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00M-232 exam Dumps Source : IBM Solutions for Smart Business Sales(R) Mastery Test v1
Test Code : 00M-232
Test Name : IBM Solutions for Smart Business Sales(R) Mastery Test v1
Vendor Name : IBM
: 25 Real Questions
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aspect Roberts, WA and Vancouver, BC - February 6, 2019 (Investorideas.com Newswire) Investorideas.com (www.investorideas.com), a world investor information supply overlaying artificial Intelligence (AI) brings you state-of-the-art version of The AI Eye - observing stock news, deal tracker and developments in artificial intelligence.
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The #AI Eye: SEW signs contract to make the most of IBM ( $IBM) Cloud, Accenture ( $ACN) to Open Facility in South Africa
Hear Investor ideas Podcasts on iTunes
present day Column - The AI Eye - watching stock news, deal tracker and advancements in artificial intelligenceworld Spending on NLP to reach $43.four Billion USD by means of 2025
A recent document from market intelligence firm Tractica finds that global spending on natural Language Processing (NLP) application, hardware and capabilities will attain $43.three billion USD via 2025. An excerpt from the record summary reads:
The most excellent promise of NLP technology is intent-primarily based computing. When machines can take into account and communicate with humans in herbal (human) language, it democratizes records science, enabling people to use standard conventional language to finished a broad latitude of initiatives from the standard and mundane equivalent to auto-finishing an internet form to probably the most complicated, such as writing application or optimizing a data network. NLP is a crucial technology for extracting insights and analysis from an enormous quantity of prior to now unindexed and unstructured facts; mining video and audio info, emails, scanned documents, and more.SEW indications contract to make the most of IBM Cloud, Accenture to Open Facility in South Africa and Datametrex AI companions With Empower stocks discussed: (NYSE:IBM) (NYSE:ACN) (TSXV:DM) (CSE:EPW)
international energy and water cloud platform company sensible power Water (SEW) has signed a multi-million dollar contract with IBM (NYSE:IBM). throughout the settlement, SEW will leverage the IBM Cloud to scale its capabilities and supply a common world infrastructure for their enterprise internet and cellular purposes. Brad Gammons, global managing director, IBM power, atmosphere and Utilities, talked about:
"sensible power Water is watching for the principal influence connected applied sciences can have on their clients business. by way of investing in information, their employees can do their job better than ever before and shoppers will have access to self-service capabilities that may aid increase customer provider."
Accenture (NYSE:ACN) plans to launch a brand new applied Intelligence Studio for Mining in Johannesburg, South Africa. in keeping with the press free up, "the studio will practice the newest in records science and synthetic intelligence technologies with new data sources for actual-time co-introduction of ingenious digital solutions that can help mining groups clear up a few of their hardest analytical complications". Rachael Bartels, a senior managing director who leads Accenture's mining enterprise globally, explained:
"unstable commodity fees, rising enter costs and changing world demand for commodities require mining organizations to rethink their suggestions and business models to stay competitive. they're increasingly trying to follow advanced analytics to reimagine tactics, liberate trapped price, and force operational excellence of their businesses these days and position themselves for increase tomorrow."
Datametrex AI confined (TSXV:DM) has partnered with Empower Clinics Inc. (CSE:EPW) through the former's subsidiary Canntop AI Inc. on the advent of a pilot software the use of synthetic Intelligence to investigate and benefit insights about Empower patient records, doctor medicine techniques and average long-term efficacy of patient care. Empower Chairman and CEO Steven McAuley said:
"We consider using AI equipment to investigate the gigantic quantities of information in the Empower database and the extra records from the currently announced proposed solar Valley acquisition can make Empower a knowledge science leader within the hashish trade. The results of their AI efforts with Datametrex are basically going to place the enterprise as an educational chief and they plan to collaborate with the business to sooner or later enhance affected person care."
Sam Mowers, Investorideas.com
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SEW to flow critical business net and cellular software workloads to the IBM Cloud to speed up digital transformation
wise power Water (SEW), a global energy and water cloud platform provider serving over 150+ utilities international, has signed a multi-million dollar settlement with IBM to leverage the IBM Cloud for SEW platform international deployment over the subsequent five years.
throughout the new settlement, SEW will access the flexibleness and scalability of the IBM Cloud to provide a common global infrastructure for their enterprise web and cellular purposes. These workloads encompass consumer engagement and mobile workforce engagement functions, on-line invoice processing, energy effectivity and demand response functions, reward courses as well as equipment for actual-time statistics assortment and administration within the box. as an instance, a huge scale power company may also turn to sew to install its full digital customer and group of workers engagement platform with IBM Cloud. SEW can now scale its functions sooner, extra effectively and at global scale to aid the company meet the fluctuating demand of its shoppers.
This contract comes as SEW appears to develop its business and tap into superior offerings like analytics, artificial Intelligence (AI), computing device researching and cyber web of issues (IoT). through internet hosting these workloads on the IBM Cloud, SEW can gain extra price from its statistics and accelerate the building of latest tools that can assist improve efficiency and engage valued clientele in new and personalised ways.
The energy and utilities business is grappling with an getting older infrastructure, starting to be client demand for comparatively cheap, legit and environmentally sustainable electricity, as well as stringent govt mandates on energy efficiency and water conservation. These challenges, coupled with the starting to be expectations of today’s tech-savvy patrons, have pushed a fast need for alternate and are forcing many utilities to create new company platforms and faucet new technologies to solidify a competitive talents.
“patrons are open to new methods of engaging with their utility,” spoke of Harman Sandhu, President sensible power Water. “along side IBM, they can deliver options at tremendous scale that aid utilities lessen the can charge-to-serve via relocating clients from the name center to decrease-can charge digital channels, customise carrier to increase ordinary customer delight, and goal consumers for the correct opportunities for cost-added classes and services.”
The SEW and IBM contract additionally provides a platform to collectively expand accretive and complementary go-to-market efforts globally.
“smart power Water is anticipating the predominant influence related applied sciences may have on their customers company,” observed Brad Gammons, international managing director, IBM power, atmosphere and Utilities. “through investing in data, their employees can do their job better than ever earlier than and shoppers may have access to self-service capabilities that can aid increase client carrier.”
From managing renewables’ fluctuating power levels to bringing new efficiency equipment to patrons, utility suppliers are increasingly turning to hybrid multicloud solutions to assist meet the calls for of a extra sustainability-concentrated, digital society. TenneT power, Ista UK, and Hydro Ottawa have lately grew to become to the IBM Cloud to aid them build new client services, store money, and generate income.
For more guidance about IBM Cloud’s work with energy and utilities discuss with: https://www.ibm.com/industries/energy.
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THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age.
By Louis S. Richman
(FORTUNE Magazine) – Chances are pretty good that Beth Malloy will play a major role in making a scientific discovery that may one day save your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned form the building blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco State University, and many of Genentech's 369 other science technologists perform these miracles routinely. She and her colleagues are but a small part of the large and rapidly growing population of technicians -- a new worker elite who are transforming the American labor force and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their importance to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the work force as a whole -- to some 20 million. With one out of every four new jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will represent a fifth of total employment within a decade (see chart). The convergence of two large forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians use to test printed circuitboards to the automated protein analyzers Beth Malloy programs to run experiments -- are eliminating the need for workers to perform many time- consuming routine tasks, the donkey work of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies rely on technology to help eliminate quality defects, speed up product development, and improve customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are beginning to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are beginning to gain a new appreciation for the work technicians do -- and their insights into how it should be done. In the new economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a place in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the new anchor for people's careers." Who better for the smart employer to enlist in the effort to gain a competitive edge than those who actually man the equipment that will carry us into the future? Technical workers help design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they produce the dazzling computer-graphic presentations that help your sales force land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer turn out technicians in the numbers they did during the Cold War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who take jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the new economy requires that technical workers -- and the companies that employ them -- adopt a new mindset. Because many technicians enter the labor force as hourly employees, they too often view the work they do as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, perform a limited range of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their work -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to work on. And companies that would harness their talents must learn new lessons of how to manage, motivate, and reward them accordingly.
-- Give your technical workers room to grow -- or someone else will. Richard Mixon, 41, is one of the new breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to seek out jobs that would allow him to grow. "I wanted to have a broad enough spectrum of skills to be able to fit into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the aim of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to join Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to take on more challenging projects. So when he learned about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The move exposed Mixon to the kind of work he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more interesting assignments, Mixon assisted electronics design engineers in developing circuitboards that would go into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to look for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of new circuitry, he is the point man delegated to work with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to take on. Says Mixon: "It's better to ask for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.
-- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications equipment supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market share from its scores of smaller rivals and crack new markets that the big regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not come simply by pushing more hardware. They also needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing equipment and advanced multiplexers for data transmission within reach of the small and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless they did a better job of training them, their technicians would drive clients away." TIE set out to mold all of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to help design a curriculum. In addition to providing its technicians with a firm grounding in how the complex new circuitry and software work, TIE wanted the new courses to improve their communications skills so that they could help sell customers on new products and services. The training, which began last fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle all of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added benefit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the field and take hands-on solutions back to work. Technicians who have been through the training's first phase are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his way up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising new installations and more sophisticated equipment repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That lack of confidence is no longer an issue. Says Barbier: "Where I would once take five steps back to avoid a problem, I now take two steps forward with a new solution that helps the customer, TIE, and me."
-- Today's technicians are tomorrow's executives. Some organizations are starting to make the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, all new employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a new approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of their managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of all the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a single customer-service center in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on all of the customers' contacts with the railroad. They create detailed electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They also provide the information that dispatchers in Omaha use to track shipments and that clerks in accounting rely on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis center is up 300% since 1986) are the fabulously rich strategic uses Union Pacific can make of the amassed data. The railroad's goal is to mine that treasure-trove to be able to offer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. Last February she advanced to a position as project manager for new systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but also on her knowledge of marketing. She uses the EDI customer profiles to build new databases that might, say, help a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on new ones. She has also put her technical talent to use in helping Union Pacific improve its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just beginning to scratch the surface of the improvements that a technical analysis of the data will reveal."
-- Technical workers turn black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is fast becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture firm called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position last October, Kellogg, 26, is responsible for the hardware and software that together make up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative support staff in Atlanta and Washington. The job demands full use of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must also keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must also accommodate the sales force and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the whole organization applies its power to work in dramatically new ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to all employees to quicken the spread of the best practices throughout the firm. Kellogg is also busily scouting out the newest hardware and applications software that will keep his firm on the cutting edge of technology. So important do AC&P partners see that task that they now include Kellogg in all their weekly meetings. "I see no limit to the potential growth of my role," he says.
-- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but take people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation equipment since 1903, is getting more than its money's worth from the 140 technicians who operate its new Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by building in-house the specialized circuitboards its products lacked, the company would continue to lose market share to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so large a mix of such elaborate componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what new kind of worker would it take to go mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but little thinking. Working in EMS would be another story entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They have to be able to respond to the countless ways the equipment can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the new technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to escape the tedium of his factory job, but with a growing family to support he couldn't afford to give up the job he had and move to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and improve his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my way of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson learned on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as close as 0.02-inch apart, and eliminate the bottlenecks that could slow production. They also spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't fly by."
-- Technical workers demand recognition. As with most people who take pride in their work, technical specialists value recognition nearly as much as good pay. And today they have more options to get both. Office equipment repair technicians, nurses who provide home health care services, and computer-aided graphic artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to acknowledge the contribution they make, they are enjoying both the opportunity to stretch their abilities and the rewards that come with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the fast track by making such a move to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas native with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. Like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that come with being a junior professional in an outfit run by temperamental, big- ego attorneys. She expected to do research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior partner who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- go to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and morale improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to take on a bigger role. She was given day-to-day oversight for some of the larger cases the partner supervised but which required only occasional direct involvement by an attorney. She also took it upon herself to learn how to research cases using the new computers the firm began to acquire in the late 1980s. Her new expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the firm would be too low to contain her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's big break came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal practice the power of computers and the optical scanner technology that converts text on paper documents into digital form the computers can "read." Few law firms would be able to make sufficient use of the computer technology to warrant the expense of purchasing it. By acquiring the latest equipment and hiring paralegals to use it to do the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations eager to cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the use of the equipment and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and put her in charge of hiring all the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The new power of the technical work force is not only liberating employees from the monotony of the industrial age, but it is also providing companies with the know-how to alter their destiny -- to make competitive leaps, to break into new markets, and to offer their employees wider horizons and far more opportunity than any generation of workers has encountered before.
CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.
Probably not a headline you ever thought you’d read on diginomica, but the times they are a changin’. The idea is probably not as big a pot-pipe dream as it sounds.
Canada is in the process of legalizing marijuana by July 2018, fulfilling one of the key campaign promises of Prime Minister Justin Trudeau. Ottawa is leaving it up to provincial governments to regulate its legal sale and distribution.
When the government of British Columbia asked for feedback on the best way to manage its legal marijuana market, IBM quickly proffered a regulatory filing, arguing that the province should use the distributed ledger technology called blockchain to manage its legal marijuana market.
In the filing, the Armonk, NY-based software giant said:
IBM suggests Blockchain is an ideal mechanism in which BC can transparently capture the history of cannabis through the entire supply chain, ultimately ensuring consumer safety while exerting regulatory control – from seed to sale.
Blockchain is rapidly becoming a world leading technology enabling the assured exchange of value in both digital and tangible assets, while protecting privacy and eliminating fraud. Blockchain offers a shared ledger that is updated and validated in real time with each network participant. It enables equal visibility of activities and reveals where an asset is at any point in time, who owns it and what condition it’s in.
As every schoolboy now knows, blockchains were originally conceived as a public, shared ledger that keeps track of payments in the Bitcoin network.
Bitcoin’s volatility has scared off a lot of potential mainstream adoption of blockchain as a payment network.
But companies quickly realized that the core concept of the blockchain could be repurposed for many other chains of custody applications, ranging from diamonds and tomatoes to global supply chains. Or, as in this case, the growth, distribution, sale, regulation, and taxing of your next favorite pastime substance.
Basically, a blockchain is nothing more than a distributed database that’s maintained by a peer-to-peer network of companies involved in almost any shared marketplace. Every company manages and maintains its own copy of the shared ledger.
In the case of British Columbia’s pot initiative, “each party in the business network” (growers, processors, distributors, retail locations, and regulators) would get its own ledger copy showing all transactions. The shared ledger would be accessible for anyone with the right credentials to see, allowing regulators to conduct spot audits of every marijuana transaction in the province.
Retailers could identify which farm a particular batch of marijuana came from and what safety inspections were conducted along the way. Reads the IBM pitch:
The Blockchain shared ledger is updated and validated in real time with each network participant. This enables equal visibility of activities and reveals where an asset/product is at any point in time, who owns it and what condition or state it is in. This type of transparency would bring a new level of visibility and control to the provincial regulators and provide assurance to the multitude of cautious stakeholders regarding the way the management of a cannabis supply chain is rolled out within British Columbia.
IBM’s brief proposal to the government of British Columbia identifies key benefits for each of the parties in a possible blockchain agreement:
BC Government: Blockchain can help the Provincial Government take control of sourcing, selling and pricing of products, therefore can reduce or eliminate black market sales completely.
Producers: Blockchain can assist producers with real-time inventory management, greater projections of supply and demand, and also elicit trends of consumption through data analytics.
Retailers: Although the Government of BC hasn’t confirmed what end-user distribution model will be used, they anticipate that it is likely that government itself will play a role in that process. An interconnected Blockchain network can assist retailers identify supply/demand gaps ways to mitigate those gaps, providing feedback mechanisms to producers, and use data to create predictive insights.
IBM has been promoting blockchain aggressively in recent months. In March, the company released IBM Blockchain, which it says is the first enterprise-ready blockchain service based on the Linux Foundation’s open source Hyperledger project.
IBM’s blockchain services are designed to help developers create, deploy and manage blockchain networks on the IBM Cloud and a number of clients have already done so, ranging from the startup Everledger, which bills itself as the digital vault of the future, to financial services leaders like Bank of Tokyo-Mitsubishi UFJ, Postal Savings Bank of China and Northern Trust.
A blockchain approach to supply chain management has a number of useful business advantages. Transactions can be asynchronous—individual buyers and sellers can deal directly with each other.
The Hyperledger stack has cryptographic features that can limit one vendor from spying on another vendor’s transactions. Hyperledger can also be combined with Internet-of-things technology, attaching a tracking device to products in transit and automatically generating data about their progress as they move through the supply chain.
Using its Watson IoT Platform, IBM makes it possible to use information from devices such as RFID-based locations, barcode-scan events, or device-reported data with IBM’s Blockchain. Devices will be able to communicate to blockchain-based ledgers to update or validate smart contracts.
Built to scale to thousands of users quickly, IBM says its cloud will allow production blockchain networks to be deployed in minutes, running signed, certified and tested Docker images with dashboards and analytics as well as support.
A blockchain is only as good as the security of its infrastructure and IBM has spent millions of dollars on teams of security experts, cryptographers, hardware experts, and researchers to make certain its blockchain and cloud services are tamper-resistant and free of back door vulnerabilities that allow unauthorized access.
With so much buzz about blockchain and so many projects underway at the moment, we’re about to find out whether the technology is the real thing or, in the case of BC, one toke over the line. I’m becoming a believer.
This just leaves me with two BIG questions – what would Bob Marley have said? Who gets to test the supply chain in the real world? Somehow I can’t see the Big Blue consultants out in the field, so to speak. 🙂
Image credit - public images
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