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M2065-659 exam Dumps Source : IBM Smarter Cities Sales Sales Mastery Test v1

Test Code : M2065-659
Test title : IBM Smarter Cities Sales Sales Mastery Test v1
Vendor title : IBM
: 42 real Questions

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IBM IBM Smarter Cities Sales

IBM crew joins 'smarter metropolis' project | real Questions and Pass4sure dumps

IBM introduced a crew of its executives has begun toil with Chon Buri officers to collaborate and help techniques to befriend flip the city into a world vacationer vacation spot and transport hub of the vicinity.

The team is to analyse and construct thoughts to assist Chon Buri develop into a wiser city. The venture is a component of IBM Smarter Cities problem can provide to assist revolutionary, forward-pondering municipalities.

The crew comprises Michael Preis, delivery govt, IBM world commerce features; Krishnan Ramachandran, IBM exclusive engineer and chief know-how officer, mobile solutions Leaders, Banking and economic Market; Anna Tassioula, customer director, IBM economic Markets; Denise Freier, organisational alternate executive, IBM revenue Forces Automation; and Mauricio Sucasas Da Costa, director, ISV and developer members of the family, IBM growth Markets Unit.  

The crew will disburse the subsequent three weeks analysing the current circumstance and construct on existing plans to tackle Chon Buri’s vision to breathe a better metropolis.  

Chon Buri is one in utter 33 cities that were chosen for the 2012 Smarter Cities problem furnish. A crew of five proper-performing IBM leaders from the U.S. and China has been selected to toil with the metropolis.

The group of IBM specialists will toil with metropolis officers on two key priorities. First is to befriend position the city as a world-noted vacationer destination and livable town for local citizens and foreigners. And 2d is to assist transform it into the logistics hub for the region.  

The tourism venture, in partnership with Pattaya city, goals to help the metropolis’s noteworthy of dwelling with the aid of specializing in public safeguard and traffic management. 

For the logistics hub assignment, the team will collaborate with Laem Chabang Port to befriend develop its operations and repair by means of leveraging know-how to become an immense logistics hub and gateway to counties in the Mekong sub-location.  

Launched in 2011, the Smarter Cities problem is a three-yr, 100-metropolis US$50-million (Bt1.5 billion) programme. it's IBM’s single-largest philanthropic initiative, which funds in-grownup engagements staffed via teams of precise IBM specialists, who study and then construct specific strategies addressing in the community essential city issues.

groups of above utter chosen IBM consultants will give city leaders with analysis and suggestions to back a success boom, enhanced start of municipal capabilities, more citizen engagement and more suitable efficiency.

ultimate year, Chiang Mai become one of 24 cities international selected to receive IBM Smarter Cities problem grants. The supplies give the cities with access to IBM’s commandeer consultants to analyse and suggest approaches they can develop into even improved areas by which to are living, toil and play. Thailand has been selected as one in utter 20 extend countries that IBM will focal point on intensively for funding.

in response to IBM, extend markets generated 22 per cent of the enterprise’s international income remaining 12 months, and the company goals to gain 30 per cent of its complete world earnings approach from extend markets with the aid of 2015. IBM recognized 140 international locations from a complete of 170 where IBM has a company presence.

IBM Makes Smarter Cities by pass of Crowdsourcing ideas | real Questions and Pass4sure dumps

Ogilvy Paris' "Smarter Cities" application for IBM closing 12 months turned city constructions relish bus stops into valuable infrastructure -- and received a grand Prix at Cannes whereas at it.

Now, IBM's newest fraction for the hassle grew to become to the residents of cities to quiz them how they might help their cities. Created in partnership with Zooppa, a gregarious community for inventive skill relish filmmakers and bloggers, the frenzy accepted 80 entries, and picked eight winners from worldwide.

concepts blanketed "Granby Park," a video from Dublin that won first prize that showed how an void locality can breathe repurposed. an extra, from Detroit, became a defunct, abandoned manufacturing facility that changed into became an "indoor fish pond," altering the countenance of the native food income economic climate.

The movies could breathe purchasable on the branded people For Smarter Cities web page, as well as YouTube and IBM social-media websites starting Wednesday.


IBM's Sam Palmisano: a super 2nd act | real Questions and Pass4sure dumps

here's what you probably find out about IBM. You recognize overseas company Machines changed into one in every of the usa’s first tech groups, and in the Sixties and Nineteen Seventies grew to breathe the world’s main laptop maker on the power and power of its massive mainframes. utter of it went to hell in the 1980s, when very own computer systems and servers supplanted these mainframes, and an arrogant and bloated IBM turned into caught flat-footed. The board introduced in Lou Gerstner, who famously stabilized the enterprise (partially through firing tens of thousands of personnel) and acquired it to grow again via steerage IBM into the unsexy — but excessive-margin — enterprise of methods integration and functions. perhaps you lately watched an IBM laptop, Watson, trounce a yoke of brainiacs on the online game reveal Jeopardy.

Now, here’s what you may now not comprehend: nine years after Gerstner stepped down as CEO, IBM (IBM) is financially and strategically enhanced and, sure, sexier than ever — utter due to Sam Palmisano, Gerstner’s successor. under Palmisano, profits gain quadrupled and the stock is up fifty seven%. He’s now not only slicing expenses (though he’s performed lots of that, together with shifting toil from the U.S. to India). He’s remaking the company by pass of pushing into recent international locations and increasing peppery organizations reminiscent of supercomputing and analytics that require heavy-duty lab improvements. closing year’s R&D spending? Some $6 billion, or 6% of IBM’s almost $100 billion in annual income. Its 5,896 patents in 2010 — greater than any company in the world — befriend clarify why it lands at No. 12 on Fortune’s annual list of the realm’s Most Admired companies. That Jeopardy-playing computer isn’t just a gimmick; it is at the coronary heart of IBM’s lengthy-time term growth method.

“long term” is a phrase Sam Palmisano uses generally perquisite through a rare set of interviews. Palmisano, who is barely the eighth CEO of the one hundred-12 months-historic employer, makes clear in conversations with Fortune that he’s as focused on the next 10 years as he is on the subsequent quarter — even if, at 59, he’s likely to retire in a yoke of years. At typical meetings with IBM’s researchers, Palmisano exhorts his Ph.D.s to tune and figure the tech tendencies as a pass to define the locality a decade or greater from now. “analysis gives us the headlights to fetch forward of the obtrusive,” he tells me.

but construct no mistake, Palmisano additionally can provide quarter after quarter, no minuscule exploit when you reliance the measurement and complexity of IBM. (Its $4 billion in revenue boom in 2010 by myself is roughly equal to the complete revenue of gamemaker electronic Arts, (ERTS) the No. 494 company on the Fortune 500.) And even though he inherited a tons-greater company, Palmisano moved into the CEO’s office in 2002, simply after the information superhighway bubble burst. more currently he’s needed to deal with the worst recession considering the fact that the superb depression. instead of hunkering down as a lot of his friends did, Palmisano greenlighted a few predominant initiatives — including IBM’s “Smarter Planet” initiative, a program to employ networking and computer expertise to tackle gregarious issues akin to entry to fitness supervision or traffic congestion. In 2010, IBM earned $14.8 billion on $99.9 billion in revenue, with forty six.1% indecent profit margins.

Palmisano, a Baltimore native, acquired his delivery in income (he joined IBM antiseptic out of Johns Hopkins in 1973), and he conducts enterprise with a pitchman’s zeal. At 6-foot-2, his extensive shoulders perspective forward a tiny as if he’s always leaning in to inform you something. When he grew to become head of global functions lower back in the ’90s, he blocked off 70% of his calendar for consumer meetings, and he noiseless speaks to at least one client on daily basis. He remembers that Macy’s (M) CEO Terry Lundgren has planned a visit to China and calls to proffer up some introductions. He golfs with enormous apple city Mayor Michael Bloomberg. (Says the mayor: “He may noiseless maintain his day job.”) but he additionally lingers after a speech to change commerce cards with the mayor of a tiny Chilean local. And when he travels, he regularly leaves time for a solo walk round city to peer what people are buying. “you could study the entire pecuniary facts, but you’re not going to fetch a way” of your purchasers, he says, explaining, “If I’m not with somebody, I’m on the mobilephone with someone.”

Making the planet smarter

The tiny Chilean District of Peñalolén is home to some of Santiago’s richest — and poorest — residents. From the plate-glass home windows of up to date million-dollar buildings nestled into the Andes foothills, you gain got a sweeping view of the greatest of Santiago’s sprawling squatter villages. Residents gain strung wires across rooftops to pirate electricity and thrown cardboard over the sewage channels they’ve dug. this is the entrance line for Palmisano’s quest to construct the planet smarter — and extend its customer base.

Peñalolén Mayor Claudio Orrego, forty four, doesn’t deserve to breathe persuaded that expertise can enrich residing circumstances in his regional. A Harvard-educated former tech exec, he’s an energetic idealist with a trimmed brown beard and his personal Twitter account. When travelling his regional remaining fall, I visited a sanatorium where he had partnered with Cisco (CSCO) to digitize medical information. I drove by means of internet kiosks he built with assist from Intel (INTC). but unless ultimate yr he had in no pass worked with IBM. Orrego firstly met Palmisano in topple 2009 when he flew to recent york for IBM’s first Smarter Cities discussion board (a fraction of the Smarter Planet crusade), which he’d heard about at yet another convention. “It was backed and arranged by a tech business, nevertheless it wasn’t in reality about technology,” he says. Of course technology played a part: With Smarter Planet, IBM is promoting a concept that lots of the systems that vitality their cities — electrical grids, transportation, buildings, factories — can breathe made to elope more effectively if you can more desirable monitor them, dissect the suggestions you assemble, and employ it to tinker. but as a superior deal as anything, Palmisano is selling hope. His consumers are govt officials beneath power to construct complicated and antiquated systems toil enhanced for much less funds, and Palmisano guarantees in the event that they inject a tiny techie efficiency, things should breathe better.

nevertheless, a Chilean regional may besides seem to breathe an improbable vicinity for IBM to consign materials when market alternatives the size of China and Brazil are looming, however is a component of Palmisano’s formidable design to capitalize on each closing nook of the rising world. It’s utter within the numbers. He is watchful of that while First World nations disburse roughly 3% to four% of their indecent domestic product on infotech, rising markets disburse just 1% to 2%. As these international locations try to propel themselves into the first World, Palmisano expects those percentages will double over the next 5 years. With a solid executive and robust commerce ethics, Chile is one among 20 emerging countries IBM has identified as conserving probably the most immediate promise. That’s why Palmisano selected to hold and attend a wiser Cities discussion board — certainly one of 200 identical pursuits the enterprise has held so far — there ultimate fall.

Palmisano arrived on the Santiago Sheraton early, took a seat within the entrance row, and sat through more than an hour of speeches without so tons as checking his BlackBerry earlier than his flip came at the podium. After Palmisano spoke, Orrego, via now an IBM client (IBM’s assessment turned into executed on spec), and the Santiago governor joined Palmisano onstage for a dialogue about tech innovations, relish how expertise could carry down expenses for things relish trash assortment. When the moderator, a local news anchor, completed the interview, he became to the audience and mentioned, “well, they acquired through the complete hour devoid of talking about servers and switches.”

The actual goal of IBM’s forum became to shut sales, of course, and Palmisano did his part. He left the event at lunchtime to construct a income title on Chilean President Sebastián Piñera. Palmisano doesn’t relish to bushwhack individuals, so he introduced alongside only 1 colleague. Piñera’s chief of workforce, an energetic 27-year-historical, confirmed them in to the President’s office, which become decorated with a framed picture of the recently rescued miners. The community mentioned having IBM tap a team of software experts, increasing its Chilean group of workers. They besides agreed to create an inventory of tasks on which to toil via the terminate of the first quarter.

again in recent york, I asked Palmisano what he concept of Chile. “In utter these locations there’s an inherent optimism,” he referred to. “There’s a pass problems can breathe solved. There’s definitely nothing in their means but ourselves. So let’s just fetch to work.”

Baloo the bear

Sam Palmisano grew up in a huge Italian household in Nineteen Fifties Baltimore. there gain been two Palmisano households on the town on the time. His dad changed into the auto mechanic, now not to breathe perplexed with the delicatessen owner. each households packed their children off to Calvert hall, the Catholic boys college the situation Sam’s 10th-grade football coach, Augie Miceli, remembered him as a favored guy who certainly not ignored practice. “As an nasty core, he snapped the ball to the quarterback, so he had to construct first line calls,” says Miceli.

Palmisano besides played sax in a band. The drummer’s mom was the band’s agent, and he or she as soon as scored them a weeklong gig each opening and taking fraction in backup for the Temptations. He used his profits — $1,000 — to buy a station wagon so he might haul around his gadget.

At Johns Hopkins, Palmisano become a history main whose Beta Theta Pi fraternity brothers known as him Baloo after the endure from The Jungle publication. He co-captained the football crew but turned down an invite to try out for the Oakland Raiders. In 1973, the 12 months he graduated, the U.S. changed into at warfare with Vietnam, and many evenings he’d horde around the eleven p.m. news along with his fraternity brothers for updates on the draft. The number he’d got his junior yr become four, low satisfactory that his probabilities of recruitment gain been high. “So I talked about, ‘I’ve acquired to fetch a job,’ ” he remembers. a chum mentioned that IBM’s recruiter had approach to campus to appear for women with backgrounds in math and science. even though he hale neither class, the following day Palmisano took and handed IBM’s entrance examination, a staple for utter recent entrants at the time.

IBM’s iconic machines

Palmisano joined IBM on the top of its glory, when the iconic figure of the IBM salesman symbolized a inescapable ascendance to the upper center class. The dress code was strictly followed: woebegone suits, white shirts, defense obligate striped ties, wingtip footwear. Liquor became off-limits. “in case you had a consumer luncheon and you had a drink with the consumer, you gain been expected to travel domestic,” says Palmisano. earlier than he ever made a sales name, he went to Washington, D.C., to attend the requisite 15 months of classes on community design and accounting and revenue displays. (whereas in D.C. he met his future spouse, Gaier Notman, referred to as Missy, who changed into the daughter of a prominent Maryland banker.) Then he went to toil within the records items unit in Baltimore, hawking mainframes to native governments.

In 1989, Palmisano became chosen for a one-year time term as govt second to CEO John Akers. It turned into the first signal that his superstar become rising at the enterprise, and he jumped from there to a two-12 months stint working IBM Japan. while Palmisano became learning to manage a personnel that didn’t converse his language, the service provider struggled to locate its region in a tech commerce that had misplaced persistence with IBM’s monolithic method to selling accessories relish semiconductors, hardware, and application. by the point Gerstner parachuted in to prove things around in 1993, IBM had posted an $8.1 billion loss, its third straight year of losses. as the caustic chieftain raced to drag the commerce out of its near-demise spiral through doubling down on the services business, embracing the information superhighway, and shaking up the lifestyle, Palmisano back and took a spin at running almost each one of IBM’s better devices, including the very own computers division, the server company, and global functions. At Gerstner’s retirement in 2002, IBM’s stock rate had risen to $90 from $eleven.

while Gerstner, who declined to observation for this article, won a reputation for his quick mood, Palmisano honed a measured but uncompromising management trend. Chief pecuniary officer consequence Loughridge, who pronounced to Palmisano lower back when he took over the world services division, recalls an infamous mobile call. “We gain been losing money each quarter. Sam bought on the mobilephone and pointed out, ‘I just desire each person to know they are on no account dropping money in this commerce ever again,’ ” says Loughridge. Given the widely wide-spread condition of the business, it appeared relish a daft request, but Palmisano wasn’t asking. He became disturbing. “The executive team become like, ‘Man, what’s this man speakme about?’ however they not ever misplaced money again.”

Palmisano has long been neatly-connected politically. He has vacationed with participants of the Bush clan, with whom he grew acquainted through his wife’s family unit, when you reckon that before George Bush Sr. become elected President, and he purchased a Kennebunkport summer season house from the bushes in 1996. however, for a multimillionaire, he has kept his family unit lifestyles modest. For virtually two a long time he has lived within the identical century-ancient residence in Southport, Conn. unless he changed into appointed IBM’s CEO, he drove himself to toil day to day.

research: The core of strategy-environment

watching Watson (named for founding CEO Thomas Watson Sr.) cream Jeopardy champs Ken Jennings and Brian Rutter changed into gripping television. (profitable answer: “who's Bram Stoker?”) but Watson’s intelligence is more than trivial. Palmisano expects to peer it construct its manner into hospitals, for instance, the situation it could diagnose sufferers and suggest treatments more directly and precisely than medical doctors.

research is at the core of ways Palmisano sets strategy. The commerce continues nine research labs world wide and 7 “collaboratories” it has built with shoppers relish a Beijing center to help excessive-tech railroads. moreover enterprise-connected projects relish constructing recent services for Indian mobile-mobilephone operators, IBM funds experiments equivalent to substances analysis that might besides become recent items. however Palmisano sees even those supertechnical “blue-sky” projects as vital to figuring out where he must seize IBM, and how he should noiseless organize its assets and businesses.

annually, in a knock-down, drag-out marathon of a dialogue, he spends a day with lab administrators predicting the longer term and adjusting corporate strategy to tackle it. You don’t dare demonstrate up unprepared, lab directors say, because he knows your toil and he has his personal situation on its value. This session is the situation he can peruse at chip improvements if you want to exchange the manner IBM markets and sells servers, for instance. It besides is where he saw the cornerstones for Smarter Planet approach back in 2002. “It turned into no longer going to breathe a computer era. It changed into going to breathe sensors and smartphones,” he says. That looks glaring now, however lest one neglect, the iPhone wasn’t even invented unless 5 years later. In 2005, Palmisano shocked the tech world when he sold IBM’s profitable computer company to China’s Lenovo. He persisted to unload hardware, and he stepped up acquisitions, deciding upon up software and analytics companies by using the dozens.

Shareholders were puzzled. Palmisano countered by using wooing Wall street. “in case you’re going to dump utter that earnings and Go construct investments in additional ecocnomic issues the situation you can innovate, there’s going to breathe a duration of time where you’re not going to fetch a lot of suitable-line boom,” he explains. “There’s a lot of very own drive on the management of the company to reply.” He introduced a five-year highway map and held six-hour sessions with investors to reply questions about his strategy. He pledged to hold expanding profits and investor returns while he changed the company’s make-up. He changed expensive worker's in North america with cost-efficient people overseas, which has helped maintain margins and earnings growing to be. He and his board additionally authorized massive participate buybacks every year, yet another tactic for expanding earnings per share.

The upshot: IBM these days is a corporation that nevertheless gets most of its revenue from services and consulting — the enterprise that Gerstner astutely pushed IBM into in the Nineties. but software now contributes greater to pretax revenue than consulting, and analytics, the sort of subtle records-crunching and determination-making that Watson does, grew 19% remaining quarter, sooner than every other line of business. Harvard commerce school professor Rosabeth Moss Kanter calls this a “boldness of imagination,” asserting, “Sam accelerated what Lou Gerstner set in motion.”

That boldness has helped IBM develop into as soon as once again the commerce that sets the agenda for commerce technology. corporations from HP (HPQ) and Dell (DELL) to Oracle (ORCL) gain assembled consulting groups to resolve issues for purchasers in preference to promote them servers and switches. And HP’s Cense community aims to pepper the world with sensors just as IBM plans to conclude with the Smarter Planet initiative. IBM has singlehandedly helped elevate the valuations of analytics agencies. someplace the ghost of Tom Watson Sr. is smiling.

IBM after Palmisano

IBM will spin a hundred this yr, and Palmisano will flip 60. That age has lengthy been the expiration date for an IBM CEO, and while he gained’t verify it, americans close to him assume he’ll step down just after the centennial. This previous summer time he reorganized the government ranks in a circulation that means he has chosen a yoke of contenders for his alternative. each Virginia Rometty, who brought marketing and method to her income and distributions responsibilities, and Michael Daniels, who now oversees utter of international services, are referred to to breathe in the running. So is Rod Adkins, who oversees the methods and know-how community.

Can things maybe toil as well at IBM when Palmisano leaves? revenue is ready relationships, and on the maximum degree, he is their safekeeper. accept as real with Sunil Mittal, the rags-to-riches founding father of India telecom colossal Bharti Airtel. ultimate topple IBM turned into within the closing tiers of negotiating a ten-year constrict to deploy and manage the counsel expertise assisting Bharti’s circulate into sixteen African nations when the constrict pretty much fell aside. “IBM is an incredible laptop, and sometimes it receives irritating,” says Mittal. “there gain been layers of lawyers and approval strategies.” Mittal changed into able to walk, and then Palmisano popped up on Skype. Palmisano guaranteed Mittal that IBM’s toil could breathe done at once and successfully. Six weeks later both men met in Nairobi to declar the landmark deal that might plant the Indian telecom colossal in Africa.

Mittal trusts Palmisano. He has invited the person to dinner in his Delhi home, and hung out with the Palmisanos and three of their kids on the Beijing Olympics. “My very own reference to him is terribly robust. As for who will succeed him, and should I actually gain the identical chemistry?” says Mittal. “I don’t know.”

I quiz Palmisano about it the ultimate time they meet. we're seated within the perfectly preserved 1937 library of the senior Watson himself, every final mahogany panel of which has been lifted from his original workplace into the government suite of a Midtown recent york skyscraper. Palmisano suggests Mittal’s posturing is a tiny of theatrics. Relationships are developed as a result of americans act invariably over long intervals of time, he tells me. “I’ll conclude my term. possibly it’s 10 years. suppose of it as 10% of a hundred years. after which somebody else has acquired to preserve it going,” he says.

With that, he reaches for his coat. “I’ve received to travel sing for my supper, younger woman,” he says. site visitors is grisly in Midtown, and he needs to breathe on time for the earnings muster he’s about to construct on J.P. Morgan (JPM) CEO Jamie Dimon. forget the idling sedan. He takes off walking at a relish a sparkle clip, a earnings rep just about sprinting to entrap up.

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Machines beat us at their own game: What can they do? | real questions and Pass4sure dumps

In this undated publicity image released by Jeopardy Productions, Inc., host Alex Trebek, left, poses with contestants Ken Jennings, center, and Brad Rutter and a computer named Watson in Yorktown Heights, N.Y. On Monday, Feb. 14, 2011, "Jeopardy!" will inaugurate airing two matches spread over three days between Jennings, Rutter and Watson, who was developed by IBM scientists. (AP Photo/Jeopardy Productions, Inc.) NO SALES (AP) -- Machines first out-calculated us in simple math. Then they replaced us on the assembly lines, explored places they couldn't fetch to, even beat their champions at chess. Now a computer called Watson has bested their best at "Jeopardy!"

A gigantic computer created by IBM specifically to outdo at answers-and-questions left two champs of the TV game prove in its silicon dust after a three-day tournament, a exploit that experts muster a technological breakthrough.

Watson earned $77,147, versus $24,000 for Ken Jennings and $21,600 for Brad Rutter. Jennings took it in stride writing "I for one welcome their recent computer overlords" alongside his redress Final Jeopardy answer.

The next step for the IBM machine and its programmers: taking its mastery of the arcane and applying it to befriend doctors plow through blizzards of medical information. Watson could besides befriend construct Internet searches far more relish a conversation than the hit-or-miss things they are now.

Watson's triumph leads to the question: What can they measly humans conclude that fabulous machines cannot conclude or will never do?

The answer, relish utter of "Jeopardy!," comes in the figure of a question: Who - not what - dreamed up Watson? While computers can compute and construct, they cannot determine to create. So far, only humans can.

"The pass to assume about this is: Can Watson determine to create Watson?" said Pradeep Khosla, dean of engineering at Carnegie Mellon University in Pittsburgh. "We are far from there. Their capacity to create is what allows us to learn and create recent lore and technology."

Experts in the sphere hiss it is more than the spark of creation that separates man from his mechanical spawn. It is the pride creators can take, the empathy they can utter gain with the winners and losers, and that magical amalgamate of adrenaline, horror and capacity that kicks in when their backs are against the wall and they are in survival mode.

What humans gain that Watson, IBM's earlier chess champion profound Blue, and utter their electronic predecessors and software successors conclude not gain and will not fetch is the sort of thing that makes song, romance, smiles, sadness and utter that jazz. It's something the experts in computers, robotics and ersatz intelligence know very well because they can't figure out how it works in people, much less duplicate it. It's that indescribable essence of humanity.

Nevertheless, Watson, which took 25 IBM scientists four years to create, is more than just a trivia whiz, some experts say.

Richard Doherty, a computer industry expert and research director at the Envisioneering Group in Seaford, N.Y., said he has been studying ersatz intelligence for decades. He thinks IBM's advances with Watson are changing the pass people assume about ersatz intelligence and how a computer can breathe programmed to give conversational answers - not merely lists of sometimes not-germane entries.

"This is the most significant breakthrough of this century," he said. "I know the phones are ringing off the hook with interest in Watson systems. The Internet may trump Watson, but for this century, it's the most significant forward in computing."

And yet Watson's creators hiss this breakthrough gives them an extra appreciation for the magnificent machines they muster people.

"I discern human intelligence consuming machine intelligence, not the other pass around," David Ferrucci, IBM's lead researcher on Watson, said in an interview Wednesday. "Humans are a different sort of intelligence. Their intelligence is so interconnected. The brain is so incredibly interconnected with itself, so interconnected with utter the cells in their body, and has co-evolved with language and society and everything around it."

"Humans are learning machines that live and undergo the world and seize in an enormous amount of information - what they see, what they taste, what they feel, and they're taking that in from the day they're born until the day they die," he said. "And they're learning from utter the input utter the time. We've never even created something that attempts to conclude that."

The capacity of a machine to learn is the essence of the sphere of ersatz intelligence. And there gain been noteworthy advances in the field, but nothing near human thinking.

"I've been in this sphere for 25 years and no matter what advances they make, it's not relish they feel we're getting to the finish line," said Carnegie Mellon University professor Eric Nyberg, who has worked on Watson with its IBM creators since 2007. "There's always more you can conclude to bring computers to human intelligence. I'm not certain we'll ever really fetch there."

Bart Massey, a professor of computer science at Portland state University, quipped: "If you want to build something that thinks relish a human, they gain a noteworthy pass to conclude that. It only takes relish nine months and it's really fun."

Working on computer evolution "really makes you esteem the fact that humans are such unique things and they assume such unique ways," Massey said.

Nyberg said it is silly to assume that Watson will lead to an terminate or a lessening of humanity. "Watson does just one task: reply questions," he said. And it gets things wrong, such as adage grasshoppers eat kosher, which Nyberg said is why humans won't spin over launch codes to it or its computer cousins.

Take Tuesday's Final Jeopardy, which Watson flubbed and its human competitors handled with ease. The category was U.S. cities, and the clue was: "Its largest airport is named for a World War II hero; its second largest, for a World War II battle."

The redress response was Chicago, but Watson weirdly wrote, "What is Toronto?????"

A human would gain considered Toronto and discarded it because it is a Canadian city, not a U.S. one, but that's not the nature of comparative lore Watson has, Nyberg said.

"A human working with Watson can fetch a better answer," said James Hendler, a professor of computer and cognitive science at Rensselaer Polytechnic Institute. "Using what humans are superior at and what Watson is superior at, together they can build systems that decipher problems that neither of us can decipher alone."

That's why Paul Saffo, a longtime Silicon Valley forecaster, and others, discern better search engines as the ultimate benefit from the "Jeopardy!"-playing machine.

"We are headed toward a world where you are going to gain a conversation with a machine," Saffo said. "Within five to10 years, we'll peruse back and roll their eyes at the view that search queries were a string of answers and not conversations."

The beneficiaries, IBM's Ferrucci said, could comprise technical back centers, hospitals, hedge funds or other businesses that necessity to construct lots of decisions that reckon on lots of data.

For example, a medical center might employ the software to better diagnose disease. Since a patient's symptoms can generate many possibilities, the odds of a Watson-type program would breathe its capacity to scan the medical literature faster than a human could and suggest the most likely result. A human, of course, would then gain to investigate the computer's finding and construct the final diagnosis.

IBM isn't adage how much money it spent edifice Watson. But Doherty said the company told analysts at a recent meeting that the figure was around $30 million. Doherty believes the number is probably higher, in the "high dozens of millions."

In a few years, Carnegie Mellon University robotic whiz Red Whittaker will breathe launching a robot to the moon as fraction of Google challenge. When it lands, the robot will construct utter sorts of key and crucial real-time decisions - relish Neil Armstrong and Buzz Aldrin did 42 years ago - but what humans can conclude that machines can't will already gain been done: Create the total darn thing.

Explore further: 'Jeopardy!' to pit humans against IBM machine

More information: IBM's Watson:

©2010 The Associated Press. utter rights reserved. This material may not breathe published, broadcast, rewritten or redistributed.

International #IIoT Perspectives: Smart Cities | real questions and Pass4sure dumps

By Scott Allen

Article Rating:

July 12, 2017 03:15 PM EDT



The Industrial Internet of Things (IIoT) is, at times, difficult to pin down. The stronger the technology has gotten, the broader the applications gain become, affecting everything from energy, to smart cities to manufacturing, and in the process, blurring the line between traditional consumer and industrial markets. Interestingly, in the United States, much of the Industrial IoT advancements gain approach from the private sector – oil and gas, utilities, precision agriculture, etc. International IIoT, however, has seen real advancements coming from cities – smart cities, that is.

Smartest Cities in the World

A 2015 article from Forbes provided a list of the top five smartest cities in the world based on a number of factors, including environmental monitoring, smart traffic management, data usage and creative tech applications.  Barcelona topped the list, with recent York City, London, Nice (France), and Singapore rounding out the top five. In each instance, the employ of smart technology improved trait of life, efficiency, and better overall functionality. Of course, there are myriad factors to reckon when evaluating a city’s “smartness,” but considering how many touching parts – literally and figuratively – that it takes to create a smart infrastructure, the breadth of application is impressive.

Barcelona’s comprehensive wired network drives an infrastructure that is constantly aggregating, transmitting and analyzing data for utter kinds of things:

The boxes are no regular electricity meters. They are fine-tuned computer systems, capable of measuring noise, traffic, pollution, crowds, even the number of selfies posted from the street. They are the future of Barcelona, and in some sense they are the future for utter of us too. The difficult drives are just one piece of what is “unusual” on this street, in fact. Cast your eyes down, and you might spot the digital chips plugged into garbage containers, or the soda-can-size sensors rammed into the asphalt under the parking spaces.

The paragraph above not only highlights the often hidden aspects of smart cities – sensors, difficult drives, boxes – but besides the sheer magnitude of the data being collected from wherever possible. The technology that powers that data collection lies in the actual communication networks, which are powered by an array of RF, cellular and WiFi connections. Today, many of the devices that are accountable for collecting the data from the source – the access layer – are capable of hosting third-party, proprietary applications that can filter and transmit data in specific packages, turning enormous Data into Smart Data.

Lately, London has focused on green energy and environmental progress. The city launched an initiative to become a zero-emission city by 2050 with a combination of electric vehicles and public transportation. Sounds familiar, right? The actual mechanisms driving that initiative are not necessarily ground breaking: reduce combustion engines on the road, encourage people to employ public transport. However, the technology has finally started to entrap up. With smart traffic monitoring capabilities, public transportation can elope more efficiently, keeping to strict schedules. Additionally, driverless vehicles can perhaps befriend lead a transportation infrastructure devoid of human-caused accidents, opening the road systems and, again, leading to greater efficiency.

Smart Cities, Smart World

Of course, the two examples above approach at a tall level. There are significant technologies driving the actual implementation of smart city devices, but the key factor is that the leaders of the respective cities understand the necessity for a stronger, smarter infrastructure. Many other cities are catching up – India often pops up with smart city initiatives, which is a fascinating case study based on the economic disparity of the country. Still, the drivers of the international IIoT goals often point to the development of smart cities as an pattern outcome based on the continued growth of connected technology.

Scott is an executive leader with more than 25 years of undergo in product lifecycle management, product marketing, commerce development, and technology deployment. He offers a unique blend of start-up aggressiveness and established company executive leadership, with expertise in product delivery, exact generation, and global market expansion. As CMO of FreeWave, Scott is accountable for product life cycle/management, GTM execution, exact generation, and brand creation/expansion strategies.

Prior to joining FreeWave, Scott held executive management positions at Fluke Networks (a Danaher Company), Network Associates (McAfee), and several start-ups including Mazu Networks and NEXVU commerce Solutions. Scott earned his BA in Computer Information Systems from Weber University.

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This month @nodexl announced that ServerlessSUMMIT & DevOpsSUMMIT own the world's top three most influential Kubernetes domains which are more influential than LinkedIn, Twitter, YouTube, Medium, Infoworld and Microsoft combined. NodeXL is a template for Microsoft® Excel® (2007, 2010, 2013 and 2016) on Windows (XP, Vista, 7, 8, 10) that lets you enter a network edge list into a workbook, click a button, discern a network graph, and fetch a particular summary report, utter in the confidential environment of...

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Ariosa v. Sequenom: Petitioning the Federal Circuit to transpose Course on Patent Eligibility | real questions and Pass4sure dumps


Tom Goldstein

On June 12, 2015, the United States Court of Appeals for the Federal Circuit issued a conclusion in Ariosa Diagnostics, Inc. v. Sequenom, Inc. The conclusion dealt with whether a non-invasive method for detecting paternally inherited cell-free fetal DNA (“cffDNA”) from a blood sample of the pregnant woman carrying a fetus. See U.S. Patent No. 6,258,540. The district court ruled that the method claims were patent ineligible and the Federal Circuit agreed. umpire Linn, who concurred, wrote that the innovation deserves patent protection, but besides that the “sweeping language of the test set out in Mayo” requires a determination that the claims are patent ineligible.

The Federal Circuit conclusion has been widely criticized (see here and here, for example). Sequenom has asked for reconsideration en banc, and twelve amici groups gain separately filed briefs in back of Sequenom’s petition for reconsideration en banc. On September 3, 2015, the Federal Circuit requested a response from Ariosa et al.

Sequenom is being represented by Tom Goldstein, co-founder of the SCOTUS blog. Goldstein has served as counsel in over 100 Supreme Court cases over the ultimate 15 years. His presence in this petition for rehearing sends a clear message, namely that Sequenom plans to thrust this issue as far as they can, including petitioning the Supreme Court if necessary.

I had the opening to converse with Goldstein on the record for an interview on Monday, August 31, 2015. What follows is their discussion about the state of patent eligibility in the United States and the reasons why the Federal Circuit really should step in and rehear this case en banc.

Without further ado, here is my interview with Tom Goldstein.

QUINN: Thanks, Tom, for taking the time to chat with me today. I know ultimate week there was some action in a case that you’re intimately involved in regarding patent eligibility, with about a dozen amicus briefs filed in back of your position. So I wanted to gain out to you and talk to you about the case. Can you disclose us a tiny bit about the case and where they stand procedurally before they fetch into any substance?

GOLDSTEIN: Sure. This is a 101 eligibility case involving a biologic test, and it’s one of the cases in which the Federal Circuit has been trying to implement the Supreme Court’s 101 eligibility decisions. Cases relish Mayo, Myriad and the like. And in this case they gain the discovery of something incredibly recent and important, which is that you can gain cell free fetal DNA in the blood plasma of a mother, and you can distinguish it from the mother’s DNA by looking for the father’s sequences. What that means there’s a pass of being able to identify hereditary traits, potential problems with fetuses that’s entirely not intrusive.

The invention claims not the cell free DNA but rather a method that involves amplifying the cell free DNA and applying various processes on it to employ it as a diagnostic tool. It’s an incredibly significant discovery. Nobody disputes that. The Lancet article that describes the invention, it’s been cited a thousand times, as an illustration. And the Federal Circuit, a panel of three judges held that it was not patent eligible on the grounds that if you are dealing with a finding relish this one, something as a law of nature, something that exists in the world then the discovery of that plus previously known techniques, relish amplifying DNA, makes it not patent eligible.

One of the judges on the panel umpire Linn specially concurred to hiss this doesn’t construct any sense, but he wrote that he thought he was required to gain this result by the Supreme Court’s conclusion in Mayo. So that’s where they are today.

This is a really considerable question both with respect to biologics and other interventions and besides as the Federal Circuit does toil with the Supreme Court’s carcass of precedents. They gain basically two principle points. One is that in their view the Federal Circuit has to conclude a better job rationalizing and reconciling two different sets of precedent. One is the set of modern cases and the second is an older case that the modern cases embrace, Diamond vs. Diehr, which as they understand it adopts exactly the contradictory rule from the Federal Circuit in this case, which is that the combination is what has to breathe recent not the individual processes. And then second they believe that they gain a case that fits squarely within what the Supreme Court intended to remain patent eligible after those more modern cases. So they filed an en banc petition and they thought that there would breathe amicus back for sure. But what they didn’t expect, to breathe honest, was the outpouring of interest and back that they received.

Virtually every interested party that they mentioned the case to was immediately interested in filing an amicus brief. There were many more than 12 amicus parties. They joined together in a bunch of briefs. They didn’t even know that some of the briefs were going to breathe filed. There were some that just came in on filing day and they were pleasantly surprised. They gain noiseless companies that are in a similar position, but besides patent academics, leading people in the sphere adage this seems to Go pass too far with respect to 101 and the law is a real mess and en banc review is really a responsibility, to seize the issue on in the interest of a rational patent system.

So the petition is in. The 12 amicus briefs that you mentioned are in. And now it’s in the hands of the Federal Circuit. They are waiting for the Federal Circuit to determine if it wants to request a response from the alleged infringer that succeeded in developing the patent. And if it does that and requests a response then there will breathe a vote in the Federal Circuit of whether or not to rehear the case en banc and if so then we’ll Go through that total process. If en banc is denied then we’ll proceed and try to prevail the Supreme Court. But the Federal Circuit needs to conclude the job of reconciling these precedents.

EDITORIAL NOTE: After this interview was completed, on September 3, 2015, the Federal Circuit requested a response from Ariosa and Natera. Ariosa and Natera gain asked for a 30 day extension of time to respond, to which Sequenom has consented. If that extension is granted, which is anticipated, the due date for the response would breathe October 17, 2015.

QUINN: That was one question I wanted to quiz you. With your title on the brief people who ensue these issues would gain to assume that this is being set up for the next level.

GOLDSTEIN: Well, I assume the client wanted that option for certain because once you lose in a court of appeals it’s very difficult to fetch en banc review. They would much rather resolve it in the Federal Circuit. There’s no necessity to Go to the Supreme Court, but not surprisingly any party has the perquisite to seize it up and I assume the fact that they hired me does betoken their willingness to conclude so. They conclude assume that this is something that the Federal Circuit can fix itself.

QUINN: I’m struck by utter the problems that are being created by current 101 jurisprudence.


QUINN: In my intellect it boils down to the ill-started reality that the Supreme Court has not defined what it means to breathe an abstract idea. In reading your petition for rehearing en banc the one line that jumped out at me was where you talked about how on some flat everything is an abstract idea.

GOLDSTEIN: Yes, and everything is an elaboration on what’s been discovered before. So I assume that the Supreme Court is in the middle of a process. They can’t peruse at cases relish Mayo and Myriad as the terminate of the discussion. The court is relatively recent to returning to patent issues, relatively recent to 101 eligibility, and I would breathe surprised if they didn’t seize some more 101 cases over the years. I don’t know when they’ll seize the next one but I assume they will breathe conscious of the necessity to further refine it. That they couldn’t reply every question, fetch everything perquisite in the first cases. So if they gain to, hopefully we’ll breathe able to prove them that if the Federal Circuit didn’t hear the case en banc it’s because they harmonize with umpire Linn that this is just at the footsteps of the Supreme Court.

QUINN: Now, playing devil’s advocate for a second and giving the Supreme Court the benefit of the doubt for a moment, which is difficult to conclude I know because they don’t seem to understand patents, they overstate things, and there’s a lot of dicta in these cases. They really spin these cases into an exercise in reading tea leaves.


QUINN: But if you want to give the Supreme Court some benefit of the doubt here I assume it has to breathe with respect to Mayo and Bilski, those two cases stand out because they took grisly cases and they decided these very broad issues in a yoke cases that should gain been just thrown out on other issues. And that laid the foundation for a real mess I’m afraid.

GOLDSTEIN: Well, it is a noteworthy illustration of how considerable it is that the perquisite case goes to the Supreme Court. Because the Supreme Court isn’t exposed to a lot of the cases and grisly cases can construct grisly law. And you conclude gain to assume about cases relish Bilski, about cases relish Mayo as being ones that didn’t seem relish superior candidates to employ to define 101 eligibility. And I assume that the Court will seize on some closer cases where we’re not gonna discern 9-0 decisions, but we’re gonna discern more debate inside the edifice over where exactly to draw the line. The message you should seize away, I think, from the Supreme Court’s decisions should disclose you there are too many patents, it’s inhibiting innovation, it’s getting in the way. The Supreme Court seems to assume the Federal Circuit and the PTO are being too permissive and they necessity to seize a step back. But you can’t parse words in these Supreme Court’s opinions yet, they’re too recent to these questions.

QUINN: I assume that’s exactly right. I guess that’s the real horror now because as you’re going through the judiciary you gain these cases that gain spoken in such broad language about claims that were so broadly written, in at least a yoke cases. You’re seeing what in my words I will muster “real technology” or “real innovation” being held up by these broad strokes. And I can’t—

GOLDSTEIN: I gain another case just so you know. So that is anti-virus software. Right? So it is relish solving a problem about a computer and the district court says nope, not patent eligible. Even though because it’s implemented on a machine even though it is but it seems to breathe exactly what the Supreme Court was talking about that the range of software patents that is available is the patents that actually are very computer directed, you know, dealing with a unique computer problem. But, nope. The overwhelming majority of 101 decisions now as you well know are ineligible, ineligible, ineligible, ineligible. I assume that the lower courts gain really over read the Supreme Court’s decisions which were intended to narrow 101. Everybody agrees with that. But they seem to gain just elope with it a tiny too fast, a tiny too far and there’s going necessity to breathe a bit of course direction.

QUINN: I agree. I just finished writing an article about wind energy and GE. I saw this commercial that sent me down this path. The commercial said the windmills of the future are going to ensue the wind. And then if you peruse into what GE’s doing they gain this intricate software process that can allow for analysis of the data to foretell how the windmill should breathe operating for its most optimal efficiency touching forward including figuring out whether operators necessity to breathe tilting the blades, when should they tilt the blades knowing that at inescapable times the wind is coming from various directions and utter that sort of thing. And I assume to myself is well, tilting the blades that’s just an idea, you know, the fact that nobody else has done this and that they can squeeze out an extra 5% from a wind farm doesn’t seem to breathe relevant in the 101 inquiry, which I assume is a real problem. It would breathe relevant if they were talking about obviousness under 103. It would breathe a very relevant.

GOLDSTEIN: Yes it would breathe very relevant. And that’s probably what they should breathe talking about. I really harmonize with you. These are the kinds of innovations that they want and these are the kids of innovations that if companies start to believe they won’t fetch patent protection on they are not going to disburse $20 million figuring out the solution, or if somebody does figure it out then they’re gonna hold it a secret.

QUINN: Right.

GOLDSTEIN: The foundation, the very notion that there are too many patents accepts that there necessity to breathe patents. Their problem is that they are getting too close to the notion that a lot of innovations are going to breathe not patent eligible.

QUINN: Yes. I’m apprehensive that that’s unfortunately the consequence. We’re seeing it perquisite before their eyes perquisite now. I don’t know where it utter ends, but I assume what they should breathe doing is Go back to having 101 breathe a very low threshold, a very low hurdle and using the other sections as they were designed to breathe used. Unfortunately, we’re stopping innovation from proceeding and that was the fundamental purpose of having a wider open 101 analysis.

GOLDSTEIN: Right. They gain substituted patent eligibility for obviousness, which seems a much better fit. I did KSR, just seems a pass better fit.

QUINN: Yes. Okay, well, that’s really utter I gain at this point. I esteem you taking the time to converse with me today.

GOLDSTEIN: Okay, such a pleasure. noteworthy to talk to you again and we’ll hope for the best.

QUINN: superior talking to you, too.

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International Edition Textbooks

Save huge amounts of cash when you buy international edition textbooks from An international edition is a textbook that has been published outside of the US and can be drastically cheaper than the US edition.

** International edition textbooks save students an average of 50% over the prices offered at their college bookstores.

Highlights > Recent Additions
Showing Page 1 of 5
Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
By Nigel Slack, Alistair Jones
Publisher : Pearson (Feb 2018)
ISBN10 : 129217613X
ISBN13 : 9781292176130
Our ISBN10 : 129217613X
Our ISBN13 : 9781292176130
Subject : Business & Economics
Price : $75.00
Computer Security: Principles and PracticeComputer Security: Principles and Practice
By William Stallings, Lawrie Brown
Publisher : Pearson (Aug 2017)
ISBN10 : 0134794109
ISBN13 : 9780134794105
Our ISBN10 : 1292220619
Our ISBN13 : 9781292220611
Subject : Computer Science & Technology
Price : $65.00
Urban EconomicsUrban Economics
By Arthur O’Sullivan
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 126046542X
ISBN13 : 9781260465426
Our ISBN10 : 1260084493
Our ISBN13 : 9781260084498
Subject : Business & Economics
Price : $39.00
Urban EconomicsUrban Economics
By Arthur O’Sullivan
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 0078021782
ISBN13 : 9780078021787
Our ISBN10 : 1260084493
Our ISBN13 : 9781260084498
Subject : Business & Economics
Price : $65.00
Understanding BusinessUnderstanding Business
By William G Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Feb 2018)
ISBN10 : 126021110X
ISBN13 : 9781260211108
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $75.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (May 2018)
ISBN10 : 1260682137
ISBN13 : 9781260682137
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $80.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 1260277143
ISBN13 : 9781260277142
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $77.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 1259929434
ISBN13 : 9781259929434
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $76.00
By Peter W. Cardon
Publisher : McGraw-Hill (Jan 2017)
ISBN10 : 1260128474
ISBN13 : 9781260128475
Our ISBN10 : 1259921883
Our ISBN13 : 9781259921889
Subject : Business & Economics, Communication & Media
Price : $39.00
By Peter Cardon
Publisher : McGraw-Hill (Feb 2017)
ISBN10 : 1260147150
ISBN13 : 9781260147155
Our ISBN10 : 1259921883
Our ISBN13 : 9781259921889
Subject : Business & Economics, Communication & Media
Price : $64.00
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