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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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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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What’s your COVID price? Is the pandemic threatening the consultancy model?

Consultancies and systems integrators have been both criticised and critical over the past few months but what does a post-pandemic future look like?

Last year we predicted some big changes for the SIs in terms of their delivery methods and in the pricing of deals. As COVID-19 has accelerated the wider business community’s need for digital services, so too has it forced big consultancies to rethink how they operate.

When the country went into a COVID-19 lockdown back in March, it set in motion a series of events that both upended and unnerved most industries. For consultancies and systems integrators however, this has been a time of mixed fortunes. On the one hand they have had their work cut out in helping clients overcome the rapid shift to remote working, while coping with their own internal pressures to shift to virtual working. And yet, on the other hand, consultancies have actually done quite well out of it.

While government contracts awarded to consultancies to manage track and trace systems and PPE purchasing – controversially totalling over £56m in just a few weeks, according to openDemocracy – have somewhat clouded the public image, perhaps consultancies should be better judged on their reaction to the crisis, their on-going support of customers and their future relevance. For the most part, consultancies reacted quickly to the pandemic but now, learning to live with the virus, workplaces and working patterns are under increased scrutiny.

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ERP Today

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