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Channel programs News

Wade Tyler Millward

“We can‘t be essential unless our partners are skilled in our products and confident in going to their clients with our products and selling them with us and for IBM,” IBM channel chief Kate Woolley said.

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IBM has started giving registered members of its PartnerWorld program access to the training, badges and enablement IBM sales employees get along with a new learning hub for accessing materials.

The expansion is part of the Armonk, N.Y.-based tech giant’s investment in its partner program, IBM channel chief Kate Woolley told CRN in an interview.

“We can‘t be essential unless our partners are skilled in our products and confident in going to their clients with our products and selling them with us and for IBM,” said Woolley (pictured), general manager of the IBM ecosystem.

[RELATED: Channel Chief Kate Woolley: ‘No Better Time To Be An IBM Partner’]

Partners now have access to sales and technical badges showing industry expertise, according to a blog post Tuesday. Badges are shareable on LinkedIn and other professional social platforms. IBM sales representatives and partners will receive new content at the same time as it becomes available.

“This is the next step in that journey in terms of making sure that all of our registered partners have access to all of the same training, all of the same enablement materials as IBMers,” Woolley told CRN. “That’s the big message that we want people to hear. And then also in line with continuing to make it easier to do business with IBM, this has all been done through a much improved digital experience in terms of how our partners are able to access and consume.”

Among the materials available to IBM partners are scripts for sales demonstrations, templates for sales presentations and positioning offerings compared to competitors, white papers, analyst reports and solution briefs. Skilling and enablement materials are available through a new learning hub IBM has launched.

“The partners are telling us they want more expertise on their teams in terms of the IBM products that they‘re able to sell and how equipped they are to sell them,” Woolley said. “And as we look at what we’re hearing from clients as well, clients want that. … Our clients are saying, ‘We want more technical expertise. We want more experiential selling. We want IBM’ – and that means the IBM ecosystem as well – ‘to have all of that expertise and to have access to all the right enablement material to be able to engage with us as clients.’”

The company has doubled the number of brand-specialized partner sellers in the ecosystem and increased the number of technical partner sellers by more than 35 percent, according to IBM.

The company’s accurate program changes have led to improved deal registration and introduced to partners more than 7,000 potential deals valued at more than $500 million globally, according to IBM. Those numbers are based on IBM sales data from January 2022 to August.

Along with the expanded access to training and enablement resources, Woolley told CRN that another example of aligning the IBM sales force and partners was a single sales kickoff event for employees and partners. A year ago, two separate events were held.

“I want our partners to continue to feel and see this as a big investment in them and representative of how focused we are on the ecosystem and how invested we are,” she said.

Wade Tyler Millward

Wade Tyler Millward is an associate editor covering cloud computing and the channel partner programs of Microsoft, IBM, Red Hat, Oracle, Salesforce, Citrix and other cloud vendors. He can be reached at wmillward@thechannelcompany.com.

Tue, 04 Oct 2022 07:15:00 -0500 en text/html https://www.crn.com/news/channel-programs/ibm-expands-partner-access-to-training-resources
Killexams : Cloud Reports Offer Skills Gap Solutions

News

Cloud Reports Offer Skills Gap Solutions

Two accurate "state of cloud" reports offer advice on how to address the everlasting, crippling cloud skills dearth.

The inability to find IT pros with requisite cloud skills is persistently identified as a major challenge to organizations moving to cloud computing, as we have covered in accurate articles like "Cloud Strategy Survey Highlights Skills Shortage, Cloud Overspend" and "IBM Cloud Study: 'Initial Excitement' Bends to Skills, Security, Compliance Challenges" and even articles from years ago like this 2018 article, "Report: 'Cloud and Distributed Computing' Are Skills Companies Need Most."

In fact, only 8 percent of global technologists have significant cloud-related skills and experience, says a accurate "2022 State of Cloud Report" report from Pluralsight, a technology workforce development company known for its training courses.

That report, like many before it, identifies security skills as the most coveted in this age of rampant ransomware and other cybersecurity threats, though it also highlighted a need for database analytics, networking, machine learning and several other highly sought-after skills.

Pluralsight said security was the No. 1 obstacle preventing organizations from achieving cloud maturity. "When 40 percent of leaders and learners agree that security is the top skills gap, we have a serious problem," the company said in a blog post last month. "That is, unless you want to see your organization's name splashed across the headlines. Cloud computing is the future. That much is clear. But to provide consumers with reliable solutions, we have to prioritize security."

The 8 percent figure mentioned above led off Pluralsight's list of major takeaways from its report:

  • 75 percent of leaders are building new products and features in the cloud, but only 8 percent of technologists have extensive experience working with cloud-related tools.
  • 64 percent of learners are new to the cloud and looking for basic training.
  • 62 percent of leaders implement the latest technologies as soon as they're available.
  • Employees are 94 percent more likely to stay with a company that invests in their skill development.
  • 71 percent of learners prefer daily or weekly learning opportunities, and 64 percent prefer learning by doing with hands-on tools like labs and sandboxes.

Pluralsight's report compiled survey results from more than 1,000 technologists and leaders in the United States, Europe, Australia and India on the most current trends and challenges in cloud strategy and learning.

A second report, "IBM Transformation Index: State of Cloud," also emphasized how crucial security concerns are. That report is designed to help organizations gauge how they fare against industry and local cloud norms in a variety of cloud areas. IBM said the report is based on its own research with more than 3,000 IT and business decision makers in 12 countries and 23 industries, revealing the areas where teams face the biggest challenges and opportunities. There, of course, security is also front and center, along with the skills gap.

"More than 90 percent of financial services, telecommunications and government organizations who responded have adopted security tools such as confidential computing capabilities, multifactor authentication and others," IBM said in a Sept. 29 blog post. "However, gaps remain that prevent organizations from driving innovation. In fact, 32 percent of respondents cite security as the top barrier for integrated workloads across environments, and more than 25 percent of respondents agree security concerns present a roadblock to achieving their cloud business goals.

"When it comes to managing their cloud applications, 69 percent of respondents say their team lacks the skills needed to be proficient. This, combined with each cloud generating its own operating silo, puts constraints on the efficiency and effectiveness of people's work."

The skills shortage was discussed further in the actual report, which said: "Cloud complexity continues to grow. Many IT teams lack the necessary cloud skills to manage this complexity successfully and will need to reskill, hire for new skills, or 'borrow' skills via free agents in a gig model. Almost seven out of 10 respondents say their organization's IT team lacks the skills to architect or manage cloud applications."

Both reports go into much greater detail about the talent dearth, cloud computing obstacles and much more, while also offering advice to organizations to address those issues.

When it comes to offering solutions to mitigate the cloud skills shortage, Pluralsight unsurprisingly emphasized training, or "upskilling."

To shrink skills gaps and reduce lost internal knowledge, the company said: "Employees need to be aligned with company strategy while they begin to upskill to build within your cloud structure. Institutional knowledge is hard to come by and critical to maintain, which means it's essential that you don't allow critical internal knowledge to leave with an employee if they leave your company. Providing upskilling tools and opportunities is a worthwhile investment, but an investment nonetheless, so take steps to assure it properly benefits your long-term goals."

Pluralsight said organizations can mitigate this risk in a few ways:

  • Schedule cloud upskilling times as if they were ceremonies and build in a retrospective meeting for knowledge sharing
  • Set up instructor-led training courses for entire teams where specific skills are needed
  • Reduce knowledge silos through mentorship, documentation, and cross-team collaboration
  • Incentivize employees to upskill through transparent conversations about organizational cloud plans
  • Set skip-level meetings for junior-level developers to learn from senior devs

IBM, meanwhile, said that to develop a cadre of cloud-skilled resources and create a single effective hybrid cloud operating model, organizations should consider the following steps:

  • Start with defining a strategic workstream on a people agenda
  • Empower a cloud Center of Excellence (CoE) to bring the hybrid cloud operating model to life to incubate and hone the necessary skills
  • Accelerate execution and empower your people with a skills and experience development program to thrive in the hybrid cloud operating model

Other bullet lists of advice came from our May article, "How to Address Crippling Cloud Skills Shortage?"

That article features the above graphic from Deloitte and bullet lists from that company and others including McKinsey & Company, The Linux Foundation's Clyde Seepersad and others. Here are some samples:

    Deloitte:
  • Training: Leverage inside or outside training to help provide the required cloud computing skills to existing staffers.
  • Hiring: Find net new employees that bring the required cloud computing skills. This could also mean hiring outside consulting or other contract employees.
  • Replacing: Consider replacing existing staffers with staff that have the required skills. This may also mean reducing the number of as-is staffers due to the fact that fewer of them may be required for a post-cloud computing enterprise.
    McKinsey & Company:
  • Find engineering talent with broad experience and skills
  • Balance talent maturity levels and team composition
  • Build an upskilling program that is extensive, mandatory, and focused on need
  • Build an engineering culture that optimizes the developer experience
  • Consider using partners to accelerate development, and assign your best cloud leaders as owners
  • To keep top talent from leaving, focus on what motivates them
    The Linux Foundation's Clyde Seepersad:
  • Hire Underqualified Individuals and Train Them
  • Advertise Training Opportunities When Recruiting
  • Take Advantage of Certification Exams
  • Sponsor Scholarship Programs
    Dice:
  • Hire a Diverse Team
  • Invest in Training and Education
  • Prioritize Cloud Security
  • Hire People Who Can Align Business and Cloud
  • Look for Varied Cloud Service Model Experience
    Forbes:
  • Enable leadership for a cloud-first mindset.
  • Establish Central Cloud CoE (CCoE).
  • Focus on tech intensity and raise technology quotient.
  • Establish cloud innovation hackathons with gamification.
  • Adopt hyper-automation and a well-architected framework (WAF).
  • Leverage on-demand consultant network.
  • Partner with hyperscalers.
  • Outsource cloud operations.
  • Establish co-innovation labs.
  • Find innovative ways to acquire and retain talent.
  • Adopt and invest in open source projects and communities.

About the Author

David Ramel is an editor and writer for Converge360.

Mon, 17 Oct 2022 07:21:00 -0500 en-US text/html https://virtualizationreview.com/articles/2022/10/17/cloud-skills-advice.aspx
Killexams : IBM Channel Chief: We’re Making Partner Engagement ‘As Easy As Possible’

Channel programs News

Wade Tyler Millward

“No matter how our partners are focused or how they‘re going to market, we want our IBM technology to be going to market with them,” IBM channel chief Kate Woolley said.

Opening to partners training and enablement resources usually reserved for IBM’s own employees is an example of how the company is investing in partners and becoming easier to work with, channel chief Kate Woolley told CRN in an interview.

And while the IBM Consulting division continues its own investments with its ongoing purchase of services businesses, those investments pose no conflict to partners, said Woolley, general manager of the IBM ecosystem.

“As we think about IBM with IBM Consulting and IBM technology, we want our partners – no matter how our partners are focused or how they‘re going to market, we want our IBM technology to be going to market with them,” Woolley said.

[RELATED: IBM’s Cloud Acquisition Charge Continues With Dialexa]

On Tuesday, the Armonk, N.Y.-based technology giant started giving registered members of its PartnerWorld program access to the training, badges and enablement IBM sales employees get, along with a new learning hub for accessing materials.

Partners now have access to sales and technical badges showing industry expertise, according to a blog post Tuesday. Badges are shareable on LinkedIn and other professional social platforms. IBM sales representatives and partners will receive new content at the same time as it is made available.

“This is the next step in that journey in terms of making sure that all of our registered partners have access to all of the same training, all of the same enablement materials as IBMers,” Woolley told CRN. “That’s the big message that we want people to hear. And then also in line with continuing to make it easier to do business with IBM, this has all been done through a much improved digital experience in terms of how our partners are able to access and consume.”

CRN also asked Woolley about IBM’s accurate acquisition spree of services businesses – including Dialexa in September, Neudesic in February and Bluetab Solutions and BoxBoat in July 2021.

Although IBM spun off its managed infrastructure practice into a separate, publicly traded company called Kyndryl, the remaining IBM Consulting wing remains a big part of IBM’s business. IBM reported consulting revenue of $4.8 billion in its latest quarterly earnings, up from $4.4 billion from the same period a year prior.

“I don‘t see conflict versus IBM consulting,” Woolley said. “I honestly don’t see that conflict. I think we want to be going to market with all of our partners regardless of what motion they‘re taking it through.”

Here’s what else Woolley had to say.

Wade Tyler Millward

Wade Tyler Millward is an associate editor covering cloud computing and the channel partner programs of Microsoft, IBM, Red Hat, Oracle, Salesforce, Citrix and other cloud vendors. He can be reached at wmillward@thechannelcompany.com.

Wed, 05 Oct 2022 09:51:00 -0500 en text/html https://www.crn.com/news/channel-programs/ibm-channel-chief-we-re-making-partner-engagement-as-easy-as-possible- Killexams : IBM Whale Trades Spotted

Someone with a lot of money to spend has taken a bearish stance on IBM IBM.

And retail traders should know.

We noticed this today when the big position showed up on publicly available options history that we track here at Benzinga.

Whether this is an institution or just a wealthy individual, we don't know. But when something this big happens with IBM, it often means somebody knows something is about to happen.

So how do we know what this whale just did?

Today, Benzinga's options scanner spotted 11 uncommon options trades for IBM.

This isn't normal.

The overall sentiment of these big-money traders is split between 27% bullish and 72%, bearish.

Out of all of the special options we uncovered, 7 are puts, for a total amount of $1,280,392, and 4 are calls, for a total amount of $243,682.

What's The Price Target?

Taking into account the Volume and Open Interest on these contracts, it appears that whales have been targeting a price range from $105.0 to $165.0 for IBM over the last 3 months.

Volume & Open Interest Development

Looking at the volume and open interest is an insightful way to conduct due diligence on a stock.

This data can help you track the liquidity and interest for IBM's options for a given strike price.

Below, we can observe the evolution of the volume and open interest of calls and puts, respectively, for all of IBM's whale activity within a strike price range from $105.0 to $165.0 in the last 30 days.

IBM Option Volume And Open Interest Over Last 30 Days

Biggest Options Spotted:

Symbol PUT/CALL Trade Type Sentiment Exp. Date Strike Price Total Trade Price Open Interest Volume
IBM PUT TRADE NEUTRAL 12/16/22 $115.00 $905.6K 351 1.8K
IBM CALL SWEEP BULLISH 06/21/24 $125.00 $151.2K 27 120
IBM PUT SWEEP BEARISH 01/20/23 $125.00 $113.7K 4.0K 5
IBM PUT SWEEP BEARISH 10/14/22 $120.00 $70.6K 816 322
IBM PUT TRADE BULLISH 01/19/24 $165.00 $64.4K 53 13
Symbol PUT/CALL Trade Type Sentiment Exp. Date Strike Price Total Trade Price Open Interest Volume
IBM PUT TRADE NEUTRAL 12/16/22 $115.00 $905.6K 351 1.8K
IBM CALL SWEEP BULLISH 06/21/24 $125.00 $151.2K 27 120
IBM PUT SWEEP BEARISH 01/20/23 $125.00 $113.7K 4.0K 5
IBM PUT SWEEP BEARISH 10/14/22 $120.00 $70.6K 816 322
IBM PUT TRADE BULLISH 01/19/24 $165.00 $64.4K 53 13

Where Is IBM Standing Right Now?

  • With a volume of 2,052,099, the price of IBM is up 1.05% at $118.99.
  • RSI indicators hint that the underlying stock may be approaching oversold.
  • Next earnings are expected to be released in 8 days.

What The Experts Say On IBM:

  • Morgan Stanley has decided to maintain their Overweight rating on IBM, which currently sits at a price target of $152.

Options are a riskier asset compared to just trading the stock, but they have higher profit potential. Serious options traders manage this risk by educating themselves daily, scaling in and out of trades, following more than one indicator, and following the markets closely.

If you want to stay updated on the latest options trades for IBM, Benzinga Pro gives you real-time options trades alerts.

© 2022 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

Tue, 11 Oct 2022 13:56:00 -0500 text/html https://www.benzinga.com/markets/options/22/10/29224106/ibm-whale-trades-spotted
Killexams : IBM’s former CEO downplays the importance of a college degree for six-figure earning ‘new collar’ jobs that now make up half of its workers

A four-year bachelor’s degree has long been the first rung to climbing America’s corporate ladder.

But the move to prioritize skills over a college education is sweeping through some of America’s largest companies, including Google, EY, Microsoft, and Apple. Strong proponents say the shift helps circumvent a needless barrier to workplace diversity.

“I really do believe an inclusive diverse workforce is better for your company, it’s good for the business,” Ginni Rometty, former IBM CEO, told Fortune Media CEO Alan Murray during a panel last month for Connect, Fortune’s executive education community. “That’s not just altruistic.”

Under Rometty’s leadership in 2016, tech giant IBM coined the term “new collar jobs” in reference to roles that require a specific set of skills rather than a four-year degree. It’s a personal commitment for Rometty, one that hits close to home for the 40-year IBM veteran.

When Rometty was 16, her father left the family, leaving her mother, who’d never worked outside the home, suddenly in the position to provide.

“She had four children and nothing past high school, and she had to get a job to…get us out of this downward spiral,” Rometty recalled to Murray. “What I saw in that was that my mother had aptitude; she wasn’t dumb, she just didn’t have access, and that forever stayed in my mind.”

When Rometty became CEO in 2012 following the Great Recession, the U.S. unemployment rate hovered around 8%. Despite the influx of applicants, she struggled to find employees who were trained in the particular cybersecurity area she was looking for.

“I realized I couldn’t hire them, so I had to start building them,” she said.

In 2011, IBM launched a corporate social responsibility effort called the Pathways in Technology Early College High School (P-TECH) in Brooklyn. It’s since expanded to 11 states in the U.S. and 28 countries.

Through P-TECH, Rometty visited “a very poor high school in a bad neighborhood” that received the company’s support, as well as a community college where IBM was offering help with a technology-based curriculum and internships.

“Voilà! These kids could do the work. I didn’t have [applicants with] college degrees, so I learned that propensity to learn is way more important than just having a degree,” Rometty said.

Realizing the students were fully capable of the tasks that IBM needed moved Rometty to return to the drawing board when it came to IBM’s own application process and whom it was reaching. She said that at the time, 95% of job openings at IBM required a four-year degree. As of January 2021, less than half do, and the company is continuously reevaluating its roles.

For the jobs that now no longer require degrees and instead rely on skills and willingness to learn, IBM had always hired Ph.D. holders from the very best Ivy League schools, Rometty told Murray. But data shows that the degree-less hires for the same jobs performed just as well. “They were more loyal, higher retention, and many went on to get college degrees,” she said.

Rometty has since become cochair of OneTen, a civic organization committed to hiring, promoting, and advancing 1 million Black individuals without four-year degrees within the next 10 years.

If college degrees no longer become compulsory for white-collar jobs, many other qualifications—skills that couldn’t be easily taught in a boot camp, apprenticeship program, or in the first month on the job—could die off, too, University of Virginia Darden School of Business professor Sean Martin told Fortune last year.

“The companies themselves miss out on people that research suggests…might be less entitled, more culturally savvy, more desirous of being there,” Martin said. Rather than pedigree, he added, hiring managers should look for motivation.

That’s certainly the case at IBM. Once the company widened its scope, Rometty said, the propensity to learn quickly became more of an important hiring factor than just a degree.

This story was originally featured on Fortune.com

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Sun, 16 Oct 2022 06:27:00 -0500 en-US text/html https://finance.yahoo.com/news/ibm-former-ceo-downplays-importance-165139880.html
Killexams : Cisco vs. IBM: Which is the Better High-Yield Tech Dinosaur? No result found, try new keyword!Nonetheless, in this piece, we used TipRanks' Comparison Tool to determine which old-school tech stock — CSCO or IBM — is the better Buy, according to Wall Street estimates. Based purely on ... Mon, 03 Oct 2022 21:39:00 -0500 text/html https://www.nasdaq.com/articles/cisco-vs.-ibm:-which-is-the-better-high-yield-tech-dinosaur Killexams : IBM doubles down on partner ecosystem investment
Kate Woolley (IBM)

Kate Woolley (IBM)

Credit: Supplied

IBM is on a mission to double its revenue via its partner ecosystem in the next three to five years, making some significant updates to its PartnerWorld program along the way. 

As part of its efforts to re-position ecosystem partners at the center of the company’s go-to-market strategy, partners will now have access to the same badges and selling enablement materials as IBM sellers.

This is part of IBM’s ongoing commitment to growing its ecosystem.

“We will continue to make investments in the partner experience so that together, as a single team, we can achieve our goal of doubling revenue through the IBM ecosystem in the next 3–5 years,” said Kate Woolley, IBM’s ecosystem general manager.

The badges and additional materials are available through a new learning hub, designed to Boost the digital experience for partners.

“Users will notice a more modernised and consistent experience on the IBM training site, making it easier to find resources,” Woolley said.

All registered partners have access to these resources at the same time as IBM sellers, and at no cost.