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M2065-659 IBM Smarter Cities Sales Sales Mastery Test v1

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

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

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IBM IBM Smarter Cities Sales

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

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

The team is to analyse and originate 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 expend the subsequent three weeks analysing the current circumstance and construct on existing plans to tackle Chon Buri’s vision to be a better metropolis.  

Chon Buri is one in any 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 serve 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 ameliorate the metropolis’s considerable 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 serve 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 originate specific strategies addressing in the community essential city issues.

groups of above any chosen IBM consultants will give city leaders with analysis and suggestions to champion a success boom, enhanced start of municipal capabilities, more citizen date 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 usurp consultants to analyse and hint approaches they can develop into even improved areas by which to are living, toil and play. Thailand has been selected as one in any 20 augment countries that IBM will focal point on intensively for funding.

in response to IBM, augment markets generated 22 per cent of the enterprise’s international income remaining 12 months, and the company goals to relish 30 per cent of its complete world earnings arrive from augment 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 artery of Crowdsourcing ideas | killexams.com real Questions and Pass4sure dumps

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

Now, IBM's newest fragment for the hassle grew to become to the residents of cities to ask them how they might ameliorate their cities. Created in partnership with Zooppa, a gregarious community for inventive skill fancy 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 blank district can be repurposed. an extra, from Detroit, became a defunct, abandoned manufacturing facility that changed into became an "indoor fish pond," altering the countenance of the aboriginal food income economic climate.

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

read more on AdAge.com.

IBM's Sam Palmisano: a super 2nd act | killexams.com 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 be the world’s main laptop maker on the strength and power of its massive mainframes. any 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 betray 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 — any due to Sam Palmisano, Gerstner’s successor. under Palmisano, profits relish 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 artery of pushing into original international locations and increasing passionate 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 — serve 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 privilege through a rare set of interviews. Palmisano, who is barely the eighth CEO of the one hundred-12 months-historic employer, makes lucid 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 contour the tech tendencies as a artery to define the district a decade or greater from now. “analysis gives us the headlights to score forward of the obtrusive,” he tells me.

but originate no mistake, Palmisano additionally can provide quarter after quarter, no minuscule masterstroke when you dependence the measurement and complexity of IBM. (Its $4 billion in revenue boom in 2010 by myself is roughly equal to the replete 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 utilize networking and computer expertise to tackle gregarious issues akin to entry to fitness permeate or traffic congestion. In 2010, IBM earned $14.8 billion on $99.9 billion in revenue, with forty six.1% Gross profit margins.

Palmisano, a Baltimore native, acquired his delivery in income (he joined IBM cleanly 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 Little 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 mountainous 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 financial facts, but you’re not going to score 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 relish got a sweeping view of the greatest of Santiago’s sprawling squatter villages. Residents relish 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 originate the planet smarter — and augment its customer base.

Peñalolén Mayor Claudio Orrego, forty four, doesn’t deserve to be 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 artery worked with IBM. Orrego firstly met Palmisano in topple 2009 when he flew to original york for IBM’s first Smarter Cities discussion board (a fragment 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 verve their cities — electrical grids, transportation, buildings, factories — can be made to race more effectively if you can more desirable monitor them, analyze the suggestions you assemble, and utilize it to tinker. but as a marvelous deal as anything, Palmisano is selling hope. His consumers are govt officials beneath power to originate complicated and antiquated systems toil enhanced for much less funds, and Palmisano guarantees in the event that they inject a Little techie efficiency, things should be better.

nevertheless, a Chilean regional may moreover seem to be an improbable vicinity for IBM to entrust materials when market alternatives the size of China and Brazil are looming, however is a component of Palmisano’s formidable intention to capitalize on each closing nook of the rising world. It’s any within the numbers. He is awake of that while First World nations expend roughly 3% to four% of their Gross domestic product on infotech, rising markets expend 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 eventual 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, fancy how expertise could carry down expenses for things fancy trash assortment. When the moderator, a local advice 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 originate a income appellation on Chilean President Sebastián Piñera. Palmisano doesn’t fancy to ambuscade 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 designate a team of software experts, increasing its Chilean group of workers. They moreover agreed to create an inventory of tasks on which to toil via the conclude of the first quarter.

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

Baloo the bear

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

Palmisano moreover 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 fragment 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 press around the eleven p.m. advice 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 relish been high. “So I talked about, ‘I’ve acquired to score a job,’ ” he remembers. a chum mentioned that IBM’s recruiter had arrive to campus to issue for women with backgrounds in math and science. even though he hardy neither class, the following day Palmisano took and handed IBM’s entrance examination, a staple for any original entrants at the time.

IBM’s iconic machines

Palmisano joined IBM on the top of its glory, when the iconic device of the IBM salesman symbolized a certain ascendance to the upper headquarters class. The dress code was strictly followed: gloomy suits, white shirts, defense coerce striped ties, wingtip footwear. Liquor became off-limits. “in case you had a consumer luncheon and you had a drink with the consumer, you relish been expected to fling 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 aboriginal 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 talk 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 fancy semiconductors, hardware, and application. by the point Gerstner parachuted in to note 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 swirl 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 comment for this article, won a reputation for his quick mood, Palmisano honed a measured but uncompromising management trend. Chief financial officer impress Loughridge, who pronounced to Palmisano lower back when he took over the world services division, recalls an infamous mobile call. “We relish been losing money each quarter. Sam bought on the mobilephone and pointed out, ‘I just covet 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 fancy 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 consider 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 originate its manner into hospitals, for instance, the status it could diagnose sufferers and hint 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 fancy a Beijing headquarters to ameliorate excessive-tech railroads. moreover enterprise-connected projects fancy constructing original services for Indian mobile-mobilephone operators, IBM funds experiments equivalent to substances analysis that might moreover become original items. however Palmisano sees even those supertechnical “blue-sky” projects as vital to figuring out where he must win 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 status on its value. This session is the status he can stare at chip improvements if you want to exchange the manner IBM markets and sells servers, for instance. It moreover is where he saw the cornerstones for Smarter Planet approach back in 2002. “It turned into no longer going to be a computer era. It changed into going to be 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 any that earnings and retrograde originate investments in additional ecocnomic issues the status you can innovate, there’s going to be a duration of time where you’re not going to score 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 respond questions about his strategy. He pledged to maintain 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 partake 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) relish 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 enact with the Smarter Planet initiative. IBM has singlehandedly helped boost the valuations of analytics agencies. someplace the ghost of Tom Watson Sr. is smiling.

IBM after Palmisano

IBM will swirl 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 immediate 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 any of international services, are referred to to be 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 actual with Sunil Mittal, the rags-to-riches founding father of India telecom colossal Bharti Airtel. eventual 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 relish 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 be done at once and successfully. Six weeks later both men met in Nairobi to publish 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 relish the identical chemistry?” says Mittal. “I don’t know.”

I ask Palmisano about it the eventual 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 original york skyscraper. Palmisano suggests Mittal’s posturing is a Little of theatrics. Relationships are developed as a result of americans act invariably over long intervals of time, he tells me. “I’ll enact 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 fling sing for my supper, younger woman,” he says. site visitors is snide in Midtown, and he needs to be on time for the earnings call he’s about to originate on J.P. Morgan (JPM) CEO Jamie Dimon. forget the idling sedan. He takes off walking at a hasty clip, a earnings rep just about sprinting to trap up.

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Machines beat us at their own game: What can they do? | killexams.com 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 initiate 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 score 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 surpass at answers-and-questions left two champs of the TV game note in its silicon dust after a three-day tournament, a masterstroke that experts call 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 original computer overlords" alongside his reform Final Jeopardy answer.

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

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

The answer, fancy any of "Jeopardy!," comes in the contour of a question: Who - not what - dreamed up Watson? While computers can reckon and construct, they cannot choose to create. So far, only humans can.

"The artery to assume about this is: Can Watson choose to create Watson?" said Pradeep Khosla, dean of engineering at Carnegie Mellon University in Pittsburgh. "We are far from there. Their skill to create is what allows us to ascertain and create original scholarship and technology."

Experts in the bailiwick grunt 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 any relish with the winners and losers, and that magical amalgamate of adrenaline, dread and skill that kicks in when their backs are against the wall and they are in survival mode.

What humans relish that Watson, IBM's earlier chess champion deep Blue, and any their electronic predecessors and software successors enact not relish and will not score is the sort of thing that makes song, romance, smiles, sadness and any that jazz. It's something the experts in computers, robotics and synthetic intelligence know very well because they can't device 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 synthetic intelligence for decades. He thinks IBM's advances with Watson are changing the artery people assume about synthetic intelligence and how a computer can be 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 foster in computing."

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

"I survey human intelligence consuming machine intelligence, not the other artery 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 any 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 win in an mammoth 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 any the input any the time. We've never even created something that attempts to enact that."

The skill of a machine to learn is the essence of the bailiwick of synthetic intelligence. And there relish been considerable advances in the field, but nothing near human thinking.

"I've been in this bailiwick for 25 years and no matter what advances they make, it's not fancy 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 enact to bring computers to human intelligence. I'm not confident we'll ever really score there."

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

Working on computer evolution "really makes you prize 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 conclude or a lessening of humanity. "Watson does just one task: respond questions," he said. And it gets things wrong, such as maxim grasshoppers devour kosher, which Nyberg said is why humans won't swirl 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 reform response was Chicago, but Watson weirdly wrote, "What is Toronto?????"

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

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

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

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

The beneficiaries, IBM's Ferrucci said, could comprehend technical champion centers, hospitals, hedge funds or other businesses that need to originate lots of decisions that rely on lots of data.

For example, a medical headquarters might utilize the software to better diagnose disease. Since a patient's symptoms can generate many possibilities, the handicap of a Watson-type program would be its skill to scan the medical literature faster than a human could and hint the most likely result. A human, of course, would then relish to investigate the computer's finding and originate the final diagnosis.

IBM isn't maxim how much money it spent pile Watson. But Doherty said the company told analysts at a recent meeting that the device 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 be launching a robot to the moon as fragment of Google challenge. When it lands, the robot will originate any sorts of key and crucial real-time decisions - fancy Neil Armstrong and Buzz Aldrin did 42 years ago - but what humans can enact that machines can't will already relish been done: Create the gross darn thing.

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

More information: IBM's Watson: tinyurl.com/4r8w6grJeopardy: jeopardy.com

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

International #IIoT Perspectives: Smart Cities | killexams.com 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, arduous to pin down. The stronger the technology has gotten, the broader the applications relish 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 relish arrive 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 original York City, London, Nice (France), and Singapore rounding out the top five. In each instance, the utilize of smart technology improved property of life, efficiency, and better overall functionality. Of course, there are myriad factors to consider 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 any 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 any of us too. The arduous 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, arduous drives, boxes – but moreover 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 answerable 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 mountainous 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, inspirit people to utilize public transport. However, the technology has finally started to trap up. With smart traffic monitoring capabilities, public transportation can race more efficiently, keeping to strict schedules. Additionally, driverless vehicles can perhaps serve 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 arrive at a high 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 need 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 evolution of smart cities as an exemplar 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, require generation, and global market expansion. As CMO of FreeWave, Scott is answerable for product life cycle/management, GTM execution, require 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, survey a network graph, and score a particular summary report, any in the intimate environment of...

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


Tom Goldstein

On June 12, 2015, the United States Court of Appeals for the Federal Circuit issued a decision in Ariosa Diagnostics, Inc. v. Sequenom, Inc. The decision 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. arbitrator Linn, who concurred, wrote that the innovation deserves patent protection, but moreover that the “sweeping language of the test set out in Mayo” requires a determination that the claims are patent ineligible.

The Federal Circuit decision has been widely criticized (see here and here, for example). Sequenom has asked for reconsideration en banc, and twelve amici groups relish separately filed briefs in champion 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 eventual 15 years. His presence in this petition for rehearing sends a lucid message, namely that Sequenom plans to push this issue as far as they can, including petitioning the Supreme Court if necessary.

I had the opportunity to talk 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 eventual 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 champion of your position. So I wanted to reach out to you and talk to you about the case. Can you exhibit us a Little bit about the case and where they stand procedurally before they score 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 fancy Mayo, Myriad and the like. And in this case they relish the discovery of something incredibly original and important, which is that you can relish 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 artery 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 utilize 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 fancy this one, something as a law of nature, something that exists in the world then the discovery of that plus previously known techniques, fancy amplifying DNA, makes it not patent eligible.

One of the judges on the panel arbitrator Linn specially concurred to grunt this doesn’t originate any sense, but he wrote that he thought he was required to reach this result by the Supreme Court’s decision in Mayo. So that’s where they are today.

This is a really principal question both with respect to biologics and other interventions and moreover as the Federal Circuit does toil with the Supreme Court’s carcass of precedents. They relish basically two principle points. One is that in their view the Federal Circuit has to enact 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 opposite rule from the Federal Circuit in this case, which is that the combination is what has to be original not the individual processes. And then second they believe that they relish 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 be amicus champion for sure. But what they didn’t expect, to be honest, was the outpouring of interest and champion 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 be filed. There were some that just came in on filing day and they were pleasantly surprised. They relish noiseless companies that are in a similar position, but moreover patent academics, leading people in the bailiwick maxim this seems to retrograde artery too far with respect to 101 and the law is a real mess and en banc review is really a responsibility, to win 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 choose 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 be a vote in the Federal Circuit of whether or not to rehear the case en banc and if so then we’ll retrograde through that gross process. If en banc is denied then we’ll proceed and try to induce the Supreme Court. But the Federal Circuit needs to enact 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 relish 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 be October 17, 2015.

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

GOLDSTEIN: Well, I assume the client wanted that option for confident because once you lose in a court of appeals it’s very arduous to score en banc review. They would much rather resolve it in the Federal Circuit. There’s no need to retrograde to the Supreme Court, but not surprisingly any party has the privilege to win it up and I assume the fact that they hired me does attest their willingness to enact so. They enact assume that this is something that the Federal Circuit can fix itself.

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


QUINN: In my intelligence it boils down to the ill-fated reality that the Supreme Court has not defined what it means to be 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 flush 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 stare at cases fancy Mayo and Myriad as the conclude of the discussion. The court is relatively original to returning to patent issues, relatively original to 101 eligibility, and I would be surprised if they didn’t win some more 101 cases over the years. I don’t know when they’ll win the next one but I assume they will be conscious of the need to further refine it. That they couldn’t respond every question, score everything privilege in the first cases. So if they relish to, hopefully we’ll be able to note them that if the Federal Circuit didn’t hear the case en banc it’s because they coincide with arbitrator Linn that this is just at the footsteps of the Supreme Court.

QUINN: Now, playing devil’s advocate for a flash and giving the Supreme Court the capitalize of the doubt for a moment, which is difficult to enact 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 swirl these cases into an exercise in reading tea leaves.


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

GOLDSTEIN: Well, it is a considerable illustration of how principal it is that the privilege case goes to the Supreme Court. Because the Supreme Court isn’t exposed to a lot of the cases and snide cases can originate snide law. And you enact relish to assume about cases fancy Bilski, about cases fancy Mayo as being ones that didn’t seem fancy marvelous candidates to utilize to define 101 eligibility. And I assume that the Court will win on some closer cases where we’re not gonna survey 9-0 decisions, but we’re gonna survey more debate inside the pile over where exactly to draw the line. The message you should win away, I think, from the Supreme Court’s decisions should exhibit 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 need to win a step back. But you can’t parse words in these Supreme Court’s opinions yet, they’re too original to these questions.

QUINN: I assume that’s exactly right. I guess that’s the real dread now because as you’re going through the judiciary you relish these cases that relish 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 call “real technology” or “real innovation” being held up by these broad strokes. And I can’t—

GOLDSTEIN: I relish another case just so you know. So that is anti-virus software. Right? So it is fancy 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 be 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 relish really over read the Supreme Court’s decisions which were intended to narrow 101. Everybody agrees with that. But they seem to relish just race with it a Little too fast, a Little too far and there’s going need to be 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 stare into what GE’s doing they relish this intricate software process that can allow for analysis of the data to predict how the windmill should be operating for its most optimal efficiency touching forward including figuring out whether operators need to be tilting the blades, when should they tilt the blades knowing that at certain times the wind is coming from various directions and any 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 be germane in the 101 inquiry, which I assume is a real problem. It would be germane if they were talking about obviousness under 103. It would be a very relevant.

GOLDSTEIN: Yes it would be very relevant. And that’s probably what they should be talking about. I really coincide 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 score patent protection on they are not going to expend $20 million figuring out the solution, or if somebody does device it out then they’re gonna maintain it a secret.

QUINN: Right.

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

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

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

QUINN: Yes. Okay, well, that’s really any I relish at this point. I prize you taking the time to talk with me today.

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

QUINN: marvelous talking to you, too.

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