2 The rate of IT spending for cloud computing is growing tremendously5.2.3 Increasing Demand for AI, Machine Learning, and the Internet of Things5.2.4 Drivers Impact Analysis5.3 Restraints5.3.1 Data Security and Data Compliance Issues5.3.2 Complexities associated with data residency5.4 Restraints Impact Analysis5.5 Opportunities5.5.1 Increasing adoption of internet-of-things

6 Market Factor Analysis6.1 Value Chain Analysis6.1.1 Network Connectivity and Hardware6.1.2 Infrastructure & Hosting6.1.3 Platform & Application Services6.1.4 SaaS Providers & Integrators6.1.5 System Integrators6.1.6 End-Users6.2 Porter's Five Forces Model6.2.1 Threat of New Entrants6.2.2 Bargaining Power of Suppliers6.2.3 Bargaining Power of Buyers6.2.4 Threat of Substitutes6.2.5 Intensity of Rivalry

7 Global Public Cloud Market, By Cloud Computing7.1 Overview7.1.1 Cloud Billing7.1.2 Cloud Communication Platform7.1.3 Cloud Access Security7.1.4 Cloud High Performance Computing7.1.5 Cloud Infrastructure

8 Global Public Cloud Market, By Service8.1 Overview8.1.1 SaaS8.1.2 PaaS8.1.3 IaaS

9 Global Public cloud Market, By Organization Size9.1 Overview9.1.1 Large Enterprises9.1.2 Small& Medium Size Enterprises

10 Global Public Cloud Market, By Industry10.1 Overview10.1.1 Manufacturing10.1.2 BFSI10.1.3 Healthcare10.1.4 Retail10.1.5 Government10.1.6 Aerospace & Defense10.1.7 IT & Telecommunication10.1.8 Others

11 Public Cloud Market, By Region11.1 Introduction11.1.1. U.S.11.1.2 Canada11.1.3 Mexico11.2 Europe11.2.1 U. K.11.2.2 Germany11.2.3 France11.2.4 Spain11.2.5 Italy11.2.6 The Netherlands11.2.7 Rest of Europe11.3 Asia-Pacific11.3.1 China11.3.2 Japan11.3.3 India11.3.4 South Korea11.3.5 Rest of Asia-Pacific11.4 Rest of the World11.4.1 The Middle East & Africa11.4.2 Latin America

12 Competitive Landscape12.1 Competitive Landscape

13 Company Profiles13.1 International Business Machines Corporation13.1.1 Company Overview13.1.2 Financial Overview13.1.3 Product Offerings13.1.4 Key Developments13.1.5 SWOT Analysis13.1.6 Strategy13.2 Amazon.com, Inc.13.3 Microsoft Corporation13.4 Google Inc13.5 Hewlett-Packard Enterprise13.6 Oracle Corporation13.7 VMware, Inc.13.8 Cisco Systems, Inc.13.9 Salesforce.com13.10 Fujitsu Limited

For more information about this report visit https://www.researchandmarkets.com/r/a96wu1

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The Public Cloud - Global Market Insights and Forecast to 2023 - PRNewswire

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