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Oct 05, 2022 (Evertise Digital via COMTEX) -- In the field of information technology, everything is evolving. New releases and upgrades are constantly introduced to the market. And if you want to make yourself relevant even with the relentless changes in the industry, then consider getting certified. A credible path to help you out is the, which leads you toward a bright and thriving career. So, are you ready to take on the challenge and accomplish the ExamSnap.com on your first attempt? Below are the key reasons why you should add this to your list of priorities as soon as possible.
Over the years, has molded thousands of individuals, transforming them into in-demand enterprise networking professionals. One of the most pertinent technical paths offered to those working in the field of CCNP Enterprise Certification networking is the Cisco 300-410 exam. This is particularly designed for anyone who has an extensive background in implementing core enterprise networking technologies and solutions. Ideally, it's best to have 3 to 5 years of working experience to become a highly suitable candidate for the exam.
The exam VCE itself looks into the advanced aspects of enterprise networking, specifically on the implementation and troubleshooting of routing services and technologies. The primary points of the test cover the network infrastructure, including the core services, security, and automation. Additionally, it gives emphasis to Layer 3, focusing on how you resolve issues related to route maps, loop prevention mechanisms, and BGP, among others. Lastly, it ensures you are capable of managing VPN services efficiently.
Through the Cisco 300-410 exam, you are given the opportunity to obtain two credentials. The first one is the Cisco Certified Specialist – Enterprise Advanced Infrastructure Implementation CCNA Certification. The second one is the, which is awarded if you successfully accomplish the test, along with Cisco 350-401. The exam is one of the many concentration tests that ushers you to the ever-popular accreditation.
An outdated skillset is often one of the reasons why professionals have a hard time moving up the corporate ladder. In this fast-paced digital world, it pays off to have a skillset that is relevant to the demands in the industry. Accordingly, you can't do this by boxing yourself in the same set of tasks every day. You have to be proactive Devnet Professional Certification and keep up with the new technologies in your chosen domain. By getting certified, you not only earn a validated skillset but also make yourself more conversant with the changes in the IT field.
The core benefits of the stretch beyond the acquisition of Devnet Associate Certification. It transforms you into a highly skilled and marketable that is equipped with the latest knowledge in managing more radical routing technologies and services, along with troubleshooting concerns associated with. So, if you're still undecided, try to assess the test objectives and evaluate if the exam fits your needs for career advancement.
The MarketWatch News Department was not involved in the creation of this content.
The nature of warfare is changing. The domains of land, sea, and air are now joined by a fourth domain – cyberspace. And by 2028, the United States Army will be transformed into a force synchronized to conduct Multi-Domain Operations (MDO). To support MDO, the Army is working to establish the secure sharing of data with the speed and range necessary to deliver information where and when it is needed. This ability is called network convergence, and it is key to the future of the Army.
To share data in real-time anywhere in any theater, the Army needs global connectivity. And it needs to align the enterprise systems used by stationary forces to the tactical sphere on the battlefield. In practical terms, this means that tactical formations must be able to plug into a unified network from wherever they are deployed and instantly acquire the information needed to conduct effective operations. The technology that supports this capability is referred to as a unified network.
A unified network is built with interoperable tools and technologies. Historically, networks were siloed and typically included off-the-shelf technologies that didn't work with products used by other networks. This limitation impacted real warfighters in real engagements when units were unable to join a network immediately upon entering a theater.
Not only do forces need to acquire data while in the theater, but Army leaders need a singular view of the data those forces provide. The insights gained by commands, fuel better decision-making. In the words of Gen. James C. McConville, Chief of Staff of the Army, "Overmatch will belong to the side that can make better decisions faster."
A unified network moves technological complexity up the chain so the network can be managed at a distance. This is achieved through a software-defined network (SDN), which is an architecture that abstracts the control plane and centralizes management, meaning that network operators can interact with the network through friendly user interfaces rather than having to write, test, and deploy code.
This architecture relieves forces closer to the fight from the distraction of IT chores. "You don't place (complexity) at the lowest possible level," said Lt. Gen. John Morrison, the Army's G-6. "That's not how industry does it. It's not how the United States Army should do it."
The Army calls this vision for a robust modern network Unified Network Operations (UNO). The UNO program provides a simplified, interoperable, and standardized framework for network operations that centralizes the management of enterprise and tactical network environments. UNO is available through the Global Enterprise Modernization Software and Services (GEMSS) program, an innovative vehicle that streamlines procurements related to network modernization.
The UNO program is part of a larger Army Digital Transformation Strategy (ADTS) initiative. ADTS aims to digitally transform all Army technologies, processes, and people by providing an overarching framework. The goal is to achieve a digital Army that can overmatch through joint MDO by 2028.
ADTS aligns with wider Army and DoD modernization strategies – all of which promote the evolution of a more ready, lethal, and modern force over the next six years.
"Going digital is … about how we can operate as an Army … empowering our workforce, and re-engineering our rigid institutional processes to be more agile," said Dr. Raj Iyer, CIO, US Army. The first step in meeting these goals is building a modern network.
Traditional networks were hardware-centric, relied on perimeter-based security, and tracked network data. A modern unified network is software-driven, uses automation to perform tasks at scale, has security built in from the ground up, and performs pre-emptive monitoring and troubleshooting.
The Army has worked to Improve network readiness by aligning a single Army service provider, Cisco, the industry-leading networking, cloud, and cybersecurity company. Cisco is capable of delivering standardization and interoperability, increasing the Army's cybersecurity posture, and enabling rapid Defensive Cyber Operations (DCO) responses. These factors are considered to be critical conditions for a unified network.
Army IT leaders have access to Cisco DNA, a comprehensive set of software, hardware, support, and training capabilities that support network modernization through the Army's centrally funded GEMSS program.
GEMSS is a procurement vehicle that eases Army access to technical services and streamlines the acquisition of unlimited software licenses for Cisco routing, switching, and wireless technology.
Some of the ways Cisco DNA enables UNO include:
Open-source standards fuel interoperability, while the Cisco DNA network controller future-proofs the network to address advancements such as Infrastructure-as-Code. By using Cisco DNA, the Army's unified network can seamlessly activate third-party innovations and integrate cloud technologies. Network operations are simplified, and powerful network automation, open APIs, and standards-based protocols are ready to implement out of the box.
Identity-driven, location-independent access is a foundational element in Cisco DNA. Micro-segmentation supports granular policy controls while users are continuously authenticated. Traffic patterns are monitored down to the device level. User access and privileges across the network are regulated through the use of templates, which ensures performance even on congested networks.
In practical terms, troops can be moved and unit tasks reorganized without delays caused by network changes.
Authorized users can write policies in plain English, and Cisco DNA will automatically transform them into machine-readable code understood by all devices on the network.
This policy-driven management, combined with automation and continuous monitoring, ensures interoperability from the enterprise cloud to the tactical edge, regardless of location. Every network point becomes a sensor that sends continuous app performance and user connectivity data in real-time, delivering the unified cyber-situational awareness necessary to visualize and defend environments.
Cisco DNA SD-WAN uses a Plan-Prepare-Execute workflow that leverages automation across all facets of the network. Traffic is consolidated for better access control, while standardization enables fast, flexible connections to different platforms. Network services can be rapidly instantiated and scaled to network services using digitized endpoints, which are protected by advanced automation and policy- and identity-based micro-segmentation.
As the Army's partner on GEMSS, WWT offers operating-level expertise and advice to help organizations modernize and unify their networks with Cisco DNA.
We provide a centralized means to manage licenses, access hardware, and acquire support, education, and training. This means Army network engineers and managers can leverage the benefits of Cisco innovation without getting mired down in contractual details.
Questions about SD-WAN, software-defined access (SD-A), or other technologies needed to build a unified network? WWT can connect Army customers with a GEMSS expert who can, at no cost, build a roadmap that helps them understand how to implement Cisco DNA to support UNO and ADTS. From planning to execution, WWT is dedicated to supporting Army customers through GEMSS.
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Geopolitical tensions, supply chain breakdown, climate change, the rise of AI and a growing risk of inflation-driven recession are leading to a period of extreme disruption.
For many leaders, this uncertainty is viewed through the lens of caution and constraint. Plans for evolution and revolution take a back seat as organisations opt to pull up the drawbridge and wait for the dust to settle. That seems to be the most common refrain in the business community and in news articles.
We disagree and argue that (disruption, volatility, uncertainty, complexity, ambiguity and diversity). They should see disruption as an opportunity and not a limitation.
Disruption to a market can be devastating for a company, just ask the likes of Kodak, Nokia or Xerox, but it can also promise tremendous opportunities for those agile enough to take advantage of this brave new world.
Being agile means converting an outcome of uncertainty and turning it into an opportunity that helps the organisation grow. For example, one consequence of the Covid-19 pandemic was a dramatic shift from using public transport to private cars. Yet, people still wanted to stay connected and remain social while travelling.
This demand for social interaction from the comfort of your car presented an opportunity. A potential opportunity that Marelli, the Italian manufacturer of automotive components, identified early and built on in new and inventive ways. Their innovations included putting touchscreen display screens in the side panels of vehicles, allowing passengers to easily stay connected while on the move. The company’s agile and pioneering approach means they are now well placed to benefit from an opportunity that arose from an unexpected disruption.
But how can a company plan for the unexpected? While we understand the paradox, it is clear that being passive is not an option. To stay relevant in the D-VUCAD landscape, companies need to actively design for disruption, formulating and embracing strategies that help them become more flexible and agile.
In an ever-changing world, organisations have to move beyond existing certainties and norms. Companies need to reinvent themselves every decade or so to align with emerging realities and changing revenue and profit pools. As described in The Phoenix Encounter, a book Sameer Hasija co-authored, this process involves identifying threats that may transform existing markets and developing strategies to build back your business afresh.
Take the example of L&T Technology Services (LTTS). The leading engineering research & development (ER&D) services company is looking to do business in a D-VUCAD world where the pace of technological innovation has already begun to impact and transform their traditional markets.
Add to this the pandemic-induced shifts caused by the flux of independent contractors (gig workers), a new work from home culture and disruptions to travel and in person communications, and it becomes clear that the way organisations have been doing business over the last 100 years has changed, perhaps irrevocably.
However, this dramatic upheaval should be viewed as a potential opportunity. After all, the global demand for ER&D is predicted to grow at an annual rate of 12-13 percent to reach US$75 billion by 2025.
As the world spends increasing amounts on new technological solutions it is vital that engineering services companies pivot to a higher level of customer centricity to stay relevant and ahead of the competition.
Dr. Richard Soley, Executive Director of Cloud Standards Customer Council, an end-user advocacy group explains it this way: “Companies [are beginning] to buy outcomes, and not [just] the products that deliver them.”
Perhaps the first step in driving that change is a revitalisation of the mission, vision and values charter of an organisation, enabling it to focus on the fundamentals. In the case of LTTS that meant a move towards a cultural transformation that had a greater focus on partnering with their stakeholders to deliver inclusive growth for everyone, while also highlighting the importance of people in the innovation process.
Pick your bets
So how does an organisation succeed in this D-VUCAD environment? Start by building any reinvention around your core business model. Look at the trends that could or are already impacting your industry and decide which of these are going to be the most important to your organisation and also your customers.
Picking the right bets is not always easy, but if you get it right it can open up huge untapped opportunities. A good example of this is the American tech conglomerate Cisco. Around seven years ago, Cisco was convinced that the Internet of Things (IoT) was going to be a key trend and dedicated significant resources to become a pioneer in what was at the time a nascent technology.
In 2020 the industrial IoT market size was valued at US$ 216.13 billion with a predicted annual growth rate of 22.8 percent from 2021 to 2028. Cisco has market share of nearly 15 percent. Rather than wait for the market to grow Cisco decided to help create the market.
Choosing the right technology
Identifying, adopting and implementing the right technology can be a key differentiator here, one that helps organisations attract and capture scarce mindshare in the D-VUCAD world. As companies continue to scan the global landscape for new opportunities, focused investments around these game-changing technologies can help unlock new growth trajectories.
Microsoft is a good example of this in practice. The tech giant’s transformation into a leader in cloud computing has been well documented but it was actually only a small part of their business just a decade ago. Microsoft’s leadership had the vision and focus to reinvent the organisation and back a potential technology trend that could positively impact the group’s business in the long term.
The reality is that
Of course, we shouldn’t forget that choosing a technology is always a bet. How you choose to make it, and the way you drive it forward, is always going to influence the journey that you are set to undertake.
Prepare for the future
Another interesting case study is that of Shell. The oil and gas giant has been aggressively moving into the EV charging domain with a roadmap to roll out 500,000 electric charging stations by 2025. This radical repositioning of Shell as an EACV player is a good example of proactively identifying future opportunities and building a first-mover advantage.
Not every trend you predict will evolve as expected. And not every idea you try will be successful. The important thing is to explore a range of different opportunities then analyse which have potential. Try, fail and then pivot to what works.
There are plenty of current examples of organisations testing out ideas in response to ongoing disruptions. Take construction equipment manufacturer Caterpillar, which purchased Yard Club, a marketplace for construction equipment. On paper, this looks like it could cannibalise its existing business model, which is focused on selling new tools and equipment. On the flip side, it could also position them as a pioneer in a new circular business model where equipment-sharing becomes the norm, in line with global sustainability trends.
Be agile, adaptive and adept
An organisation’s ability to constantly transform and reinvent itself can be seen as the dual engines that drive continued business success, helping to ensure they stay relevant while also opening up new markets and opportunities. Yet despite the obvious benefits, implementing change is not always straightforward.
After all, employees can rightly question the need to disrupt the status quo when an organisation is turning a profit and operations are running smoothly. However, the reality is if you wait for things to go wrong then it is usually too late to respond. And it is typically the investor community who question the status quo and highlight early red flags. It is thus essential for organisations to have an ear to the ground and pick up any early warning signals.
The challenge is how to promote a need for continual change without unsettling your team and without breaking what is already working well. After all, a shift in strategy can have potentially negative impacts for members of the team.
Take the example of the L&T Group. The Indian engineering and construction conglomerate recently moved into green energy, commissioning its first green hydrogen plant at its engineering complex in Hazira, India. This initiative is in line with the Group’s stated climate leadership targets that will help reduce the greenhouse gas footprint for itself as well as its clients by approximately 300 tonnes per annum by 2026. Instead of waiting for the inevitable calls to adopt a carbon neutral roadmap, L&T has proactively addressed this, generating goodwill among its stakeholders.
Leaders cannot succeed in a vacuum. If transformation is really going to work then a consultative approach can help certain that all the stakeholders – employees, customers, investors, and society – are on board with, and properly understand, the mission, vision and values you are promoting. They are more likely to get onboard if they are clear on how the reinvention will benefit them.
That is why transformation needs to happen in stages so that change is not too abrupt or traumatic for the different stakeholders involved. Staggering the changes also gives you the opportunity to demonstrate the benefits at each step of the transformation.
Stakeholders also need to feel that they are part of the process, which is why you need to address the concerns of fence sitters and allow them the ability to offer feedback on proposals to build the widest possible consensus.
By taking this collaborative approach, you can build a roadmap that everyone is aligned with and that leaves your organisation ready to embrace and take advantage of future disruptions.
At LTTS, their Dream-Discuss-Deliver-Double Down moment led to a “just-in-case” approach which meant identifying six “Big Bets”: electric autonomous and connected vehicles, 5G connectivity, digital products and AI, digital manufacturing, medical technology and sustainability, and having a laser-guided focus on nurturing these potential bets. Each trend is already starting to have an impact on society and this impact has the potential to grow even further over time.
Arguably, the key for any organisation looking to adapt to a D-VUCAD world is being able to make the shift in strategy from a “just-in-time” mindset, where you aim to deliver what is requested, when it’s needed to a “just-in-case” attitude where you can design for disruption and growth.
In celebrating its 20 years of operation in Nigerian, the Cisco Networking Academy, which is an initiative of Cisco to develop people in technology education, said it has trained over 7.8 million students in 180 countries, including Nigeria.
The Cisco Networking Academy (NetAcad) is the worldâ€™s largest technology classroom, partnering closely with 22,000 educators to deliver a curriculum that gives students digital, problem-solving and entrepreneurial skills needed to get a job, promotion or start entrepreneurial businesses.
In Nigeria alone, the NetAcad has trained over 101,000 students of which 41 per cent are female in the past 20 years and currently has over 32, 000 active students and an instructor population of 218 in 167 Academies, seven Academy Support Center (ASCs) and nine Instructor Training Center (ITCs).
With many industries experiencing a shortage of Information Technology (IT) talent, Cisco Networking Academy is developing a pipeline of IT talent to support digitisation in Nigeria.
Speaking at a press conference in Lagos recently, Cisco Regional Manager, Corporate Affairs, sub-Saharan Africa, Alfie Hamid said: â€œCisco Networking Academy plays an essential role in Ciscoâ€™s commitment to positively impact over one billion people by 2025 through digitisation. For 20 years, Cisco Networking Academy has enabled people from all works of life to form part of the digital economy, positively changing the lives, incomes, and narratives of their families.â€
Cisco General Manager in Nigeria, Olakunle Oloruntimehin, expressed Cisco Nigeriaâ€™s commitment to advancing skills in ICT saying, â€œAs we celebrate 20 years of innovative IT teaching, we are proud that the Cisco Networking Academy has contributed to the growth of the Nigerian economy.
The crown jewel of Cisco Systemsâ€™ offerings is their Cisco Certified Network Associate curriculum (CCNA), which includes basic mitigation of security threats, introduction to wireless networking concepts and terminology, and performance-based skills. Itâ€™s aligns to industry recognised certification, which is what potential employers are looking for.
The curriculum, according to Oloruntimehin, could be a gateway to a number of careersâ€”network technician, support engineer, network administrator, network designer, network engineer, amongst others.
Students who have benefitted from the initiative, are now gainfully employed as technology experts, while majority have set up their own businesses, employing young school graduates.
Bello Fathia, an SS 3 students of Federal Government College, Yaba, Lagos, who is currently taking some courses at the NetAcad, was able to design Smart School Solution that address security challenges schools. She was able to demonstrate how the solution works, during the press conference to celebrate the 20 years anniversary of NetAcad in Nigeria.
The Networking Academy learning experience includes e-learning curricula; personalised assessments; and hands-on opportunities such as labs, networking simulation software, competitions, and hackathons.
It is perplexing to us that the world’s largest distributor of client and server operating systems and also the creator of the Linux-based, open source SONiC network operating system – that would be Microsoft with its Windows and Windows Server franchises – did not see the benefit or the need to commercialize SONiC and lead the open networking revolution.
As Red Hat so aptly demonstrates, there is money in this game and there is first mover advantage.
To be fair, Dell has offered support of a kind on SONiC for two years now has more recently rolled up a distribution for selected switches in its own portfolio of hardware. But that is not the same thing as creating the Red Hat of NOSes.
SONiC, which was created by Microsoft in 2016 and moved over to the Linux Foundation in 2020, is not the only disaggregated NOS out there. (Disaggregated means the NOS is not created and sold by the maker of the switch or router it runs on, which used to be the case with servers and is still largely the case with switches and routers excepting the hyperscalers and cloud builders, who roll their own or use SONiC.)
Hewlett Packard Enterprise, Dell, and Big Switch Networks all open sourced their NOSes many years ago as Cumulus Networks (now part of Nvidia) joined the Open Compute Project and when it looked like the Red Hat Linux server story might repeat itself on the switch. But none of these NOSes got much traction and therefore a commercial model was not viable. (It was the classic chicken and egg problem – there was no support model and no large customer base, so the software could not proliferate.)
Arrcus, which has created its own closed source ArcOS routing and switching software – analogous to the Windows of NOSes – has yet to become ubiquitous, and the company is now focusing on the edge use case, not datacenter switching and routing. (It was contemplating putting a SONiC layer on top of ArcOS, which is beginning to sound like a good idea these days.)
DriveNets, which focuses on routing, is growing but doesn’t support switching. It is not clear what Nvidia has planned for NOSes based on either the Mellanox MLNX NOS or Cumulus Linux. Arista Networks bought Big Switch Networks, mostly for its network telemetry tools and not to have a companion open source NOS to its own EOS. Cisco Systems is allergic to open source NOSes unless it helps the company win a hyperscaler or cloud deal for its Silicon One switch and router ASICs, and even then it probably breaks out in hives.
It is now several years since SONiC started winning the war of the NOSes, and finally – finally – there is an independent company that has committed to providing a fully open source commercial SONiC distribution with enterprise grade support. And the company is, absolutely logically, called Hedgehog.
Hedgehog was founded in May of this year by Marc Austin, Mike Dvorkin, and Josh Saul. Austin, who is the chief executive officer at Hedgehog, was a scout platoon leader for the 4th Cavalry Regiment in the US Army three decades ago, joined the dot-com boom in the mid-1990s managing Internet shopping networks at IAC and portals for Infoseek – remember those companies? – and started a mobile ride sharing company called Mobiquity in 2000, a decade before Uber. After the dot-com bust, Austin joined AT&T Wireless and ran its BlackBerry solutions business, did a stint at Amazon commercializing the Kindle in schools and governments, moved to Cisco to manage Cisco’s IoT strategy, and finally was a managing partner at IoT capital, a venture firm based in Seattle that (we presume) has invested in Hedgehog.
Dvorkin, who is the company’s chief technology officer, was the system management architect at Nuovo Systems, the company that was formed in 2006 to create Cisco’s “California” converged server-switch platforms. After being a distinguished engineer at Cisco for a few years, Dvorkin joined Insieme Networks, the spinout that created Cisco’s Application Centric Infrastructure software-defined networking, launched in 2014 and not exactly taking the world by storm. (Dvorkin says that is more about the way Cisco did with the implementation of SDN then it was about the core tenets of ACI, which was “to bring plain boring switch OS into modern age, where nothing is synchronous, data is shared, and locking is not required,” as he puts it in his LinkedIn profile.
Saul was a senior network engineer at a number of large enterprises, including GE Capital, Barnes & Noble, and NBC Universal before joining Cisco as a pre-sales systems engineer in 2006. Saul was a consulting systems engineer at Worldwide Technology, VMware, Cumulus Networks, and Dispersive before joining Apstra, the intent-based networking company that was founded in 2014 and acquired by Juniper Networks six years later.
The inevitability of SONiC is driven by three vectors, according to Saul. The first one is the ease of use of cloud infrastructure: You have a YAML file that represents the entire application, you upload it to a cloud, and it gets all of the resources it needs from the cloud services and just runs. The network is pre-plumbed and you don’t even have to think about it.
The second vector, which is in opposition, is that there are applications that don’t run well in the cloud. Data intensive applications out on the edge can’t ship all of that data back up to a cloud for processing because it would take too long and it would cost a ton of money to move that data around.
The third vector, which we have correctly called datacenter repatriation and that others have called cloud repatriation, is real and it is happening. Saul sums this up succinctly this: “Today, you are crazy if you don’t start in the cloud, but at a certain scale, you are crazy if you stay in the cloud because of the high costs.”
When you come to that final point, you can virtualize your compute infrastructure with KVM and Kubernetes, like the hyperscalers and cloud builders do, but what are you going to do about networking? All of this switching gear has proprietary NOSes, with proprietary APIs and tooling, and network engineers still largely work through command line interfaces like we live in the computing Bronze Age of the 1970s and 1980s.
Unlike prior open source NOS efforts, the Hedgehog team has identified that not only does the whole NOS have to be open source, but that open source stack must also include a slew of automation to make setting up and running datacenter networks as easy as using the network services on one of the cloud builders. (Microsoft and Alibaba literally already use SONiC, but they don’t expose all of its feature to end users, of course.)
In the long run, we think Hedgehog will have to provide remote network management services to its customers who want to rely on its own expertise to monitor, secure, and manage their networks better, and that this, above and beyond providing technical support and rolling up patches into SONiC distributions as Red Hat does for Linux will be the real value. And that is because there just isn’t enough SONiC expertise to go around the world if hundreds or thousands of enterprises all try to adopt Hedgehog’s distribution all at the same time.
Dvorkin made no commitments to such a strategy, but he didn’t say it was a wrong idea, either, when The Next Platform talked to him.
There is another factor at work, we think, that will help drive SONiC adoption, too, and one that the hyperscalers and cloud builders have been able to have for more than a decade because they created their own NOSes to run on merchant switch and router ASICs: breaking that proprietary link between a piece of networking hardware and its NOS. If enterprises use Cisco iOS or NX-OS, Arista EOS, or Juniper JunOS in production a world where supply chains are all messed up and switch delivers are 52 weeks to 75 weeks out into the future, you are dependent on those particular vendor’s switches because you are dependent on their NOS. If you use SONiC, you can buy any switch that runs SONiC, and there are over 100 of them today and the number is growing fast.
So why did it take so long for a SONiC distribution with enterprise-grade support to come into being? First of all, there is not a lot of appetite among venture capitalists to invest in the software portion of the datacenter switch market. It’s just too small for the big companies, and there are already quite a few attempts with limited success. But it was eight years between when Linus Torvalds created the Linux kernel and when Red Hat went public, and there was more than two decades of open source and proprietary Unix in academia and then the enterprise that laid the foundation for Linux ahead of that time. It has only been eight years since Microsoft opened up SONiC and its Switch Abstraction Interface (SAI) underpinnings that allows it to run across diverse network ASICs.
Dvorkin’s explanation as to why now is the time to commercialize SONiC, and why it will work now, makes perfect sense to us:
“What we have learned from the failure of Cumulus and others is that you need to have a platform transition to go successfully against Cisco,” Dvorkin explains. “Cumulus had really wonderful ideas they built this thing for Amazon that was pure Layer 3, and then they go back to the enterprise customers, who want them to add in MLAG and all sorts of Layer 2 madness. And that basically pushes them into competing with Cisco and Arista because VMware was the platform and Layer 2 was driving everything. But now, there is a platform shift and all new applications coalesce around Kubernetes, which is again, all Layer 3 stuff. It doesn’t have Layer 2 stuff. Now a lot of the value that Cisco and Arista have in their switches and network operating systems no longer applies. And the people who deploy the Kubernetes stack, they care about open source, they do not want any proprietary stuff, and they want the networking fit into the rest of the operational stuff that they already have, such as Prometheus, Grafana, Elasticsearch, Kibana, and so on. For us to show that open networking is possible, it’s not just like we drop Hedgehog on GitHub and say knock yourself out. We need to provide the experience where SONiC is consumable and usable in a prescribed way.”
And that is the plan with the Hedgehog NOS. The pricing details are still being worked out, but the idea is to charge not by the switch, but by the node count on the Kubernetes clusters. And this, says Dvorkin, will work because you are selling SONiC to the cloud architects instead of the network team that is used to Cisco, Arista, et al and speaking their language. And with this pricing model, you don’t have to care about how many switches it takes to support your Kubernetes clusters. There no nickeling and diming as happens with proprietary NOS features on switches. (Well, it is more like $5,000-ing and $10,000-ing, to be honest.)
The Hedgehog distribution of SONiC will be in early field trials by the end of the year, and around Q1 2023 the Hedgehog automation features that layer on top of it will be out.
It will be truly funny if Microsoft someday buys Hedgehog and completes the circle.
Image source: GMCA Digital
A new partnership has been set up to provide stronger digital connectivity to public sector organisations across Greater Manchester.
It has been formed to deliver Greater Manchester One Network (GM One Network) – which builds on Greater Manchester’s Local Full Fibre Network – as a single infrastructure for public services in the city-region.
It includes Stockport, Oldham, Rochdale and Bury Councils, Transport for Greater Manchester, Greater Manchester Fire and Rescue, and the Greater Manchester Combined Authority (GMCA).
They will work with Cisco and Engage ESM to provide data connections to over 1,300 public sector sites including schools, community centres, fire stations and traffic control signals.
Cisco will design, implement, and operate the GM One Network, while Engage ESM will work with it to design and integrate ServiceNow IT service management with Cisco’s management tools. This is intended to provide a front end for case and request generation and to manage workflow and associated data across the various systems.
The solution will also provide GMCA with an infrastructure to support event management.
Additional suppliers are expected to be announced in the coming months.
GMCA Digital said the creation of GM One Network supports Greater Manchester’s ambition to be a world class digital city-region and is one example of the ‘do things once’ approach, aimed at providing cost savings and service improvements by streamlining systems and reducing waste.
Mayor Andy Burnham said: “This is a huge achievement for Greater Manchester’s public sector and really demonstrates the value of collaboration. Through transforming our public services we are boosting our towns and cities, cementing our position as a world leading digital-city-region.
“Ensuring our services are more efficient supports our ambition that everyone in Greater Manchester, whatever their age, location or situation, can benefit from the opportunities digital brings.”
The initiative also includes a multi-year social value programme, including support for start-up businesses in Greater Manchester to create new products and services to support communities. It will involve business mentoring, co-development of new products and university led research.
Other commitments will include the creation of apprenticeship and mentoring opportunities across the region and efforts to tackle the digital divide in Greater Manchester, such as through the Greater Manchester Databank.
Cllr Eamonn O’Brien, GMCA portfolio lead for education, skills, work, apprenticeships and digital, said: “For our people, having the right infrastructure in place can remove barriers to social, economic and public sector reform objectives. It’s great that once again, our partnerships with the private sector include strong social value commitments, that will be of real benefit to our people across the region.”
Public sector infrastructure and networks haven’t changed much in the last 25 years, however the amount of interconnectivity between public sector organisations has increased as we work more closely together, making GM One Network an important and vital project for our region.
Adele Every, head of public sector for Cisco UK and Ireland, said: “GM One Network will enable new ways of working; it will underpin how public sector organisations in Greater Manchester deliver services, supporting collaboration across the public sector and crucially, goes beyond the technology, with the creation of an ecosystem to build the skills and programmes that will ensure that everyone in Greater Manchester can benefit.”
Newscentre: #5G implementation is integral to Cisco's plans in India, says Dave West of Cisco. He speaks to Ashmit Kumar on the India expansion plan, telecom bill & more. Watch.#5g #davewest #cisco #cnbctv18 #businessnews #businessnewstoday #businessnewsinenglish #sharemarkettoday About CNBC-TV18:
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Oct 14, 2022 (The Expresswire) -- "Final Report will add the analysis of the impact of COVID-19 on this industry."
Global “Mobile Health (mHealth)Market”2022 report presents an exclusive analysis of market size, share, revenue, production, consumption, gross margin, and price. The report offers elaborative data of leading market player's analysis and key factors that will affect the industry growth. The report provides insights into industry revenue returns, growth patterns, competitive market status, and development opportunities. The Virtual Fitness market report encompasses research methodologies, PESTLE and Porterâs Five Forces analysis, product scope, CAGR status. The report offers a quantitative analysis of key countries according to their revenue share and latest technologies advancements in each region.
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Global Mobile Health (mHealth) Market Analysis
The primary highlights of the report offer important details pertaining to profit estimations, statistics, and applications of this product. Our report covers regional analysis of the domestic markets, key company profiles, value chain analysis, consumption, demand, and growth areas. The report analyzes major market firms, focusing on their innovative developments, product launches, operations, and emerging market players to implement new business growth strategies. The report focuses on growth prospects, restraints, and trends of the global Mobile Health (mHealth) market analysis. The study provides Porter’s five forces analysis to understand the impact of various factors such as bargaining power of suppliers, competitive intensity of competitors, threat of new entrants, threat of substitutes, and bargaining power of buyers on the global Mobile Health (mHealth) market outlook.
Mobile Health (mHealth) uses tracking and customer behavioral analysis to Improve corporate operations. Furthermore, when compared to on premise deployment, the deployment paradigm enables the implementation of analytics solutions at a low cost. Executives, data analysts, team leaders, managers, and professionals use business intelligence (BI) tools to collect, analyses, visualize, and report on numerous functions within a company and apply their results to their respective industries.
The report contains different market predictions related to revenue size, production, CAGR, Consumption, gross margin, price, and other substantial factors. While emphasizing the key driving and restraining forces for this market, the report also offers a complete study of the future trends and developments of the market. It also examines the role of the leading market players involved in the industry including their corporate overview, financial summary and SWOT analysis.
List of Top Key Players in Mobile Health (mHealth) Market Report:The survey describes the qualities of the entire company based on an industry-wide analysis: -● Cisco Systems, Inc. ● Samsung Healthcare Solutions ● Johnson and Johnson ● Medtronic Plc ● Qualcomm Life ● Philips Healthcare ● ATandT Inc. ● Bayer Healthcare ● Omron Corporation
Global Mobile Health (mHealth) Market Growth report serves to be an ideal solution for better understanding of the Market. It is helpful in finding out the size of the Market for specific products. These major players operating in this Market are in strong competition in terms of technology, innovation, product development, and product pricing. The Market study aids in making sales forecasts for its products and thereby, establishing harmonious adjustment between demand and supply of its products.
The report gives a comprehensive investigation of the global Mobile Health (mHealth) market. The report contains huge data, measurable information focuses, factual reviewing, SWOT analysis, chance assessment, genuine scene, common exploration, and future improvement prospects. The analysis aims to specify market sizes in individual sections and countries in preceding years and forecast the worth in the subsequent years. The report saves valuable time as well as adds credibility to the work that has been done to grow the business.
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Global Mobile Health (mHealth) Market Segmentation Analysis
Global Mobile Health (mHealth) Market forecast report provides a holistic evaluation of the market. The report offers a comprehensive analysis of key segments, trends, drivers, restraints, competitive landscape, and factors that are playing a substantial role in the market.
Based on Product Type, this report shows the creation, income, cost, piece of the pie, and development pace of each kind, principally split into:● Monitoring Services ● Diagnostic Services ● Treatment Services ● Wellness and Fitness Solutions ● Other Services
Based on Component, Mobile Health (mHealth) is a business solution that provides an in-depth analysis of crowd movement at large gathering locations such as airports and train stations, city malls, retail stores, convention centers, stadiums, and other venues. Data from a variety of sources, including closed-circuit television cameras (CCTV), commercial off-the-shelf cameras, and first- and third-party consumer data, is processed using powerful artificial intelligence approaches to present prediction crowd flow models and customer preference patterns.
On the Basis of the End-User/Applications, this report focuses on the status and outlook for major applications production, revenue, price, market share, and growth rate:● Chronic Care Management ● Health and Fitness ● Weight Loss ● Womens Health ● Personal Health Record ● Medication
Based on the End Use, the Mobile Health (mHealth) Market Trend is bifurcated into Aromatic Industries, Automotive, Building and Construction, Paints, Agrochemicals, and others. It is a low-cost solution that outperforms most composite applications in terms of price vs. performance. In the next five years, hydrocarbon resin is expected to remain the second-largest application in the worldwide Mobile Health (mHealth) Market, owing to increased usage in adhesives, coatings, printing inks, and rubber goods. Also growing construction activities will help this market is growing.
COVID-19 impact on the market
COVID-19 is an infectious disease caused by the novel coronavirus. Largely unknown before this outbreak across the world, COVID-19 has moved from a regional crisis to a global pandemic in just a matter of a few weeks. The World Health Organization (WHO) declared COVID-19 as a pandemic on March 11, 2020.
To know How COVID-19 Pandemic Will Impact This Market/Industry-Request a demo copy of the report-:https://www.researchreportsworld.com/enquiry/request-covid19/21211498
Geographic Segment Covered in the Report:
The Mobile Health (mHealth) report provides information about the market area, which is further subdivided into sub-regions and countries/regions. In addition to the market share in each country and sub-region, this chapter of this report also contains information on profit opportunities. This chapter of the report mentions the market share and growth rate of each region, country and sub-region during the estimated period.● North America(USA and Canada) ● Europe(UK, Germany, France and the rest of Europe) ● Asia Pacific(China, Japan, India, and the rest of the Asia Pacific region) ● Latin America(Brazil, Mexico, and the rest of Latin America) ● Middle East and Africa(GCC and rest of the Middle East and Africa)
Valuable Points from Mobile Health (mHealth) Market Research Report 2022-2029:● Significant changes in Mobile Health (mHealth) Market dynamics. ● Reporting and assessment of recent industry developments. ● A complete background analysis, which includes a valuation of the parental Mobile Health (mHealth) Market. ● Current, Historical, and projected size of the Mobile Health (mHealth) Market from the viewpoint of both value and volume. ● Mobile Health (mHealth) Market segmentation according to Top Regions. ● Mobile Health (mHealth) Market shares and strategies of key Manufacturers. ● Emerging Specific segments and regional for Mobile Health (mHealth) Market. ● An objective valuation of the trajectory of the Market. ● Recommendations to Top Companies for reinforcement of their foothold in the market.
Reasons to Buy This Report:● Identification of potential suppliers as well as partnerships in the report. ● Complete understanding of the global Mobile Health (mHealth) market. ● The global Mobile Health (mHealth) market research report studies the latest global market trends, up-to-date, and thorough competitive analysis, along with various other key features of the worldwide market. ● The potential future partners, suppliers, or affiliates have also skillfully been trained in the report. ● Plan mergers and acquisitions meritoriously by identifying Top Manufacturers. ● Recognize emerging players with potentially strong product portfolios and create effective counter-strategies to gain a competitive advantage. ● Classify potential new clients or partners in the target demographic. ● Develop tactical initiatives by understanding the focus areas of leading companies.
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Detailed TOC of Global Mobile Health (mHealth) Market Research Report 2022 - Impact of COVID-19 on the Market
1 Mobile Health (mHealth) Market Overview
1.1 Product Overview and Scope of Mobile Health (mHealth) Market
1.2 Mobile Health (mHealth) Market Segment by Type
1.2.1 Global Mobile Health (mHealth) Market Sales and CAGR (%) Comparison by Type (2017-2029)
1.3 Global Mobile Health (mHealth) Market Segment by Application
1.3.1 Mobile Health (mHealth) Market Consumption (Sales) Comparison by Application (2017-2029)
1.4 Global Mobile Health (mHealth) Market, Region Wise (2017-2029)
1.4.1 Global Mobile Health (mHealth) Market Size (Revenue) and CAGR (%) Comparison by Region (2017-2029)
1.4.2 United States Mobile Health (mHealth) Market Status and Prospect (2017-2029)
1.4.3 Europe Mobile Health (mHealth) Market Status and Prospect (2017-2029)
1.4.4 China Mobile Health (mHealth) Market Status and Prospect (2017-2029)
1.4.5 Japan Mobile Health (mHealth) Market Status and Prospect (2017-2029)
1.4.6 India Mobile Health (mHealth) Market Status and Prospect (2017-2029)
1.4.7 Southeast Asia Mobile Health (mHealth) Market Status and Prospect (2017-2029)
1.4.8 Latin America Mobile Health (mHealth) Market Status and Prospect (2017-2029)
1.4.9 Middle East and Africa Mobile Health (mHealth) Market Status and Prospect (2017-2029)
1.5 Global Market Size (Revenue) of Mobile Health (mHealth) (2017-2029)
1.5.1 Global Mobile Health (mHealth) Market Revenue Status and Outlook (2017-2029)
1.5.2 Global Mobile Health (mHealth) Market Sales Status and Outlook (2017-2029)
1.6 Influence of Regional Conflicts on the Mobile Health (mHealth) Industry
1.7 Impact of Carbon Neutrality on the Mobile Health (mHealth) Industry2 Mobile Health (mHealth) Market Upstream and Downstream Analysis
2.1 Mobile Health (mHealth) Industrial Chain Analysis
2.2 Key Raw Materials Suppliers and Price Analysis
2.3 Key Raw Materials Supply and Demand Analysis
2.4 Market Concentration Rate of Raw Materials
2.5 Manufacturing Process Analysis
2.6 Manufacturing Cost Structure Analysis
2.6.1 Labor Cost Analysis
2.6.2 Energy Costs Analysis
2.6.3 RandD Costs Analysis
2.7 Major Downstream Buyers of Mobile Health (mHealth) Analysis
2.8 Impact of COVID-19 on the Industry Upstream and Downstream3 Players Profiles
3.1 Cisco Systems, Inc.
3.1.1 Cisco Systems, Inc. Basic Information, Manufacturing Base, Sales Area and Competitors
3.1.2 Product Profiles, Application and Specification
3.1.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.1.4 Business Overview
3.2 Samsung Healthcare Solutions
3.2.1 Samsung Healthcare Solutions Basic Information, Manufacturing Base, Sales Area and Competitors
3.2.2 Product Profiles, Application and Specification
3.2.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.2.4 Business Overview
3.3 Johnson and Johnson
3.3.1 Johnson and Johnson Basic Information, Manufacturing Base, Sales Area and Competitors
3.3.2 Product Profiles, Application and Specification
3.3.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.3.4 Business Overview
3.4 Medtronic Plc
3.4.1 Medtronic Plc Basic Information, Manufacturing Base, Sales Area and Competitors
3.4.2 Product Profiles, Application and Specification
3.4.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.4.4 Business Overview
3.5 Qualcomm Life
3.5.1 Qualcomm Life Basic Information, Manufacturing Base, Sales Area and Competitors
3.5.2 Product Profiles, Application and Specification
3.5.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.5.4 Business Overview
3.6 Philips Healthcare
3.6.1 Philips Healthcare Basic Information, Manufacturing Base, Sales Area and Competitors
3.6.2 Product Profiles, Application and Specification
3.6.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.6.4 Business Overview
3.7 ATandT Inc.
3.7.1 ATandT Inc. Basic Information, Manufacturing Base, Sales Area and Competitors
3.7.2 Product Profiles, Application and Specification
3.7.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.7.4 Business Overview
3.8 Bayer Healthcare
3.8.1 Bayer Healthcare Basic Information, Manufacturing Base, Sales Area and Competitors
3.8.2 Product Profiles, Application and Specification
3.8.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.8.4 Business Overview
3.9 Omron Corporation
3.9.1 Omron Corporation Basic Information, Manufacturing Base, Sales Area and Competitors
3.9.2 Product Profiles, Application and Specification
3.9.3 Mobile Health (mHealth) Market Performance (2017-2022)
3.9.4 Business Overview4 Global Mobile Health (mHealth) Market Landscape by Player
4.1 Global Mobile Health (mHealth) Sales and Share by Player (2017-2022)
4.2 Global Mobile Health (mHealth) Revenue and Market Share by Player (2017-2022)
4.3 Global Mobile Health (mHealth) Average Price by Player (2017-2022)
4.4 Global Mobile Health (mHealth) Gross Margin by Player (2017-2022)
4.5 Mobile Health (mHealth) Market Competitive Situation and Trends
4.5.1 Mobile Health (mHealth) Market Concentration Rate
4.5.2 Mobile Health (mHealth) Market Share of Top 3 and Top 6 Players
4.5.3 Mergers and Acquisitions, Expansion5 Global Mobile Health (mHealth) Sales, Revenue, Price Trend by Type
5.1 Global Mobile Health (mHealth) Sales and Market Share by Type (2017-2022)
5.2 Global Mobile Health (mHealth) Revenue and Market Share by Type (2017-2022)
5.3 Global Mobile Health (mHealth) Price by Type (2017-2022)
5.4 Global Mobile Health (mHealth) Sales, Revenue and Growth Rate by Type (2017-2022)
5.4.1 Global Mobile Health (mHealth) Sales, Revenue and Growth Rate of Monitoring Services (2017-2022)
5.4.2 Global Mobile Health (mHealth) Sales, Revenue and Growth Rate of Diagnostic Services (2017-2022)
5.4.3 Global Mobile Health (mHealth) Sales, Revenue and Growth Rate of Treatment Services (2017-2022)
5.4.4 Global Mobile Health (mHealth) Sales, Revenue and Growth Rate of Wellness and Fitness Solutions (2017-2022)
5.4.5 Global Mobile Health (mHealth) Sales, Revenue and Growth Rate of Other Services (2017-2022)6 Global Mobile Health (mHealth) Market Analysis by Application
6.1 Global Mobile Health (mHealth) Consumption and Market Share by Application (2017-2022)
6.2 Global Mobile Health (mHealth) Consumption Revenue and Market Share by Application (2017-2022)
6.3 Global Mobile Health (mHealth) Consumption and Growth Rate by Application (2017-2022)
6.3.1 Global Mobile Health (mHealth) Consumption and Growth Rate of Chronic Care Management (2017-2022)
6.3.2 Global Mobile Health (mHealth) Consumption and Growth Rate of Health and Fitness (2017-2022)
6.3.3 Global Mobile Health (mHealth) Consumption and Growth Rate of Weight Loss (2017-2022)
6.3.4 Global Mobile Health (mHealth) Consumption and Growth Rate of Womens Health (2017-2022)
6.3.5 Global Mobile Health (mHealth) Consumption and Growth Rate of Personal Health Record (2017-2022)
6.3.6 Global Mobile Health (mHealth) Consumption and Growth Rate of Medication (2017-2022)7 Global Mobile Health (mHealth) Sales and Revenue Region Wise (2017-2022)
7.1 Global Mobile Health (mHealth) Sales and Market Share, Region Wise (2017-2022)
7.2 Global Mobile Health (mHealth) Revenue and Market Share, Region Wise (2017-2022)
7.3 Global Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.4 United States Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.4.1 United States Mobile Health (mHealth) Market Under COVID-19
7.5 Europe Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.5.1 Europe Mobile Health (mHealth) Market Under COVID-19
7.6 China Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.6.1 China Mobile Health (mHealth) Market Under COVID-19
7.7 Japan Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.7.1 Japan Mobile Health (mHealth) Market Under COVID-19
7.8 India Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.8.1 India Mobile Health (mHealth) Market Under COVID-19
7.9 Southeast Asia Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.9.1 Southeast Asia Mobile Health (mHealth) Market Under COVID-19
7.10 Latin America Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.10.1 Latin America Mobile Health (mHealth) Market Under COVID-19
7.11 Middle East and Africa Mobile Health (mHealth) Sales, Revenue, Price and Gross Margin (2017-2022)
7.11.1 Middle East and Africa Mobile Health (mHealth) Market Under COVID-198 Global Mobile Health (mHealth) Market Forecast (2022-2029)
8.1 Global Mobile Health (mHealth) Sales, Revenue Forecast (2022-2029)
8.1.1 Global Mobile Health (mHealth) Sales and Growth Rate Forecast (2022-2029)
8.1.2 Global Mobile Health (mHealth) Revenue and Growth Rate Forecast (2022-2029)
8.1.3 Global Mobile Health (mHealth) Price and Trend Forecast (2022-2029)
8.2 Global Mobile Health (mHealth) Sales and Revenue Forecast, Region Wise (2022-2029)
8.2.1 United States Mobile Health (mHealth) Sales and Revenue Forecast (2022-2029)
8.2.2 Europe Mobile Health (mHealth) Sales and Revenue Forecast (2022-2029)
8.2.3 China Mobile Health (mHealth) Sales and Revenue Forecast (2022-2029)
8.2.4 Japan Mobile Health (mHealth) Sales and Revenue Forecast (2022-2029)
8.2.5 India Mobile Health (mHealth) Sales and Revenue Forecast (2022-2029)
8.2.6 Southeast Asia Mobile Health (mHealth) Sales and Revenue Forecast (2022-2029)
8.2.7 Latin America Mobile Health (mHealth) Sales and Revenue Forecast (2022-2029)
8.2.8 Middle East and Africa Mobile Health (mHealth) Sales and Revenue Forecast (2022-2029)
8.3 Global Mobile Health (mHealth) Sales, Revenue and Price Forecast by Type (2022-2029)
8.3.1 Global Mobile Health (mHealth) Revenue and Growth Rate of Monitoring Services (2022-2029)
8.3.2 Global Mobile Health (mHealth) Revenue and Growth Rate of Diagnostic Services (2022-2029)
8.3.3 Global Mobile Health (mHealth) Revenue and Growth Rate of Treatment Services (2022-2029)
8.3.4 Global Mobile Health (mHealth) Revenue and Growth Rate of Wellness and Fitness Solutions (2022-2029)
8.3.5 Global Mobile Health (mHealth) Revenue and Growth Rate of Other Services (2022-2029)
8.4 Global Mobile Health (mHealth) Consumption Forecast by Application (2022-2029)
8.4.1 Global Mobile Health (mHealth) Consumption Value and Growth Rate of Chronic Care Management (2022-2029)
8.4.2 Global Mobile Health (mHealth) Consumption Value and Growth Rate of Health and Fitness (2022-2029)
8.4.3 Global Mobile Health (mHealth) Consumption Value and Growth Rate of Weight Loss (2022-2029)
8.4.4 Global Mobile Health (mHealth) Consumption Value and Growth Rate of Womens Health (2022-2029)
8.4.5 Global Mobile Health (mHealth) Consumption Value and Growth Rate of Personal Health Record (2022-2029)
8.4.6 Global Mobile Health (mHealth) Consumption Value and Growth Rate of Medication (2022-2029)
8.5 Mobile Health (mHealth) Market Forecast Under COVID-199 Industry Outlook
9.1 Mobile Health (mHealth) Market Drivers Analysis
9.2 Mobile Health (mHealth) Market Restraints and Challenges
9.3 Mobile Health (mHealth) Market Opportunities Analysis
9.4 Emerging Market Trends
9.5 Mobile Health (mHealth) Industry Technology Status and Trends
9.6 News of Product Release
9.7 Consumer Preference Analysis
9.8 Mobile Health (mHealth) Industry Development Trends under COVID-19 Outbreak
9.8.1 Global COVID-19 Status Overview
9.8.2 Influence of COVID-19 Outbreak on Mobile Health (mHealth) Industry Development10 Research Findings and Conclusion11 Appendix
11.2 Research Data Source
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