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IBM iX and Sitecore® Launch international marketing features and technology settlement | Real Questions and Pass4sure dumps

SAN FRANCISCO, Jan. 29, 2019 /PRNewswire/ -- Sitecore [®] , the international leader in digital adventure administration utility, today announced a brand new global partnership with IBM iX, one of the vital world's greatest digital companies and global company design partners. The partnership will make purchasable to customers Sitecore's leading web content management, commerce, and advertising and marketing options by way of IBM iX designers, expertise specialists, and business strategists in 40 IBM Studios international.

IBM iX is a proven leader in providing Sitecore options, with more than a decade's success of the two corporations working collectively in Europe to tackle CMOs' essential want for increased return on marketing funding. The multiplied partnership brings collectively the full breadth of IBM iX's capabilities to capitalize on the turning out to be demand for digital advertising capabilities that create tremendously-customized customer experiences across all digital touchpoints.

Matthew candy, global chief, IBM iX, mentioned that "client journey is the important thing strategic purpose of many businesses and core to these organizations' potential to radically change. i'm very excited that they are increasing out their latest relationship with Sitecore into a world partnership, as they develop into an important participant in their ecosystem of partners." 

As a worldwide Platinum accomplice within the Sitecore solution company application, IBM iX gives the realm-category consulting, design, construction and implementation features required to install solutions on the Sitecore platform and carry exceptional results for shoppers. Matched to Sitecore's leading digital journey administration capabilities, companies can provide conclusion-shoppers with seamless, omnichannel experiences to power differentiation, promote company transformation, and enhance earnings and client lifetime price. The IBM iX and Sitecore partnership is further empowered with top of the line practices and accelerators, as smartly as the ability to leverage the energy of IBM Cloud and IBM Watson know-how. IBM iX additionally brings to endure the unparalleled potential of Bluewolf, an IBM business, developing experiences with Salesforce, with whom Sitecore has a strategic alliance.

"IBM iX gives the strength, scale, and tradition of innovation required to convey immersive, end-to-conclusion digital solutions for their joint clients," said Mark Zablan, Chief earnings Officer for Sitecore. "Our partnership makes a amazing combination for agencies who wish to speed up the digitization of their enterprise and foster a customer-centric approach to digital transformation."

For extra assistance on IBM iX, talk over with  and follow @IBM_iX on Twitter.

About SitecoreSitecore is the global leader in digital experience administration application that combines content administration, commerce, and client insights. The Sitecore journey Cloud™ empowers entrepreneurs to convey personalized content material in actual time and at scale throughout every channel—earlier than, during, and after a sale. greater than 5,200 brands––including American specific, Carnival Cruise lines, Dow Chemical, and L'Oréal––have trusted Sitecore to bring the customized interactions that pride audiences, build loyalty, and force income.  

ContactMatt KrebsbachSr. Director, Public & Analyst family members at

Sitecore Media RelationsWE

Sitecore®, own the experience®, Sitecore event Cloud™, Sitecore xConnect™, Sitecore Cortex™, Sitecore® journey Platform™, Sitecore journey manager™ and Sitecore® event Database™ are registered trademarks or logos of Sitecore agency A/S in the united states of america and different countries. All different manufacturer names, product names or logos belong to their respective holders.

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Sitecore® announces global Partnership with IBM iX to permit main internet content administration, Commerce, and advertising solutions | Real Questions and Pass4sure dumps

Sitecore®, the  leader in digital experience management software, these days announced a new world partnership with IBM iX, probably the most world's biggest digital companies and world business design companions. The partnership will make accessible to shoppers Sitecore’s main web content material administration, commerce, and advertising options by means of IBM iX designers, technology specialists, and trade strategists in forty IBM Studios worldwide. 

The expanded partnership brings together the whole breadth of IBM iX’s capabilities to capitalize on the starting to be demand for digital advertising capabilities that create incredibly-personalized customer experiences across all digital touchpoints. 

Matthew sweet, world leader, IBM iX, pointed out that “customer adventure is the key strategic aim of many agencies and core to these businesses’ potential to seriously change. i'm very excited that they are expanding out their existing relationship with Sitecore into a worldwide partnership, as they become a vital participant in their ecosystem of companions.” 

As a global Platinum accomplice within the Sitecore solution company software, IBM iX gives the world-classification consulting, design, building and implementation features required to install options on the Sitecore platform and carry tremendous outcomes for customers. Matched to Sitecore’s leading digital event administration capabilities, businesses can give conclusion-customers with seamless, omnichannel experiences to drive differentiation, promote company transformation, and raise revenue and customer lifetime price. The IBM iX and Sitecore partnership is additional empowered with most reliable practices and accelerators, as well because the capacity to leverage the energy of IBM Cloud and IBM Watson technology. IBM iX additionally brings to endure the unparalleled abilities of Bluewolf, an IBM business, developing experiences with Salesforce, with whom Sitecore has a strategic alliance. 


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Companies in almost every industry these days are trying to go digital. When digitalization is done in the context of a company’s strategic knowledge, powerful growth opportunities can be uncovered. One way to do it is by using a strategic knowledge-mapping framework that Ian MacMillan and Martin Ihrig had discussed in a Knowledge@Wharton interview in 2015. In this paper, co-authored with Jill Steinhour, Ihrig and MacMillan explain how the knowledge-mapping framework can shed light on recent strategic changes at Adobe, a software firm headquartered in San Jose, Calif.

Ihrig is a clinical professor and associate dean at New York University, an adjunct professor at Wharton, and the president of I-Space Institute. Steinhour is Adobe’s director of industry strategy and marketing for high tech and B2B. MacMillan is a management professor at Wharton.

(Knowledge@Wharton spoke with Ihrig, Steinhour and MacMillan about their paper. Listen to the interview using the player above.)

Firms are investing millions to digitalize their businesses, hoping for a digital transformation that will result in increased revenue, cost reduction, improved customer satisfaction and enhanced differentiation, and ultimately mitigation of the risk of digital disruption. However, going digital is more than big data – simply capturing and analyzing large data troves in isolation leaves a lot of strategic opportunities on the table. When digitalization is done in the context of your company’s strategic knowledge, powerful growth opportunities can be uncovered. The use of the digital data needs to be guided by deep insight into the company’s critical knowledge assets: its core competencies, intellectual property rights, market and industry comprehension, and customer understanding and expectations.

Strategic knowledge mapping helps to uncover these critical knowledge assets, providing the context for discovering the most promising digitalization strategies. It helps to identify those knowledge assets that digital transformation can leverage, or illuminates gaps in an organization’s knowledge network. A knowledge map features two dimensions: the structure of knowledge (how codified is an asset, ranging from deeply tacit to highly codified) and the diffusion of knowledge (how many parties have access to it). Digitalization structures knowledge (moving it up the knowledge map), which then makes it possible to develop strategies to share this knowledge and thereby create and capture value from this knowledge diffusion (systematically moving it to the right of the map).

MacMillanIhrigSteinhourFigure 1

Figure 1: Strategic Knowledge Map

We recognized that the application of the framework can illuminate recent strategies at Adobe. Through interviews with Adobe executives and key stakeholders, they researched the highly successful experience of Adobe in building a radically different rapid growth business model. Below, written as a stylized case, they use the map to illustrate how the strategic deployment of knowledge helped Adobe address three high-impact digital transformation challenges. Specifically, they describe how Adobe:

  • Produced significant value by recognizing and leveraging the tacit knowledge of subject matter experts within the existing organization and gained through an acquisition;
  • Created credibility, momentum and substantial growth in their targeted markets by diffusing tacit expertise to customers, consequently generating shared value; and
  • Recognized and deployed insights created by data science and diffused it to current and future customers to earn and capture value for the firm.
  • Reinventing a business by leveraging tacit knowledge of subject matter experts

    As described in Harvard Business School’s case study Reinventing Adobe, Adobe’s CEO Shantanu Narayen and his senior executives set a strategic goal of expanding and transforming Adobe’s business through a multi-pronged approach of growing organically within the company’s existing business; acquiring companies with strengths in adjacent categories; and shifting the business to allow Adobe to move beyond the company’s desktop heritage while building a predictable revenue stream through subscription-based offerings.

    The executive team saw significant headwinds for the creative business, which included the company’s flagship Creative Suite software products. Existing customers of Creative Suite (creatives) were largely satisfied with the capabilities of the versions of Creative Suite they had purchased and were not motivated to upgrade to newer versions, which had a premium price tag.  At the same time, the growth of new customers was anemic.  Younger creatives, an important source of new growth, were especially challenged to pay the price for the software and their needs were evolving rapidly.  They were increasingly mobile, wanting connected workflows, faster innovation and more value. Yet, the perpetual-license model of software development limited the company’s ability to deliver innovation to just once every 18 to 24 months, making it tough to keep pace with the evolving needs.

    Senior strategists at Adobe did an analysis and found most new software companies were being founded with a cloud-based subscription model, and companies with high recurring revenue weathered the financial storm of 2008-2009 much better than those without. Adobe brought together internal subject matter experts in pricing and software sales and strategy to pilot a subscription-based pricing model for its Creative Suite software in Australia in March 2008.  Tacit knowledge (figure 1, lower left quadrant) in the form of deep employee expertise about pricing, product value, and customer behavior were cultivated through the pilot project and formed the basis of the knowledge needed to support a subscription model.  Learnings were institutionalized (moving from lower left quadrant to upper left, figure 1) and led to the announcement in April of 2012 of Creative Cloud, a subscription based cloud offering of Adobe’s creative software.

    The 2008 experiment had demonstrated that a new subscription model could attract new users and increase the pace of upgrades by lowering the barrier to entry.  But to attract a broader customer base required the Creative Cloud to provide on-going service value in the cloud, mobile apps, and regular product updates throughout the year. “The subscription model allowed us to think differently about their business. It enabled us to bring new value to customers and innovate whenever and wherever it made sense,” said Dan Cohen, vice president, Digital Media Strategy, formerly the head of Corporate Strategy.  Based on customers’ changing needs and seeing entire industries shift to the new “always on” paradigm, executives were confident that a shift to a Cloud/subscription model made sense for the business.

    While changes were underway in the creative business, Adobe also pursued a growth strategy targeting the enterprise software market. Narayen and his leadership team were serious about moving into a significantly different market space. This required a “DNA shift” and the acquisition of new strategic knowledge assets.  In 2009, Adobe bought Omniture, an online marketing and web analytics company whose offerings were entirely cloud based. Adobe executives saw a compelling value: by combining “art” as driven by its industry-leading creative software and the “science” gained through Omniture’s industry-leading web analytics, Adobe could address the emerging needs of marketers – a fast growing and underserved market.  While some analysts were initially skeptical of the acquisition, customers understood the value of combining content and data to optimize marketing performance online.

    In addition to this unique value proposition, Omniture’s software-as-a-service (SaaS) business model involved selling and marketing directly to corporations and provided great insight into how to develop a direct, enterprise go-to-market business – a contrast to Adobe’s business selling to individual creatives through resellers and

    Key to the successful integration of the Omniture business, Adobe embraced Omniture’s business model and culture, deliberately treating it as a strategic learning opportunity. In particular, the Adobe team systematically captured and developed the tacit knowledge of the marketing and sales experts from Omniture (figure 1, from lower right to lower left quadrant).  Adobe did not simply buy customers and revenue; it recognized Omniture as a leader and worked to retain the firm’s expertise, seeing it as a critical component of long-term success.

    “Moving into the Digital Marketing business provided us valuable insight into how to run a cloud business,” said Gloria Chen, vice president and Chief of Staff to the CEO. “Enterprise sales, relationship marketing, technical operations, and even applying [Omniture’s tacit] digital marketing practices to their own marketing – they knew there was a lot to learn.”

    At that time, the whole notion of helping digital marketers drive performance through the use of marketing measurement was nascent.  The Omniture acquisition helped Adobe extend its leadership status beyond the “creative/Photoshop company” to being widely acknowledged today as the leader in Digital Marketing by industry analyst organizations like Forrester, Gartner and IDG.

    While it would be inaccurate to say that the acquisition of Omniture precipitated Adobe’s move to the Cloud, the acquisition did bring knowledge and expertise that added tremendous value to the transformation of the creative business.  Adobe’s proficiency in acquisition integration also played an important role.  The company had a strong track record of retaining talent post-acquisition and, in this case, gave Omniture employees latitude and autonomy while leveraging embedded tacit knowledge. Learning and knowledge diffusion was achieved by accepting and supporting the newly acquired talent and processes. By carrying out this transition quickly and integrating the knowledge, Adobe gained significant market share and differentiation.

    Creating momentum in the market by sharing tacit experience

    The practice of packaging up proprietary (undiffused) knowledge and making it widely available outside of the company (diffused) is a recurring theme in Adobe’s history, and is a marked characteristic of other digital leaders, such as Google with its Android platform. The purposeful diffusion strategy behind Adobe PDFs and the free distribution of the Adobe Reader are examples, but the strategy of sharing proprietary information, in particular the movement from the lower left quadrant of the map (tacit undiffused knowledge) to the upper right (explicit diffused knowledge), was a mechanism used more recently by Adobe, but with a very different objective.

    One of Adobe’s goals was to become the leading digital marketing technology vendor (offering a full spectrum of digital marketing technology) and rapidly build significant market share.  However, most customers associated Adobe with Acrobat and Photoshop and there was little awareness of its digital marketing business. Meantime, entrenched competitors with deep pockets, such as IBM, Google and Oracle, were also expanding their digital marketing technology offerings, which could potentially threaten Adobe’s ability to achieve its desired market share.

    Adobe’s CMO Ann Lewnes was a champion of digital marketing practices, foreseeing the shift from traditional marketing practices to digital – a move that most marketing organizations are now fully embracing.  While Adobe’s marketing organization had already been using Omniture’s products to measure consumer behavior on, the acquisition accelerated the process of transferring the tacit marketing analytics knowledge from the Omniture team to the broader Adobe organization.  Under Lewnes’ direction, marketing made moves to digitalize the business by reallocating the lion’s share of advertising dollars to digital domains (such as display ads, social and search), while the IT organization helped replatform Adobe’s websites around the world so that marketing could measure the impact of the digital spend.   Marketing and IT could be thought of as flip sides of the coin that helped move the company toward its own transformation.  Both were internal clients of Adobe software: using web content management and marketing analytics and measurement technology.

    The use of the digital data needs to be guided by deep insight into the company’s critical knowledge assets: its core competencies, intellectual property rights, market and industry comprehension, and customer understanding and expectations.

    Adobe Marketing and IT were, essentially, “Customer Zero” – developing internal competencies in technology implementation, marketing operations, digital marketing, organizational design, and the quantification of the contributions stemming from the use of these Adobe digital marketing solutions. This was of significant interest to customers, who were challenged to undertake the same digital transformation themselves.  Adobe’s sharing of this knowledge with external audiences was, at first, ad-hoc and opportunistic.  However, they soon realized that codifying this internal knowledge and disseminating it publically (movement from the lower left to the upper right of the map) would provide a boost to Adobe’s credibility, and increase awareness of Adobe’s offerings.  The Marketing team became evangelists, sharing best practices, speaking at conferences and advising companies and marketing organizations as they struggled to make the shift to digital.  This mainly focused on “people, processes and technologies.” They codified their learnings in on-demand videos to help scale the reach of this learning content.  In parallel, on the IT side, Adobe formed the Adobe@Adobe team to evangelize the use of Adobe technology to address marketing use cases.

    Ron Nagy, Sr. Evangelist Adobe@Adobe, develops use case narratives through collaboration with customers, internal practitioners, product marketers and technologists.  He’s a firm believer in having a team that can articulate how Adobe solutions address common customer challenges, as well as the more aspirational visionary scenarios.  These stories are curated from both internal and external sources and systematically evolve over time.

    A key input to the Adobe@Adobe efforts is Adobe’s internal marketing technology forum which brings together marketing, IT, product marketing and engineering teams for several days to evaluate and discuss topics that are selected via an internal voting process.  This internal forum invites constructive conversations where internal users of the products share best practices and articulate areas for improvement.  Product marketing and engineering discuss future products and the evolution of existing products. This forum is a key input to the narratives that Nagy and the team leverage and at the same time, it is an institutional function that allows marketing practitioners to resolve product usage challenges through sharing of best practices, later providing feedback into product teams to optimize the development roadmap and to inspire new product development.

    Capturing and sharing the knowledge of Adobe practitioners, who possess deep operational knowledge, is also a critical aspect of the program. However, Nagy notes that some translation of that message is needed: “If you are starting a program – there have to be individuals with knowledge of the tech, what is possible, and the business.  You need to take the input from practitioners and other sources then do the translation to what is relevant to the marketplace.” These Adobe@Adobe use cases are shared broadly to internal and external audiences. While the program aggregates and curates the knowledge of Adobe practitioners, it does not remove subject-matter experts from the process. Rather, developing the voice of the practitioner is also a focus of the program: those practitioners with interest and aptitude are frequent presenters at both internal and external events representing the practitioner point of view.

    Note that the Adobe@Adobe team is part of the IT organization, not part of sales; this deliberate separation, to bring an objective perspective. However, the marketing department, ecommerce department and the business unit are also documenting their processes sharing their own unique learnings with the industry. Surfacing ones’ internal best practices or showcasing another organizations’ digital transformation can serve to guide a firm’s own transformation.

    By capturing and organizing tacit knowledge (the confluence of technical and product knowledge, fueled by employee knowledge and enthusiasm, and guided to relevance by market needs) and then orchestrating the diffusion of that knowledge, Adobe has developed a masterful customer engagement and capability demonstration “machine” that goes well beyond the traditional marketing approach.

    Creating momentum in the market by sharing structured knowledge

    Adobe Digital Index (ADI) is yet another example of how Adobe has deliberately diffused proprietary knowledge assets into the public domain, in the process creating value for Adobe and customers alike.  Knowledge in this case, are the insights derived from codifying an aggregate view of billions of digital data inputs (structured upper left quadrant of the knowledge map) from which the ADI team identifies emerging digital trends or forecasts future events. These are then shared broadly to external audiences.  For example, for the past two years, the Adobe Digital Index predicts which movies will be blockbusters, based on the analysis of commentary in social media.  The accuracy of their predictions (36 of 37 predictions were spot on) resulted in a call from an executive from a major motion picture distributor who was keen to produce similar predictions.  “This is exactly what they hope to achieve” commented Tamara Gaffney, Director and Principal Analyst “we want to educate others on the possibilities of data science through meaningful insights.”  Another benefit is that ADI findings are syndicated broadly, thereby extending Adobe’s market reach which contributes to a significant increase in awareness of Adobe’s “big data” expertise.  For example, Adobe got great exposure with over 7,000 press stories including Good Morning America, Today Show, CNBC Squawk Box and much more by identifying the average daily discounts for toys and electronics this past holiday season.

    Digitization for the sake of digitization is not the way to go. Deep attention needs to be given to what digitization of what knowledge should be undertaken and why.

    Extracting meaningful insights from vast data troves is a challenge which ADI attacks with a methodical approach starting with the monitoring of standard digital metrics such as web and mobile traffic, video consumption, bounce rates and conversions.  “If they detect any anomalies then they dig deeper.  They ask ourselves questions and create hypothesis that they test through further analysis,” says Gaffney.  For example, ADI noticed that online ecommerce revenues on Thanksgiving are growing at a faster rate than on Black Friday. Their hypothesis was that promotions and discounts are now being offered by retailers earlier in the Holiday season.  A subsequent analysis on pricing levels revealed that the greatest overall discount was on Thanksgiving, when historically it has been on Black Friday.  Gaffney notes, “The effect may not be causal, but there is a strong correlation that suggests that timing of promotions is a prominent factor.”

    The way that ADI is managed and the expectations of the team are important: the group has been set up as an entrepreneurial team with no Adobe P&L responsibility and softer success metrics like thought leadership and earned media vs. conversion and sales.  The team reports into Marketing and is allowed to experiment, which allows them to be innovative and take risks and sometimes fail.  Gaffney states, “We have a few explicit measures of success, such as total number of press articles, size of circulation, syndication by well-known publishers like Forbes, WSJ,” but equally important are the door openers or the conversation starters that stem from ADI findings.  Gaffney concludes, “ADI reports on important trends and indicators of future trends, which are significant topics for their target audiences, and it eases the way for their sales teams and executives to engage with their current and future customers.”

    Whether the strategic intent of digital transformation is to meet customers’ expectations, to innovate, or to enable efficiencies, organizations increasingly are recognizing that they need to transform their businesses in order to participate in the new digital world order or risk becoming irrelevant. But digitization for the sake of digitization is not the way to go. Deep attention needs to be given to what digitization of what knowledge should be undertaken and why.  This is determined by mapping your major knowledge assets and then thinking through what the benefits are of strategically structuring and diffusing such major assets across the map.  The Adobe examples set forth above illustrate three powerful strategic outcomes from such moves:  to succeed in an adjacent market by mobilizing tacit knowledge gained through acquisition; to build critical customer credibility by diffusing tacit knowledge to and with customers; to hugely extend customer awareness and add value through codification and aggressive diffusion of proprietary knowledge.  These three strategies are illustrative, but far from exhaustive.  Every mapping of knowledge assets will present its own set of context-specific digitization opportunities.

    Leading your firm in this new digital reality requires a thorough understanding of all of your critical knowledge assets, both explicit and tacit. Equipped with a strategic knowledge map, corporate leaders can craft a competitive strategy and make digital transformation a reality.

    Don't look down: The path to cloud computing is still missing a few steps | real questions and Pass4sure dumps

    Don't look down: The path to cloud computing is still missing a few steps

    Agencies navigate issues of interoperability, data migrations, security and standards

  • By Rutrell Yasin
  • Mar 12, 2010
  • The federal government is moving to the cloud. There’s no doubt about that.

    Momentum for cloud computing has been building during the past year, after the new administration trumpeted the approach as a way to derive greater efficiency and cost savings from information technology investments.

    At the behest of federal Chief Information Officer Vivek Kundra, the General Services Administration became the center of gravity for cloud computing at civilian agencies, with the launch of a cloud storefront,, that offers business, productivity and social media applications in addition to cloud IT services.

    High-profile pilot programs generated more buzz about cloud computing, including the Defense Information Systems Agency’s Rapid Access Computing Environment and NASA Ames Research Center’s Nebula, a shared platform and source repository for NASA developers that also can facilitate collaboration with scientists outside the agency.

    Related stories

    NASA explores the cloud with Nebula

    Cloud computing has appeal for Web applications

    But the journey to cloud computing infrastructures will take a few more years to unfold, federal CIOs and industry experts say.

    Issues of data portability among different cloud services, migration of existing data, security and the definition of standards for all of those areas are the missing rungs on the ladder to the clouds.

    “Cloud computing is not a technology that can just be turned on overnight,” said Peter Tseronis, deputy associate CIO of the Energy Department and chairman of the Federal Cloud Computing Advisory Council.

    “We spent a lot of last year defining what the cloud is, what are the various delivery models, deployments and characteristics,” Tseronis said. “We still continue to need to do that."

    The government defines cloud computing as an on-demand model for network access, allowing users to tap into a shared pool of configurable computing resources, such as applications, networks, servers, storage and services, that can be rapidly provisioned and released with minimal management effort or service-provider interaction.

    The three delivery models include:

  • Software as a service (SaaS), which provides business applications running on a cloud infrastructure and accessible on a client device via a Web browser.
  • Platform as a service (PaaS), which is the deployment via the cloud of user-developed applications, such as databases or management systems.
  • Infrastructure as a service (IaaS), which is the provisioning of computing resources for users on an as-needed basis.
  • The Federal Cloud Computing Advisory Council provided a governance structure last year to disseminate information about cloud computing and its concepts, benefits and risks. The council will continue to raise awareness about the governance structure among agencies, Tseronis said.

    But some agencies remain confused about the cloud, Tseronis said.

    Agency managers are wondering about security and data privacy risks associated with the cloud. Are there procurement barriers? What is better: a public or private cloud? How do you set up a service-level agreement? What are the data interoperability and portability issues?

    Security Struggles

    The Bureau of Alcohol, Tobacco, Firearms and Explosives hasn’t launched a specific cloud project, but officials have been evaluating the benefits and risks for more than a year because a move to the cloud seems like a natural fit. “We are already fairly outsourced in terms of their IT infrastructure,” said Rick Holgate, the bureau's CIO.

    ATF has dedicated hardware and physical space in two data centers — one government-owned and operated by a contractor, the other owned and operated by a contractor.

    However, security is a major concern. Most agencies have concerns about data separation because they want to prevent a commingling of data with tenants in other environments. And they need access restrictions on data to make sure cloud hosting providers or other tenants don’t inadvertently or intentionally get access to sensitive data.

    “We are all struggling in the federal space with the right security model around the truer cloud provision capability,” Holgate said.

    Despite some progress toward resolving those issues, more work is necessary to hash out security requirements that federal agencies need to follow to ensure that sensitive but unclassified and classified information is secure, Holgate said.

    First, cloud providers need to understand government security requirements and deliver services that satisfy those requirements. Microsoft recently created a federal version of its Business Productivity Online Services for the cloud, which is one example of how vendors could help address security requirements, he said.

    On the federal side, “we need to probably do a better job of articulating what those requirements are from a security perspective,” Holgate said.

    The federal government still has a fragmented approach to security, he said. “We don’t have a single, unified — to my knowledge — federal voice that everyone has agreed to and signed up to as the authoritative version of what the federal government considers sufficiently secure in a cloud-type environment,” he said.

    GSA and the National Institute of Standards and Technology have been addressing security requirements, and the Justice Department tackled the problem at a department level, Holgate said.

    Microsoft's Massive Azure Extension into the Enterprise | real questions and Pass4sure dumps


    Microsoft's Massive Azure Extension into the Enterprise

    Now that Windows Server 2016 is available, Microsoft says IT pros and developers can build and extend containerized workloads and applications to its network- and compute-enhanced Azure public cloud -- and vice versa.

    Since the launch of Microsoft Azure back in early 2010, Microsoft has consistently emphasized its goal of bringing parity between the datacenter and cloud, a prospect easier said than done, especially because infrastructure services didn't arrive until many years later. Microsoft first underscored hybrid clouds as the way to get there from the beginning with Windows Azure Connect, a tool allowing connectivity from Microsoft-based endpoints to its public cloud. The company took a further step with the release of Windows Server 2012, which it dubbed Cloud OS for its ability to bridge datacenter workloads to Azure. While Microsoft would like to see organizations move the vast majority of their workloads to Azure over time, the company has determined the server OS had to go beyond merely allowing customers to just move existing applications and data to Azure. The next server OS needed a runtime environment and multitenant architecture attributes, security and the ability to allow virtual machines (VMs) and applications to run on-premises and in Azure with the same properties, which became the core focus of Windows Server 2016.

    After an extensive two-year preview cycle consisting of five beta releases, Microsoft has finally delivered Windows Server 2016, a much more extensible version of the OS for hybrid cloud environments, bringing it closer to the vision outlined in 2010. Not to be mistaken for next year's anticipated launch of Azure Stack, Windows Server 2016 offers the best path for those looking to transition or share existing and new workload and application stacks to Azure.

    "We think of Windows Server 2016 in many ways as the edge of their Azure cloud, and one of the things that they recommend you think of is Azure as the edge of all your on-premises servers," said Scott Guthrie, executive VP of Microsoft's Cloud and Enterprise group, announcing the official release of the OS during the opening keynote session at the Ignite conference in Atlanta. "Windows Server 2016 is a major enhancement of Windows Server. It's cloud-ready and incorporates a lot of the deep learnings that we've had running their own cloud with Azure, including the core capabilities that you need to run a software-defined datacenter."

    Many of the new features in Windows Server 2016, outlined in various first-look articles in Redmond magazine over the release cycles of the technical previews, include support for software-defined network (SDN) infrastructure, more resilient Storage Spaces, support for Windows Server and Hyper-V containers, multi-tenant security via the Shielded Hyper-V VM feature, and the Nano Server headless deployment configuration option, which provides a much smaller server OS footprint that allows you to source packages from repositories on either a local path or from the cloud.

    Over time, Microsoft and others believe the Nano Server option -- and similar types of server core lightweight configurations -- could be the server deployment method of the future. According to Microsoft, the Nano Server option offers a higher-density and more efficient resource utilization of the OS. This is important when configuring private cloud infrastructure, notably clustered Hyper-V, storage and core networking, or for deployment as an application platform for running cloud-scale apps based on containers and micro-services architectures. Despite the potential for the Nano Server configuration option, its usefulness for now is limited as most commercial applications can't currently run on it because it lacks some critical APIs, as explained by Redmond contributor Brien Posey, though he noted there are some tools that IT pros can use as a shim for some applications.

    Azure-Based Windows Server ManagementMost noteworthy -- and a key reason Guthrie describes Windows Server as the edge of Azure and vice versa -- is the new Windows Server 2016 Azure-based Remote Server Management Tools (RSMT) option, which promises to be used in tandem with the Nano Server deployment option. While it wasn't clear if RSMT would be available upon the release of Windows Server 2016 in their June first look at the RSMT preview, Microsoft confirmed key components of the tools can be found in the Azure Marketplace. RSMT lets administrators manage any Windows Server 2016 servers running on-premises, as well as VMs in Azure. As Server Core and Nano Server options become more prevalent -- which Microsoft and others predict will become the norm over time -- traditional tools such as Server Manager or Microsoft Management Console (MMC) snap-ins won't work with the headless servers. RSMT uses a gateway architecture to allow for remote management of Windows Server 2016 machines and VMs on-premises. When creating a connection to the machines, administrators also configure and create a connection to the gateway machine (see Figure 1).

    [Click on image for larger view.] Figure 1. The Remote Server Management Tools (RSMT) and Microsoft Azure gateway architecture.

    Among the management features now available with RSMT are Device Manager, Event Viewer, Firewall Roles, PowerShell, Processes, Registry Editor, Roles, and Features and Services. In the pipeline are Storage and Certificate Manager, according to Kriti Jindal, a program manager on Microsoft's Windows Server and Services team, in a short RSMT video posted here.

    Bringing Windows Containers to AzureAn equally important new capability Microsoft has brought to Windows Server 2016 is the support for the Docker Engine, a commercial runtime environment of the open source con­tainer platform. Microsoft announced at Ignite that the Docker Engine will be included free of charge in Windows Server 2016. "This makes it incredibly easy for developers and IT administrators to leverage container-based deployments using Windows Server 2016." Guthrie said.

    Among the first customers Microsoft has worked with to demonstrate how customers might use Docker containers in Windows Server 2016 and Azure is Tyco, a provider of fire safety and security systems that are used by 3 million commercial and residential customers worldwide, with 900 locations in 50 countries and 57 employees (not accounting for its just-completed $3.9 billion merger with Johnson Controls Inc.).

    Daryll Fogal, the CIO of Tyco, joined Guthrie on stage during the Ignite keynote to explain how his company has started using the Docker engine in Windows Server 2016 to make apps more modular and expedite updates and then allow for modernization of legacy apps using micro-services. The proliferation of new sensors, readers, cameras and Internet of Things (IoT)-type monitoring devices is generating far more data than the existing three-tier, .NET-based security operations manage­ment platform (now used by 18,000 Tyco customers) can accommodate, according to a description of its work with Tyco posted by Microsoft.

    "We think of Windows Server 2016 in many ways as the edge of their Azure cloud, and one of the things that they recommend you think of is Azure as the edge of all your on-premises servers."

    Scott Guthrie, Executive VP, Microsoft Cloud and Enterprise Group

    To provide a more scalable and elastic architecture Tyco migrated the components of the existing application into VMs. However, upon learning that Docker containers would be included in Windows Server 2016, it determined they'd be lighter-weight and more portable than VMs. That's because each container is an independent file with its own runtime including the app, all of its dependencies, libraries and configuration components, so it can run in any environment and not require the overhead of a monolithic app.

    When the application was originally built, it didn't have IoT or globalization in mind, according to Fogal. While containerizing its legacy apps provided additional scalability, the plan was to take the legacy applications and refactor them into Azure micro-services, he said. "And then for all practical purposes they have infinite scalability," Fogal explained.

    Azure will continue to be a bridge for Tyco, he added. "We've got all these legacy people, legacy applications on on-premises servers, and they need to bridge [them] to Infrastructure as a Service and ultimately to cloud," he said. "And what we've found is that the path that Microsoft has laid out for us has made that very easy."

    Tyco officials claim it only took several days to change the .NET code into Docker files and the result is better app availability, along with consistency and control for developers, testers and deployment teams. Also, the DevOps group can push updates faster with minimal or no downtime. Most notably, the newly containerized app, which Tyco calls C-CURE 9000, now allows the company to run it anywhere, including Windows Server and Azure.

    Docker Engine Inside Windows ServerMicrosoft and Docker first got together more than two years ago and revealed plans to create a commercial version of the Docker Engine that would work in the Azure cloud, Windows Server and Hyper-V. It was a defining decision by Microsoft because it meant casting aside its own container development efforts and joining with the open source community and some of its key rivals, including Amazon Web Services Inc. (AWS), Google Inc., IBM Corp., Red Hat Inc. and VMware Inc.

    With the launch of Windows Server 2016, the two companies also announced that the commercially supported version of Docker Engine embedded in the server OS is now included at no additional cost and supported by both companies. Microsoft will be taking the frontline tier 1 and tier 2 support, which will be backed by Docker. Though it's included at no additional charge, the Docker Engine technically isn't part of the Windows Server product or the license, says Mike Schutz, general manager of Microsoft's Cloud and Enterprise division.

    "We want to make it available at no additional cost to customers so it really eases their use of the container technologies," Schutz says. "Part of it was their desire and belief that customers can really benefit from the container technologies in Windows, and because Docker is a leader in containerization and they have this Docker Engine capability that was available, in order to help accelerate customers getting the value of the containers in Windows Server, they thought this would be a great partnership."

    Tyco's early work with Docker was a key impetus for deciding to extend the integration of Docker Engine with Windows Server 2016, Schutz explains. "They're a proof point and in many ways they were an inspiration for us to create this agreement with Docker because they saw how well they were able to become more agile within their development organization by using Windows Server and Docker together," Schutz says. "Now we're trying to replicate that through the breadth of their customer base."

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