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Killexams : Oracle Programmer test - BingNews Search results Killexams : Oracle Programmer test - BingNews Killexams : How to Turn Output On in SQL Developer

When running a database for your business, you may have to roll up your sleeves and actually work on it. Using Oracle Developer to work on your Oracle SQL database presents you with a functional IDE to write code and check data outputs from queries. By using the Output pane, you can set output for a database connection and check the results of queries and commands as they occur in your test database.

Tue, 17 Jul 2018 19:55:00 -0500 en-US text/html
Killexams : The 5 Best IDEs for Programming on Windows 10 No result found, try new keyword!It is no secret that a competent programmer’s most important tool is a good IDE. Until the early 2000s, text editors and command-line tools were the programming norms. However, their domination era ... Tue, 02 Aug 2022 06:15:14 -0500 en-us text/html Killexams : How to Connect to DB2 With SQL Developer

Based in the live music capital of the world, Tammy Columbo continues to work in the information technology industry as she has done for more than 10 years. While living in Austin, Columbo has contributed to high profile projects for the State of Texas, Fortune 500 technology companies and various non-profit organizations. Columbo began writing professionally in 2009.

Fri, 20 Jul 2018 02:46:00 -0500 en-US text/html
Killexams : 13 Alternative Career Paths for Software Developers No result found, try new keyword!Not sure what career path to take as a software engineer? Here are some promising no-code career options for software developers. Thu, 07 Jul 2022 23:15:14 -0500 en-us text/html Killexams : Swipe Right For A Cloud Instance: How To Build Successful Software In A Low-Commitment World

In cities from San Francisco to New York, and Houston to Atlanta for that matter, we hear the buzz of easy, quick lifestyle choices these days. Just hop in an Uber to get to the restaurant—forget driving and insuring your own car! Summon DoorDash to get a hot meal delivered to your home; why buy groceries and cook? Tap your Airbnb app to book your next vacation rental and, of course, swipe right on Tinder for your next date. Clearly, many of us are now living largely in an asset-free world, meaning our personal lives are marked by many low- or no-commitment options, all facilitated by technology.

Contrast this with our professional lives, at least in the technology world. We show up to work these days and legitimately wonder why our last CIO ended up in the high-commitment situation of paying Oracle, VMware or Dell for a perpetual software license that we now have to babysit for years. Many of us work aggressively to (rightfully) pick best-in-class software tools. We’re migrating to open-source, “try-before-you-buy” annual technology subscriptions—and, increasingly, cloud-based, pay-as-you-go models. We are not looking for perpetual licenses that lock us into certain vendors’ products. The promise of “serverless,” whereby you write code and never have to worry about where it runs, and pay for computing power by the fraction of a second, are not that far off.

All this is great for companies buying technology, who benefit from this new flexibility. But if you’re a software entrepreneur building a new technology company to actually supply all this innovation to customers, how do you do it? What are the keys to creating a sustainable technology company in this low- or no-commitment, Tinder-like IT world? We feel if you take certain steps to align your product and sales strategy for this new world, your company can not only survive, but thrive—and make a perfect “match” with many customers. Here are some ways to do it.

  1. Realize that selling your product is not a zero-sum game. You can use this low-commitment environment to expand your total addressable market. Services like Amazon Web Services and competitors like Microsoft Azure show how such pay-as-you go businesses can actually expand an overall market, increasing demand, revenue and profits for these services. AWS and Azure have certainly stolen business from incumbent computing providers like Hewlett Packard Enterprise and Dell. But they’ve also expanded the overall market by making these services so easy and cheap to use. This is much the same way that Uber and Lyft have defied growth expectations: They’ve not only cannibalized the traditional taxi and black-car market, but created more demand for on-demand ride sharing from people who would have previously used their own cars for many trips.
  2. Know your audience, and cater a self-service experience directly to software developers, even if you’re going after six- or seven-figure enterprise deals. Today software developers, not highly paid CIOs, are the initial gatekeepers to corporate IT budgets. In this try-before-you-buy world, it’s critical that developers are able to easily get and play with your software to get instant gratification, which will hopefully lead them to buy it from you later.

If you miss that crucial first step, the backlash on Github and other online, open-source developer forums will come back to bite you. Do it right, though, and you’ll have a strong endorsement from the troops when you ultimately make a larger sale to the CIO or CISO (chief information security officer), who eventually has to have the developer using the platform anyway. MongoDB, Elastic, HashiCorp and other fast-growing, open-source companies demonstrate a strong correlation between a developer-first experience and eventual enterprise success. MongoDB, whose open-source database has been downloaded more than 30 million times, just went public this fall in one of the year’s few technology IPOs.

  1. Actively court “pay-as-you-go” customers, who could be much more profitable over their lifetimes, and cost less to service, than one-time buyers. Indeed, you may not get the multi-million-dollar purchase order upfront from today’s no-commitment customer. But then again, you won’t have to spend nine months of time and energy courting that customer’s CxO to purchase your software, either. More importantly, every incremental dollar you spend on product development or new features will not require you to engage in an intense, and expensive, sales or support education process. Rather, you’ll allow customers to take control of software management on their own AND pass pure margin dollars to you over time.

A few years ago, publicly traded software vendors catering to the small-and-medium-sized business market like Square, Shopify and Mindbody were heavily discounted in the market because their P&Ls were dominated by incremental payment-processing revenues, which investors originally thought to be irregular and sporadic. However, markets have more recently realized that these revenues are actually quite profitable over time—and more predictable than first thought, partly because these new services were so easy and inexpensive to use. Shares of Square, for instance, are up 237% (as of Nov. 15) over the last 12 months. Similarly, in the enterprise-software world, Amazon’s gigantic Amazon Web Services business—the cloud computing juggernaut that lets companies pay as they go for computing power—is growing rapidly and throwing off huge profits as well. As of the most-recent quarter ended Sept. 30, the business was operating at a $20 billion-a-year revenue run rate, up from zero eight years ago. And the business’s 25% operating margins—driven by lots of self-service customers—now drives most of Amazon’s overall profits.

  1. Embrace the flexibility and power wielded by your customers, instead of fighting it. In a world in which a new product announcement from Amazon can affect a whole group of startups at once, it can be hard to build a sustainable IT business without being in a constant state of paranoia. But guess what? Amazon’s customers often feel the same way! As much as they appreciate the flexibility of cloud computing and other services provided by AWS, they, too, are paranoid—in their case, of being locked into only one cloud provider. (Monopolies, as we know, have vast pricing power and often don’t treat their customers very well.)

Because of this, CIO and CTOs are looking to startups to provide solutions that augment and work with their cloud-computing resources, and allow them to put themselves back in the driver’s seat. Indeed, the holy grail of the modern IT stack is enabling a “multi-cloud strategy” through which enterprises can transfer and port applications and workloads easily from one cloud provider to another. In this way, customers and new IT startups are in sync. What is the best strategy to mitigate the power of AWS or Azure? Aim to provide software that has multi-cloud in mind, giving customers the flexibility they want. A good example of a company doing this now is Serverless Inc. which is building a technology toolkit to deploy and operate serverless computing architectures. On this platform, developers can develop, test, and deploy functions to any cloud provider.

Instant gratification through software, and pay-as-you go models, are here to stay. Our advice: Recognize this new reality, and align your business model to reach out first to the developer, and then work your way up to others in the organization. Then, watch your revenues and profits ramp as you rise with the cloud! The rewards might even help you fund your next Airbnb getaway.

Sat, 15 Aug 2020 00:35:00 -0500 Valley Voices en text/html
Killexams : Huawei paying top dollar for Israeli engineers

Chinese giant Alibaba may have closed its Israeli R&D center but Huawei really needs Western knowledge and experience, and is also willing to pay for it. Meanwhile, . Ofir Dor In May 2019, the US Department of Commerce put the Chinese telecommunications and technology giant Huawei on a blacklist. US companies or companies that use US technology require a US government license to sell to those that appear on this "Entity List". Along with Huawei, another 68 of its subsidiaries from around the world were put on the list at that time. 46 additional subsidiaries were added to the list in August 2019.

But one name was surprisingly absent from both lists: Huawei's R&D center in Israel, Toga Networks. Staff at Toga's offices in Hod Hasharon and Haifa were also surprised the company was not included, and to this day it is not entirely clear how the Israeli subsidiary managed to avoid this. One explanation offered by employees is that Toga's name, which does not have the word "Huawei" in it, confused the US authorities, but apparently this was not the case. In any case, in August 2020 the grace period ended, and Toga was included on the third round of the list along with other Huawei entities, from Chile to Singapore.

According to former employees, the Israeli subsidiary utilized the period between Huawei’s blacklisting and that of Toga for intensive stocking of testing and development equipment before sanctions would be imposed on it as well. In some cases, according to former employees, the suppliers, which did not want to risk entanglement with the US government, requested statements from Toga managers that the equipment would be used only by Israeli workers at the branch in Israel. Sources close to the R&D center claim there were no such special purchases, and that equipment was purchased only according to project needs.

After being put on the blacklist, Toga was prevented from using popular software like programming tool MATLAB. In its place, Toga employees use open-source alternatives, non-American software, or tools developed by Huawei. In the wake of the sanctions, some employees also left the center, fearing that working for Huawei could harm their future careers, and especially future employment with US companies.

Nonetheless, two years after the listing, Toga’s R&D centers in Israel are bigger than ever, employing about 500 people in 12-14 research groups that are responsible for projects in various areas. As present, while other development centers are scaling back on recruitment, Toga has 55 open positions. And although another Chinese giant, Alibaba, closed its R&D center in Israel last month, it appears that its Israeli development centers are of special importance to Huawei, precisely, perhaps, because of the American sanctions.

Red rag for the US

In recent years, Huawei has been a red rag for the US. This approach began under President Donald Trump, and continues under President Joe Biden, who has not lifted or eased the sanctions. The Americans have made a series of heavy accusations against Huawei, the most serious of which is that it embedded back doors in its telecommunication equipment that facilitated espionage, although no proof of this has been presented to date.

In July, CNN reported on an FBI investigation?that determined that Huawei equipment installed at sites near US missile installations and military bases could be capable of intercepting and disrupting US military communications, including communications of the US Strategic Command, which oversees the country's nuclear arsenal. The Americans also accuse Huawei, and its US affiliate Futurewei Technologies, of systematic theft of intellectual property and trade secrets; the issue forms the basis of a lawsuit filed against the companies by the US Department of Justice in 2020. The lawsuit claims that, in the past, Huawei implemented an incentive program offering bonuses to employees who obtained confidential information, and that Huawei had tried to obtain information by recruiting employees from US companies. In response, Huawei maintained that the lawsuit recycled old civil disputes with US companies, such as Cisco and T-Mobile, that had been resolved long before.

The US believes that Huawei is an extension of the Chinese government. This claim is based on, among other things, the background of the company's founder and CEO, Ren Zhengfei, who established it in 1987, after being discharged from the Chinese army - a fact that helped him win its first contracts early on. Huawei's unique and strange ownership structure, in which 99% of the shares are held by a workers' organization, also contributes to the suspicions. Huawei, naturally, rejects this, and claims it is a completely private company that is owned by its employees, who are represented by the workers' organization.

Hard to recruit Westerners

Guilty or not guilty, the sanctions have managed to damage Huawei's activities significantly. In 2021, the company lost nearly $37 billion or 29% of its revenue, in what was the first decline in its annual revenue in at least two decades. Sales of smartphones, which constitute Huawei's core business, were severely damaged.

The US sanctions blocked Huawei from using Google apps, making the company's smartphones worthless in the West. In addition, the US prevented Huawei from producing its most advanced chips at TSMC fabs in Taiwan, which makes it difficult for the Chinese giant to compete with new devices from Apple and other companies - even in the local Chinese market.

In 2020, just before the sanctions took their full effect, Huawei managed, for a moment, to become the world’s largest smartphone manufacturer. By last year, the company had been pushed completely out of the winner’s circle. Sales of telecommunication equipment, Huawei 's original activity, were also affected, after the US put pressure on its allies around the world not to include the Chinese company in their country’s advanced mobile networks.

But Huawei is far from giving up, and is trying to reinvent itself by entering new areas - ones where the Americans will be less likely to interfere. This includes cloud software and services, medicine, and even automobiles. This month, Chinese electric car manufacturer Aito offered 10,000 units of its new model for pre-order; the operating system was developed by Huawei. The vehicles were snapped up within two hours.

To make this major change of direction, from smartphones and routers to cloud software, Huawei spent $22 billion on research and development last year, almost a quarter of its revenue, exactly as much as Apple spent on development. More than that, however, Huawei needs talent, capable and knowledgeable technology people, not just in China but around the world. "We have enough money, enough space to house global talent," Zhengfei said in an internal speech reported by Nikkei Asia last June. In the same speech, he called on executives to identify promising candidates to build up Huawei’s "battle force" as soon as possible.

The sanctions blocked Huawei from accessing some of its international employees. Huawei used to donate or fund research programs at prestigious international universities to attract young talent, but after it was blacklisted, prestigious institutions such as University of California, Berkeley and the University of Oxford canceled these collaborations. In addition, the sanctions de facto blocked all research activity at US subsidiary Futurewei, which was located in Silicon Valley. At its peak, the branch employed 850 people, but it has since cut staff dramatically. Futurewei, as an American company, is not on the blacklist, but since its parent company is, it is not permitted to transfer know-how and technology to Huawei.

To gain access to experience from the West, and engineers with Western training, Huawei has to rely on its research centers in Europe, which at the end of 2021 employed about 2,400 researchers in 24 centers, including those in Israel. "Israeli workers, far more than the Europeans, are a source of experience that comes from leading American companies," claims an informed source.

"Feels like they’re siphoning know-how"

Toga Networks was founded in 2009 by Itzik Malobani, a former Senior Engineer at Indigo, and Vice President of R&D at start-ups Connect One and Terrachip. Initially, Toga was an R&D subcontractor for the Huawei center in Germany, and the first project Malobani led was development of a chip for Huawei routers. At the same time as Malobani, Amnon Senderovich, a former ECI VP R&D, separately started work on software development for Huawei Germany; later the two teams merged under the name Toga.

Toga's first office was in Herzliya, but after the company grew, it moved to Hod Hasharon. "Huawei didn't want the offices to be near the other telecommunication equipment companies, if only so that wouldn’t look small next to the competition. That's why they eventually chose Hod Hasharon," said a source familiar with the details. A Haifa branch was added a few years ago.

For years, Toga kept a very low profile and played down its connection to the Chinese parent company. "Huawei wanted to keep a low profile because they have a lot of sales to Arab countries. It also suited the center in Israel, because they didn't need publicity and PR at the time," the source says. In 2016, Huawei officially acquired Toga from Malobani; since then, the relationship has become overt.

Toga, which is categorized as an R&D center, has work methods that differ from those of other foreign-owned development centers in Israel. While other centers develop a complete product from start to finish, or at least some component of a complete product, the Israeli team at Toga mainly builds a product and/or solution architecture that usually reaches, at most, the proof of concept (POC) or preliminary demonstration stage. The accrued know-how is then transferred in its entirety to China, where the architecture is translated into a product or service. The center takes pride in the fact that it files 90-100 new patents every year.

Toga believes this approach best utilizes valuable Israeli engineers at the most important stage, and does not "waste" them on things that can be done more cheaply elsewhere. In many cases, Huawei’s standard method is to have several teams around the world work on the same problem; the team that makes the fastest progress wins the project. A former Toga employee claims this approach is problematic. "Unlike other Western development centers in Israel, Huawei's center in Israel is not responsible for a product," he claimed. "Toga tells their engineers to take a problem, solve it, and hand it over to the team in China. You’re not always sure exactly which product it will end up in. It sometimes feels like the goal is to siphon know-how from the employees."

Sources close to the center reject this claim, and say that every project in Israel is linked to a team in China, and its goals are defined. "No one would let us build a generic project," they say. According to these sources, when it comes to intellectual property transfer, the center takes extra care, and new Toga employees sign declarations that they are not bringing inside information from their previous workplaces with them: "Even at the interview stage, job candidates are told they do not have to answer questions which could reveal the commercial secrets of other workplaces." The insiders say that it was actually Toga that issued letters to other companies in order to ensure that employees leaving it would not take intellectual property with them.

In addition to the Israeli workers at the center, Huawei has brought a team of experts from China to Israel. The experts, engineers by profession, are affiliated with the various research groups. Their official role is to coordinate between the Israeli team and the accompanying Chinese team in the project, while bridging the language and mentality gaps. However, some at the R&D center see the Chinese team as a supervisory element that conveys information about the progress in Israel to the team in China. "The information always flows in only one direction: from Israel to China, not the other way around, and all decisions are made there," claimed a former employee.

Export license revoked

Early on, Malobani and Senderovich, (who left the company a few years ago and now heads a consulting firm), made contact with executives in Huawei's management, and managed to get them excited about Israeli innovation. The center is proud of a series of significant developments for Huawei, such as a cloud database that retrieves data much faster than that of Oracle. Another development begun in Israel is a toolkit that enables developers to build and test applications that will run on the Huawei cloud.

At present, Huawei holds 18% of China’s public cloud market, and is trying to compete with market leader Alibaba, which has a 37% share. The competition is partly over the software and services provided by the various clouds. "You have to understand that historically Huawei is a company that is used to selling boxes and physical equipment. It had no idea how to provide software as a service (SAAS), and it was the centers around the world that helped it with that," says a company insider.

Toga’s Israeli employees are regarded as high-quality. Many have degrees in science or engineering from leading universities. Toga is known to pay very high wages and offer signing bonuses that are very generous relative to the market - this policy has angered several Israeli companies that have lost employees to them.

The LinkedIn accounts of Toga employees, and the company’s job ads, reveal the variety of areas the center engages in, including cloud storage, automotive, blockchain, computerized vision, databases, information security, and video. There are also some areas that might be considered sensitive, such as high-performance computing (HPC), or by its far sexier name: supercomputing.

In recent years, supercomputing has been a source of particularly intense strategic competition between the US and China. However, those close to Toga emphasize that the center firmly refuses to accept projects that could be considered dual-use technology, meaning, developments that can be converted to military use. Also, with regard to supercomputing, the center only operates within the allowed parameters. In addition, Toga is under the supervision of the Ministry of Economy and Industry, and must obtain an export license for technologies that can be converted to military use of some kind. In at least one case, Globes has learned, Toga's export license for a certain technology was revoked. In response, Huawei decided to transfer the development of the technology to Britain, where export laws are less stringent.

Published by Globes, Israel business news - - on August 8, 2022.

© Copyright of Globes Publisher Itonut (1983) Ltd., 2022.

Sun, 07 Aug 2022 22:45:00 -0500 en text/html
Killexams : What we hope to learn at Supercloud22

The term supercloud is relatively new, but the concepts behind it have been bubbling for years.

Early last decade when the National Institute of Standards and Technology put forth its original definition of cloud computing, it said services had to be accessible over a public network — essentially cutting the on-premises crowd out of the conversation. Chuck Hollis, the chief technology officer at EMC and prolific blogger, objected to that criterion and laid out his vision for what he termed a private cloud. In that post he showed a workload running both on-premises and in a public cloud, sharing the underlying resources in an automated and seamless manner – what later became more broadly known as hybrid cloud.

That vision, as we now know, really never materialized and we were left with multicloud — sets of largely incompatible and disconnected cloud services running in separate silos. The point is, what Hollis put forth – the ability to abstract underlying infrastructure complexity and run workloads across multiple heterogeneous estates with an identical experience – is what supercloud is all about.

In this Breaking Analysis we’re excited to share what we hope to learn at Supercloud22 next week.

On Tuesday, Aug. 9, at 9 a.m. PDT, the community is gathering for Supercloud22, an inclusive and open pilot symposium hosted by theCUBE and made possible by VMware Inc. and other founding partners. It’s a one-day, single-track event with more than 25 speakers digging into the architectural, technical, structural and business aspects of supercloud. This is a hybrid event, with a live program in the morning and pre-recorded content in the afternoon featuring industry leaders, technologists, analysts and investors up and down the technology stack.

The seeds of supercloud were sown early last decade

After the very first re:Invent, Amazon Web Services Inc.’s annual cloud conference, we published our Amazon Gorilla post seen in the upper right above. And we talked about how to differentiate from Amazon and form ecosystems around industries and data and how the cloud would change information technology permanently.

In the upper left we put a post up on the old wiki and we talked about the importance of traditional tech companies and their customers learning to compete in the Amazon economy. We showed a graph of how IT economics were changing and cloud services had marginal economics that looked more like software than hardware at scale. And we posited that this would reset opportunities for both technology sellers and industries for the next 20 years.

This came into sharper focus in the ensuing years, culminating in a milestone post by Greylock’s Jerry Chen called Castles in the Cloud, an inspiration and catalyst for us using the term supercloud in John Furrier’s post prior to re:Invent 2021.

The CTO Advisor’s take

Once we floated the concept, people in the community started to weigh in and help flesh out this idea of supercloud — where companies of all types build services on top of hyperscale infrastructure and across multiple clouds, and going beyond multicloud 1.0, which we argued was really a symptom of multivendor.

Despite its somewhat fuzzy definition, it resonated with people because they knew something was brewing. Keith Townsend, the CTO Advisor, even though he wasn’t necessarily a big fan of the buzzy nature of the term supercloud, posted this awesome blackboard talk on Twitter:

Keith has deep practitioner knowledge and lays out a couple of options. Especially useful are the examples he uses of cloud services, which recognize the need for cross-cloud services and the aspirational notion of VMware’s vision. Remember this was in January 2021. And he brings HashiCorp into the conversation. It’s one of the speakers at Supercloud22. And he asks the community what they think.

Which is what we’re asking you. We’re trying to really test out the viability of supercloud and people like Keith are instrumental as collaborators.

Not everyone is on board

It’s probably not a shock to you to hear that not everyone’s is not on board with the supercloud meme. In particular, Charles Fitzgerald has been a wonderful collaborator just by his hilarious criticisms of the concept. After a couple of supercloud posts, Charles put up his second rendition of supercloudafragilisticexpialidocious. It’s just beautiful.

To boot, he put up this picture of Baghdad Bob asking us to “Please Just Stop.” Bob’s real name is Muhammad Saeed al-Sahhaf. He was the minister of propaganda for Saddam Hussein during the 2003 invasion of Iraq, making outrageous claims of U.S. troops running Saddam’s elite forces in fear.

Charle’s laid out several helpful critiques of supercloud, which has led us to further refine the definition and catalyze the community’s thinking on the topic. One of his issues, and there are many, is we said a prerequisite of supercloud was a superPaaS layer. Gartner’s Lydia Leong chimed in (see above) saying there were many examples of successful platform-as-a-service vendors built on top of a hyperscaler, some having the option to run in more than one cloud provider.

But the key point that we’re trying to explore is the degree to which that PaaS layer is purpose-built for a specific supercloud; and not only runs in more than one provider, as Lydia said, but runs across multiple clouds simultaneously, creating an identical developer experience irrespective of estate. Now maybe that’s what she meant… it’s hard to say from a tweet.

But to the former point, at Supercloud22 we have several examples we’re going to test. One is Oracle Corp.’s and Microsoft Corp.’s recent announcement to run database services on Oracle Cloud Infrastructure and Microsoft Azure, making them appear as one. Rather than use an off-the-shelf platform, Oracle claims to have developed a capability for developers specifically built to ensure high performance, low latency and a common experience across clouds.

Another example we’re going to test is Snowflake Inc. We’ll be interviewing Benoit Dageville, co-founder of Snowflake, to understand the degree to which Snowflake’s recent announcement of an application platform is purpose built for the Snowflake Data Cloud. Is it just a plain old PaaS – big whoop as Lydia claims – or is it something new and innovative?

By the way we invited Charles Fitz to participate in Supercloud22 and he declined, saying, in addition to a few other semi-insulting quips:

[There’s] “definitely interesting new stuff brewing [that] isn’t traditional cloud or SaaS. But branding it all supercloud doesn’t help either.

Indeed, we agree with the former sentiment. As for the latter, we definitely are not claiming everything is supercloud. But to Charles’ point, it’s important to define the critical aspects of supercloud so we can determine what is and what isn’t supercloud. Our goal at Supercloud22 is to continue to evolve the definition with the community. That’s why we’ve asked Kit Colbert, CTO of VMware, to present his thinking on what an architectural framework for cross-cloud services, what we call supercloud, might look like.

The analysts’ take

We’re also featuring some of the sharpest analysts in the business at Supercloud22 with The Great Supercloud Debate.

In additional to Keith Townsend, Maribel Lopez of Lopez Research and Sanjeev Mohan, former Gartner analyst and now principal at Sanjmo, participated in this session. Now we don’t want to mislead you and imply that these analysts are hopping on the supercloud bandwagon. But they’re more than willing to go through the thought experiment and this is a great conversation that you don’t want to miss.

Maribel Lopez had an excellent way to think about this topic. She used TCP/IP as an historical example, saying:

Remember when we went to TCP/IP, and the whole idea was, how do we get computers to talk to each other in a more standardized way? How do we get data to move in a more standardized way? I think that the problem we have with multicloud right now is that we don’t have that. So that’s sort of a ground level of getting us to your supercloud premise.

Listen to Maribel Lopez share here thoughts on the base level requirements for supercloud.

As well, Sanjeev Mohan has some excellent thoughts on whether the path to supercloud will be achieved via open-source technology or a de facto standard platform.

Now again, we don’t want to imply that these analysts are all out banging the supercloud drum. They’re not necessarily. But it’s fair to say that, like Charles Fitzgerald, they believe something new is bubbling up. And whether it’s called supercloud or multicloud 2.0 or cross-cloud services, or whatever name you want to choose, it’s not multicloud of the 2010s.

Our goal here is to advance the discussion on what’s next in cloud. Supercloud is meant to be a term that describes the future. And specifically the cloud opportunities that can be built on top of hyperscale compute, storage, networking, machine learning and other services at scale.

Addressing the top 10 questions around supercloud

That is why we posted the piece on answering the top 10 questions about supercloud, many of which were floated by Charles Fitzgerald and others in the community.

Why does the industry need another term? What’s really new and different and what is hype? What specific problems does supercloud solve? What are the salient characteristics of supercloud? What’s different beyond multicloud? What is a superPaaS? How will applications evolve on superclouds?

All these questions will be addressed in detail as a way to advance the discussion and help practitioners and business people understand what’s real today and what’s possible in the near future.

Who will build superclouds?

One other question we’ll address is: Who are the players that will build out superclouds and what new entrants can we expect? Below is an Enterprise Technology Research graphic we showed in a previous episode of Breaking Analysis. It lays out some of the companies we think are either building superclouds or are in a position to do so.

The way the Y axis shows Net Score or spending velocity and the X axis depicts presence in the ETR survey of more than 1,200 respondents.

The key callouts to this slide, in addition to some of the smaller firms that aren’t yet showing up in the ETR data, such as ChaosSearch and Starburst and Aviatrix and Clumio, are the really interesting additions that are industry players. Walmart and Azure, CapitalOne and Goldman with AWS, Oracle Cerner: These, we think, are early examples of industry clouds that will eventually evolve into superclouds.

They may not all be cross-cloud today (Oracle/Microsoft is and perhaps Goldman’s cloud fits, since it connects to on-prem systems), but the potential is there. So we’ll explore these and other trends to get the community’s input on how this will play out.

Experts address key questions at Supercloud22

We have an amazing lineup of experts to answer your questions: Technologists such as Kit Colbert, Adrian Cockcroft, Marianna Tessel, Chris Hof, Will Laforest, Ali Ghodsi, Benoit Dageville, Muddu Sudhakar, Steve Mullaney, Priya Rajagopal, Lori MacVittie, Howie Xu, Haseeb Budhani, Rajiv Ramaswami, Vittorio Viarengo, Kris Rice, Karan Batta. Investors such as Jerry Chen, In Sik Rhee, the analysts we featured earlier, Paula Hansen talking about going to market in a multicloud world, Gee Rittenhouse, David McJannet, Bhaskar Gorti of Platform9 and more.

And of course you.

Please register for Supercloud22. It’s a really lightweight registration; we’re not doing this for lead gen, we’re doing it for collaboration, and if you sign in, you can chat and ask questions in real time. Don’t miss this inaugural event on Aug. 9 starting at 9 a.m. PDT.

Keep in touch

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Thu, 04 Aug 2022 19:57:00 -0500 en-US text/html
Killexams : Digital Assurance Market Is Booming Worldwide : Cognizant, Infosys, Aspire Systems

This press release was orginally distributed by SBWire

New Jersey, NJ — (SBWIRE) — 07/20/2022 — 2021-2030 Report on Global Digital Assurance Market by Player, Region, Type, Application and Sales Channel is latest research study released by HTF MI evaluating the market risk side analysis, highlighting opportunities and leveraged with strategic and tactical decision-making support. The report provides information on market trends and development, growth drivers, technologies, and the changing investment structure of the Global Digital Assurance Market. Some of the key players profiled in the study are Accenture, Cognizant, Infosys, Capgemini, IBM, Oracle, Wipro, Quali Test, Aspire Systems, Cigniti, Atos, NTT Data, Hexaware Technologies, HCL Technologies, Tech Mahindra, Micro Focus, SQS, TCS, Maveric Systems & Katalon.

Get free access to sample report @

Digital Assurance Market Overview:

The study provides comprehensive outlook vital to keep market knowledge up to date segmented by Manufacturing, Retail and Ecommerce, Telecom, Media and Entertainment, Government and Public Sector & BFSI, Application Programming Interface (API) Testing, Functional Testing, Network Testing, Performance Testing, Security Testing and 18+ countries across the globe along with insights on emerging & major players. If you want to analyse different companies involved in the Digital Assurance industry according to your targeted objective or geography we offer customization according to requirements.

Digital Assurance Market: Demand Analysis & Opportunity Outlook 2026

Digital Assurance research study defines market size of various segments & countries by historical years and forecast the values for next 6 years. The report is assembled to comprise qualitative and quantitative elements of Digital Assurance industry including: market share, market size (value and volume 2017-2021, and forecast to 2027) that admires each country concerned in the competitive marketplace. Further, the study also caters and provides in-depth statistics about the crucial elements of Digital Assurance which includes drivers & restraining factors that helps estimate future growth outlook of the market.

The segments and sub-section of Digital Assurance market is shown below:

The Study is segmented by following Product/Service Type: Application Programming Interface (API) Testing, Functional Testing, Network Testing, Performance Testing, Security Testing

Major applications/end-users industry are as follows: Manufacturing, Retail and Ecommerce, Telecom, Media and Entertainment, Government and Public Sector & BFSI

Some of the key players involved in the Market are: Accenture, Cognizant, Infosys, Capgemini, IBM, Oracle, Wipro, Quali Test, Aspire Systems, Cigniti, Atos, NTT Data, Hexaware Technologies, HCL Technologies, Tech Mahindra, Micro Focus, SQS, TCS, Maveric Systems & Katalon

Enquire for customization in Report @

Important years considered in the Digital Assurance study:
Historical year – 2017-2021; Base year – 2021; Forecast period** – 2022 to 2027 [** unless otherwise stated]

If opting for the Global version of Digital Assurance Market; then below country analysis would be included:
– North America (USA, Canada and Mexico)
– Europe (Germany, France, the United Kingdom, Netherlands, Italy, Nordic Nations, Spain, Switzerland and Rest of Europe)
– Asia-Pacific (China, Japan, Australia, New Zealand, South Korea, India, Southeast Asia and Rest of APAC)
– South America (Brazil, Argentina, Chile, Colombia, Rest of countries etc.)
– Middle East and Africa (Saudi Arabia, United Arab Emirates, Israel, Egypt, Turkey, Nigeria, South Africa, Rest of MEA)

Buy Digital Assurance research report @

Key Questions Answered with this Study
1) What makes Digital Assurance Market feasible for long term investment?
2) Know value chain areas where players can create value?
3) Teritorry that may see steep rise in CAGR & Y-O-Y growth?
4) What geographic region would have better demand for product/services?
5) What opportunity emerging territory would offer to established and new entrants in Digital Assurance market?
6) Risk side analysis connected with service providers?
7) How influencing factors driving the demand of Digital Assurance in next few years?
8) What is the impact analysis of various factors in the Global Digital Assurance market growth?
9) What strategies of big players help them acquire share in mature market?
10) How Technology and Customer-Centric Innovation is bringing big Change in Digital Assurance Market?

Browse Executive Summary and Complete Table of Content @

There are 15 Chapters to display the Global Digital Assurance Market
Chapter 1, Overview to describe Definition, Specifications and Classification of Global Digital Assurance market, Applications [Manufacturing, Retail and Ecommerce, Telecom, Media and Entertainment, Government and Public Sector & BFSI], Market Segment by Types Application Programming Interface (API) Testing, Functional Testing, Network Testing, Performance Testing, Security Testing;
Chapter 2, objective of the study.
Chapter 3, Research methodology, measures, assumptions and analytical tools
Chapter 4 and 5, Global Digital Assurance Market Trend Analysis, Drivers, Challenges by consumer behaviour, Marketing Channels, Value Chain Analysis
Chapter 6 and 7, to show the Digital Assurance Market Analysis, segmentation analysis, characteristics;
Chapter 8 and 9, to show Five forces (bargaining Power of buyers/suppliers), Threats to new entrants and market condition;
Chapter 10 and 11, to show analysis by regional segmentation [North America, Europe, Asia-Pacific etc], comparison, leading countries and opportunities; Customer Behaviour
Chapter 12, to identify major decision framework accumulated through Industry experts and strategic decision makers;
Chapter 13 and 14, about competition landscape (classification and Market Ranking)
Chapter 15, deals with Global Digital Assurance Market sales channel, research findings and conclusion, appendix and data source.

Thanks for showing interest in Digital Assurance Industry Research Publication; you can also get individual chapter wise section or region wise report version like North America, LATAM, United States, GCC, Southeast Asia, Europe, APAC, United Kingdom, India or China etc

About Author:
HTF Market Intelligence consulting is uniquely positioned empower and inspire with research and consulting services to empower businesses with growth strategies, by offering services with extraordinary depth and breadth of thought leadership, research, tools, events and experience that assist in decision making.

Contact US:
Craig Francis (PR & Marketing Manager)
HTF Market Intelligence Consulting Private Limited
Unit No. 429, Parsonage Road Edison, NJ
New Jersey USA – 08837
Phone: +1 (206) 317 1218
[email protected]

For more information on this press release visit:

Wed, 20 Jul 2022 10:30:00 -0500 ReleaseWire en-US text/html
Killexams : A New Service from the Microsoft and Oracle Partnership: Oracle Database Service for Microsoft Azure

Recently, Microsoft and Oracle announced the general availability (GA) of Oracle Database Service for Microsoft Azure, a new service that allows Microsoft Azure customers to provision, access, and monitor enterprise-grade Oracle Database services in Oracle Cloud Infrastructure (OCI).

Microsoft and Oracle have partnered since 2019 and first delivered the Oracle Interconnect for Microsoft Azure,, allowing hundreds of organizations to use secure and private interconnections in 11 global regions. Now both companies have extended their partnership with the GA release of Oracle Database Service for Microsoft Azure, which builds upon the core capabilities of the Oracle Interconnect for Azure and enables any customer to integrate workloads more easily on Microsoft Azure with Oracle Database services on OCI.

Through the Azure Portal, customers can deploy Oracle Database running on OCI with the Oracle Database Service. The service automatically configures everything required to link the two cloud environments and federates Azure Active Directory identities, making it easy for Azure customers to use the service. Furthermore, OCI database logs and metrics are integrated with Azure Services such as Azure Application Insights and Azure Log Analytics for simpler management and monitoring Azure Application Insights and Azure Log Analytics.


Jane Zhu, senior vice president, and chief information officer, Corporate Operations, Veritas, said in a Microsoft press release:

Oracle Database Service for Microsoft Azure has simplified the use of a multi-cloud environment for data analytics. We were able to easily ingest large volumes of data hosted by Oracle Exadata Database Service on OCI to Azure Data Factory where we are using Azure Synapse for analysis. 

In addition, Holger Mueller, principal analyst and vice president at Constellation Research Inc., told InfoQ:

It is remarkable as customers brought competitors together - and now Oracle is even better integrated into the Azure... practically making Oracle a first-grade citizen in Azure - operating the Oracle DB from an Azure console. This is how multi-cloud should be implemented - so customers win. And they must win......

Furthermore, he said: 

Tacitly it is also the admission by Microsoft that the Oracle DB is better than MS SQL Server and by Oracle that Microsoft PowerBI is better than Oracle Analytics - at least for some customers... and Larry J Ellison is right - it is all about giving customers choices.

Lastly, there are no charges for using the Oracle Database Service for Microsoft Azure, the Oracle Interconnect for Microsoft Azure, or data egress or ingress when moving data between OCI and Azure. Customers will pay only for the other Azure or Oracle services they consume, such as Azure Synapse or Oracle Autonomous Database.

Thu, 28 Jul 2022 08:32:00 -0500 en text/html
Killexams : Manufacturers Using Low-Code to Fast-track Automation Apps

Manufacturers are seeking alternatives to original programming as they adopt Industry 4.0 technology. In the midst of COVID-19, they are deploying new factory equipment such as cobots to automate their processes. For the most part, cobots don’t require original programming. They require configuration that can be completed by a nonprogrammer. This concept is proliferating beyond cobots to other areas of plant automation. Low-code platforms are offering app-building without programming, offering manufacturers a quick move to advanced automation.

Low code is a visual approach to application development that enables professional and nonprofessional developers to collaborate and rapidly build and deploy applications. According to Gartner, “By 2024, low-code application development will be responsible for more than 65% of application development activity.” A Forrester report noted that “the low code/no-code market is worth $4 billion and growing by 50% annually."

Several companies are offering low-code platforms. Siemens offers low-code through its subsidiary, Mendix. Microsoft, Oracle, Appian, Google, and Salesforce also offer “app maker” tools that are essentially low-code platforms.


Whatever route the low-code application development takes, it will require less programming, perhaps no programming at all.

Low Code for Manufacturing

Manufacturers are shifting app-building to their manufacturing technology professionals, the domain experts. “Leading manufacturers are using low-code for IoT solutions because it enables domain experts to co-create proactive, contextual and personalized applications,” Sheryl Koenigsberg, global director of product marketing at Mendix, told Design News. “Low-code makes it easier for the team to digitalize workflows across OT and IT, enhance factory automation initiatives, and support field operations teams.”

Companies are turning to low-code to bridge programming the gap and accelerate application creation. Low-code’s graphical interface and model-driven logic allow people who have no or limited coding experience to get involved in developing applications. Yet some companies are getting blow-back from IT. In many cases, the IT group is reluctant to support low-code because they don’t see the technology as enterprise-ready. Meanwhile, low-code providers insist, “We’re ready and we can scale.”

According to Mendix, low-code tools are designed to be quickly adopted by domain experts. “We have seen developers emerge from every facet of the workforce,” said Koenigsberg. “Business analysts who spend their days in Excel or BI tools can start using low-code easily. Industrial engineers for whom model-driven development is second nature find low-code quite accessible.”

Low-code platforms can be used even for those without domain experience. “We have examples of Mendix developers who come from further afield – people with backgrounds as underwriters, for example, bankers, attorneys, and project managers of all types,” said Koenigsberg. “Professional developers master the platform in no time at all. What matters is the desire to learn low-code and the understanding that it can easily solve problems. The background of the user doesn’t matter.”

Low-Code During the Pandemic

In several manufacturing sectors, the COVID-19 pandemic forced companies to innovate quickly, whether it was because they had to produce medical equipment or simply that they were trying to keep up with consumer demand. “In 2020, digitalization became table stakes. Companies in all industries have been eager – desperate, even – to find ways to get software created quickly,” said Koenigsberg.

Automation experts have had to revamp their operations overnight. “Low-code is the best way to do that. During the global pandemic, enterprises woke up to find that they suddenly needed to vastly accelerate their efforts to digitize internal processes, reach customers on all kinds of devices, and offer new AI-driven products and services,” said Koenigsberg. “You couldn’t possibly hire all the different skill-sets necessary to deliver that range of applications fast enough. Enterprise low-code offered a single approach to developing broad solutions with a small, non-specialized team.”

Given its recent popularity, it’s surprising that low-code development has been around for many years. “Rapid application development tools have been in use for several decades,” said Koenigsberg. “Today, the visually abstracted approach to software programming and development is seeing widespread enterprise adoption throughout every sector of the economy.”

Bringing Developers and Domain Experts Together

Another benefit is the ability for developers and domain experts to work closely together. “Enterprise low-code platforms let professional developers co-create software alongside domain experts and business stakeholders,” said Koenigsberg. “They get validation of design and requirements along the way.”

The shift to low-code applications can change the culture of automation development. “Low-code transforms how organizations deliver software. It’s bigger than non-programmers developing applications,” said Koenigsberg. “What low-code offers is a holistic approach that enterprises can take to address the acute shortage of development resources. With enterprise low-code, domain experts can be part of the development process. Plus, the solutions they build align with established guidelines around quality, scalability, and governance.”

Rob Spiegel has covered automation and control for 19 years, 17 of them for Design News. Other syllabus he has covered include supply chain technology, alternative energy, and cybersecurity. For 10 years, he was the owner and publisher of the food magazine Chile Pepper.

Wed, 06 Jul 2022 12:00:00 -0500 en text/html
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