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Is Gaia-X on course to challenge the big tech platforms?

If anyone were in doubt of the impact that the misuse of data can have on businesses and nation states, they’d need to look no further than the recent investigations surrounding Team Jorge in Israel, the disinformation unit that allegedly worked to disrupt elections in countries worldwide.

Five years on, the Cambridge Analytica scandal is a reminder of how data is increasingly woven into the fabric of modern society and the dangers when it is weaponised.

While arguably it was Edward Snowden’s 2013 whistle-blowing of National Security Agency activities that triggered global discussions on data sovereignty, the Cambridge Analytica events accelerated it.

Just a year later, aware of the growing importance of cloud computing as the backbone of modern technology, governments in Germany and France came up with a cunning plan.

Today, that plan has evolved into what is called Gaia-X, an association of governments, technology firms, academics, public bodies and not-for-profits that is working to define a common way to solve Europe’s digital sovereignty conundrum. The need, according to Francesco Bonfiglio, CEO of Gaia-X, is being driven by the fact that big tech platforms are controlling everything.

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The Times

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Cloud controls: why firms are rethinking how they store and manage data

When Uber announced in February that it was ditching its on-premises data centres and moving its business to the cloud with Oracle, IT professionals around the country would not have been in the least surprised.

Here was another example of an organisation admitting it’s not in the business of running data centres. As its CEO Dara Khosrowshahi put it, Uber is in the business of “revolutionising the way people and products move across continents and through cities”. Not forgetting that the deal with Oracle aims to “maximise innovation while reducing overall infrastructure costs” for Uber.

There it is in a nutshell. Cloud computing can help businesses slash costs while becoming amazing for the very reason they exist in the first place. If only it were that simple.

Uber’s shift from running its own data centres to moving to cloud services is significant. As Steen Dalgas, senior cloud economist at cloud infrastructure firm Nutanix suggests, data centres have become “increasingly expensive and complex to run”. Volatile energy costs and coping with the scale of generated data have made running data centres untenable, which is part of the reason the cloud seems so attractive.

But businesses must be careful. The image of cloud computing as a cheaper alternative is fair enough – to a point. Dalgas talks about the sticking plaster analogy and highlights how one of Nutanix’s customers started a cloud transformation three years ago, only to determine it was “too difficult and expensive to go to the public cloud”.

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The Times

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The UK government wants to reload the Matrix. But is there a glitch?

To borrow a line from the Matrix everyone knows (you know, the Keanu Reeves classic), “choice, the problem is choice.” According to the architects of the shared services cluster strategy for the UK government, this also applies to the civil service and its lack of interoperability. It’s a problem for which the Department for Business, Energy and Industrial Strategy (BEIS) thinks it has a solution for, going by the name of the Matrix.

Speaking to a Public Accounts Committee in January this year about the proposed clusters, specifically the Matrix one, Nathan Moores, the shared services strategy director at the Cabinet Office, said that “departments have traditionally had their own view on how they would like to do HR, finance and commercial, so the big step change is to get the departments to work as clusters.”

Moores is going to have his work cut out. Eight central government departments running unconnected ERP, HR and finance systems will hope to be brought under one SaaS roof. These departments range across HM Treasury, the Department for Education, BEIS and more. Half are already using Cloud technology; half aren’t.

As Moores embarks on what is called in the tender “a bundled procurement” for back-office IT services for Matrix, anyone could be forgiven if they are experiencing a moment of déjà vu. Government IT projects have poor form. As a National Audit Office (NAO) report on 25 years of government IT projects revealed a couple of years ago, “there is a gap between what government intends to achieve and what it delivers to citizens and service users, which wastes taxpayers’ money and delays improvements in public services.”

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ERP Today

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Mafia killers, K-pop & woodland bunkers. Did software wolves cry BUG in Y2K?

In the late 1990s the millennium bug went viral before social media even existed. It triggered enough fear across the globe that governments and businesses spent billions. But when nothing really happened, the accusations against software vendors began.  

In the days leading up to New Year’s Eve in 1999, the Italian government was taking a bit of stick for not acting quickly enough, or at least, not spending enough, to address the millennium bug. One CBS report on December 26th suggested a common reaction from Italians was a perhaps stereotypically relaxed ‘who cares?’. But while the majority of other countries had already spent billions on so-called fixes for the Y2K problem, Italy seemed to have had the last laugh. When the clock struck midnight and computer dates moved from 99 to 00, nothing really happened. Planes didn’t fall out of the sky and there was no infrastructure meltdown – although one Italian court clerk did discover that four convicted mafia killers should have been released 100 years earlier on January 10, 1900.

In the aftermath of Y2K, some problems did materialise. Cash registers at convenience store chain 7-Eleven went belly up, for example, although this wasn’t down to the millennium bug but because programmers that ‘fixed’ Y2K forgot the year 2000 was a leap year. There were reports of other issues on the days that followed, but to get a real sense of the hype and fear as midnight approached, you only have to remember the BBC’s real-time ‘bug watch’ coverage.

The lack of drama come midnight did prompt questions as to whether or not the whole thing had been an elaborate hoax by the software industry. Given that global spend on Y2K fixes were estimated to have been in the region of $300-600bn (some estimates put it even higher), it’s easy to see why. There were already rumblings of discontent at the money spent and the lack of real evidence for doomsday. Stories, such as the one where the US Navy put all its computer clocks forward only for everything to carry on as normal, didn’t really help.

For some, all of this hadn’t come as a big surprise. On December 11, 1999, Ross Anderson, Professor of security engineering at Cambridge University and Edinburgh University, published a paper titled ‘The Millennium Bug – Reasons not to panic’. It was the results of his department’s own experiments in measuring the potential effects of a 00 date change. The conclusion was that ‘had we done nothing at all about Y2K, we would not have been much worse off than we are now,’ wrote Anderson in the paper.

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ERP Today

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Siemens aims to pioneer industrial metaverse usage

It is de rigueur for any company to be talking about the metaverse these days, but for German engineering firm Siemens, it is becoming something of a crusade. Following up on its announcement of a collaboration with Nvidia in June this year to “enable the industrial metaverse”, Siemens now seems to have gone all-in.

“We don’t claim that we know what the metaverse is, but we have an idea of what it could be and we want to shape it,” says Peter Korte, chief technology and strategy officer at Siemens, speaking from the company’s Siemensstadt industrial complex in Berlin.

Korte is a slick operator and he is smart. He knows that if Siemens can plant a flag in this space early enough, it will only add to the business’s own transformation plan to become a more digital, software platform-driven engineering firm.

Now you don’t get to be a company that celebrates its 175th birthday without knowing a thing or two about pivoting and smelling what is selling. Siemens celebrated this milestone in Berlin recently, with a dinner in Siemensstadt. Among the speakers was German chancellor Olaf Scholz, who said Siemens had “electrified, moved, united and constantly reinvented the world” – and here it is again, up to its old reinvention tricks.

“We believe digital twins are the building blocks for the metaverse,” says Korte, adding that it’s “all about making it real”.

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Computer Weekly

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Blurred lines: is the consumerisation of enterprise tech creating unnecessary division?

For Adam Doti, a Salesforce veteran of over 11 years who has designed the UX for platforms such as Salesforce Lightning, the whole debate over the consumerisation of enterprise technologies is simple. Users are demanding ‘frictionless design’ and if that means using engaging consumer techniques in enterprise products, then so be it.

“Enterprise technology companies need to stay hyperfocussed on human-centred experiences and consider the humans who work for a company, more than the company itself,” explains the Salesforce VP and principal design architect. 

“What are their needs as users of your product? At Salesforce, we show deep empathy for our users and remember that many of them spend eight hours a day on the platform as a function of their role, making human-centred design so critical.”

The point Doti makes is that if technology is easy to use and more intuitive, it is less likely to create a barrier to productivity. A simple case of using whatever technology works and gets the job done. But is that right? There is a distinction here – it’s one thing to design enterprise products to look and feel like consumer products. But it’s completely another thing to actually blur the lines and use consumer products in the enterprise.

During the pandemic and the rush to set up working from home, there was an inevitable shift in digital technology use. Employees working from home expected technology to be as simple to use as consumer technologies. Simplicity was key. With IT support staff stretched to breaking point, organisations needed employees to self-service as much as possible and that meant using devices and tools that were more familiar. It led to an increase in choice and, consequentially, a surge in sales at firms such as Apple.

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ERP Today

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Should enterprises put the metaverse on ice or is it an opportunity to grow?

Described by IDC earlier this year, as “a networked world that integrates off and online experiences,” the metaverse has had its fair share of attention, not least because one of its foremost supporters is Meta CEO and Facebook founder Mark Zuckerberg. Ever since Facebook bought VR firm Oculus for $2bn in 2014 (the Oculus name has now been phased out with various headsets discontinued) Zuckerberg has been on a virtual world supporting trajectory of hype. The metaverse has been the recent beneficiary of Zuckerberg’s PR push but as Gartner suggests in its recent hype-cycle for emerging technologies, the metaverse is more than 10 years away from being really useful.

Maybe that’s a little harsh. So many aspects of what will make the metaverse a usable entity already exist. Digital twins and blockchain, for example, but it does beg the question, why would these technologies need the metaverse at all? At a time when budgets are being squeezed amid economic uncertainty, is now the right time for investing in the metaverse?

It’s easy to scoff. VR and AR have been around for a long time and although they are fascinating technologies, they have always lacked killer applications outside of the games industry. The metaverse feels as though, for the moment at least, it falls into the same category. Zuckerberg hasn’t really helped. His bizarre Horizon Worlds avatar unveiling triggered derision. Virtual worlds it seems, can polarize opinion.

This is especially true within enterprise boardrooms, where it perhaps matters most. As CB Insights recently found, mentions of the metaverse on public company earnings calls have cooled from a high of over 400 mentions this time last year. It’s a crude measurement but an indication of changing priorities. Boardrooms are too busy trying to work out the size and shape of the impending economic storm to worry about how they are going to operate in and exploit a virtual platform.

Steve Ingram, technology specialist and partner at Deloitte is not surprised. “It still feels like a solution looking for a problem,” he says. “There’s still a lack of digital awareness on boards so they tend to latch onto things, like the metaverse but then you have to start asking questions. What are we going to do and what are we going to get from it? How much is it going to cost and is there any revenue?”

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IDG Connect

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RPA’s day has come – the intelligent evolution of a productivity bot

Global spending on robotic process automation (RPA) software is expected to reach $2.9bn this year, according to Gartner, cementing the idea that the machines are here to take our jobs, but are thankfully focused on the boring, yet necessary repetitive tasks. But is this all about to change? Could RPA be about to be phased out, or does it still have a future?

According to Varsha Mehta, senior market research specialist at Gartner, providers of RPA software are now “pushing beyond a traditional single technology-focused offering to a more advanced suite of tools”. This includes low-code application platforms, process mining, task mining, decision modelling and integration platform as a service (iPaaS). The aim, suggests Mehta, is to create “hyper-automation-enabling platforms”.

Customers, understandably, want more bang for their buck. Big data has given organisations analytical headaches that, to a certain extent, are being eased by artificial intelligence (AI) and machine learning (ML). But where artificial intelligence and machine learning give organisations insight into operational and market patterns, customer habits and financial modelling, for example, RPA provides the “how”.

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Computer Weekly

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The E in ESG. Can CIOs lead the charge towards NetZero?

NetZero commitments have always been something of a political football. The UK Tory leadership contest to see who will be the country’s next Prime Minister is a sad example of how it is being used to gain popularity, with either those that believe climate change is real or those that somehow don’t. There is little conviction. The same can be said of a number of large corporations. As a New Climate Institute report found earlier this year, well known brands, such as Amazon, Ikea, Nestle and Unilever seem to be toying with the NetZero idea, perhaps for the sake of marketing and PR.

That’s the problem. How do businesses make real in-roads into reducing emissions and avoid accusations of greenwash? The first step is accepting responsibility and we need leaders that are prepared to stand up and take action. Outgoing UK Prime Minister Boris Johnson’s claim that the UK has “led the world” in tackling climate change is laughable. This and previous governments have made little, if any impact on tackling climate change.

Now, as most of Europe experiences record temperatures, spontaneous house fires and water shortages, the issue is more pronounced. Something needs to happen now and technology leaders can play a significant role in making the changes that can have a real difference. As McKinsey suggests in a recent article, “CIOs face increasing opportunities—and responsibilities—to lead transformation, particularly in achieving net-zero—or carbon negative—climate sustainability objectives.”

Technology is both an opportunity and solution in tackling climate change but it is also a risk. It comes with caveats. As the article continues, “IoT sensors, AI and advanced analytics, and blockchain-enabled technologies can be used in aggregating real-time data and optimizing processes to reduce environmental impact. At the same time, many argue some technology innovations have a cost of use as they boost demand on the power grid; CIOs need to balance those costs against the benefits of these technologies.”

At the recent IoT Solutions World Congress in Barcelona, this “cost of use” was discussed widely in open forums. There was recognition that the solution can also add to the problem, particularly in the area of dark data (broadly defined as the data stored by organisations that has little or no analytical value). While some dark data will no doubt be required for compliance purposes, many firms will be storing large amounts of data that they do not require. As we increasingly shift to automation using IoT sensors to collate data, this is a growing problem that needs addressing.

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IDG Connect

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How IoT and digital twins could help CIOs meet ESG pledges

“Many local authorities have been in an arms race to declare an earlier net-zero target,” said Mark Apsey, managing director of renewable energy and efficiency company Ameresco, speaking at IoT World Congress in Barcelona in May 2022.

Apsey was talking about the UK’s commitment to being net-zero by 2050 and the role internet of things (IoT) technology and data can play in helping to identify areas where authorities can focus their attention to reduce carbon. But this is far from an easy task.

The problem is scale. Some authorities are setting “hugely ambitious” targets, according to Apsey. Manchester City Council has set itself a net-zero target of 2038, Carmarthenshire County Council in South Wales has set a target of 2030, while Bristol City Council has gone even further. Its 2030 target includes reducing the entire city’s carbon, including private residential and commercial sectors, as well as council buildings and partners.

While all of these authorities have addressed the obvious, such as installing LED lighting, insulation and so on, there are some significant challenges in the IT department. The impact of datacentres has been a concern for some time, and for a while the solution seemed to be cloud-based computing. But, of course, that’s just shifting the problem. Data still has to be stored somewhere, and while organisations look for efficiencies in services, through IoT strategies for example, that data is multiplying. With that comes cost and carbon.

It comes as no great surprise that a recent survey by energy company E.On and The local government chronicle found that 53% of UK councils are not confident about hitting their net-zero targets. The challenge is huge and multifaceted.

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